Optimization of Hull Painting jobs

Table of contents

I II

Outline of Theme Deducting subjects Detailed content of each subject

III
IV V VI

Prompt actions
KPI monitoring Plan Afterward
2

Table of contents
I
1 2 3 4 5

Outline of theme
Themes Scope Driving Background Target Organization Progress

1. Theme Scope

Our Project Scope is to optimize Hull Painting activity (P/E, Dock, Quay area), but also to increase accuracy of pre-processes which generate rework for painting.

PRE-PROCESS
Assembly Team Support Team Erection Team Outfitting Team

Generate rework

HULL PAINTING PROCESS

Owner satisfaction

surface preparation

painting

inspection

OWNER

Accommodation Team
Electrical Team Block Painting Team Preoutfitting Team Development & monitoring middle schedule for dock and quay area

Internal L/T standard for main areas

2. Driving Background Rework

17%
28% 55% 10%

2. Driving Background
2011
16,000

Rework influence to Hull Painting correlated with Back Charge reports

15,527

12,000

11,652

Req
App
8,125

8,000

6,968

7,350 5,570
6,063

6,474 4,735 5,174 1,649 992 1,362 0

4,000

4,023 2,313 2,007

2,311 569

2,652

MH

3. Target
Quantitative Target
Item
Reduce rework Container ship Unit

As-Is
15%

To-Be (Goal)
12% (20% 21% (20% 23 days (30% 112% (20% ) ) ) )

%
Bulk carrier days % 26% 34 days 140%

Reduce L/T for ballast tank Reduce add paint consumption

Qualitative Target
1. Monitoring & control of works using L/T standard; 2. Improve communication between departments; 3. Increase self control;

* For Portcontainer & Tanker projects.

4. Training & feed-back for problems issued by production process; 5. Elaboration of internal schedule based on Middle Schedule; 6. Increase responsibility of persons from production.
7

4. Organization

Sponsor
Division Head

Theme coordinator
Team Leader

Batch coordinator
Shipyard cometee

Attending Organizations
PREOUTIFITTING DIV. HULL OUTOOR DIV.

Leader
Vrinceanu Stefan

OUTDOOR OUTFITTING DIV.

DESIGN DIV.
MATERIAL DIV. PRODUCTION CONTROL DIV.

Full time member

Full time member

MANAGEMENT PLANNING DIV.

TESA

TESA

5. Progress
Cause Analysis Deducting Subjects Driving each Subjects Standardization
Proj. closing report

Definition of problem
Start
(27/02) 3weeks

Kick-off
(16/03) 3weeks (06/04) 4weeks

Mid. report
(03/05) 8weeks

Action report
(29/06)

(May`13) 11 Months

Pj. Chart Draft issue tree Background

Issue tree Data Analysis PLA

Deducting subj. Forming Action Plan Prompt action Concretizing and developing each subjects

Review and verify themes target periodically Deducting KPI Contract of MOU

KPI mgmt Clarify R&R Standardization

As-Is VSM
Prioritize causes

Habituation

Table of contents

II
1 2 3 4

Deducting subjects
As-Is Analysis Issue Tree Deducting Subjects To-Be Design

10

1. As Is Analysis PLA for Engine Room

As-Is Process Loss Analysis
PROD PLANNING STRATEGY DESIGN DIV MATERIAL DIV PROD CTRL DIV ERECTION TEAM OUTFITT. TEAM ELECTRICAL TEAM ACCOM TEAM HULL PAINT

Legend:
QC PAINT

Problems Process Departments

SCAFF TEAM

Incomplete saturation Poor cleaning during working

Improper protection for equipments before P/T & F/C1

Issue Erection Network

Supply materials

Control & monitoring progress

Surface preparation

Install scaffolding
Dust contamination

Issue paint POR

Supply Paint

Joints & Fairing

Pipe joints, System completion, Insulation

Hot work
Joints, Fairing, Insulation Apply 1st & 2nd coat

Cable install

Inspection for scaffolding area

Remove scaffolding

Many burned areas due to preprocess mistakes

New burns after painting

Job unfinished (hot work)

