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PRODUCTIVITY - HOW TO ORGANIZE THE management AND HOW TO MANAGE THE ORGANIZATION

NAVAL ENGINEERS JOURNAL 1990年第6期102卷 26-34页

作者： CHIRILLO, LD USN (RET.) is known for teaching modern management science applied for shipyard operations. His clients include firms and government agencies in the United States Canada the Peoples Republic of China the United Kingdom Australia New Zealand and Spain. His unique insight comes from sixteen years as a manager for the United States government/industry National Shipbuilding Research Program (NSRP). In that capacity he specialized in identifying the logic and principles of the flexible manufacturing approach applied by the world's foremost manager of shipyards Ishikawajima-Harima Heavy Industries Co. Ltd. (IHI) of Japan. The author's previous experiences include management of: engineering and inspection activities for a naval supervisor of shipbuilding ship maintenance as a member of a naval operating staff production planning engineering and material matters in both public and private shipyards research projects for the U.S. Navy's Bureau of Ships (currently Naval Sea Systems Command) and engineering plants in both merchant and naval ships.

Without acceptance of a product work breakdown structure for the construction, modernization and overhaul of ships, a shipyard will not enter what is now being called the information age. With too few exceptions, top managers have yet to demonstrate the knowledge, courage, and leadership required to reorganize and remold entrenched middle managers who are functional specialists, each concerned with a parochial interest. The information age requires generalists who are dedicated to constantly improving entire manufacturing systems. As means to encourage adoption of a product work breakdown structure, this paper discusses: a basic product organization, its benefits, and its unique ability to generate data, without which a manager is not in full charge of a shipyard, public or private.

关键词： Shipyards

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AN APPLICATION OF TOTAL QUALITY management AT AN INTERMEDIATE MAINTENANCE ACTIVITY

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NAVAL ENGINEERS JOURNAL 1990年第6期102卷 35-43页

作者： NEEDHAM, WD USN is currently assigned as the Pacific Submarine Force maintenance officer in Pearl Harbor Hawaii. He is a 1972 Magna Cum Laude graduate of Duke University with a BS in mechanical engineering a 1983 graduate of Central Michigan University with an MA in business management and a 1986 graduate of MIT with an MS in materials science and an OE in ocean engineering. Cdr. Needham was selected for the Nuclear Power Program and following initial qualification on the USSGrayling (SSN-646) served as production training assistant officer at S7G Prototype and as engineer officer of USSNathan Hale (SSBN-623). He transferred to the EDO community in 1981 and has served as nuclear repair officer at Norfolk Naval Shipyard and as repair officer of USSHunley (AS-31). His awards include the Meritorius Service Medal with gold star the Navy Commendation Medal the Navy Achievement Medal the Spear Foundation Award the Vice Admiral C. R. Bryan Award and the Award for Excellence in Corrosion Engineering of the Chemical Process Industries. He is a registered professional engineer in the state of Virginia.

The current budget and resource constrained fiscal environment mandates positive measures to improve productivity. The management practices of the last four decades are no longer valid. The Department of Defense (DoD) has issued broad guidelines for a restructuring of all subordinate commands and agencies called total quality management (TQM). The precepts of TQM are not new. They are the very same precepts prescribed by numerous management and quality control experts for the past decade to reverse the downward trends in the productivity of American industry. The program elements of TQM are broad in scope, as they must be for an organization as large and diverse as DoD. The implementation of TQM at the local command level is left to the local commander. This is no mean task, as TQM is a radical departure from traditional management practice in every aspect of an organization. This article reports on the implementation of TQM at a local command, the USS Hunley , a naval auxiliary support ship whose primary mission is the repair and maintenance of a squadron of nuclear-powered submarines in Norfolk, Virginia.

