Ketchikan Shipyard Improvements Plan Complete

Ketchikan Shipyard
Improvements
January 2007
Prepared for
Alaska Department
of Transportation
and Public Facilities
and
Alaska Industrial Development
and Export Authority
Prepared by
Tryck Nyman Hayes, Inc.
and
Drydock Systems International, Inc.
In Association with
Alaska Ship & Drydock Company
TABLE OF CONTENTS
1. Executive Summary ....................................................1-11-3
2. Projects Shipyard Use .............................................. 2-12-15
Vessel Repair Market
Vessel New-Build Market
Marine Construction and Other Business
Influential Vessel Characteristics
Shipyard Capacity Considerations
Capacity Analysis Background and Methodology
Capacity Analysis Matrix and Throughput Efficiency Considerations
3. Process Flow and Functional Features ................... 3-13-23

Description of the Future High Performance Ketchikan Shipyard
Overall Functional Process Flows and Layout
New-Build Processes
Production Processes Serving Both New-Build and Repair Activities
Shipyard Transfer Features & Operations
Shipyard SupportOffices and Distributed Access
Business Processes
Community Interface
4. Physical Description of the Improved

and Expanded Shipyard........................................... 4-14-18
Overall Shipyard Physical Layout
Civil General
Civil Utilities
Traffic Flow and Circulation
Paving and Road Building
Electrical General
Proposed New Electrical and Telecommunications Distribution
Relocated Facilities
Drydock Systems
Repair and Assembly Halls
Steel Shop and Module Blast and Paint Building
Production Complex and Major Equipment
Operations and Business Offices
Other Upland Structures / Expansions
Parking
Security and Fencing
Customer Tenancy
Permitting Requirements
Land Acquisition
5. Shipyard Master Implementation Plan...................... 5-15-5

Implementation Schedule
Budget Impact on Implementation
Integration of Expansion Works with Ongoing Operations
Vessel Scheduling and Drydock Availability
Environmental and Local Considerations
January 2007
Ketchikan Shipyard Improvements
Page TOC-i
6. Shipyard Business / Improvement Interface .......... 6-16-23

Shipyard Management System
Shipyard Business Model
Project Management System
Communication System
Design and Production Interfaces
Design and Management Systems and Software Programs
Master and Strategic Planning
Quality and Safety Procedures
Skill Development and Training
Maintenance Program
Business Support Assets for Shipyard Development Planning
7. Project Costs .............................................................. 7-17-4

8. References.................................................................. 8-18-2
January 2007
Page TOC-ii
LIST OF TABLES
January 2007
Table 2-1
Alaska Marine Highway Vessels, Motor Vessel

Listing and Basic Characteristics
Table 2-2
USCG District 13, 14 and 17 Vessels, Motor Vessel

Table 2-3
NOAA Marine Operations Center, Pacific Vessels,

Motor Vessel Listing and Basic Characteristics
Table 2-4
Washington State Ferries, Motor Vessel Listing and

Basic Characteristics
Table 2-5
Fishing and Other Regional Vessels, Motor Vessel

Table 2-6
Vessel Market on ASD Docks 1 and 2, Number of

Vessels Estimated for Successful Docking
Table 2-7
Influential Vessel Characteristics, Ketchikan

Shipyard Market for 225-foot Floating Dock
Table 2-8
Capacity Analysis Worksheet
Table 2-9
Facility Footprint Uses and Capacity Factors
Table 3-1
EfficienciesRepair Steps
Table 3-2
EfficienciesNew-Build Steps
Table 3-3
EfficienciesCommon to Repair and New-Build

Steps
Table 3-4
EfficienciesYard Support and Offices
Table 3-5
EfficienciesBusiness Process
Table 3-6
Community Liaison
Table 5-1
Estimated Costs of Work Packages
Table 6-1
Integrated Shipyard Resource Management System
Table 6-2
Human Resources Software Functions
Table 6-3
Shipyard Communication System Functions
Table 6-4
Ketchikan Shipyard Business Support Assets and

Estimated Costs
Page TOC-iii
LIST OF FIGURES
1. Existing Site ......................................................................C1.1
2. Proposed Site ................................................................... C1.2
3. Existing Utilities .............................................................. C1.3
4. Sewer, Water, Stormwater ................................................ C1.4
5. Traffic Flow & Circulation .............................................. C1.5
6. Paving & Roadwork......................................................... C1.6
7. Electrical Plan...................................................................E1.1
8. Repair Hall........................................................................ S1.1
9. Operations Office.............................................................. S1.2
10. Production Complex ......................................................... S1.3
11. Production Complex ......................................................... S1.4
12. Assembly Hall................................................................... S1.5
13. Steel Fabrication Shop ...................................................... S1.6
14. Blast & Paint Building...................................................... S1.7
15. Warehouse/HazMat Building.......................................... S1.8
APPENDICES
January 2007
Appendix A
Functional Design Guides

Shipyard Workforce Strategy & Blueprint
Appendix B
Facilities Cost Estimates
Appendix C
Equipment Cost Estimates
Appendix D
Equipment Requests for Quotation

Documents
Appendix E
Checklists for Facility Layout
Page TOC-iv
LIST OF DEFINITIONS
New Building Designations:
Repair Hall
Assembly Hall
Production Complex
Steel Shop
Blast & Paint Building
Business Offices Building
Operations Offices Building
Security Building
Substation Building
New Floating Dock:
January 2007
225-foot long floating dock capable of docking vessels

up to 250-feet in length in the submergence berth
Page TOC-v
LIST OF ABBREVIATIONS
January 2007
3-D
Three Dimensional
ABS
American Bureau of Shipping
ABWE
American Bureau of Wildlife Enforcement
ADF&G
Alaska Department of Fish and Game
ADOT&PF
Alaska Department of Transportation and Public Facilities
AIDEA
Alaska Industrial Development and Export Authority
AISC
American Institute of Steel Construction
AK
Alaska
ASD
Alaska Ship & Drydock, Inc.
AMHS
Alaska Marine Highway System
BCF
British Columbia Ferries
CAD
Computer Aided Design
CALM
Catenary Anchor Leg Mooring
CIM
Computer Integrated Manufacturing
CM
Construction Manager
CNC
Computer Numeric Control
COA
Chart of Accounts
Comm.
Commissioned
DBP
Draw Bar Pull
DI
ductile iron
DSI
Drydock Systems International, Inc.
EPA
Environmental Protection Agency
ERP
Enterprise Resource Planning
Est.
Estimate
FAX
Facsimile
FMC
Food Machinery Corporation
FMLA
Family & Medical Leave Act
FT
Feet
FPSO
Floating Production Storage Offloading Facility
Gals
Gallons
GCI
General Communications, Inc.
GMP
Guaranteed Maximum Price
HDPE
High Density Polyethylene
HR
Human Resources
HVAC
Heating, Ventilation and Air Conditioning
IFA
Inter-Island Ferry Authority
ISO
International Standards Organization
IT
Information Technology
KV
kilovolt
KVA
kilovolt-amperes
Page TOC-vi
List of Abbreviations Continued
January 2007
LCG
Longitudinal Center of Gravity
LDF
Load Distribution Factor
LED
Liquid Electronic Display
LLTF
Land Level Transfer Facility
LOA
Length Overall
LR
Lloyds Register
LT
Long Ton (2240 pounds)
Meter
MARSEC
Maritime Security
MLW
Mean Low Water
MPDU
Multi-Product Distribution Units
MWT
Multi-wheel Transporter
MTO
Made to Order
NC
Numerical Control
NOAA
National Oceanic and Atmospheric Administration
NPDES
National Pollution Discharge Elimination System
NSF
National Science Foundation
NSRP
National Shipbuilding Research Program
OSHA
Occupational Safety and Health Administration
OWS
Oily Water Separator
PDA
Personal Digital Assistant
PFAST
Production Flow Analysis and Simplification Toolkit
psf
pounds per square foot
PWT
Powered Wheel Transporter
RFID
Radio Frequency Identification
ROI
Return on Investment
RRNM
Rolls Royce Naval Marine
SALM
Single Anchor Leg Mooring
STIP
State-wide Transportation Improvement Program
Telco
Telecommunications
TNH
TPM
Total Productive Maintenance
TTS
Total Transportation System, AG
UAS
University of Alaska Southeast
UNOLS
University National Oceanographic Laboratory System
USCG
United States Coast Guard
VOIP
Voice Over Internet Protocol
WA
Washington
WSF
Washington State Ferries
WWTP
Wastewater Treatment Plant
Page TOC-vii
1. EXECUTIVE SUMMARY
This plan represents the culmination of a decade of studies and planning for
the long awaited upgrade and expansion of the Ketchikan Shipyard and
marks the start of a multi-year construction program toward that effort
through local, state and federal funding that has been secured. The plan
outlines the steps for a public-private partnership to make the shipyard a
sustainable, profitable industry in Ketchikan and to create and provide
training for year-around, well-paid jobs for the community and the region.
Ketchikan Shipyard was created to be the primary maintenance facility for
the Alaska Marine Highway System (AMHS) fleet. The shipyard was built
with limited funds and provided a single floating drydock and a small
machine shop to serve the basic needs for vessel repair and maintenance.
Since its inception, the yard has struggled to repair and build vessels without
the benefit of weather protection in a region characterized by extraordinarily
high rainfall, snow and wind. Working under these conditions has been
physically demanding and costly. Early on it was recognized that some sort
of weather protection was needed in order for ship repair and building to be
profitable at this location and is one of the key goals of this expansion
program.
In addition to weather constraints, work in the yard has been seasonal
resulting in large month-to-month swings in labor demand. These wide
fluctuations make it difficult for the shipyard to maintain a local pool of skilled
labor. There are two primary reasons for the seasonal nature of the work:
Except in emergencies, work for AMHS, the yards biggest single client,
is performed during the winter months when demand on their fleet is at
its lowest.
The existing facilities are not adequate to cost effectively build new
vesselswork that can be performed year around.
The shipyard is currently owned by the Alaska Industrial Development and

