In shipyards, it has been understood that the purpose of established construction management was to maximize production outputs by controlling each construction process. This production control is, however, apt to cause imbalance in outputs of each production line, not in the aspect of whole processes’ productivity. Accordingly, bottle neck between processes has been caused and it red to increase of inventory and a longer production lead time. In order to improve the above mentioned negative impact of traditional construction management, D company, one of representative shipyards, has identified such discordance in their block assembly shops and introduced VSM (Value Stream Mapping) that is devised based on eight (8) principles of LEAN to their block assembly lines to improve integrity of whole process. As a result, it was found that whole production flow is remarkably optimized yielding reduction of lead time and increase of production volume.
D company has optimized Total Lead Time and Process Cycle Efficiency after introducing VSM and realized highly fine-tuned block assembly lines with approximately 30% of increase in outputs without extending facilities and inputs. In addition, such improvements has red to turnover growth, the comparative evaluation on relation between output increase and revenue growth via Partial Correlation Analysis in this paper.
Also, this paper firstly present reasons why domestic shipbuilding and offshore industry needs to improve competitiveness of construction and instantiation cases in assembly shops. Lastly, this paper proposes right tracks to maintain differentiated construction competitiveness from rival countries amidst the current trend in which continuous increase in orders is expected.