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THE SURFACE SHIP MAINTENANCE CHALLENGE

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NAVAL ENGINEERS JOURNAL 1989年第3期101卷 73-81页

作者： JACOBS, KS SMITH, BD Kenneth S. Jacobs:is the acting director of the Naval Sea Systems Command's Surface Ship Maintenance Office. Originally trained as a data systems technician he attended Old Dominion University in Norfolk Virginia graduating with a B.S. degree in mechanical engineering in 1975. Over the course of the last 13 years Mr. Jacobs has served in NavSea as a project engineer for boats and service craft the type desk for AFS AOR AO and AOG ship types and as manager of the Amphibious and Auxiliary Ship Maintenance Strategy Program where he was instrumental in the development and implementation of the Phased Maintenance Program. He is a member of Tau Beta Pi. Bertram D. Smith Jr.:is a vice president of American Management Systems Inc. and engineering technical director of its defense business unit. He received his B.S. in engineering from the U.S. Naval Academy in 1957 and his M.S. and naval engineer degrees from the Massachusetts Institute of Technology in 1963. His experience includes shipboard operational engineering shipyard production planning and conversion project management carrier type commander maintenance engineering NavSea program management and private sector engineering management consulting. A member of ASNE since 1961 he is also a member of ASME and SNAME.

Current and projected future reductions in fleet maintenance funding are compelling the issue of ship maintenance requirements to be rethought on many different levels within the Navy. The Surface Ship Maintenance Office (SSMO) in the Naval Sea Systems Command has been involved with many different aspects of the problem. Recognizing the two different aspects of the challenge — doing the right things and doing things right — SSMO has been involved with improvements to front-end maintenance planning: doing the right things. These improvements are being formulated for action on three different levels. The first level involves changes to maintenance management philosophy, dealing with maintenance as a technology subject to systematic processes. The second level involves specific NavSea initiatives to strengthen the technical basis for maintenance requirements. The third level involves actions available to the fleet itself to provide relief. Today's surface ship maintenance funding environment provides both a challenge and an opportunity for improvement. The challenge is to adapt successfully to constrained maintenance resources; the opportunity is to pioneer new approaches to make this possible and establish the precedent for years to come. The groundwork necessary has been laid and work to meet the challenge has begun.

关键词： Naval Vessels

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TECHNICAL DOCUMENTATION management IN THE ERA OF THE PAPERLESS SHIP

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NAVAL ENGINEERS JOURNAL 1989年第3期101卷 61-72页

作者： CHICKERING, JE QUALLS, WB John E. Chickering:is a systems analyst with American Management Systems Inc. in Arlington Virginia. Mr. Chickering received his BS degree in marine engineering from the U.S. Merchant Marine Academy in Kings Point New York in 1981 and his MBA degree in operations research and statistics from the University of Maryland in 1985. He is a licensed third assistant engineer of steam and motor vessels and a member of the Naval Reserve. Mr. Chickering's work includes the design and specification of several management information systems for the U.S. Navy including one that will automate the Navy's engineering drawing management system. Most recently Mr. Chickering has helped develop a workstation for the Navy's Paperless Ship Initiative. William B. Quails:is a management consultant with American Management Systems Inc. in Arlington Virginia. Mr. Quails received his BA degree in English from the Tulane University in New Orleans Louisiana in 1977 and his MPA degree in management science from the University of Georgia in 1982. Mr. Quails participated in the design and development of the U.S. Navy's Shipboard Non-tactical ADP Program II (SNAP II). Recently Mr. Quails has participated in the design and development of several knowledge-based computer systems using artificial intelligence programming technologies. Mr. Quails is a member of Pi Alpha Alpha an honorary public affairs and administration society.

The U.S. Navy relies heavily on advanced technology to carry out its missions. As a consequence, today's sailors are spending increasing amounts of time maintaining and repairing complex systems and equipment. In performing these duties, sailors depend on supporting technical documentation. As the complexity of systems and equipment grow, the volume and complexity of this technical documentation also increases. As a result, technical information, one of the Navy's critical resources, is simultaneously becoming more vital and more difficult to use. The Navy is meeting this challenge by exploring innovative approaches to the management of technical documentation. One example is the Paperless Ship Initiative, which employs optical disk technology as the primary means for document storage. Optical disks can store large volumes of technical information in a small space. One way to take advantage of this auto mated access is to make technical information more readily accessible and easier to use. As an example, a technical manual can be organized on an optical disk into discrete segments of text and indexed for fast retrieval by section, subsection, or paragraph. Furthermore, mechanisms can be developed which allow computer-supported links between logically related segments of the text. This style of interface allows a user to interact directly with the textual passages and to establish new organizational and referential links between them. This style of interface falls under the general category of hypertext (also known as linked text ). The combination of optical disk storage and hypertext offers new possibilities for improving access to large volumes of technical documentation while maintaining all of the advantages of traditional paper-based documentation. This paper begins with a discussion of the need for better technical documentation support. Alternatives that can fulfill this need are reviewed and the role of hypertext is described. The paper illustrates a sample