Export Authority (AIDEA), a public corporation operating under State of
Alaska law. AIDEA shares the commitment of the community of Ketchikan
to maintain an economically viable shipyard, which is currently operated by
Alaska Ship and Drydock, Inc. (ASD), a private company, under a long-term
lease agreement with AIDEA.
Previous studies and plans completed during the past decade, exhaustively
considered the need, justification and value of expanding the facilities at the
shipyard in Ketchikan include the following:
January 2007
2500-ton floating drydock for vessels of up to about 250-feet in length

(currently under construction)
Land level transfer system to move vessels from dry dock to shore and
from shore onto the drydock
Two covered work berths for on shore, indoor repair, conversion or newbuild activities (Repair and Assembly Halls)
Page 1-1
Marketing and Financial Feasibility of the Ketchikan Shipyard, 1991 with

updates in 1996
Ketchikan Shipyard Development Plan, 1998
Revised Ketchikan Shipyard Development Plan, March 1999
Alaska Ship & Drydock Marketing Plan, March 1999
Ketchikan Shipyard Marketing Plan Update, March 2002
2500 Ton Land Level Vessel Transfer System, July 2003
A common goal throughout the project has been to increase the capability
and efficiency of the shipyard to support a business that can grow, become
more competitive and profitable. The planners involved with the project,
over a period of several years have all agreed that added docking capability,
supported by a land level transfer system for moving vessels to covered and
shore-side work berths will provide the backbone for the stated objectives. A
second drydock currently under construction along with associated marine
infrastructure will, in conjunction with the proposed shore-side support
facilities outlined in this plan, accommodate 95 percent of the vessels in the
target market for maintenance and repairs while at the same time allowing
the Ketchikan Shipyard to penetrate the new-build market.
Efficiency of work will be increased by moving the majority of work out of the
weather, arranging the facilities for better work flow and providing workers
and management with updated facility, equipment and systems. These
systems include modern programs, software and training of personnel to
improve shipyard and business processes.
Key elements of the plan call for construction of the following new facilities:
One uncovered work berth for short term or special vessel repair work
Operation and business buildings
New power substation, utility corridors, and expanded waste and storm
water systems
Production complex and steel shop buildings
Blast and paint buildings
Expanded hazardous material building
Expanded warehouse building
Security office and fencing
New shipyard and business processes software and training
The arrangement of the expanded shipyard is designed for efficient work

flow and material handling, and to allow multiple repair, conversion and newbuild projects to be completed concurrently. The shipyard will no longer be
restricted to work on one or two vessels docked within their single 430-foot
floating dock. They will now have two docks and three work berths on
shore, allowing five large vessels or up to ten small vessels to be worked on
simultaneously.
January 2007
Page 1-2
The new floating dock will be positioned at the north end of the shipyard
adjacent to drydock 1; a very good location for work flow. However, wetberthing of vessels on the north side of the yard will be blocked by the new
ship lift and associated grounding-grids used for vessel transfer; this leaves
the yard with limited wet-berthing along the west pier. The shipyard needs
additional wet-berthing and should attempt to acquire the adjacent floating
pier at the south side of the yard.
The Assembly Hall, Production Complex, Steel Shop and Blast and Paint
Buildings will allow the shipyard to meet its new construction objectives.
Unlike much of its vessel repair business which is seasonal, new-build
business provides year round activities and will round out the shipyards
order book and allow it to maintain a trained and qualified workforce.
The resulting expanded and upgraded shipyard will benefit Ketchikan,
Alaska and the surrounding region including:
Benefits to the owners and operators of the vessel market
Short term economic benefits to local, state and regional businesses
Short and long term economic benefits to Ketchikan, Alaska and the
nation
Long term economic diversityresource independent manufacturing

activity
Ketchikan community direct and indirect social and economic benefits
Additional funding will be needed to fully realize this plan and the benefits it
offers. The project team has discussed phasing the work with AIDEA and
ASD, and the following work has been identified to be done in the initial
phase(s):
Acquisition of the 225-foot by 2500 long ton capacity floating dock

(construction is underway)
Site work and utilities upgrade
Transfer system acquisition, including modular cradles and one multiwheel transporter
Wastewater treatment system
Operations Building construction and outfitting
Repair hall construction and outfitting
Assembly hall and production complex construction and outfitting
It is considered essential by the planning team to complete as many indoor

work areas as is allowed within the funding. These indoor work areas are
important to the shipyards increased capabilities and increased efficiencies
needed to make the business commercially viable.
January 2007
Page 1-3
2. PROJECTED SHIPYARD USE