Contamination with paint due to improper protection

11

1. As-Is Analysis ballast tank L/T for bulk carrier

Prod. Control
Box Schedule

Hull Painting

As-Is VSM

Launching Schedule

Erection

Foreman schedule

Foreman schedule

GAP

GAP

Sea Trial

Air test

Install scaff

PT

FC 1

SC 1

FC 2

SC 2

scaff

Remove scaff.

CR

Welding tech op.

CR

Fin I

LT= 34.3 days CT=16.6 days

0.1 d 4d 3d

0.1 d 0.2 d 0.2 d

0.5 d 0.5 d 0.5 d

0.5 d 3d 2d

0.5 d 0.5 d 0.5 d 5d 3d

0.5 d 1.2 d 0.2 d

1d 7d 4d

3d 6d 3d

0.5 d 0.2 d 0.2 d

PCE= CT / LT x 100%= 16.6 d / 34.3 d x 100

** PCE = Process Cycle Efficiency = CT / LT x 100% CT: only adding value LT: include CT and non adding value activities.
12

= 48 %

2. Why Issue Tree

13

2. Why Issue Tree: Summarized

Man & Method Careless during working Low management (foreman level) Missing training after receive feed-back problems

Poor mentality / responsibility High nr. of beginners (designers) creates less accurate drawing Improper L/T standard for main activities
Control & Monitoring Middle schedule for dock & quay stage issued by Management Planning Division. Start implementation with 1057-1058 pj. Working sequence not followed Poor self control (foreman & workers level) Poor weekly schedule for Hull Painting foreman

Why we must improve / optimize hull paint jobs

Lack of communication between departments Communication Not give feed-back from post-process to pre-process

Missing reports for paint consumption Hull Painting Material Missing monthly meeting Production, Design & Material Division, regarding paint (consumption, stock, procurement) Missing material items from pre-process generate rework in post-pr ocess Environment Weather condition has impact for outside areas Contamination with dust & water of blocks during buffer time in Sahara area
14

2. How Issue Tree

15

2. How Issue Tree: Summarized

Training
Internal training for internal rework & countermeasures Training sessions for pre-process members Internal L/T standard for main areas (E/R, cargo, ballast, ) External L/T standard for main activities from pre-process Training for designers without experience & monitoring their activities Protect and keep clean areas during working Development & monitoring middle schedule for Dock & Quay stage (1057-1058 pj.) All painting foreman to make and keep weekly schedule Enhance self control & use self control sheet Keep working sequence & increase control decision of PM Make report / feed-back from post-process to pre-process Share information between departments at G/L & foreman level Start make monthly report for Hull Painting consumption Monitoring & control of areas with high consumption Organize monthly meeting for paint material status between Design, Procurement, Production Increase PML accuracy 100% Increase responsibility for foreman & workers regarding caring out of outfitting, equipments, others Create buffer time on scheduling for painting activities

Man & Method

L/T standardization Increase accuracy for design activity Save paint Middle schedule

Control & Monitoring

Weekly schedule Self control

How to improve/ optimize hull painting jobs ?

PM control

Communica tion

Feed-back Improve communication Paint consumption

Material

Common meeting Reduce missing materials items Weather condition for outside areas Contamination with dust 16

Environment

Concrete Sahara area

3. Deduction of subjects
Deducting 4 subjects from 12 root causes

Root Causes
Careless during working (generate contamination) Missing L/T standard for main activities Poor mentality / responsibility Low internal management (foreman level) Lack of communication between departments and working sequence not followed Missing reports for paint consumption Missing monthly meeting regarding paint (Design, Production, Material ) Missing materials items from pre-process generate rework in post -process Weather condition has big impact for outside areas Missing training after feed-back problems Middle Schedule for dock and quay stage Design accuracy (mistakes, revisions, WP, PML )
17