关键词： Information Retrieval Systems

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BOTTOM BOUNCE ARRAY SONAR SUBMARINE (BBASS)

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NAVAL ENGINEERS JOURNAL 1989年第5期101卷 59-72页

作者： JACKSON, HA NEEDHAM, WD SIGMAN, DE USN (RET.) Capt. Harry A. Jackson USN (Ret.) is a graduate of the University of Michigan in naval architecture and marine engineering and completed the General Electric Company's 3-year advanced engineering course in nuclear engineering. He has been an independent consulting engineer and participated in projects involving deep submergence waste disposal water purification and submarine design both commercial and government. Cdr. William D. Needham USN is currently assigned as the repair officer of USS Hunley (AS-31) in Norfolk Virginia. He received a regular commission through NROTC at Duke University where he graduated magna cum laude in mechanical engineering. Selected for the Nuclear Power Program he served as a division officer on the USS Grayling (SSN-646) as the production training assistant at the MARE Prototype Reactor in New York and as blue crew engineer of the USS Nathan Hale (SSBN-623) where he completed the requirements to be designated qualified for command of submarines. Following line transfer to the EDO community in 1981 he completed a tour as nuclear repair officer (Code 310) at Norfolk Naval Shipyard and earned master of science in materials science and ocean engineer's degrees at MIT. His awards include the Meritorius Service Medal Navy Commendation Medal Navy Achievement Medal Spear Foundation Award and the Vice Admiral C.R. Bryan Award. Cdr. Needham also holds a master of arts degree in business management from Central Michigan University. Capt. Jackson was technical director of Scorpion Search Phase II. The on-site investigation included descending over 12 000 feet to the bottom of the ocean. He was also supervisor of one of the Navy's largest peacetime shipbuilding and repair programs. His responsibilities included supervision of design production and contract administration. Capt. Jackson was third from the top in managaement of a major shipyard and responsible for design material procurement work order and financial control of two major surface ship prototypes as well a

Anticipated technological advances in the quieting of potential adversary submarines mandate the use of increasingly effective detection systems for U.S. ASW forces. Based on the assumptions that sonar will continue to be the primary means of detection and that the effectiveness of each individual sonar element will not change markedly, one must increase the projected area of the sonar array to improve its capability. The primary SSN mission of anti-submarine warfare will hence require increasing the hull area devoted to the primary sonar detection system. A revolutionary hull form is proposed that maximizes the area available for this purpose. The advantages and disadvantages of this hull form are discussed and feasibility study level design parameters and arrangements presented.

关键词： Submarines

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THE QUANTIFICATION OF INTEROPERABILITY

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NAVAL ENGINEERS JOURNAL 1989年第3期101卷 251-256页

作者： MENSH, DR KITE, RS DARBY, PH Dennis Roy Mensh:is currently the task leader Interoperability Project with the MITRE Corporation in McLean Va. He received his B.S. and M.S. degrees in applied physics from Loyola College in Baltimore Md. and the American University in Washington D. C. He also has completed his course work towards his Ph.D. degree in computer science specializing in the fields of systems analysis and computer simulation. He has been employed by the Naval Surface Warfare Center White Oak Laboratory Silver Spring Md. for 20 years in the areas of weapon system analysis and the development of weapon systems simulations. Since 1978 he has been involved in the development of tools and methodologies that can be applied to the solution of shipboard combat system/battle force system architecture and engineering problems. Mr. Mensh is a member of ASNE MORS IEEE U.S. Naval Institute MAA and the Sigma Xi Research Society. Robert S. Kite:is a systems engineer with the Naval Warfare Systems Engineering Department of the MITRE Corporation in McLean Va. Mr. Kite received his B.S. degree in electronic engineering from The Johns Hopkins University in Baltimore Md. Mr. Kite retired from the Federal Communications Commission in 1979 and served a project manager of the J-12 Frequency Management Support Project for the Illinois Institute of Technology Research Institute in Annapolis Md. before joining MITRE. Mr. Kite is presently a member of ASNE the Military Operations Research Society and an associate member of Sigma Xi. Paul H. Darby:has worked in the field of interoperability both in the development of interoperability concepts and systems since joining the Department of the Navy in 1967. He was the Navy's program manager for the WestPacNorth TACS/ TADS and IFFN systems. He is currently head of the Interoperability Branch Warfare Systems Engineering Office Space and Naval Warfare Systems Command. He holds a B.S. from the U.S. Naval Academy.

