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Services

From one late project to a yard that keeps its own time.

Every engagement follows the same five steps: declare the goal, name the tasks, specify the behaviors, set the structure, build the operating system. What changes is where a yard starts, and how far it wants to go.

Service areas

Four areas, one method

Shipyard turnaroundFor yards that are late, losing money, or both.Recovering a yard that is late, losing money, or both, with the docks, cranes and people it already has.Read more →Production systemsOne beat for the whole yard, from steel cutting to sea trial.One visible beat for the whole yard, from steel cutting to sea trial, with engineering and procurement working to it.Read more →Naval shipbuilding and MROFixed dates, crowded compartments, and an owner who must sign every test.Refit, repair and newbuilding for navies: zone-based planning, parallel integration and the navy as a partner.Read more →People and organizationBuilding ships is building people.Foremen who run their own teams, managers present on the floor, and a school that keeps the basics alive.Read more →

How we engage

Five ways to work with us

By agreement

Yard diagnosis

An Ideal Reality inquiry into one yard or one programme: where capability is being lost to interference and hesitation, and what a situation-specific solution would look like.

  • Floor walk with planners and foremen
  • Progress against plan, by zone and trade
  • A four-line statement of the ideal, and the gap to it
Starts with
Question 1 of the approach
Precedent
Boustead, November 2013
By agreement

Project recovery

High-speed recovery of a delayed newbuilding or naval MRO project, using zone-based TACT planning and team-written work procedures.

  • Planning built in conversation with the floor
  • Daily routines and a planning centre on site
  • Parallel integration phases where the schedule demands it
Starts with
Questions 1 and 2
Precedent
SLEP-2 corvette: 14 → 7 months integration
Three to five years

Yard transformation

An intensive evolution programme of three to five years: the four-wheel-drive operating system installed, then carried through standardization, total optimization and mastery.

  • TACT stabilized within year three
  • Design modifications for total cost reduction
  • A learning culture carried by the in-house school
Starts with
All three questions
Precedent
Daewoo Okpo, 1987–1993
By agreement

In-house school and leadership

A permanent back-to-basics school designed with the yard, and the internal trainers who will run it after we leave.

  • 5S, problem-solving, profit-making IE, TWI, MTP
  • Yard-written textbooks from the yard's own work
  • Foremen's programme for team leaders
Starts with
Question 3
Precedent
4,000+ trained in IE at Okpo
By agreement

Advisory, keynotes and workshops

Board and policy advice on shipyard capacity programmes, and talks for industry forums, universities and naval audiences.

  • Board briefings on sustaining a transformation
  • Policy input on capacity programmes
  • Keynotes and executive workshops
Starts with
A conversation
Precedent
Keynotes in Malaysia, 2014 and 2018
Other projects and servicesRemanufacturing, regulatory upgrades, new yard programmes or something not listed here: scope, duration and terms by agreement.Tell us what you need →

How an engagement runs

New behaviors within months.
The first result within a year.

  1. WeeksDiagnoseDeclare the goal and name the innovation tasks with the yard's own people.
  2. First monthsDesignSpecify the behaviors and set a structure that makes them the easy path.
  3. Within a yearInstallBuild the four wheels on the floor. A hundred days of new routines, reviewed as they run.
  4. Years two to fiveSustainHand over to internal trainers, and agree with the board how the structure is protected.

What we ask of you

The conditions for a start

Every successful start we have seen shared four conditions. We will ask about them in the first conversation.

A shared sense of crisis
An honest recognition, across the organization, that the present course is failing.
Top management on the floor
At Okpo the group chairman moved to the shipyard town and led from the front.
A period of emergency management
Restoring trust, presenting a vision, holding the line.
Ground cleared for the new
A restructuring that removes accumulated waste before the wheels are installed.

Not sure which fits? Most engagements begin with a diagnosis.

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