Vessel Repair Market
Previous work described in the Revised Ketchikan Shipyard Development
Plan of March 1999 examined the potential market for ship repair based
upon commercial and government owned vessels operating in Alaska waters
with docking weights greater than 100 long tons. This market has changed
little in the past seven years and there is little gained in recreating this 1999
work, which is for the most part still valid. The 1999 work also concentrated
on justifying the planned facility and resulting business. Since the
justification is already made, the funding secured and floating dock 2
designed and awarded for construction, this analysis will concentrate on
identifying the market in 2006 and targeting that market to the new and
existing drydock. In so doing, the justification will again be inherently made.
The analysis used Internet sites to identify vessels and vessel owners.
These sites included the Alaska Marine Highway System (AMHS), US Coast
Guard (USCG), National Oceanic and Atmospheric Administration (NOAA),
Washington State Ferries (WSF), British Columbia Ferries (BCF), InterIsland Ferry Authority (IFA), American Bureau of Wildlife Enforcement
(ABWE), Crowley Marine, University National Oceanographic Laboratory
System (UNOLS), National Science Foundation (NSF), and Alaska
Department of Fish and Game (ADF&G). Vessel information was also
received from ASD.
Table 2-1 shows the number of AMHS vessels currently operating in
Alaskan waters and the basic characteristics for each vessel.
Table 2-1 Alaska Marine Highway Vessels Motor Vessel Listing and Basic Characteristics
Length, Beam &
Loaded Draft (FT)
235 x 57 x 14
Full Load
Displacement
2132 LT
Estimated
Docking
Displacement
1810 LT
Estimate
LT/FT
Loading
17 LT/FT
235 x 59 x 9
Est. 950 LT
800 LT
7 LT/FT
418 x 72.5 x 15.6
7680 LT
6530 LT
29 LT/FT
Vessel
Aurora
Year
Comm
1977
Chenega
2005
Columbia
1990
Operating Area
Prince William Sound
(PWS)
PWS (summer), Juneau
Ketchikan (winter)
Southeast WA - AK
Fairweather
2004
Southeast Alaska
235 x 59 x 9
Est. 950 LT
800 LT
7 LT/FT
Kennicott
1998
382 x 85 x 17.5
7500 LT
6375 LT
33 LT/FT
LeConte
1974
Southeast WA AK &
Southcentral AK
Northern Southeast AK
235 x 57 x 14.5
2130 LT
1800 LT
17 LT/FT
Lituya
2004
Ketchikan - Metlakatla
180 x 50 x 10
Est. 1630 LT
1385 LT
14 LT/FT
Malaspina
1963
Southeast WA - AK
408 x 74 x 17
5550 LT
4720 LT
23 LT/FT
Matanuska
1963
Southeast WA - AK
408 x 74 x 17
5550 LT
4720 LT
23 LT/FT
Taku
1963
Southeast AK
352 x 74 x 17
4280 LT
3650 LT
21 LT/FT
Tustumena
1964
Southcentral & Aleutian

Islands
296 x 59 x 14.5.
3070 LT
2600 LT
17 LT/FT
January 2007
Page 2-1
Table 2-2 similarly shows the number of USCG vessels currently operating
in Alaskan and regional waters and provides the basic characteristics for
each vessel.
Table 2-2USCG District 13, 14 and 17 Vessels, Motor Vessel Listing and Basic Characteristics
Vessel or Class
Polar Class
Icebreaker - Healy
Polar Class
Icebreakers
Polar Star & Polar
Sea
High Endurance
Cutters Mellon,
Midget, Jarvis &
Rush
Medium
Endurance Cutters
2 Reliance
Year
Com.
1999
1976
1978
Operating Area
Arctic & Antarctic
Regions
Arctic & Antarctic
Regions
Length, Beam &

Loaded Draft (FT)
420 x 82 x 29
Full Load
Displacement
16,000 LT
Estimated Docking
Displacement
14,000 LT
Estimate
LT/FT Loading
55 LT/FT
399 x 84 x 28
13,200 LT
11,750 LT
48 LT/FT
1960s
Central Pacific and

Alaska Waters
378 x 43 x 20
3250 LT
2860 LT
13 LT/FT
1960s
Central Pacific &

Alaska Waters 2
Stationed in
Warrenton, Oregon
Central Pacific &
Alaskan Waters 1 in
Oregon, 2 in Hawaii
and 4 in Alaska
210 x 34 x 11
1130 LT
950 LT
8 LT/FT
225 x 46 x 13
2000 LT
1780 LT
16 LT/FT
Central Pacific &

Alaskan Waters 1 in
Everett and 1 in
Ketchikan
Central Pacific and
North USA West
Coast Waters
175 x 36 x 8
850 LT
770 LT
9 LT/FT
87 x 20 x 4
Est. 100 LT
90 LT
3 LT/FT
Seagoing Buoy
Tender 7 WLB
2000
Coastal Buoy
Tender 2 WLM
1998
Coastal Patrol
Boat 7 WPB
2000
The estimated docking displacement and ton per foot loading (or maximum
rated load per foot) are very important when assessing the potential capture
rate for the Ketchikan Shipyard of the vessel market. As described very well
in The Docking Report Volume 5 of March 1994 and Volume 1 July 1993
by Heger Dry Dock Engineers, Inc., all docks should have two rated
capacities, a total load rating and a maximum rated load per foot. The total
load rating is the maximum load the dock can safely lift. An example would
be a 2500 LT floating dock. The maximum load or vessel weight the dock
can lift is 2500 LT. The maximum rated load per foot is the maximum load
per foot along the length of the dock that the docks structure is capable of
safely supporting. For most docks this rating is equal to the total load rating
divided by the length of the dock on which blocks can be placed. For the
floating dock being constructed for this project, this load rating is 18 LT / FT.
The dockmaster must satisfy both of these ratings when deciding whether he
can dock a potential vessel and this will determine whether or not that vessel
can be considered part of the potential market for the shipyard. In order to
do this, the dockmaster must estimate the docking displacement and the
maximum load per foot the vessel on docking blocks will impose onto the
dock. This has been done for the vessels considered herein.
January 2007
Page 2-2
We continue with Table 2-3, which shows the vessels operated by NOAA in
the region.
Table 2-3NOAA Marine Operations Center, Pacific Vessels, Motor Vessel Listing and Basic Characteristics
Vessel
Rainier
Year
Com.
1968
Oscar Elton
Sette
Ronald H. Brown
2003
John N. Cobb
1950
Oscar Dyson
1997
Operating Area
US Pacific / Alaskan
Coastal Waters
PWS (summer), Juneau
Ketchikan (winter)
Worldwide
Length, Beam &

Loaded Draft (FT)
231 x 42 x 14
Full Load
Displacement
1800 LT
Estimated
Docking
Displacement
1530 LT
Estimate
LT/FT
Loading
13 LT/FT
224 x 43 x 15
2300 LT
1950 LT
16 LT/FT
274 x 52.5 x 17
3250 LT
2760 LT
18 LT/FT
93 x 26 x 11
250 LT
210 LT
5 LT/FT
2004
US Pacific Southeast
Alaska Coast
Northern Southeast AK
209 x 49 x 16
2500 LT
2120 LT
18 LT/FT
Fairweather
1968
Southeast AK
231 x 42 x 15.5
1800 LT
1530 LT
13 LT/FT
Miller Freeman
1974
Worldwide
215 x 42 x 21
1920 LT
1630 LT
16 LT/FT
McArthur II
2002
Central Pacific
224 x 43 x 15
1910 LT
1620 LT
13 LT/FT
Often the dockmaster can obtain the docking displacement from the vessel
owner or captain. If not, he can estimate the docking displacement using
industry standard ratios applied to known full load displacement or
deadweight ratings, or he can estimate the docking displacement using
formulas estimating the weight of the water displaced by the hull at the
docking draft.
The maximum rated load per foot imposed by the vessel can also be
estimated using industry standard formula. The formula most often used is:
The maximum weight in tons per foot = [W / L] ( 1 + A / B )
Where W = docking displacement
L = blocking length
A = distance from the center of the blocking to the
vessels longitudinal center of gravity
B=L/6
If the keel bearing length, block locations and the longitudinal center of
gravity for the vessel are not be available, then the dockmaster must
estimate Ton Per Foot loading using industry ratios. These industry ratios
are based upon vessel type and known characteristics. They are given on
the following page for information.
January 2007
Page 2-3
Keel Block Length Ratio to LOA for use in formula,

Blocking Length = LOA x Ratio:
Ferry Boats:
USCG Cutters:
USCG Tenders:
Seiners / Trawlers:
Barges:
0.7 - 0.80
0.80
0.65 - 0.80
0.75
0.90
USCG Patrol Craft:

