INDIGENISATIONOF MARINE DIESEL ENGINE

1.   BACKGROUND

The vision to develop a truly indigenous Diesel Engine for marine applications under the ‘Make in India’ mission, would require an exercise to rope in major ‘local Indian players with proven track record of developing and manufacturing IC engine.’

All global players in marine diesel engine business spend their R&D costs on automotive power train development either in agriculture or mining industry. This calls for the need to engage with home grown Indian automotive players to step into the high margin business of marine diesel engine.

2.   GOVT CONTROLLED INDIAN CAPTIVE MARKET

The five distinct captive markets of diesel engines that are controlled by Ministry/Govt depts. and funded for procurement are listed below. The clubbing of these requirements to leverage and orchestrate it for Make in India Initiative across ministry/organisations can reap good strategic result towards self reliance goal of the nation:-

Sl	Type of vessel	Type of Engine	Govt Agency	Nature of Market
1	Warships and OPVs	Large Engine, Medium speed	Navy and Coast Guard	Small order High value – Few qty 10 to 15 years
2	Fast patrol vessels, Inshore patrol vessels/ water jet fast attack craft	Medium engine, High speed	Navy Coast Guard	Small order High Value – larger qty
3	Yard Craft and auxiliary vessels	Medium engine, High speed	Navy and Ports and ONGC	Repetitive order  very 5-8 years
4	Boats and interceptor crafts and RIBS	Small engine High Speed	Navy, Coast Guard, ONGC, MHA, BSF marine wings	Maximum qty least cost but very large and steady value  supply chain and AMC/service contract
5	Hover crafts	Large engine, Medium speed	Coast Guard, Army,	Army future order of 150 crafts on GSL

Documentation in New Construction Ships: Womb to Cradle - Post from WOT

‘I See - I Know

I Read - I Understand

I Do – I Remember’

1. The dictum above for inducting/training any operative/maintainer on new equipment has a very important place for reading/documentation. Equipment changes hands from one commission to another through its life cycle. In this land of Vedas & Puranas there is a legacy of passing knowledge by word of mouth and not in written text, it is not surprising that we hold in awe ships bought from UK/Russia for the quality of documentation they hand over to us as a crew !! A tangible deliverable like documentation is still a blind spot in terms of its quality of content. Documentation finds elaborate mention in contracts during purchase of equipment or ship for an effective life cycle management of a new vessel. The importance of Life cycle management colloquially termed as ‘Womb to Tomb’ is dependent on what is handed over to Navy in cradle at the delivery of a new project. The experiences at WOT during ab-initio phase of ships’ life is elucidated in succeeding paragraphs. It is a narrative in form of bridge-gap analysis bringing out the shortfalls and way ahead, from stage of SOTR (i.e. womb) to delivery stage (i.e. cradle) of a new construction warship.

CONCEPT TO EXECUTION: BRIDGE GAP ANALYSIS

2. Comprehensive Requirement for Documentation. The defining guideline for delivery of documents addresses the need of user from ship staff as operator to the technician in dockyard at maintenance level. They are enumerated vide DME 452, DME 456, JSS 0251-01 and EED-S-04-048 for data in hard bound manuals. The documentation for delivery in soft copy / IETM format is covered in EED-P-23.

3. Development of Quality in Content of Documentation. The subject of quality of technical content in the deliverable document handed over to the operator first dawns on navy as a customer when the first OPDEF is raised on that equipment. The wording of instructions is a specialized field where technical content editors write and structure a manual or handbook. e.g. There is subtle difference between sketch/layout/ schematic diagram and the correct usage can make difference in ease of comprehension for the man at sea. The nuance of quality content in documentation is a nonfigurative and indefinable issue.

4. Interdisciplinary Aspect of Documentation. The compartmentalisation of the technical manuals made by OEM across the Engineering, Electrical and Hull department on board ship affects development of a holistic philosophy for maintenance / upkeep of the equipment. The equipment based on who the user department onboard ship is, suffers from myopic vision for other discipline details in the documentation.

5. Mechanism for Acceptance of Documentation. In a manner similar to acceptance of equipment for meeting its staff requirement by personal trained for the job (Naval Trial Team / CQAE). The documentation too requires to be cleared and reviewed by a second tier of nodal agency with clearly defined staff function to vet and clear OEM as well as the shipyard generated documentation after the draft copy has been submitted to the respective professional directorate / DND.