Subjects

1 2

Enhance planning of painting activities from dock & quay stage

Minimize rework

3 4

Implementation of L/T standard (included in BMSW) for Hull Painting activities (main areas)

Report & monitoring paint consumption

4. To Be Analysis PLA for Engine Room

To-Be Process Loss Analysis
PROD PLANNING STRATEGY DESIGN DIV MATERIAL DIV PROD CTRL DIV ERECTION TEAM OUTFITT. TEAM ELECTRICAL TEAM ACCOM TEAM HULL PAINT

Legend:
QC PAINT

Solutions Process Departments

SCAFF TEAM

Confirm completion ratio by QC

Inspection for protection of equipments before P/T & F/C1

Issue Erection Network

Supply materials

Control & monitoring progress

Surface preparation

Install scaffolding
Avoid dust contamination !

Issue paint POR

Supply Paint

Joints & Fairing

Pipe joints, System completion, Insulation

Hot work
Joints, Fairing, Insulation Apply 1st & 2nd coat

Cable install

Inspection for scaffolding area

Remove scaffolding

Keep cleaning during working and monitoring

Reduce rework from pre-process

Avoid contamination with paint due to improper protection !

18

4. To Be Analysis ballast tank L/T for bulk carrier

Prod Strat. Plann.
Middle Schedule

Prod. Control

How: - Proper MP allocation; - Increase monitoring & involvement by Foremen; Launching Schedule - Monitoring of recoating interval; - Avoid internal rework; - Avoid painting with baby roller or brush, in case of small DFT and use spraying method; Foreman schedule Foreman schedule - New painting procedure.

Hull Painting

To-Be VSM

Sea Trial

Erection
Air test

All this methods will be monitoring by Hull Painting Group Leaders .

Install scaff

PT

FC 1

SC 1

FC 2

SC 2

scaff

Remove scaff.

CR

Welding tech op.

CR

Fin I

LT= 23.3 days CT=16.6 days

0.1 d 3d 3d

0.1 d 0.2 d 0.2 d

0.5 d 0.5 d 0.5 d 2d

0.5 d

0.5 d 0.5 d 0.5 d 3d 3d

0.5 d 0.2 d 0.2 d

1d 4d 4d

3d 3d 3d

0.5 d 0.2 d 0.2 d

2d

PCE= CT / LT * 100% = 16.6 d / 23.3 d x100

** PCE = Process Cycle Efficiency = CT / LT * 100% CT: only adding value LT: include CT and non adding value activities.
19

= 71 %

Table of contents

III
1 2 3 4

Detail contents of each subject

Enhance planning of painting activities from dock & quay stage Minimize rework Implementation of L/T standard for Hull Painting activities (main areas) Report & monitoring paint consumption

20

1. Enhance planning of painting activities from dock & quay stage

As - Is
Inaccurate Dock & Quay Middle Schedule by project. Low control and monitoring of all activities on board. Insufficient and old painting equipments : Equipment type
Cherry pickers

Older then 10 years

7 pcs /1996 1 pcs / 1992 3 pcs / 1997 1 pcs / 1992 3 pcs / 1997 10 pcs / 1997

Rented in 2011 year

8 pcs / 12 month

Damaged ratio
3 pcs

Vacuum recovery
Dehumidifier Electrical heater

11 pcs / 6 month -

2 pcs

Washing machine

1 pcs / 1986 3 pcs / 1998

1 pcs

To - Be
Improve Dock and Quay Middle Schedule based on monitoring and feed-back. Increase control and monitoring of all activity on board by Project Managers and Hull Painting Group Leaders. Identify optimal solutions for equipments especially cherry-pickers, dehumidifiers, washing machine.
21

