IHC Dredge Equipment
11 October 2018
Royal IHC is a competitive and innovation-driven company, mainly known as a shipbuilder. Offshore products and support services are a large part of the company’s portfolio, besides the shipbuilding. The company has a revenue of 800.2 Million Euro and more than 3,000 employees working from sites and offices across the globe, with the current headquarters in Kinderdijk, the Netherlands.
Wouter Zevenbergen is head of the IHC Project Management Office (PMO), which houses departments like Document Control, Project Management Office Support and Central Planning. Within IHC there are several business units that specialize in a particular set of tasks during the completion of IHC vessels, offshore products and support services. This case study will focus on IHC Dredge Equipment (IHC DE).
The challenge was to control the projects (18) and service orders (125) of IHC DE, thereby increasing the reliability of projects, as well as the flexibility of the deployment of people from departments and the workload. There were parallel schedules or "private Excel files” maintained by departments and there was no single source of information.
Objective: To create a single integral schedule for IHC Dredge Equipment, from design up to hardware delivery, in a manner that is transparent and controllable within projects and service orders.
Sub-target 1: To create a single integral schedule for IHC Dredge Equipment, from design up to hardware delivery, in a manner that is transparent and controllable within projects and service orders.
Sub-target 2: Establish capacity and workload overviews within the IHC Dredge Equipment department.
Being part of the project team and being physically present at the departments gave us insight into the working methods and the efficiency of the work being done. Our solution was to start off by analyzing the current situation and the communication flows. From the point where engineering shares drawings with procurement, to procurement delivering items to production and finally to production constructing the product and delivering it at the required location.
"You guys create an additional motivation to get things done. People don’t just do their own thing, but also ask themselves how they can make something great out of the project as a whole. At the same time, you look individually at how you can deal with difficult situations instead of blaming the situation or department."-Wouter Zevenbergen, Head of PMO IHC-