6. Documentation from Prism of Product Life Cycle Management. The advance made in 21st century in field of documentation is driven by reduction in costing by optimising the product life cycle management (PLM). Though the shipyards are using ERP or software like Tribon/Cartia/AUTOCAD and within Navy we have the next generation of INMMS and ILMS in place. A PLM database is not is place that can cross pollinate between OEM-shipyard-DND-Operational fleet support. They needs to talk to each other not by faxes or email but using concept like SDE & IDE (Shared/Integrated Data environment) which uses data transfer protocols of S1000D by Technical Publications Specification Management Group (TPSMG).

‘Ship is the place to find all the knowledge and technology the humanity has ever created'

The saying above was said of shipbuilding in early 1800, it still holds true! To cross-check and audit such high level of complexity by physical audit of documentation requires aide of IT technology to the human effort.

7.CONCLUSION. The effort to stream line documentation has been happening in navy in burst and sprints But these island of excellence need to spawn / percolate into default practices across shipyards without being driven by the customer/CQAE. The driver for documentation of new construction is to put a definite identifiable cost to each deliverable purchased in form of documentation and then audit it for its receipt. Concurrently we need to seed the infrastructure with adequate technical content and appropriate product life cycle management solution interfaced across DND-shipyard-CQAE-dockyard etc. Finally we should not forget the human factor, he has to be sensitized to the need for implementing better documentation and look beyond just delivery of equipment and making it run till its first failure before realizing importance of documentation.
References:
· Requirement for Preparation of Technical Documentation : DME 452
· Guideline for Preparation of Engg Equipment System List: DME 456
· Preparation of Documentation for Electrical and Electronic Equipment: JSS 0251-01 & EED-S-04-048
· Specification for Electronic Technical Manual (IETM): EED-P-23
· S1000D by Technical Publications Specification Management Group (TPSMG)
· NES 722, MIL Specs 498 and IEEE 12207

SHIPYARD QC - NAVAL OVERSEER - CLASS SURVEYOR An Aide to Reliability or a Hurdle to Productivity

This article intends to do literature review of what contemporary writings and research says about the three players namely; the QC inspector of a quintessential shipyard, the harried Naval Overseer of WOT and ever confident Surveyor from Classification Society.

‘Is QC a classic case of over regulation with under-enforcement or, is it a simple case of tweaking the shipbuilding image for mis-perception versus actual misconception of executing quality control in shipyards’

A ships acceptance / classification is an on-going service from the parties relying on the results of this service have complex relationships with one or several players in the marine and associated industry. In author’s perception: strides / course correction are required; so as to learn from other nation’s folly in outsourcing of inspections, the US and NATO nations have a delivery model that has matured over a decade, as can be seen from various insert web-pages of open forums within Europe and America for discussing quality assurance on naval ships.

A Win-Win situation has to be attained wherein, shipyard’s QC, naval overseer and class surveyor effort is synergized for a better quality cost effective ship not only at time of delivery alone, but a vessel with reduced cost of total life cycle support. The home page of US navy equivalent of WOT called SUPSHIP is worthy of note for duties beyond carrying out only testing, trials and delivery the domain of financial and project management is next level of growth for an overseer. This can only happen when the supporting arms of the naval overseer i.e.: the shipyard QC and class surveyor come true to the customer, in tasking of higher calling.

+++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++

References:

1. The IACS Quality Management System Certification Scheme (QSCS) – In Progress by Hisayasu Jin at The International Audit Scheme London, 27 May 2003

2. Maritime Acquisition Publication no 01-020 Warship Engineering Management Guide Issue 01- December 2007 by MoD UK

3. Fit for purpose- keeping the crew in mind by Mr D quire of The Nautical Institute UK. Proceedings of International Conference on human factors in ship design safety and operation 21 to 22 march 07 by RINA.