1. Enhance planning of painting activities from dock & quay stage

To - Be

22

1. Enhance planning of painting activities from dock & quay stage

Action plan
Action Dock & Quay Middle Schedule implementation and following at Foreman level through weekly schedule, and feed-back at the end of the week. Project Managers: - Decisions taken by oneself in proper time (after all involved data was collected). - Checking delivery of all working jobs which must be done in previous stage and after that to give permission to start next working stages. - Increase control for pre-processes and support of painting activities TFT with involved departments. Hull Painting Group Leaders: to be as key persons for each project (responsible with all painting jobs on board). In charge Mr. Vrinceanu S. Plan W25 Frequency Weekly

Shipyard cometee

W25

Daily

Team leader.

W25

by project

Make Equipment Schedule taking in consideration all 4 seasons based on Dock & Quay Middle Schedule.
Identify optimal solutions for equipments: replace the older and avoid to rent other equipments. (Will be organized TFT with involved departments).
23

Mr. Vrinceanu S.

W25

3 month

Mr. Vrinceanu S.

August

23

2. Minimize rework
As Is
Type Pj. Area Corresp MH Engine Room Cargo Accommodation Bulk carrier 3,973 6,508 722 Actual MH 5,287 9,918 938 Diff MH 1,314 3,410 216 Effy (%) External 1,058 1,984 187

Data was taken from last projects

Rework MH Internal 264 496 47 Total 1322 2,480 234 (%)

69%

25%

Total
Engine Room Cargo Accommodation Total

11,203
1,541 5,659 1,191 8,391

16,143
2,241 10,374 1,702 14,317

4,940
700 4,715 511 5,926
24

3,229
448 2,074 341 2,863

807
112 519 85 716

4,036
560 2,593 426 3,579

58%

25%

2. Minimize rework
To - Be
Pj. 1
2 As-Is Rework MH (%) Rework MH To-Be (%)

4,036
3,579

25%
25%

3,229
2,863

20% (20%
20% (20%

)
)

*Target for next period is to reduce actual value of rework with 20 percent (internal + external).

Action plan
Action Rework External reducing by making and sending Back Charge report to Pre-Process to do internal analysis and meeting for finding solutions to finalize in proper time their jobs. Also send for information to Production Control Division and Production Strategy & Planning Team. Rework Internal reducing by countermeasures and training of workers and Foremen for improve their skill and advance preparation of working areas.
25

In charge

Starting when

Frequency

Hull Painting Team key persons

w19

weekly

HRM

w25

weekly

3. Implementation of L/T standard for Hull Painting activities (main areas)

As - Is
Improper standards for hull painting activities.

To - Be
L/T Standard for Hull Painting activities and implementation at Foreman level, then will be distributed to Production Control Division and Production Strategy & Planning Team .

Action plan
Action Standardization of painting activities L/T for main areas by collecting data from production and will make by vessel type, taking in consideration all four seasons and all necessary painting equipments. Will be distributed to Hull Painting G/L the standard sheet to settled working times and send feed-back. Foremen will make weekly schedule based on L/T standard, posted on Mieruka board, keep working progress.
26

In charge

Starting when

Frequency

Mr. Vrinceanu S.

w25

Hull Painting Team Foreman

w30

weekly

3. Implementation of L/T standard for Hull Painting activities (main areas) Standard for ballast tank

27

27

4. Report & monitoring paint consumption

As - Is
Monthly Paint Consumption format, which includes: Consumption, POR, Stock Quantity, Remain Quantity .

To - Be
Two times/month Paint Consumption report including costs: * Additional paint consumption reducing ratio is correlated with painting rework amount.

