REPORT

CONSTRUCTION OF HMS QUEEN ELIZABETH (ROYAL NAVY)

SLT RAJSHREE GOSAL (43430 B)

SLT KURIAN JOSEPH (43425 T)

SLT M SWETHA (43427 Y)

CONTENTS

S No.Description

1. Introduction

2. Specifications and Statistics

3. Construction Milestones

4. Block Allocation

5. Group Technology

6. Build Progress

7. Build Strategy

12.References

Introduction

1.For a country like UK, an island, despite all the advances in technology and air travel, 95% of Britains economic activity depends on the oceans.

2.To question why the UK needs an aircraft carrier is to ignore the realities of being a significant player on the global stage with peacetime, wartime and humanitarian responsibilities. Its to disregard the power that a statement of intent makes, the engineering achievements of modern day British shipbuilders and the long-term benefit that comes with protecting the waters that Britain depends on for its prosperity, resources and raw materials.

3.The history of combining naval might with airborne capability is long and fascinating. From the earliest recorded instance in 1806, where the Royal Navy used kites deployed from HMS Pallas to spread anti Napoleonic leaflets over France, the journey to the modern day aircraft carrier is one where necessity and ingenuity push the boundaries of technology.

4.At the same time, the name HMS Queen Elizabeth carries a distinguished heritage. The current ship is only the second one to bear that moniker. Its predecessor fought many well known campaigns. But the highlight of her career came in 1918 when Admiral Beatty accepted the German fleets surrender on board the ship. At the time, she was docked in Rosyth just half a mile from where the new HMS Queen Elizabeth is currently being built. It is indeed a fitting way to connect the glory of the past with the hope for the future.

5.Currently being built at shipyards around the country, HMS Queen Elizabeth and Prince of Wales are the future flagships of the nation. Initially the ships will carry helicopters. The vast flight deck and hangar can accommodate any helicopter in Britains military inventory. From 2020, however, it will be an abode for the F35 Lightning II, the worlds most advanced stealth fighter-bomber.

Specifications and Statistics

6.

The first ship, HMS Queen Elizabethwas named on 4 July 2014, with her commissioning planned for 2017 and an initial operational capability expected in 2020. The second,HMSPrince of Walesis scheduled for launch around 2017, followed by commissioning in 2020.

7.

The builders of this magnificent project called The Aircraft Alliance (ACA) has four members- Three industrial (Babcock Marine, BAE Systems, Thales UK) and the 4th is the UKs Ministry of Defence (acting as both member and customer).

8.

The vessel specifications are as mentioned below:

Length overall284m

Beam( Flight Deck)73m

Beam( Waterline)39m

Height (keel to masthead)56m

Draft36m

Deep Displacement65600 tonnes

Speed25 knots

Complement1600 (company and aircrew)

RangeUp to 10000nm

PropulsionCODLAG

9. Aircraft to be borne aboard are:(a)Lockheed Martin F-35 Lightning II (stealth capability) - a single-seat, single-engine, 5th generation fighter for ground attacks, reconnaissance, air defence. Unit cost (in millions USD, data 2012): F-35A ($107 mill), F-35B ($238 mill), F-35C ($239 mill).

(b)Boeing CH-47 Chinook (a twin-engine transport helicopter), average unit cost (USD$35 million), top speed (196mph or 315km/h)

(c)AgustaWestland AW101 Apache/Merlin (a med-lift helicopter), unit cos (USD$21 million)

(d)Agusta Westland AW159 Wildcat (aka Future Lynx, Lynx Wildcat) a military helicopter (serving as utility, search and rescue, anti-surface warfare.

10.Maritime Airborne Surveillance and Control (MASC), formerly known as FOAEW (Future Organic Airborne Early Warning System), to provide air and surface surveillance (detecting threat aircraft, missiles, sea surface targets (Over-the-Horizon-Targeting), also for Tactical Control and Networking (to direct intercepts of fighter aircraft, airspace management, air traffic control), speed 174 mph (280 km/h), range 575 miles (925 km).

11.Armament consists of Phalanx CIWS (a automated Close-In Weapon System, against anti-aircraft/anti-ship missiles), 6 barrels (caliber 20102mm), fire rate 4,500 rounds/min (75 rounds/sec) and30mm automated guns + miniguns for asymmetric threats.

