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Corporate Repair Philosophy and Measuring for Continuous Improvement at Philadelphia Naval Shipyard.

Author: Lawrence R Baun; Robert G Gorgone; PHILADELPHIA NAVAL SHIPYARD PA.
Publisher: Ft. Belvoir Defense Technical Information Center SEP 1992.
Edition/Format:   eBook : EnglishView all editions and formats
Summary:
Initial zone technology implementation at the Philadelphia Naval Shipyard (PNSY) in 1986 set the stage for one of the most significant shifts in culture and repair philosophy ever witnessed at a public naval shipyard. Attempting to fundamentally change the way that the shipyard conducted business forced senior and middle management to completely understand the dynamic and interrelated processes that were utilized to  Read more...
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Material Type: Internet resource
Document Type: Internet Resource
All Authors / Contributors: Lawrence R Baun; Robert G Gorgone; PHILADELPHIA NAVAL SHIPYARD PA.
OCLC Number: 228031286
Notes: Presented at the Ship Production Symposium, held in New Orleans, LA on 2-4 Sep 1992. Published in the Proceedings of the Ship Production Symposium, Paper 4B-1, 1992. Conference sponsored by the Society of Naval Architects and Marine Engineers. This article is from ADA455880 Proceedings of the Ship Production Symposium, held in New Orleans, Louisiana, on 2-4 September 1992.
Description: 18 pages

Abstract:

Initial zone technology implementation at the Philadelphia Naval Shipyard (PNSY) in 1986 set the stage for one of the most significant shifts in culture and repair philosophy ever witnessed at a public naval shipyard. Attempting to fundamentally change the way that the shipyard conducted business forced senior and middle management to completely understand the dynamic and interrelated processes that were utilized to perform depot level work. Through the Philadelphia Quality Process (PQP), this understanding was achieved and changes that were necessary to shift from a Ship Work Breakdown Structure (SWBS) to a Product Work Breakdown Structure (PWBS) began. As all quality processes will point out, measurement is the key to obtaining the necessary data to make corporate decisions. As the zone technology model was refined from 1987 through 1991, the understanding of "how we do work" continued to improve. Attacking processes that are sluggish, manual and not responsive enough to support the manufacturing process is the direct result of meaningful measurement focusing management attention. The purpose of this paper is to point out that the emphasis of the shipyard is now on the total "manufacturing process" rather than just "odds and ends" of planning and production.

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