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Many smaller shipyards are currently struggling to survive in the marketplace. Most shipyard managers recognize that improving the productivity of the production labor force is sorely needed. Direct attempts at improvement are often frustrated, or produce only short-lived advantages. Use of a larger whip usually antagonizes the situation and makes improvement even less likely in the long run. Clearly, a different focus may be the key to success. Production workers receive considerable support from other segments of the shipyard. They are furnished with plans, work packages, facilities, tools, work places, material, and similar items indispensable to accomplishing the work. If these items of support are missing, or confusing to the worker, or arrive - late, or are in unusable condition, or otherwise do not provide the vital support needed, then there is little that the production worker can do about it other than gird himself for an onslaught of criticism about his productivity.
The U.S. shipbuilding industry now confronts grave challenges in providing essential support of national objectives. With recent emphasis on renewal of the U.S. naval fleet, followed by the defense builddown, U.S. shipbuilders have fallen far behind in commercial ship construction, and face powerful new competition from abroad. This book examines ways to reestablish the U.S. industry, to provide a technology base and R&D infrastructure sustaining both commercial and military goals. Comparing U.S. and foreign shipbuilders in four technological areas, the authors find that U.S. builders lag most severely in business process technologies, and in technologies of new products and materials. New advances in system technologies, such as simulation, are also needed, as are continuing developments in shipyard production technologies. The report identifies roles that various government agencies, academia, and, especially, industry itself must play for the U.S. shipbuilding industry to attempt a turnaround.