4. Naval Ship Assurance – A New Approach by MrJames Buckley, BMT Defense Services Ltd, UK

5. Classifications- New view from naval perspective by, Warship Technology Journal -Jan 2007

6. Diverse new builds to benefit from classification by Warship Technology Journal Jan 2010

7. Naval Ship Code vide NATO ANEP -77 of Dec 2009

8. Hard to get; US Navy faces up to procurement issues by Janes’s Navy International April 2009 edition

WORKSHOP ON CHALLENGES IN WARSHIP-CONSTRUCTION

Over the past 45 years, there has been a unparalleled change in the technology and equipment insertion which has occurred in warship construction at WOTs. This is compounded with adoption of offloading in a large way by shipyards, causing sea change to process of ship delivery beyond BR 1921. There is a need to revisit QC/QA methodology at shipyards by WOT further to BR 3129. The subject also needs to be addressed from point of view of the ‘Sailor at Sea’ calling for introspection into the mechanism in place for post delivery support by shipyards of a New ship as mandated in the contract. The aim of this workshop is to assess the efficacy of the present processes and provide a platform and bring out requirement for course corrections, in realm of QA/QC,, Third party inspection and Guarantee support for, Warship construction Project of Indian Navy in 21 st century.

Aligning Practices of CBPM in New Construction Project Vis A Vis Ships In Commission

Commander Anup Menon
&
Commander G P Pande

Synopsis Today Indian Navy has grown to be a shipbuilders navy. The average rate of new construction projects inducted by shipyards, match up in volume to the number of ships which come out of MR-MLU from Naval Dockyards. Logically the operating philosophy for CBPM during construction of new ship should be the same or better than the way ships are maintained whilst in-service. The paper intends to identify, the best practices in non-intrusive method of equipment health monitoring in new construction projects vis-a-vis ships in commission and marry them to get a holistic working model.
Keyword Noise-measurement, Oil analysis, Vibration signature, Underwater Noise ranging, SPM checks

SUBCONTRACTING AND THIRD PARTY INSPECTION AN ENIGMA FOR PUBLIC PRIVATE PARTNERSHIP IN WARSHIP INDUSTRY

Commander Mohit Goel
&
Commander G P Pande

Synopsis: Subcontracting along with third-party-inspection, is a well established tool for leapfrogging productivity in maritime industry. Today this 21st century business model is being applied to an evolving public-private-partnership within warship industry also. However defence shipbuilding/ repair industry has a lineage of cocooned and captive / in-house production. The challenge lies in harnessing maximum benefit out of a new business model, where maintaining control over the process and delivery schedule, after negotiation of the contract is completed is still in the phase of a learning curve. This paper intends to address the nuances in subcontracting and third party inspection from the prism of a naval customer bargaining for ‘quality ships on time’.
Keywords Outsourcing, Offloading, Subcontracting, Third party inspection, Classification society, Vendor development.

References:
1. Outsourcing written by Steven M Bragg, published by John Wileys & Sons, Co. http://books.google.com/books?id=8bybqhKyuQYC&printsec=frontcover
2. Maritime Economics written by Martin Stopford, published by Routledge, an imprint of Taylor & Francis Books Ltd. http://books.google.com/books?id=_R-YB70kly8C&printsec=frontcover
3. Outsourcing and Outfitting Practises written by John F. Schank, Hans Pung, Gordon T. Lee, Mark V. Arena & John Birkler, published by RAND Europe http://www.rand.org/pubs/monographs/2005/RAND_MG198.pdf
4. Naval Maintenance 2020 A Performance-Based Approach to Refit Contracting by Cdr F R.M. Hudson, Canadian Forces College. http://www.cfc.forces.gc.ca/papers/csc/csc29/exnh/hudson.pdf
5. Comparing Apples & Oranges use of Compensated Gross Tonnage to provide a method for comparing naval shipbuilding productivity by B Tanner in Society for Cost Analysis and Forecasting 19th Annual Conference Dec 2002 htttp:// www: scaf.org.uk

