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Een kwalitatief onderzoek naar het bevorderen van de goederenstromen binnen Royal Huisman Shipyards

Zaane, K.N.P. van (2014) Een kwalitatief onderzoek naar het bevorderen van de goederenstromen binnen Royal Huisman Shipyards.

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Abstract:To finish my business administration program, I have conducted my bachelor’s research thesis at Royal Huisman Shipyards B.V. Vollenhove. Royal Huisman is a world famous manufacturer of world-class custom-build sailing yachts in the range of 30 to 90 meters. I’ve done my research within the departments Systems and Interior. Within Royal Huisman there are a couple of bottlenecks to assess with regard to the internal product flow. During this research project, I will identify and analyze these problems and propose solutions to solve them or minimize their influence on the product flow. The main research question is therefore: What adjustments need to be made to the product flows of the departments Systems and Interior within Royal Huisman Shipyards to make them more efficient and to obtain more insight in the location of goods and parts? My research is restricted to the departments Systems and Interior. Systems is divided into ‘Board systems’ and ‘Deck equipment’, Interior is divided into ‘Interior’ and ‘Exterior wood’. To be able to answer the overall research question, I have splitted this in several smaller, more focused questions. I will start with addressing the current situation within both departments. Next, I will describe the problems they have to deal with at Royal Huisman. A literature study of those problems will then be performed, which forms the basis for the solutions described in this report. Analysis of both departments shows that the product flows are highly complex with many steps and various storage moments. Since the size of the ships we deal with limits mobility, Huisman works with a fixed position layout. Therefore all parts have to be taken on board for fitting, then taken back for modification, back to the ship again to verify the modifications and then to the painters. After that the parts have to be stored (sometimes one day, sometimes months) before the parts are mounted onboard permanently. After interviews and system observations I have identified three issues: 1. Currently, the moment parts leave the main storage department and move on to the work floor for use, documentation stops. From then on there is no registration of product location. 2. Furthermore there are multiple storage locations on different floors in different buildings, which means that employees may have to search a number of places before finding the correct pallet with the correct parts. 3. Thirdly, there is a problem with redundant parts that remain in stock after the ship has left the production facility. In order to solve these problems, I have changed the way of storing and documenting parts within the department Systems. Pallets can now only be placed in a storage rack with fixed positions for each system. The main pallet of a particular system will always be in the same spot in this storage rack, which leads to standardized patterns for the employees. Employees working on a specific system needing the corresponding parts, now know where to find those parts. When a system is too large or too complex to fit all its parts on one pallet, remaining parts can be put into another pallet which can be stored in one of the empty spaces in the rack or on the floor. A form can then be placed on the main pallet detailing the name and location of the second pallet. When a pallet is put back in the warehouse this can also be noted on the form on the main pallet. Besides the storage for main parts, I have also adjusted the storage system for stock parts. Following the principles of lean thinking; every basket now has its own unique location and a Kanban card. When items in a particular basket are almost out of stock, the card is given to the bailee who refills the empty baskets. The mechanic now can continue his value adding work faster. Finally I have made minor improvements in the interior department. This department has been redesigned toward a lean production system a couple years ago, which has led to great improvements. Despite these improvement there still are problems to address. First there are problems with storage and the documentation in the joinery as well. After the recent changes echoing the lean principles, storage for sub compartments is centralized on one large floor where the parts are placed. When the compartments are needed, foremen have to search the whole area. To decrease search time, I propose to split the floor into four large color coded sections. By expanding the current plan board by four rows with the same color as the sections on the storage floor, cards indicating the current furniture status can be put in the row that matches the color code of the furniture location. With this method the searching area is reduced by 75% which will result in a faster search. In order to further improve their effectiveness, Royal Huisman can implement methods like two-bin systems for the stock at hand, more advanced ICT systems to control the remaining parts of closed projects and more control on the discipline of the employees when putting away the parts. With the implementation of the above solutions the amount of lost parts and the time necessary to relocate them will be reduced.
Item Type:Essay (Bachelor)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:International Business Administration BSc (50952)
Link to this item:http://purl.utwente.nl/essays/66467
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