JCS Pub 1 defines interoperability as “The ability of systems, units or forces to provide services to and accept services from other systems, units or forces and to use the services so exchanged to enable them to operate effectively together.” With JCS Pub 1 as a foundation, interoperability of systems, units or forces can be factored into a set of components that can quantify interoperability. These components are: media, languages, standards, requirements, environment, procedures, and human factors. The concept described in this paper uses these components as an analysis tool to enable specific detailed analyses of the interoperability of BFC3 systems, units, or forces for the purpose of uncovering and resolving interoperability issues and problems in the U.S. Navy, Joint, and Allied arenas. Also, as a management tool, the components can help determine potential interoperability characteristics of future U.S. Navy BFC3 systems for compliance with battle force systems architectures. The approach selected for the quantification of interoperability was the development of a set of measures of performance (MOPs) and measures of effectiveness (MOEs). The MOPs/MOEs were integrated with a candidate set of components, which were used to partition the totality of interoperability into measurable entities. The methodology described employs basic truth table theory in conjunction with logic equations to evaluate the interoperability components in terms of MOPs that were aggregated to MOEs. It is believed that this concept, although elementary and based on fundamental principles, represents an operationally significant approach rather than a theoretical approach to the quantification of interoperability. The vehicle used as a means to measure the MOPs and MOEs was the Research Evaluation and Systems Analysis (RESA) computer modeling and simulation capability at the Naval Ocean Systems Center (NOSC), San Diego, Calif. Data for the measurements were collected during a Tactical I

关键词： Military engineering

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QUASI ONLINE SCHEDULING PROCEDURES FOR FLEXIBLE MANUFACTURING SYSTEMS (REPRINTED FROM INFORMATION CONTROL-PROBLEMS IN MANUFACTURING TECHNOLOGY, 1986)

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INTERNATIONAL JOURNAL OF production RESEARCH 1988年第4期26卷 585-598页

作者： SLOMP, J GAALMAN, GJC NAWIJN, WM Department of Mechanical Engineering Group Production Management and Operations Research Twente University of Technology Enschede Netherlands

This paper presents three quasi on-line scheduling procedures for FMSs consisting of work stations, transport devices, and operators. In the scheduling, different types of decisions are taken to perform a particular operation, i.e. the selection of (a) a work station, (b) a transport device and (c) an operator. Further, (d) the scheduling sequence of the operations has to be determined. The three developed procedures differ in the way these four decision problems are solved hierarchically. Several dispatching rules (SPT, ***, SPT/TOT and EFTA) are available to solve the last mentioned decision problem. Limited buffer capacities in an FMS may cause deadlock in the procedures as well as in practice. The scheduling procedures involve a buffer handling method to avoid deadlock. A case study is presented to demonstrate the three procedures and to show some of its properties. Based on simulation tests, some conclusions are drawn about the performance of the scheduling procedures and the various dispatching rules. © 1988 Taylor and Francis Ltd.

关键词： SCHEDULING

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THE SEQUENCING OF POINT operations ON A CNC-MACHINING CENTER USING A MICROCOMPUTER

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INTERNATIONAL JOURNAL OF production RESEARCH 1988年第8期26卷 1375-1383页

作者： BISSCHOP, JJ STEGEMAN, H STRIEKWOLD, MEA Department of Applied Mathematics Twente University of Technology Group Statistics and Operations Research Netherlands Department of Mechanical Engineering Twente University of Technology Group Production Management and Operations Research Enschede AE 7500 P.O. Box 217 Netherlands

In a mechanical workshop a CNC-machining centre is used to perform a large number of point operations on one or more workpieces in a clamp. Both the sequence of point operations and the method of clamping have a strong impact on the total amount of time that is needed to complete each workpiece. In this paper we analyse the efficiency of two clamping methods in the production of automotive engine blocks. The efficiency of these clamping methods is measured in terms of time, which is minimized by determining the optimal sequence of operations required for each method of clamping. A modification of a TSP algorithm has been employed to determine these optimal sequences. © 1988 Taylor and Francis Ltd.