Action plan
Action Paint Consumption report (including costs) - make & keep up to date every two times/month and at delivery of the vessel. Meeting with Design Div., Materials Div., Production Control Div., Preoutfitting Div. to discuss any problems based on Paint consumption report and find solutions to solve them. Change actual system of paint management trough split in two independent parts actual paint store start with Zodiac projects.
28

In charge TESA

Starting when w21

Frequency monthly

TESA

w21

monthly

TESA

w20

Table of contents

IV
1 2 3 4

Prompt actions
Enhance planning of painting activities from dock & quay stage Minimize rework Implementation of L/T standard for Hull Painting activities (main areas) Report & monitoring paint consumption

29

1. Enhance planning of painting activities from dock & quay stage All production groups made weekly schedule based on Dock & Middle Schedule. Weekly schedule is kept updated and is posted on MIERUKA board, also is posted in Hull Painting meeting room. Hull Painting Group Leaders was appointed as key person for ongoing projects.

Was made part of Equipment schedule (Cherry picker Schedule) and we continue with equipment scheduling for final form till week 25. Optimize of painting equipments TFT with involved departments, will be organize in week 31. Increase control for pre-processes and support of painting activities TFT with involved departments ( start week 30 ).

30

30

1. Enhance planning of painting activities from dock & quay stage Sample of weekly schedule:
Prepared MACARIU GABRIEL Sen. Ass. Manager Popoiu M. Sen. Manager Dragoi E. Director Vilcu E.

HULL PAINTING TEAMN - HULL 3 Gr. (Macariu Gabriel)

MAY JUN week 21 18 CR TU2 19 20 21 CR TU2 22 CR CR2 23 CR CR PT 24 CR CR TU1 CR CR PT PT PT PT PT FC1 FC1 PT FC1 CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR FC2 FC2 CR2 CR2 FC2 FC2 TU1 TU1 TU1 TU1 TU2 TU2 TU2 TU2 FC3 FC3 FC3 FC3 FC3 FC3 CR2 CR2 CR3 CR3 CR3 CR3 CL CR CR CL CR CR CR CR PT PT CR CR CR CR CR CR1 CR1 CR1 CR1 CR CR CR CR CR CR CR CR CR CR CR CR CL CL CR CR CR CR CR CR DS DS FC1 FC1 SC1 SC1 FC1 FC1 SC1 SC1 CR1 CR1 FC2 CR2 CR2 CR1 FC2 CR1 CR CR CL CL CR CR CL CL FC3 CR1 CR2 FC2 CR CR CR CR F F CL CL CR3 FC2 CR2 CR2 CL CL CR3 CR2 FC3 CR2 FC3 CR3 CR3 CR3 CR3 FC3 CR3 CR3 CR3 CR3 CR CR F F CR CR CR CR CR CR CR CR R CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR F F F F CR CR CR CR CR CR CR CR CR CR CR CR CR CR FC3 FC3 CR3 CR3 CR3 CR3 CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR F F CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR F CR CR CR F CR CR CR F CR CR CR F CR CR CR CR CR CR CR CR CR CR 25 CR CR TU2 CR CR CR CR CR CR F CR CR CR 26 27 28 CR3 29 CR3 30 ASK week 22 31 1 2 3

No.

Area / Project

Foreman Subcontr. DELU

PLAN

PROGRESS 7
ACTUAL

week 19 8 9 10 11 12 13 14 PT CR CR PT PT PT PT FC1 FC1 CR CR CR CR CR CR DS DS 15 TU1 F F 16 TU2 PT

week 20 17 CR TU1

1056 1056 1056 1056 1056 1056 1056 1056 1056 1056 1056 1056 1056 1056 1056 1056 1056 1056 1056 1056 1056 1056 1056 1056 1056 1057 1057 1057

PUNTE TEUGA CATARG FWD C /H1 FLOOR CH /4 FLOOR CH /5 FLOR CH /6 FLOOR LOWER STOOL /CH6 LOWER STOOL CH 5 LOWER STOOL CH 4 LOWER STOOL CH 1 UPER /STOOL /CH1 UPER STOOL CH4 UPER STOOL CH5 UPER STOOL CH 6 RGM TOP PLATE CH5 RGM TOP PLATE CH6 CAPACE CH5 CAPACE CH6 LSFO TK VS ER PS ACMD INSIDE 903--905 ER BILGE PS ER PS LEVEL 1 2 3 SANTINE CH 1 5 6 VENTILATII ER STB ER STB RGM CH3 RGM CH4