NOAA Vessels:
Factory Fishing:
Tug Boats:
Tankers:
0.75
0.70
0.80
0.75
0.85
Load Distribution Multiplier for use in formula,

Ton per Foot = (docking weight / blocking length) x multiplier):
Ferries, double stern type:
Ferries, ship shape:
USCG Cutters:
USCG Tenders:
Tankers:
1.25
1.5
1.3
1.5
1.5
USCG Patrol Craft:

NOAA Vessels:
Fishing Boats:
Barges:
Tug Boats:
1.3
1.3
1.5
1.2
1.5 to 1.6
Table 2-4 below shows the vessels operated by WSF, which should be
considered in this market.
Table 2-4Washington State Ferries, Motor Vessel Listing and Basic Characteristics
Vessel or Vessel
Class
Jumbo Mark II Class
3 vessels
Jumbo Class
2 vessels
Super Class
4 vessels
Issaquah 130 Class
5 vessels
Evergreen State
Class 3 vessels
Steel Electric Class
4 vessels
Rhododendron
Class 1 vessel
Hiyu Class 1
vessel
Passenger Fast
Ferry Class 2
vessels
Skagit Class 2
vessels
Estimated Full
Load
Displacement
12,000 LT
Estimated
Docking
Displacement
8400 LT
Estimate
LT/FT
Loading
26 LT/FT
Year Com.
1990s
Operating Area
Puget Sound
Length, Beam &

Loaded Draft (FT)
460 x 90 x 17
1970s
Puget Sound
440 x 87 x 16
11,000 LT
8200 LT
26 LT/FT
1960s
Puget Sound
382 x 73 x 19
9600 LT
7200 LT
27 LT/FT
1980s
Puget Sound
328 x 79 x 15.5
7300 LT
5500 LT
24 LT/FT
1950s
Puget Sound
310 x 73 x 16
6500 LT
5000 LT
23 LT/FT
1927
Puget Sound
256 x 73 x 13
4400 LT
3300 LT
18 LT/FT
1947
Puget Sound
228 x 62 x 10
2600 LT
2000 LT
13 LT/FT
1967
Puget Sound
162 x 63 x 11
2000 LT
1600 LT
13 LT/FT
1998, 1999
Puget Sound
143 x 39 x 5
500 LT
370 LT
5 LT/FT
1989
Puget Sound
112 x 25 x 8
400 LT
280 LT
4 LT/FT
The final table showing the vessel market for the shipyard in Ketchikan is
shown on the following page as Table 2-5 Fishing and Other Regional
Vessels. Because of the large volume of these vessels and the lack of
information available on them, the estimated ton per foot is not shown.
January 2007
Page 2-4
Table 2-5Fishing and Other Regional Vessels, Motor Listing and Basic Characteristics
Vessel Dimensions (FT)

2 @ 550 ft; 3 @ 525 ft; 5 @ 456 ft, 3 @
426 ft, 3 @ 400 ft, 1 @ 360 ft, 2 @ 315 ft,
2 @ 285 ft, 3 @ 156 ft, 10 smaller
198 x 51 x 12
Estimated
Docking
Displacement
Various
Vessels
BC Ferries 34 vessels
Year Com.
1977
Operating Area
Vancouver area north
to Prince Rupert
Inter-Island Ferry Authority

(IFA) 2 vessels
Alaska Bureau of Wildlife
Enforcement 17 vessels
2002, 2006
Southeaster Alaska
1980s
Alaskan Coastline
out to 3 miles
Lengths 25 to 156.
Less than 1000 LT
Crowley Tugs
Various
Lengths 126 ft to 153
To 1700 LT
Crowley Barges
Various
Typical 400 x 100 x 20
3000 LT
Local Tugs
Various
Alaska Ports &

Coastal Cargo
Routes
Alaska Ports &
Coastal Cargo
Routes
Local Southeast AK
50 ft to 100 ft
To 450 LT
Local Barges
Various
Local Southeast AK
130 ft to 300 ft
To 1100 LT
Fishing Vessels
Various
Alaska Waters and

Bearing Sea
1350 LT
UNOLS / NSF Vessels

25 vessels
Various
Worldwide
500 @ 50 100 ft, 235 @ 101 200 ft,

10 @ 201 225 ft, 5 @ 226 250 ft, 11
@ 251 300 ft, 15 over 300 ft.
Lengths 125 273 ft
Typical 235 x 56 x 19 ft
1600 LT
2600 LT
Using the above tables showing the vessel market we can analyze the
vessel characteristics to determine whether the vessels can be docked on
the floating docks and, therefore, can be considered in the potential market
for the shipyard. The following table shows the results of this analysis.
Table 2-6Vessel Market on ASD Docks 1 & 2, Number of Vessels Estimated for Successful Docking
Vessel Market
AMHS
Number of Vessels for

200 ft Floating Dock
5
IFA
Percent of Total Fleet

100%
Alaska or Washington
Waters
Alaska
100%
Alaska
Bureau of Wildlife
17
100%
Alaska
Port Tugs
24
100%
Alaska
Cargo Barges
18
20
Unknown
Alaska
Fishing
750
26
100%
Alaska
UNOLS / NSF
25
100%
Both
BC Ferries
15
72%
Washington
WSF
21
100%
Washington
USCG
18
88%
Both
NOAA
100%
Both
Totals
887
88
95%
January 2007
Number of Vessel for

430 ft Floating Dock
6
Page 2-5
We can see from this table that the shipyard in Ketchikan can capture up to
95 percent of the potential vessel repair market with the existing 430-foot
floating dock and the new 225-foot floating dock. Justification is indeed
demonstrated. The new drydock and expanded facility will allow the
shipyard to penetrate new vessel markets.
Vessel New-Build Market

The shipyard in Ketchikan is owned by AIDEA and operated by ASD under a
long term lease agreement. ASD has shown itself capable of new vessel
construction as demonstrated by the successful construction of the
Ketchikan Airport Ferry. This was a relatively simple construction, which
could be and was done with little facility within the shipyard. The vessel was
built outdoors in the weather and constructed piece by piece with little
automation.
This year the shipyard will begin construction on another vessel, the E-Craft,
now named MV Susitna. Unlike the airport ferry, the MV Susitna is a
complex fast catamaran with special features involving its between hull
structure. While the shipyard management team is making good strides in
the planning of the build program, the lack of new-build facility, equipment
and an experienced labor force will make this program very difficult for
ASD. It will be constructed outside in the weather and work flow may
be interrupted by the construction that will be done as part of the
shipyard expansion project. The new buildings will not be completed
in time to benefit construction of the MV Susitna.
MV Susitna
Upon completion of the MV Susitna, ASD will have demonstrated that

the shipyard can build small and medium size ferry type vessels under
very adverse conditions. Owners want their vessels built on-budget
and on-schedule so the successful build of the MV Susitna will be an
important reference to be used in future sales. The facility provided
by the shipyard expansion project will make ASD more capable and better
suited to building vessels according to budget and schedule and this will be
attractive to purchasing owners.
Internally, ASD will need to hire a substantial workforce for the MV Susitna
new construction program and begin training them. The budget and
construction schedule will be difficult to achieve because this training will
need to be done while building the vessel. Funding for the training will need
to be sought. This subject has already been addressed in the 1999
marketing plan by Northern Economics and Kvaerner Masa Marine.
The logical new-build market for ASD is passenger conventional and fast
ferries for the AMHS, WSF and BCF services. AMHS is the most attractive
market for the shipyard; however, there is a recent plan by the State of
Alaska to build bridges across some of the key corridors (reference Alaska
Department of Transportation and Public Facilities (ADOT&PF) Southeast
Area Transportation Plan). This would reduce the number of ferries needed
by AMHS thereby canceling new-build programs and sending aging vessels
to early retirement. The 20062008 STIP Fiscal Summary shows only one
potential ferry replacement in 2008.
WSFs new vessel programs should be made available to an Alaska yard
just as AMHS vessel build programs have been made available to yards in
Washington. BCF has recently contracted with a European shipyard for one
of their new ferries, so this change of philosophy by the new BCF CEO
should be pursued by ASD.
January 2007
Page 2-6
One of the more attractive and secure programs found in this investigation is
the Alaska Region Research Vessel (ARRV) funded by the NSF. This
vessel will be a 236 by 52 by 28 foot research vessel of traditional form and
function with diesel engines. The program targets $98 million for
construction in fiscal year 2007. The vessel design is complete. ASD will
need to tailor their marketing plan to account for work and strategies already
in place.
Tug boats, barges and fishing boats servicing Alaska ports and using
Alaskan waters are also a good market for ASD. Once the
productivity at the yard is increased through the new capabilities and
facility installed by the shipyard expansion project and the training
given and experience gained during the MV Susitna construction,
ASD will be in a much better position to compete with USA and
foreign yards for these vessels.
ARRV Concept
ASD should continue the good relationships that have been