12.Instead of a traditional single island, a current ship design has two smaller islands. The forward island is for ship control functions and the aft (FLYCO) island is for flying control.

13.Advantages of the two island configuration are increased flight deck area, reduced air turbulence over the flight deck and increased flexibility of space allocation in the lower decks. The flight control centre in the aft island is in the optimum position for control of the critical aircraft approach and deck landings.

14.Cost to build of this project is 3,5 billion (US$5,520 billion), which is exactly 7 billion for the two carriers of the QE-class by the 2008 contract. The break up is as follows (related to the construction of both ships):

(a)1,325mill to BVT Surface Fleet (BAE and VT Group joint venture) for building the huge sections at Govan & Portsmouth.

(b)300mill to BAE for the sections at Barrow-in-Furness.

(c)675mill to Babcock Marine for the bow section/final assembly/completion at Rosyth.

(d)425mill to Thales UK (design/engineering)

(e)275mill to BAE (design & supply of Mission Systems (Insyte), additional contracts for the steel, diesel generators, aircraft lifts, key electronics.

CONSTRUCTION MILESTONES

14. Queen Elizabeth aircraft carrier is being built in (or rather assembled from) 9 huge sections (construction work is done at 6 different shipbuilding yards around the UK Rosyth, Portsmouth, Govan, Devon, Tyne and Wear, Birkenhead), then parts are transported onto sea-going barges to the Rosyths shipyard Babcock (dry-dock No1) to be welded together. Similar method is being used to build the newest largest cruise ships as well. Rosyth is located north of Edinburgh, its dry-dock 1 was specially-extended to fit the Royal Navy Future Aircraft Carrier (CVF) the docks entrance was enlarged, dredging is also under way at Portsmouth (their home base) to make the existing channel deeper and wider.

15.The first steel was cut in Feb 2010, QE is to be commissioned in 2017.

(a)January 29, 2013 - the 1st of 2 giant gas turbine engines has been moved on to the ship its simply the most powerful gas turbine installed on a ship ever.

(b)February 7, 2013 - the HMS QE ships forward island bridge tower (fully outfitted and painted, weight 680 tonnes) left Portsmouth on a barge bound for Rosyth, Scotland (a 600-ml voyage). This section alone has 37ml/60km of cables and 3101 pipes inside, and it took 16 months to build.

(c) April 15, 2013 - Block SP08 aft lifted & fitted (Rosyth).

Block Allocation

16. The hull is called as Super Block 03 and is divided into 09 huge blocks.Group Technology

17.The start of World War II in 1939 and its growth in 1940 produced an industrial revolution in the shipbuilding business that led to one of the most amazing shipbuilding expansions.

18.Introduction of group technology achieved the benefits normally associated with production lines even while producing many different subassemblies in varying quantities. These subassemblies or modules are pre fabricated away from the shipbuilding ways and later assembled and launched.

19.Group Technology is also defined as the logical arrangement and sequences of all facets of company operations in order to bring the benefits of mass production to hig variety, mixed quantity production.

20.Progressive outfitting involved different piers of specialization where different trades would have to work simultaneously along with proper integration of the systems.

21.This creates an uniform and co-ordinated work flows which is best described by Product Work Breakdown Structure (PWBS). Its main features include Integration of Hull construction, outfitting and painting (IHOP) and cost centers a zone- oriented organization.

22.The subdivision by ships functional systems is good for early design and estimating but very inefficient for planning, scheduling and the execution of construction. This leads to poor coordination of work and the lack of control of material, manhours and schedules.

23.Parts are classified by design and manufacturing attributes which are reflected in coding schemes.

24.System and zone product aspects divide the ship into planned manageable parcels while area and stage product aspects divide the work process from material procurement to completion of ship construction.

25.Zone oriented scheduling controls flow of work on the various process lanes in order to complete interim products as they are needed. Schedules for the same have been clearly shown in the flow chart below.

26.Blocks should be designed with similar volume, weight and shape characteristics in order to distribute work evenly. It should be of the largest size permitted by the industrial facilities capabilities e.g. crane capacity, dock space/ availability, buildings, etc.