DELU SALI DELU DELU DELU DELU SALI SALI TEODOSIE TEODOSIE SALI SALI DELU DELU TEODOSIE SALI DELU TEODOSIE TEODOSIE SALI SALI TEODOSIE SALI DELU

PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL

PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL

31

31

1. Enhance planning of painting activities from dock & quay stage Weekly schedule posted on MIERUKA board:

32

32

1. Enhance planning of painting activities from dock & quay stage Equipment schedule (cherry picker schedule):
CHERRYPICKER SCHEDULE

JUNE PROJECT 22 23 24 25 26 27

JULY 28 29 30 31 32

AUGUST 33 34 35 36

SEPTEMBER 37 38 39 40

OCTOBER 41 42 43 44 45

NOVEMBER 46 47 48 49

DECEMBER 50 51 52

1056

1057

11

1058

8
HOLIDAY

2
HOLIDAY

TOTAL 1056/57/58

12

13

11

10

4091

4092

GRAND TOTAL

12

13

11

10

10

10

10

10

10

10

33

33

2. Minimize rework
Results of rework by delivered projects
Type Pj. 1 Bulk carrier 2 3 4 Corresp MH 56 637 54 999 49 917 46 572 Actual MH 95 073 84 771 91 669 77 930 Diff MH 38 436 29 772 41 782 31 358 Effy (%) 59.6 64.9 54.4 59.8 Rework MH Total 23 061 19 351 22 980 18 814 (%) 24.3 22.8 25.1 24.1

Results of rework by projects : April, May and June 2012

Type Pj. 1 2 3 Corresp Actual Diff Effy Rework MH

MH
11 688 2 213 14 120 31 505 7 588 67 114

MH
16 691 11 123 22 474 38 201 8 196 96 685
34

MH
5 003 8 910 9 354 6 696 608 29 571

(%)
70 20 62.8 82.5 92.6

Total
3 502 1 782 5 246 5 524 563 16 054

(%)
21 16 23.3 14.5 6.9 16.6

Bulk carrier

4 5 TOTAL

2. Minimize rework
External rework : - already start and keep making Back Charge, which is sending to Operational Team for summarize into a data base and send to preprocess for finding solutions to finalize their jobs in proper time, also sent to Production Control Division. - all Back Charge from Hull Painting Team is archived. Internal rework : - was prepared one training program for Foremen and workers . - will be presented CRI and NCR ( with painting activities ) from delivered projects and countermeasures do not repeat for next projects . - during Monday Ban-Meeting, foreman must present some examples with internal rework and will explain in detail the correct method to avoid complains and wastes.

35

35

2. Minimize rework
Sample for Back Charge:

Ascertainment document

36

36

2. Minimize rework
Sample for Back Charge:

Observation report

37

37

2. Minimize rework
Internal training Storage and management of waste paint resulting from painting works, as required by environmental and internal regulations Training period 3 weeks ( week 21 ~ 23 ) Attendees - all foremen and workers ( 16 Bans)

Sample for Training Attendance

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3. Implementation of L/T standard for Hull Painting activities (main areas)

Standard sheet L/T for ballast tank: - was distributed to Hull Painting Group Leaders and clarify with them what is necessary to do. - start collected data from production - working time will be monitoring start with NEXT project Ballast tank L/T standard : - final date will be on week 34 (for container ship) - was made ballast tank L/T analysis for project 1 (for reference) Continue to prepare standards with L/T for cargo holds, hull outside, E/R.

39

39

4. Report & monitoring paint consumption

Paint consumption report, for monitoring and monthly meeting:
KC MARITIM ITDSC
POR QTY BLOCK
SPEC. ADD.

