Page 64: of Maritime Reporter Magazine (July 1998)

CAD/CAM

Individual self-improvement efforts were focused on areas where a majority of the team was in agreement. This resulted in a significant increase in the team performance. A review of the rela- tionship between the Steering

Committee and the team was also carried out.

The output benefits of a "per- forming" team were clearly demon- strated during this 16-week pro- ject, with both the resulting prod- uct model and project report becoming more detailed.

Lessons Learned

The 3-D product model can be a very effective interim product com- munications tool with very little enhancement if the reviewers are still to depart from the familiar 2-

D drawing format.

Engineer/designer sub-teams developing the product model can reduce re-work and re-vamp the final product significantly.

Concurrent operator input can have a substantial impact on life cycle operation and maintenance costs. A New Member Training

Plan is essential to ensure the rapid integration of new team members. A 10 percent change of personnel every other month can be accommodated if an effective training plan is in place. An action list, properly monitored and priori- tized, can be a good tool to prevent project creep and also to justify project expansion. Mangers gener- ally seem to be unaware of the impact the simple requests can have on a project moving this rapidly. Interaction between off- site personnel and their supervi- sors can become non-existent. A means to bridge that gap on a reg- ular basis is necessary to ensure fair evaluation of the off-site mem- ber against their on-site peers.

The appraisal process developed by the ERAM Team is an effective communications tool. The peer review process is a very effective means of improving individual and team performance. Multiple com- ments on a particular bad or good trait can have a significant impact on focusing an individual on improving that trait. Comments from peers tend to be specific and are helpful in assisting an individ- ual grow as a team member and as an individual. It is an effective tool in giving a team that has reached a plateau in their growth a boost. The review of a team's

Steering Committee by the team can be an effective communica- tions tool to improve their interac- tion. A single person's comment, generally, has little impact on that interface, however, multiple simi- lar comments can bring about change.

An Integrated Process and

Product Development Team that has reached the performing stage

ERAM (core) team participants for the SSD#2 design were:

Country Company Name Expertise

U.S. D&P Richard DeVries Team Leader

U.S. DTMB Ben Kassel MIS Manager

U.S. Avondole Shipyard Watson Perrin, II Arrangements &HVAC

Brazil C0NSUNAV Jorge Ribeiro Arrangements &

Piping

U.S. D&P Frank Woronkowicz Control

Systems

US. Bath Iron Works Mark Cote Arrangements &

Piping

U.S. NASSC0 Lee Dunedift Arrangements &

Piping

Denmark Brix & Kamp A/S Morton Sandvej Arrangements &

Piping

Other resources/expertise utilized on a part-time or rotating basis included: A&T/Vector Research (manage- ment consulting); Alfa LavaKfuel treatment); Allweiler (pumps); Boll & Kirch (filters andstrainers); Crowley

Marine (ship operator); D&P (electrical andstructural engineering); Maersk Lines (ship operator);and Tranter (heat exchangers) .The Strategic Design Method (SDM) was utilized to define the two outputs of the project — the Team Process and the Engine Room Arrangement

Models. The Team Process would evolve during the four engine room designs and be documented at the conclu- sion of the project as the USER's GUIDE. f m

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