developed with the local, state and federal government political
officials and committees. These relationships can then be used to
secure additional available funds and contracts that can give ASD an edge
over competing yards.
Marine Construction and Other Business

In addition to new business for vessel construction, ASD should consider
and pursue other types of specialized marine construction that is suitable for
the facility and labor force at the shipyard. Some ideas are presented below:
Double hulling ocean barges
Gas pipeline modules or structural pipe supports
Structural modules (deck house) for offshore wellhead rigs (team with
USA gulf coast, Korean or Japanese build yards)
Single point mooring buoys for offshore industry (team with supplier
such as SBM)
Power barges for American and Far East countries needing power (team
with power generation companies)
USCG buoys and light towers
Structural modules / components for the new bridges planned in

southeast Alaska (team with main bridge contractor)
Pre-outfitted modules for Alaskas North Slope
Mining industry industrial fabrication
Rock or ore crushing machinery
Partnering and teaming has become the norm in the marine industry these
past 10 years.
Influential Vessel Characteristics

This section examines the vessel characteristics that should be considered
in the development plan for the shipyard expansion project. The preceding
sections have looked at the vessels that are considered part of the potential
market for the shipyard. The most important of these vessel characteristics
must be combined to form a list of characteristics that are influential in the
planning of the yard expansion.
January 2007
Page 2-7
The list of influential characteristics developed herein does not consider the
vessels associated with the existing 430-foot floating dock. This has been
done because the earlier planning work and business plans consider ship
repair and new-build facilities that serve the new 225-foot floating dock. The
very few vessels in the market that can not be docked on the new 225-foot
floating dock will be docked and served by the existing floater as a stand
alone facility. The 430-foot floater is not connected by the transfer system to
the new expansion facility.
INFLUENTIAL VESSEL LENGTH:

The 225-foot floating dock has a maximum blocking length on the pontoon of
200 feet. Therefore, a typical normal hull form vessel with typical 10 percent
bow and 10 percent stern overhang will be about length,
Ldesign Floating Dock = 200-foot blocking length / 0.8 = 250 feet
However, the arrangement of the floating dock in the submergence berth
shows the dock connected to the existing 430-foot floating dock and the
shore bulkhead such that little or no overhang is allowed over the south end
of the floating dock. Consultation with Bob Heger, Heger Dry Dock
Engineers, confirms that only about a 4 foot overhang will be possible over
the south end of the dock.
This means that the overhang at the north end would need to be 46 feet
(250 feet 200 feet - 4 feet). A 46 foot overhang on a 250 foot vessel is
large and the docking condition would need to be carefully analyzed by the
ASD dockmaster. Industry rule of thumb defined by Crandall Drydock
Engineers estimates the maximum safe overhang to be 1.5 to 2.0 times the
molded depth of the vessels hull. For mono-hull vessels of 250 feet this
depth would be about 25 feet, yielding maximum safe overhangs between
37 and 50 feet.
The dockmaster will also need to consider the block loading when docking or
launching a 250 foot vessel. If we take the design vessel at 2500 LT and
250 feet long, with normal hull form, normal weight distribution, and typical
10 percent stern overhang to first block we get,
Keel length available for blocking = 200 ft 25 ft + 4ft = 179 ft
Total per Meter max = (2500 / 179) x 1.5 = 21 LT / FT, which would overload
the floating dock structure. However, moving the center of blocking aft
toward the likely aft positioned LCG would reduce the 1.5 LDF.
As we can see from the above considerations docking or launching a 250
foot vessel will need to be carefully checked by the dockmaster. It is
however possible and ASD has stated their wish to build vessels up to 250
feet long.
The vessel repair market study also shows that vessels of 250 feet or less in
the market can be docked on the 225-foot floating dock, which has a
capacity of 18 LT/FT. Therefore,
Ldesign influential = 250 feet
January 2007
Page 2-8
INFLUENTIAL VESSEL BEAM:

The maximum beam for a vessel to be docked or launched by the new 225foot floating dock is 85 feet (87 feet between the fenders 1 foot clear on
each side)
Bdesign Floating Dock = 85 feet
However, the two floating dock landing grids are spaced 90 feet on centers.
Because berths 2 and 3 will be enclosed and the span is too large for an
unsupported roof over both berths, the clear distance in the buildings is
estimated at 85 feet (90 ft 5 ft wall structure allowance). With a 10 foot
clearance between the wall structure and the side of the vessel for
scaffolding and walkway, the typical vessel beam in the buildings is about 65
feet (85 ft (2 x 10ft)).
The maximum beam for the vessels shown for the market is about 62 feet.
Therefore,
Bdesign influential = 65 feet
The maximum draft for a vessel docking or launching in the new 225-foot
floating dock has been compared with the estimated docking drafts for the
market vessels and the chosen influential design draft is,
Ddesign influential = 12 feet
Using similar logic the influential vessel characteristics is shown in the
following table.
Table 2-7Influential Vessel Characteristics, Ketchikan Shipyard Market for 225-foot
Floating Dock
Characteristic
Vessel Maximum Length
Vessel Maximum Beam
Vessel Maximum Docking Draft
Vessel Maximum Docking Displacement
Vessel Maximum Height (keel to top of superstructure)
Vessel Typical Hull Plate Thickness
Vessel Typical Hull Material
Vessel Typical Superstructure Material
Vessel Maximum Fuel Oil Quantity
Vessel Maximum Water Quantity
Vessel Maximum Oily Water Quantity
Vessel Typical Engine Horsepower
Vessel Typical Generator Size
Vessel Typical Crew Size
Vessel Shaft Size
Vessel Propeller Diameter
Influential Value
250 FT
65 FT
12 FT
2500 LT
85 FT
3/8 inch
Steel
Aluminum
200,000 gals
25,000 gals
1000 gals
4000 7000 HP
250 KW
7 10 persons
4 - 6 inches
6 - 8 FT diameter
It should be noted that vessels longer than 250 feet may well be within the
docking capability of the new 225-foot floating dock. Should the dock be
moved out of the submergence berth and into clear water, vessel overhang
will then be allowed on both ends of the dock. Vessels over 250 feet can
then be docked with the only limitation being the lifting capacity of the
floating dock.
January 2007
Page 2-9
Shipyard Capacity Considerations