POR QTY HULL

SPEC. ADD.

TOTAL POR BLOCK-HULL

BLOCK (L) QTY

HULL

QTY (L)

POR TOTAL QTY SUPPLY QTY (L) (L) FROM MAGICS FROM MAGICS

CONSUM BLOCK-HULL
BLOCK (L) QTY

HULL

QTY (L)

TOTAL CONSUM QTY (L)

IP-Interlac 665CLB000 White IP-Interlac 665CLL 274 Red IP-Intersmooth 7465HS BEA774 Brown IP-Intersmooth 7465HS BEA777 Red IP-Intergard 162 FAA260/262 Off White IP-Intergard 263 FAJ034/FAA262 Light grey IP-Intergard 269 EGA 088/089 Red IP-Interline925 THA125/THA127 White IP-Interline 704 THA702/THA703 Grey IP-Interline704 THA701/THA703 White(pink) IP-Interbond 201 KDY999/KDA200 Black IP-Interthane 990 PHB/PHA046 White IP-Interthane 990 PHk724/PHA046 Storm grey IP-Interthane 990 PHL 274/PHA046 Red IP-Interthane 990PHY999/PHA046 Black IP-Interthane 990 PHB 134/PHA046 Yelow IP-Interthane 990 PHU73D/PHA046 Purple IP-Interthane 990 PHU99K/PHA046 Green IP-Interthane 990 PHC287/PHA046 Red IP-Interthane 990 PHC065/PHA046 Yelow(PHX 34 Canary) IP-Intergard 7600 KUA760/KUA764 Red aluminiu IP-Intergard 7600 KUA761/KUA764 Red IP-Intergard 7600 KUA763 /KUA764 Grey IP-Intergard 7600 KUA766/KUA764 Of white IP-Intertherm 891HTA002 Aluminium IP-SHOPPRIMER-Interplane 937 grey(NQA933/A) IP-Thinner GTA 004 IP-Thinner GTA 007 IP-Thinner GTA 220 IP-Thinner GTA 713 IP-Thinner GTA 820

8,242 0 11,646 5,121 5,127 7,669 382 60 60 40 40 699 1,530 160 1,115 110 20 20 100 10 140,798 38,223 92,003 13,629 40 1,430 454 907 14,963 237 85

0 0 0 0 0 0 0 0 0 0 0 0 0 0 160 0 0 0 0 0 4,000 0 7,500 4,000 0 0 0 160 1,440 0 0

1,216 923 775 8,930 8,814 510 45 785 0 0 0 1,702 200 5,255 1,463 87 0 0 113 0 10,225 2,798 7,433 1,295 21 122 126 500 1,572 391 31

2,000 0 0 0 0 0 0 100 0 0 0 440 0 0 0 100 0 0 0 0 9,500 2,000 10,400 2,000 0 0 0 0 2,950 0 0

8,242 0 11,646 5,121 5,127 7,669 382 60 60 40 40 699 1,530 160 1,275 110 20 20 100 10 144,798 38,223 99,503 17,629 40 1,430 454 1,067 16,403 237 85

3,216 923 775 8,930 8,814 510 45 885 0 0 0 2,142 200 5,255 1,463 187 0 0 113 0 19,725 4,798 17,833 3,295 21 122 126 500 4,522 391 31

11458 923 12421 14051 13941 8179 427 845 60 40 40 2401 1730 5415 2738 197 20 20 213 10 159538 41021 117336 18924 61 1552 581 1568 20925 627 116

11520 960 12480 14100 14020 8240 480 880 60 40 40 2440 1760 5440 2800 235 20 20 220 10 159600 41100 117420 19000 70 1600 725 1625 21075 700 250

6,500 0 8,657 4,160 3,740 6,461 260 0 0 0 0 500 640 1,520 1,180 10 5 5 5 0 144,960 34,980 98,740 15,720 60 1,020 475 975 14,090 225 25