27.Main work flow is from component procurement to on-unit assembly/ outfitting to on- block outfitting. Emphasis is placed on the on- unit outfitting independent of hull structural zones because on- outfitting is the primary means of shortening the durations required for both outfittings.

28.IHOP utilizes zone- oriented scheduling to control and co-ordinate the flow of work on the different work process lanes.

Build Progress of HMS Queen Elizabeth

Build Strategy

29.Development of a detailed construction approach by product, stage, trade and work family.

30.Gain production department consensus on the integrated plan prior to execution of the plan.

31.Set up an approach to accommodate the ships requirements or other considerations such as schedule and resource availability.

32.Support requirements for a cost/ schedule control system, physical progressing of work and improved work process control.

33.Support of a balanced construction approach as reflected in the units.

34.Requirements of integration production plan:

(a)To provide the production departments with clear visibility into construction priorities and work scope.

(b)To provide the capability to reflect changing production goals for construction of follow-on ships.

(c)To provide the tool that allows the production department to control construction sequencing problems and project downstream manpower and industrial facility requirements.

(d)To implement a development approach where the planning and engineering departments set the strategy for construction and the production department controls the details of construction

35.To develop and execute the integrated production plan a co- located multi-functional outfit planning team with members from the planning, engineering and production departments. This team would accomplish the following:

(a)Establish construction goals for each product and stage

(b)Develop a construction plan by identifying installation rationale for components, equipments and distributive systems

(c)Review the approach for each individual ships specific problems such as design or material availability or construction schedule constraints prior to final release of that particular ships production plan for construction.

Project Management Tools

36.Total quality management framework (TQM)

(a)Quality management ensures that an organization, product or service is consistent. It has four main components: quality planning, quality control, quality assurance and quality improvement.[1] Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality.

Total Quality Management (TQM) refers to management methods used to enhance quality and productivity in business organizations. TQM is a comprehensive management approach that works horizontally across an organization, involving all departments and employees and extending backward and forward to include both suppliers and clients/customers.

TQM is only one of many acronyms used to label management systems that focus on quality. Other acronyms include CQI (continuous quality improvement), SQC (statistical quality control), QFD (quality function deployment), QIDW (quality in daily work), TQC (total quality control), etc. Like many of these other systems, TQM provides a framework for implementing effective quality and productivity initiatives that can increase the profitability and competitiveness of organizations.

The basic elements of TQM, as expounded by the American Society for Quality Control, are 1) policy, planning, and administration; 2) product design and design change control; 3) control of purchased material; 4) production quality control; 5) user contact and field performance; 6) corrective action; and 7) employee selection, training, and motivation.

37.Milestone Scheduling

Milestones are a tool used in project management to mark specific points along a project timeline. These points may signal anchors such as a project start and end date, a need for external review or input and budget checks, among others. In many instances, milestones do not impact project duration. Instead, they focus on major progress points that must be reached to achieve success.

1. Milestones can add significant value to project scheduling. When combined with a scheduling methodology such as Program Evaluation and Review Technique (PERT) or the Critical Path Method (CPM), milestones allow project management to much more accurately determine whether or not the project is on schedule. By constraining the dates associated with milestones, the critical path can be determined for major schedule intervals in addition to the entire project. Slack/float can also be calculated on each schedule interval. This segmentation of the project schedule into intervals allows earlier indication of schedule problems and a better view into the activities whose completion is critical.

Milestones are frequently used to monitor the progress, but there are limitations to their effectiveness. They usually show progress only on the critical path, and ignore non-critical activities. It is common for resources to be moved from non-critical activities to critical activities to ensure that milestones are met. This gives the impression that the project is on schedule when actually some activities are being ignored.

Milestones are like dashboard reviews of a project. Number of activities which were planned at the beginning of the project with their individual timelines are reviewed for their status. It also gives an opportunity to check the health of the project.

project milestones are scheduling and status devices, used as "yardsticks" to measure progress throughout the project lifecycle

Juran, Joseph M. Architect of Quality. McGraw-Hill, 2004.

Deming, W. Edwards. Out of the Crisis. MIT Center for Advanced Engineering Study, 1982.