SEARCHING FOR MY LOCAL HERO !! BENCHMARKING AND SHOWCASING OF EXCELLENCE AT WORK

A child today stares into a television to watch a reality show related to adventure and a housewife at home awaits her favourite dance show. This gravitation toward reality TV is fuelled by the concept of ‘local heroes’. A local hero is a protagonist in flesh and blood who is reminiscent of the boy / girl next door, but is achieving or living his dreams. The break down of the feudal system in contemporary society has made bigger role models out of ordinary folk on the street rather than persons in high ranking positions.
Indian Navy has a tradition of seeking out its own ‘local heroes’. This is done at the grass root level by means of cash / proficiency awards on ship or at the pinnacle of Indian Navy by bestowing awards ranging from NM to PVSM. These awards are a tool for motivation and also fulfil the HR function of rewarding excellence. However, for the seaman at sea, these awards are a distant unachievable milestone. These awards only announce the winners; how they won these accolades rarely comes in the foreground. To expound my assertion, I seek help of the management cliché which calls for control of ‘People-Process-Product’ in order to get the desired result. By this premise, the Indian Navy rightly rewards the deserving-People for delivery of the desired-Product. There is an unfinished agenda pending to highlight the Process that was used by the rewarded individual to achieve the laudable result. The award winners become heroes-that inspire awe in brother sailors. But to become a ‘local heroes’, the journey to victory should be reviewed and followed by all. Anyone following the effort of the awarded individual should be able to see himself in the shoe of the protagonist.
Contemporary issues /challenges in Navy require contemporary solutions. A great re- affirmation of faith is kindled in an individual if one cites and shows him one amongst his own, who has excelled above the benchmark. The archiving of the efforts of these awardees for posterity is wanting. There is no better institution than CLABS in Navy, to spearhead the trend of documenting the practises adopted by sailor/ officer. The road map of effort which resulted in medals ranging from NM to PVSM, to be bestowed on an individual needs to be published and proliferated. Every year selected case studies on award winners should be converted into workshop study / motivational lecture series. As a starting measure, what need to be done is to enumerate the inspiring citations of people who have done wonders, in periodicals like Mashaal / Naval Despatch. By initiating this practice the gains for the navy would be multi-fold. It will not only honour our role models in Navy of today. It will also infuse a culture of excellence that has local success story weaved into it. So I yearn to see the day when instructors in Navy will cite living examples of contemporary seaman of our Navy. We need not seek help of heroes from the annals of history or from management Gurus of US /or Japanese industry. Till that day of glory, when feat of ordinary men with extraordinary deeds is extolled, my search for a local hero will continue.

Warship Retrofitment: A Road Map for Transnational Engagement in Indian Ocean Region - WMTC 2009

By
Cdr G P Pande
&

Cdr Mohit Goel

SYNOPSIS : WMTC 2009
The objective of this paper is to present the concept: ‘Use India’s edge in competitive pricing to make it the hub in Indian Ocean region of Naval Ship Repairs’ (henceforth referred to as retro fitment i.e.:-complete change of propulsion /machinery/sensors). The advantages of a vast skill pool and competitive pricing can greatly leverage the Indian Navy’s footprint among Navies of IOR and become a tool for international diplomacy. As a spinoff of such a policy, the players in the defense ship building market will become more competitive and ship repairers will find a bigger foothold in the international defense industry.

ABSTRACT: An important element of synergy between industry and armed forces towards achieving a common strategic goal calls for pooling of national resources, human manpower and material, which are required to implement its strategic concept. The realisation of these three-elements-concept are in dissoluble linked in a democracy because, “to secure those resources it is necessary for society to channelise these resources. Thus, the resource which shipbuilding and repair is able to obtain is also a function of the institutional/sovereign support of that service. This inherent advantage of Indian maritime industrial in skill pool as well as pricing can be a tool for diplomacy as well as augment the Indian naval footprint in IOR / littoral navies. The spin-off to this approach is the increase in competitive environment for naval ship repairs and concurrent growth of Indian ship building industry for diversification into specialized vessels that are more complex and intricate in ship building process.Today India’s strategic concept exceeds a preoccupation with regional political tensions. India’s maritime security requirements within the regional and global playfield, seeks competition for markets as well as resources (especially with China). In short, we are a modern industrial nation by definition, a natural corollary to it being a vibrant maritime nation too. Hence the expansion of the Indian Navy’s shipbuilding and ship-repair capability is the material expression of that strategic priority. The warship shopping list is a strategy, and so is the decision which ships to scrap and which ship to resurrect. The major cost that go into ship building program are the three factors known as first of class unit cost of production and through life cost. What drives retro fitment of the complete ship is the third factor i.e: of through life cost. Wherein when the cost of maintenance of an older generation platform outweighs even the cost of buying a new propulsion package along with it’s through life cycle cost. Retro fitment is driven by the need to bridge capability gap for benign / constabulary role of navy. So a technology demonstrator vessel of over two decade era gets used for retro fitment of obsolete equipment. The use of a solution led (bottom up approach) instead of requirement led (top down) approach causes drastic shrinkage in budget and time scale of a new warship platform.