SUMMARY
Shipyard capacity planning for
flexible, agile vessel repair,
conversion, construction, and nonmarine products can be achieved
through a modeling process that
uses multiple variables. Features
to facilitate maximum capacity and
future expansion can be planned.
Optimum capacity maximizes
return on investment factors (ROI).
It is assumed that ROI goals are:
Customer Satisfaction
delivery speed, quality and cost
Public Investor Satisfaction

local job creation and positive
economic impact
Business Satisfaction
profitability for the shipyard
owner and operator
Minimum capacity is needed for

core-business viability during
downturns such as seasonal and
climate cycles, and minimum
business cycles.
Maximum capacity, in one sense, is
the largest physical volume of work
that can be accommodated based
on constraints such as vessel
berths, work space, material
handling, workforce, supply chain,
etc. In a second sense, maximum
capacity is the largest throughput
that can be achieved over time by
optimizing physical capacity limits
through enhanced workflow and
efficiency features. Table 2-8 on
the following page contains
capacity analysis assumptions.
Capacity Analysis Variables Examples

Customer demand for total vessel
repair, conversion, new-build and other
products. Project physical and work
package sizes vary.
Customer demands as a schedule
issue: damage repair urgency; required
delivery dates, etc.
Business strategymarket mix for profit
optimization or variation between repair,
conversion, new-build and other
products.
Weather and other external factors such
as cost and availability of materials,
electrical power, etc.
Physical space capacity factors such as
vessel berths pierside, drydocks, and
repair-erection halls
Specific workspace constraints such as
volumes and shop technical capacity for
open-inspect-repair; fabrication;
assembly; outfitting
Material handling capability, both
horizontal and vertical (cranes, etc.)
physical sizes and agility
Materials and parts inventorysupply
chain and make-buy capability-decisions
Workforce numbers, skills, and
experiencemanagement, supervision,
technicians
Subcontracting availabilitypeople and
technical capacity to close gaps
January 2007
Page 2-10
Table 2-8Capacity Analysis Worksheet

Capacity Analysis WorksheetMaximum Physical CapacityCurrent-Future
Maximum new-build, conversion, other production assumes Berth 3 high-bay solely committed. Maximum capacity/
throughput is function of specific vessel/product.
Maximum Repair Capacity Assumptions
Nominal vessel: 250 feet; Nominal repair 21 days
Docking repairs: Pierside 6 days; docked 15 days; dock committed 21 days
Repair Berth Space
Repair berth (dock or pierside) maintenance: 21 days annually (leaves 344 days/berth)
Current berth: Drydock 1
Future berths: Drydock 1, Berth 1 & 2 (Berth 3 committed to new-build/other)
Future berth: Drydock 2 assumed use vessel transfer + emergency repairs
Current: 1000 foot pier face - 3 pierside berths
Future pier face addition: South berth space availability?
Drydocking Repairs Annually (with perfect vessel sequencing)
Current: 16 to 30 contracts - 344 docked days at 21 days/repair contract
Future: 50 to 75 contracts - 1032 docked days at 21 days/repair contract
Pierside Repairs Annually (1032 total pier berth days available)
Current: 35 contracts: 744 pier days (248 days/berth)
Future: 30 contracts: 648 pier days after drydocking repairs
Emergency Drydockings:
Current: No capacity assuming fully booked drydock
Future: 146 drydock #2 days in maximum 7-day periods
Workforce Assumptions
Current: ASD Full Time Employee (FTE) including contractors maximum 125
ASD FTE Max hours annual 2394 hours (40 hr/wk less vacation and holidays + 10 hr/week overtime)
Current ASD maximum: 299,250 employee hours
Future: ASD FTE 300 people
Future: Contract labor maximum hours annual (60 hr/wk) 3120 hours
Future: ASD FTE 300 people + 40 contract: 843,000 employee hours
Future mix of repair, new-build and other construction determined by business plan
Additional analysis of capacity of workforce limitations and growth needs,
nominal projections or seasonal peaks and valleys will be done following
further discussions with the shipyard operator. Analysis of capacity required
to achieve minimum business viability or solvency requires understanding of
the shipyard operator business plan. Minimum business achieves cash
flows for the shipyard operator to meet its long-term fixed expenses and to
accomplish long-term expansion and growth without insolvency.
January 2007
Page 2-11
Capacity Analysis Background and Methodology

Effective capacity analysis and optimization uses tools such as the functional
block diagram and the shipyard layout drawings in this section. These
diagrams and drawings can be used as manual simulation models. A typical
simulation modeling process brings together key managers and supervisors;
populates the layout drawing with cutout shapes that represent vessels,
products, material handling, etc.; then simulates material movement and
people access to the workstations. The maximum capacity analysis could
populate every repair and new construction berth then run through scenarios
that identify numbers and skills of people to do work, shared-mobile services
such as cranes, explore conflicts in constraint areas such as roadways or
shops to find prospective bottlenecks that slow or inhibit work. Solutions to
resolved constraints can be found or the number of simultaneous projects
can be reduced until an optimum maximum is agreed. This process will help
identify the maximum size-skill workforce needed to accomplish the
maximum capacity projects.
Similar simulation analysis can be achieved for an individual berth area,
high-bay, or shop to help locate physical locations for production machinery,
verify that access doors are in the right locations, utilidors are positioned
correctly, etc. Three-dimensional simulation leads to proper crane selection,
hook-heights, door-heights, etc.
Simulation modeling can help identify communications and data network
requirements; think through minimum stockpiles of raw materials and
warehouse-stored consumables such as welding wire and cleaning rags.
Supervisors can simulate the walking-driving path of their team members
then help minimize time wasted finding the restroom, the toolbox, or a
replacement for a broken grinding wheel, etc. Simulation modeling helps
project managers and ship superintendents think through how improved
shipyard management systems can facilitate kitted tools, parts, instructions
and drawings, etc., to speed the start and accomplishment of specific jobs
on, in and around hulls. Similar analysis can follow raw materials such as
plate and shape stock, outfitting parts, etc., through the fabricationassembly-outfitting process in the Assembly Hall.
Software for material flow analysis and simplification to optimize layouts in
jobshop-type manufacturing facilities is available. One example is
Production Flow Analysis and Simplification Toolkit (PFAST) developed by
the Ohio State University Department of Industrial and Welding Engineering.
Checks for capacity and throughput optimization can be accomplished using
checklists (see Appendix E), and value network mapping methodology.
MARKET SEGMENT CAPACITY CONSIDERATIONS
Repair Capacity: The market drydock comparative analysis above shows
that the floating drydock capacity can accommodate about 95 percent of the
potential vessel repair market with the existing 430-foot floating dock and the
new 225-foot floating dock. Pierside water depths at 35 feet MLW are
assumed deep enough so that topside repairs can be accomplished at wet
berths.
New-Build Capacity: Physical capacity to build is limited to influential vessel
characteristics listed above assuming that land-level construction and launch
via the 2500 ton drydock is the norm. The shipyard operator reported that
250 foot length, 80-foot beam vessels have projected customer interest.
January 2007
Page 2-12
Conversion Capacity: Conversion and modernization includes both repair

and new-build processes to change vessel characteristics. Physical
capacity to convert is assumed feasible so long as the final vessel is within
limits of drydock influential vessel characteristics. Conversion projects are
technically challenging and require a substantial engineering effort.
Other Product Capacity: Modular production is feasible within limits of
shipyard facilities, production equipment, and tooling and within parameters
of the maximum vessel module/block size-weight that can be produced in
new-build processes and delivered to a customer. Maximum physical
capacity limit is assumed constrained by the ability to transfer the product
either by crane lift onto a vessel or land-level transfer to an ocean transport
system. Perceived product requirements and design features to increase
transfer limits remain to be analyzed.
Capacity Analysis Matrix and Throughput Efficiency