关键词： TOOLS, JIGS AND FIXTURES

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COST MINIMIZATION DURING 2ND SOURCING

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NAVAL ENGINEERS JOURNAL 1988年第1期100卷 36-44页

作者： GWOZDZ, F Has over 17 years of experience working in defense and non-defense industries. He is presently a project manager with INFOrmed TECHnology an engineering consulting firm located in Lanham Maryland. His responsibilities include cost analysis and modeling economic and financial studies of weapons systems and special projects. Previously Mr. Gwozdz held a corporate position with Kennametal Defense Products where he developed and implemented a turn-key manufacturing plant improved and modified manufacturing processes analyzed production operations and resolved cost and productivity problems. As the plant engineer for a Union Carbide facility he personally developed a cost savings program generating $500000 per year. With Booz-Allen & Hamilton he developed government positions on labor cost for two shipyard claims totaling over $2 billion. Mr. Gwozdz has a B.S. in aeronautical engineering and management engineering from Rensselaer Polytechnic Institute and an M.B.A. from the University of New Haven.

This study attempts to develop strategies to minimize the negative cost impacts associated with selecting and awarding second source contracts. A number of factors are presented that may impact costs when second sources are used. Eight methods for determining sizes of prime and second source competitive award splits are reviewed. The analysis also includes an historical and economic overview. Economic market conditions are reviewed and applied to second sourcing. Finally, conclusions are formulated about minimizing costs, countering economic market conditions, and contractor gaming.

关键词： MILITARY engineering

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NAVAL SHIP DESIGN - EVOLUTION OR REVOLUTION

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NAVAL ENGINEERS JOURNAL 1988年第3期100卷 40-52页

作者： TIBBITTS, BF KEANE, RG RIGGINS, RJ Captain Barry Tibbitts USN: was graduated from the U.S. Naval Academy in 1956 and subsequently served as a gunnery division officer in an attack aircraft carrier and as gunnery officer operations officer and chief engineer in two diesel submarines. He attended MIT from 1962–1965 earning a master of science in mechanical engineering and a naval engineers degree. Early assignments as an engineering duty officer included SRF Yokosuka CINCPACFLT staff and SupShip Pascagoula. From 1976 to 1987 he served in a variety of senior ship design assignments: CVV ship design manager director NAVSEC Hull and Ship Design Divisions director NavSea Ship Design Management and Integration Office commander David Taylor Naval Ship R&D Center and director NavSea Ship Design Group. Recently retired but recalled to active duty he is the professor of naval construction and engineering at MIT. He has received seven personal decorations including two Legion of Merit awards. Robert G. Keane Jr.:is currently the deputy director of the NavSea Ship Design Group. He has been employed by NavSea and its predecessor organizations for over twenty years. He is a graduate of The Johns Hopkins University from which he received his B.E.S. degree in mechanical engineering in 1962. He received his M.E. degree in mechanical engineering in 1967 from Stevens Institute of Technology and in 1970 his M.S.E. degree in naval architecture and marine engineering from the University of Michigan. Mr. Keane held increasingly responsible design positions involving ship arrangements hull equipment hull form and hydrodynamic performance before being selected in 1981 for the Senior Executive Service to be director of the Naval Architecture Subgroup. Following an assignment at the David Taylor Research Center as assistant for transition of ship engineering technology he served as director of the Ship Survivability Subgroup until assuming his current position in 1985. He is an active member of ASNE SNAME and ASE. Robert Riggins:received a B.S. in mechanical

Some fairly radical changes to the naval ship design process occurred during the 1970s. The decade of the 80s has also witnessed a steady stream of changes. One of the most significant was the establishment of the Ship Characteristics Improvement Board (SCIB) in the Office of the Chief of Naval operations (OpNav), and the resulting influence on the dialog between the military requirements decision makers and the Navy's ship designers. Other changes have occurred for which the impacts are less clear. These include establishment of the chief engineer of the Navy (ChEng) position, creation of the Space and Naval Warfare Systems Command (SpaWar) and OpNav's “Revolution at Sea” initiative. This paper will describe and discuss these and other changes, and comment on the resultant impact. The authors will attempt to present a global view of the total pattern of changes and try to discern if we are on a path of revolution, or merely normal evolution.

关键词： NAVAL VESSELS

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