Acknowledgement:

1. Why Has the Cost of Navy Ships Risen? by MV Arena, I Blickstein, O Younossi and CA Grammich, in Naval Engineers Journal Spring 2006, pp 49-57.
2. The Affordable Warship – A Design to Cost Approach Based in the Concept Phase, by RF Lamerton, in The Royal Institute of Naval Architects, International Conference Warship 2007, pp 2-20.
3. Survivability and The Affordable Warship, by AA Martin, in The Royal Institute of Naval Architects, International Conference Warship 2007, pp 51-58
4. Global Shipbuilding Industrial Base Benchmarking Study Part I: Major Shipyards May 2005, http://www.acq.osd.mil/ip

References:

1 Dr DL Berlin in US Naval War College Review , Vol 59 No. August 2006
2 Samuel Huntington in National Policy and the Transoceanic Navy, Proceedings, May 1954,
3Affordable Warships – Understanding the Possible, by M Courts, B Durant and M Tiernan, in The Royal Institute of Naval Architects, International Conference Warship 2007, pp 1-14.
4 Affordable Warships – Understanding the Possible, by M Courts,B Durant and M Tiernan,
5 Report of Working Group for Shipbuilding and Ship repair Industry for the Eleventh Five Year Plan (2007-2012) Government Of India Ministry Of Shipping, Road Transport & Highways March, 2007.
6 New Yardsticks, by NC Bipindra, in Force December 2007, pp 34-37.
7 Warship Design & Technology Imperatives for Emerging Navies, by Cdr. G Srinivasan & Cdr. SS Vombatkere, in Journal of Ship Technology, Vol 3, No. 1, January 2007, pp 38-44.
8 Indian Navy Committed to Ambitious Naval Programme, published in Warship Technology March 2006, pp 26-30.

9 The Indian Navy : Emerged Regional Naval Force, by K Jacobs, in Naval Forces 1/2008, pp 50-60.
10 The strength of Shipbuilding by M W Toner in USNI proceeding Feb 2006 pp 21 -23
11 Bureau of Labour Statistics, Relative Cost of U.S. Shipbuilding Labour, http://www.coltoncompany.com/index/shipbldg/wages.htm.
12 Comparing Apples & Oranges use of Compensated Gross Tonnage to provide a method for comparing naval shipbuilding productivity by B Tanner in Society for Cost Analysis and
Forecasting 19th Annual Conference Dec 2002 http://www.scaf.org.uk/
13 The Way We Design Ships Today Has Undergone a Sea Change, by Rear Adm. MK Badhwar VSM, in Force December 2007, pp 38-39.
14 Environment-Based Strategic Management Model for Indonesia's Medium-Sized Shipyards, by B Ma'ruf, Y Okumoto and S Widjaja, in Journal of Ship Production, Vol. 22, No. 4, November 2006, pp 195-202
15 Report of Working Group for Shipbuilding and Ship repair Industry for the Eleventh Five Year Plan (2007-2012)
16 World Yard News letter October 2007, http://.www.worldyards.com/
17 Indigenous Warship Design and Construction – Meeting Navy's Aspirations, by Cmde KN VAidyanathan NM, in Seminar on Warship Building Nov 2006, pp 55-64.
18 ASNE Day 2006 Keynote Address, by Rear Adm SJ Locklear, III, USN, in Naval Engineers Journal Spring 2006, pp 41-48.
19 P. Manoj, livemint, Nov 18, 2007, http://www.livemint.com/2007/11/18234852/Mark-to-market--Shipbuilding.html .
20 New Players in Shipbuilding Boom, by S Nadkarni, in The Naval Architect, March 2008, pp 72-77.
21 Reality Check, by Adm Arun Prakash (Retd.), in Force December 2007, pp 8-14.
22 U.S. Maritime Administration, 2000, http://.www.marad.dot.gov/ .
23 Military and Commercial Shipbuilding Implications for the United Kingdom’s Ministry of Defence report by RAND Corporation 2005.
24 Indian Shipbuilding Industry – Present and Future, by MK Mukherjee, in Journal of Indian Ocean Studies Vol 14, No. 2, August 2006, pp 219-224.
25 Warship Building : Cost and Time Overruns, by Vice Adm. R Nath (Retd.), in Indian Defence Review 22.4 Oct/Dec 07, pp 59-62.
26 India’s Maritime Diplomacy And International Security, by Adm S Mehta CNS, at International Institute Of Strategic Studies (UK) ON 21 Jun 07.