Considerations
Table 2-9 on the following page summarizes major revenue producing and
job supporting footprints at the shipyard, their projected uses and factors that
help optimize capacity and throughput. Key assumptions:
January 2007
Most customer value (contract terms) is added at workstations located in

these footprints. Other workstations that provide overhead and
peripheral support such as accounting, engineering, maintenance,
training, etc., must be sized, outfitted and manned to not cause
constraints.
Integrated planning, scheduling, information results in just-in-time

confluence of parts, tools, instructions, and service equipment such as
rigging and qualified people for every job.
Workstations and job planning are designed to minimize people

movement away from productive work or waiting at workstations. Any
time that people are not working but are being paid is waste from an ROI
perspective.
Workforce is multi-skilled, competent, and a flexible mix of managers,

supervisors, technicians and subcontractors.
Workstations have fast and reliably installed or portable utilities and

services.
Workstations have sufficient deck loading capacity for largest jobs.
Vertical-horizontal clearances such as crane hook-heights, door sizes,

roadways, etc., are as large as feasible.
Safety, health and environmental requirements are met and best

practices, such as ergonomic features, are included.
Communications, information and data exchange are available using

fixed and mobile technology.
Page 2-13
Table 2-9Facility Footprint Uses and Capacity Factors

Market Serving Footprints
Capacity or Throughput
Optimization Factors
Projected Uses
High-Bay Assembly Hall
Assumed continually used for new

construction, conversion or other large
product work
Open-Bay Berth 1
Hull and outside mechanical repair and

concurrent in-hull and deck repair
Drydock 1 (10,000 LT)
Occasional other product production

use
Drydock 2 (2,500 LT)
Primarily vessel intermodal transfer

Periodic repair service
Work protected from weather under cover

Processes flow rather than stop-start-reposition
Rapid and efficient horizontal and vertical
(crane) access to work areas on and in hulls (or
hull-like blocks)
Rapid set-up/removal of service systems
lighting, ventilation, surface preparation and
coating, waste removal, etc.
Rapid and efficient movement of repair and
outfitting and items to-from support shops
Safe, fast heavy-lift transfer technology
Wet Berths West

1000 current linear feet
Topside Repair
Post-launch outfitting
Dock Trials
Temporary berthing or vessel lay-up
Same factors as repair and new-build berths

Flexible, capable crane systems
Portable vessel covering systems
Steel Shop & Assembly Hall
Cutting, forming, assembly and

outfitting
Module subassembly construction,
repair or overhaul
Build units, modules, and blocks the largest size

that can be safely and quickly moved and lifted
Support systems to perform systems integration
and testing as feasible
Open-inspect-repair-testing
Subassembly construction
High-Bay Repair Hall
Production Complex
New Shops and Current
Machine Shop & Extension
Some vessel conversion
Blast & Paint Complex
Corrosion protection and appearance

for all vessels and products
Other open spaces and

roadways
Intermediate product buffer areas

Material handling roadways
January 2007
Cellular design so shop processes flow thereby

minimize material handling and people
movement
Job-customized portable shop capability moved
to point-of-use in high-bay halls, dock basin,
pierside, vessel decks and compartments
Fixed shops for rapid set-up changes and rapid
module in-out movement
Mobile capability to serve high-bay halls, dock
basin, pierside, vessel decks and compartments
Flexible space to accommodate contingencies
and footprint needs in excess of halls and shops
Sufficient clearance and turnout and/or parking
for raw materials, modules-blocks, trailerized
mobile services, and support vehicles such as
cranes, fork-lift trucks, manlifts, etc.
Page 2-14
OPTIMIZING FUTURE PHYSICAL AND THROUGHPUT CAPACITY

Future Expansion: A major assumption made in gaining federal and state
public investment is that Alaska maritime industrial complex activities will
grow. Accordingly, shipyard development planning can also include
expansion options. Examples in general discussion include:
Capacity Analysis, when compared to market analysis, shows that

increased capacity and flexibility for new business will be improved if
additional pier space and utilities are made available at South Berth.
For example, the very large fishing fleet market (750 vessels) could be
better accommodated with a range of increased drydocking and pierside
repair capacity.
Teaming or partnering with other Alaska, Northwestern US or other

global shipyards to complete larger projects than any single shipyard
can do by itself. These factors would influence future expansion of
intermodal product transfer size limits to or from the Ketchikan Shipyard
and sufficient business process systems to manage more complex
projects.
Consideration for footprint functional changes over time. For example:
The production center could be constructed as a high-bay

building without bridge cranes sized and aligned to become
future repair berth 3. Planning may include column size and
arrangement, floor loading and other factors.
The current machine shop-blast and paint footprint could be

modified in the future to become a more capable production
center. Accordingly, utility and roadway planning factors could
be considered.
Additional available land in the greater Ketchikan area could be

considered for land and sea-based transfer of intermediate products or
modules. For example, tribal land previously used as an airport, other
industrial land somewhat near the current shipyard and the Ward Cove
industrial property could be raised in conversation as potential for
expanded reindustrialization of Ketchikan around the current shipyard as
an anchor.
Repair and New-Build or other Production Throughput: Implementation of

efficient shipbuilding practices emerges from detailed value network analysis
that reveals both current waste and job method improvement opportunity.
Simulation modeling and mathematical analysis of factors such as number of
steps workers must take or feet materials must be moved to perform
standard jobs, reveal optimum layout choices. This process requires
standard procedures broken down into job steps with key points that make
or break the job. Detailed analysis of each shipyard job is beyond the scope
of shipyard development planning at this time. A set of checklists for facility
and shop layout, production equipment choices and other factors is included
in Appendix E.
January 2007
Page 2-15
3. PROCESS FLOW AND FUNCTIONAL

FEATURES
This chapter of the development plan contains process flow and functional
feature best practice recommendations for the Ketchikan Shipyard to
achieve at least 35 percent increase in efficiency of repair performance and
comparable efficiency in production for new vessels and other products.
Appendix E provides a questionnaire about value-adding processes for the
shipyard and a checklist to identify the current generation of technology or
best practices for which improvements can be made.
Description of the Future High Performance

Ketchikan Shipyard
So-called lean or high performance shipbuilding is being adopted
worldwide. The concepts were adapted at shipyards from the Toyota
Production System that has proven effective in vehicle production. At its
core, high performance principles and practices identify and remove or
minimize wastes that adversely affect delivery, quality and cost. High
Performance production optimizes fully automated (robotic), semiautomated, and traditional craftsmanship production technology along with
integrated data and information management toward state-of-the-art to save
labor, improve safety, quality and cost performance. Companion
organizational design aligns human social systemsmanagement,
supervision, and learningwith the new technology and processes. Many
books and articles provide case studies of high performance implementation
achieved with excellent ROI. Best results take years. Some high
performance principles and practices most applicable to shipbuilding are
listed in Appendix E. Subsequent parts of this development plan section
describe best practices to achieve high performance operations.
Management is advised to understand high performance so that the
Ketchikan Shipyard high performance story can become reality. Rather
than regurgitate academic theory, the results of high performance are
described in the following hypothetical narrative. Imagine that you pick up a
shipbuilding and repair industry magazine a few years from now and read
Ketchikan, AKAugust 2010. A birds-eye and x-ray vision view of the high
performance Ketchikan Shipyard reveals that it is 35 percent more efficient
than in mid 2006 and has much greater capacity. The shipyard is laid out,
equipped, organized and operating so that work flows between processes
and technical operations without interruption and stagnation. People are
doing value-adding work. Wasted time, energy, equipment use or space is
difficult to find. The ratio of overhead positions to value-adding positions is
better than less competitive shipyards.
There is a culture of quality throughout that is apparent in clean parking lots,
grounds, restrooms, and shops. Vessels are clean, even in the bilges.
Production equipment, both tried and true and state-of-the-art, is in good
condition and well maintained. Rolling stock does not have engine oil or
hydraulic leaks. It is obvious that orderly tool storage is provided close to
workstations. Few wasteful trips to central stores or tool cribs are made.
Most work is done under cover from weather in well lighted repair and
assembly halls and shops. A look at an individual workstation in a shop or on
a vessel in repair or new construction reveals trained people doing their jobs
competently following standard steps and best practice tips with clear
indication of performance that meets customer needs. People check their
January 2007
Page 3-1
own work, and welcome spot-check and backup by supervisors or team