3,020 60 1,000 2,960 1,240 915 5 520 0 0 0 860 80 280 700 120 0 0 0 0 10,920 4,356 12,320 2,560 0 160 125 0 2,778 150 25

9,520 60 9,657 7,120 4,980 7,376 265 520 0 0 0 1,360 720 1,800 1,880 130 5 5 5 0 155,880 39,336 111,060 18,280 60 1,180 600 975 16,868 375 50

40

40

4. Report & monitoring paint consumption

Changing of paint management system. Was created two new location for same paint store. Actual structure of paint store: - Old location, 1 : paint storage for GSI paint and 0300 stock - New location, 2 : paint storage for Block Painting Team & Pre Outfitting Team - New location, 3 : paint storage for Hull Painting Team Signature of agreement : DATE Implementation : starting with X project . Monitoring to identify areas with big paint consumption and issue countermeasures.

41

41

MOU Contract
Reduce rework Theme name Detailed content Area Monitoring & control of hull painting activities. Improve communication. Problems issued by production process. Weekly schedule. Responsibility of persons from production. Objective Goal KPI Reduce rework Container ship Bulk-carrier As - Is 15% 26% Target 12% 21% Improvement Ratio 20% 20% Remarks Improvement ratio depend on pre-process involvement (jobs finalizing).
Vice President

Optimization of Hull Painting jobs

Condition & Problems Improper hull painting L/T Standards. Poor relation between involved departments. Too much rework (int. + ext.). Weekly schedule without Dock & Quay Middle Schedule influence. Low control and monitoring of hull painting activities on board.

Proper Condition L/T Standard for Hull Painting activities and implementation at Foreman level. Monthly common meeting . Make report / feed-back from post-process to pre-process and internal training. Weekly schedule based on Dock & Quay Middle Schedule. Hull Painting G/Ls to be as key persons by project.

Reduce L/T for ballast tank

Reduce add paint consumption Leader MOU Sponsor
Outdoor Hull Head Div.

34 days
140%

23 days
112%
Production Unit Dir.

30%
20%

Approval

Production Support Unit Dir. President Management Unit Dir.

42

VI. Plan Afterward

Task 1. Enhance planning of painting activities from dock & quay stage
1.1. Dock & Quay Middle Schedule implementation at Foreman level through weekly schedule
1.2. Increase control for pre-processes and support of painting activities (TFT) 1.3. Hull Painting Group Leaders: to be as key persons . 1.4. Equipment Load Schedule taking in consideration all 4 seasons based on Dock & Quay Middle Schedule. 1.5. Optimize of painting equipments - identify optimal solutions for equipments ( TFT ) . 2013 2014

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

x
x x x

x
x x

x
x x

x
x x x

x
x x

x
x x

x
x x x

x
x x

x
x x

2. Minimize rework
2.1. Rework External reducing by making and sending Back Charge report to Pre-Process . 2.2. Rework Internal reducing by countermeasures and internal training .

x x

x x

x x

x x

x x

x x

x x

x x

43

VI. Plan Afterward

Task 3. Implementation of L/T standard for Hull Painting activities (main areas)
3.1. Preparing standard sheet for painting activities L/T for main areas. 3.2. Common meeting with all Hull Painting G/L for them training regarding this standard L/T sheet. May Jun Jul 2013 Aug Sep Oct Nov Dec 2014 Jan Feb

x x x x x

3.3. Collecting data from production Hull Painting G/L.

x
x

x
x

x
x

x
x

x
x

x
x

x
x

3.4. Standardization of hull painting L/T on main areas.

4. Report & monitoring paint consumption

4.1. Paint Consumption report (including costs) - make & keep up date every 2 weeks/month and at delivery of the vessel. 4.2. Monthly meeting with involved departments. 4.3. Change actual system of paint management trough split in 2 independent parts of actual paint store.

x x x
44

x x

x x

x x

x x

x x

x x

x x

x x