leader colleagues, so that rework is almost zero. Work progress is logged
each shift in a shipyard management database for reporting to all leaders
with necessary information access. Personal accident and injury rates and
environmental problems are well below industry averages.
Before each shift the supervisors or team leaders check in on a secure
website and know what work was going on the last shift, any problems, and
what their team is expected to do. Briefing of oncoming workers is quick and
useful. Signs and displays reveal the company score and progress on the
current project, lessons learned and tips for improvement. The team leaders
accept suggestions and observations of problems, passing them on to
foremen who follow up so everyone knows that each day will be a little better
than the last. Workers who do physically demanding jobs warm up as
athletes then work in the best ergonomic conditions. A service team has prepositioned access, lighting, ventilation, power, heavier tools and kitted partsspecial tools-instructions at each workstation so the higher paid and skilled
people immediately begin adding value. If electric power were monitored, the
shift start load would go to optimum quickly and stay high, even through
breaks, because many operations, such as welding and paint removal
blasters are more automated. Workstations are manned by people with
multiple skills who are trained and allowed to move between different jobs to
keep overall productivity moving along. Workers anticipate requirements
and trade off their own work with helping others so that the team output is far
greater than the sum of the individuals.
Morale and spirit is noted to be at a high level despite demanding work on
even cold days. Project managers, ship superintendents, and team leaders
have a spring in their step because they are backed up with excellent
planning, scheduling, and resource allocation that substantially eliminates
crisis management and long meetings that separate supervisors from their
workstations. People have systems that enable retrieving parts and
reference information quickly. Most supervisors have mobile PDA or tablet
computers connected wirelessly to the shipyard information system and
show proficiency operating them. Work at the shipyard is quite predictable
but emerging problems are dealt with through a logical process of gathering
information, considering alternatives, taking action and monitoring to check
results. Senior managers, company officers and even business
administration staff interact with production workers, know many personal
names, and take away another layer of suggestions for improvement.
Before leaving the workstations, where the real value of the company is
added, managers and administrators give feedback about future work and
backlog, customer comments, and other interesting information is passed
on.
Around the conference table or the computer terminal at the end of the shift,
managers and front line supervisors compare estimated jobs against work in
progress to note profitability or problems and make adjustments to resource
allocation to get further ahead or close gaps. Foremen and their supervisors
discuss work performance daily and find ways to improve performance of
each employee. The customer representatives are pleased. The shipyard
president knows that there is more money in the bank today than yesterday.
Life, work and profitability at the high performance Ketchikan Shipyard are
good.
January 2007
Page 3-2
Overall Functional Process Flows and Layout

Overall shipyard design features in the development plan relate to four
categories of efficiency improvement to achieve the high performance
shipyard. Efficiencies are achieved in the functional processes within
physical locations and the virtual data and information system at the
shipyard shown schematically in a block diagram. Major functional
processes are overlaid on the shipyard layout drawing. These four
categories and estimated efficiency gains are based on improvements
achieved at other shipyards. The development plan design:
1. Provides quality covered repair/
construction halls with installed cranes
along with easier, faster vessel
positioning for work and access by
workers improving efficiency 15 to 20
percent over current repair, primarily in
surface preparation and coating, and
enables improved on-module/block
outfitting and erection for new-build
projects.
2. Optimizes flow (horizontal and
vertical) of materials and people for
fabrication, assembly, and repair. Gains
of an additional 5 to 10 percent efficiency
are expected. Detailed choices come
from good simulation modeling and
optimization with special focus on
multiple projects working simultaneously
then locating workstations and specific
equipments optimally.
3. Provides faster, more accurate and
more mobile information gathering and flow for estimating, planning,
scheduling, employee time and attendance, job order execution, QA checks,
etc., facilitated by a shipyard management system, activity-based cost
accounting can improve an additional 5 to 10 percent.
4. Suggests choices of specific repair and new construction technologies
equipment, tooling, etc.can improve an additional 5 to 10 percent
overall on those specific operations affected.
The net result of action in these four categories should achieve the 35
percent efficiency improvements the shipyard operator needs over a 3 to 5
year period.
High performance shipyard efficiency improvements in the four categories
are based on three organizational assumptions.
January 2007
Procedures (process flows and specific operations) are standardized

and documented. Standard procedures are predictable so they can be
used for estimating, planning and scheduling. Standard procedures are
more easily trainable for individuals and teams. Standard procedures
can be analyzed and improved regularly to achieve a culture of safety,
continuous improvement and quality.
Page 3-3
Management, engineers, supervisors and technicians learn and practice

the improved methods so that they become competent quickly
accelerating the learning curve.
Shipyard internal and external communications are effective, timely,

reliable, accurate and secure.
The block diagram and
annotated layout drawing on the
left, and production complex
floor plan layouts (below)
illustrate principal functional
process flows, key operations,
and services to support efficient
new-build and repair operations.
Note that a range of common
services support both repair and
new construction, or other
production work. The expanded
and improved shipyard will
require additional management
staff, supervision and technical
workforce to achieve the
optimum delivery, quality and
cost performance.
January 2007
Page 3-4
The high performance shipyard is designed and outfitted to achieve just-intime repair or construction operations at each workstation. Waste is
minimized when, at each shipyard location, the right people, equipment,
tools, materials and parts, information such as work orders and support
services such as quality assurance, arrive in the right quantity and at the
right time.
The shipyard facilities include physical spaces and connecting utilities,
information and material handling logistics for covered repair, new-build and
other production processes. In addition, shops and offices for support and
business services are provided. Some of the main features are annotated
on the layout drawing below. Facility and shop layouts are designed to
achieve high performance process flows.
January 2007
Page 3-5
REPAIR AND CONVERSION PROCESSESFUNCTIONAL

DESCRIPTION
A typical vessel repair at the shipyard includes major steps listed in the
following table. Processes are characterized as flow of materials and parts.
Operations take place to add value at specific steps, workstations or vessel
locations in the process. High performance shipyards are designed to
minimize waste in processes and operations. When staff time is used for
non-value adding steps such as searching for the right part, waiting for work
orders or drawings, climbing to get to the work location or waiting for a
supervisor to interpret work orders, then the payroll cash register is running
needlessly. If operations and processes do not use the most efficient fully
automated or robotic, semi-automatic and best manual craftsmanship
practices, there is labor-energy-material waste. If incompetence results in
part, equipment or tool damage, then the materials cash register is running
needlessly. High performance shipyards align their technology (physical)
and their social systems (work organization, management, supervision, etc.)
to achieve business requirements of quality, cost and speed.
The expanded and improved shipyard will enable greater capacity, and
faster, better and more economical repair.
Table 3-1EfficienciesRepair Steps

Repair Steps
Ship check, estimates and
contracting
Planning and scheduling
Efficiencies Planned and Recommended
Multiple repair berths

Capacity and all-weather use
Vessel drydocking and transfer
January 2007
Gather needed vessel documents in electronic form or convert and hold in a web- or
server-based repository. Reduce courier costs, paper costs, and time.
Gather detailed ship check information using tablet computers with inputs of still photos,
video clips, text, handwritten notes, and audio clips. Share information quickly. Pass
critical information directly to the shipyard for planning and engineering from a remote
location
Use automated estimating features of integrated shipyard management system to improve
bid accuracy and subsequent project management
Use integrated planning and scheduling features of shipyard management system
Integrate ship documentation for more automated repair parts and material purchasing and
material control
10,000 ton and new 2500-ton floating drydock available
Large drydock capable of multiple vessels docked simultaneously
Future use of south berth adds additional pier or wet berth space
Open or three covered repair halls for all-weather work. Repair hall dimensions serve 80
percent of projected market vessel sizes
Moveable covering systems for open land-level berth, floating drydocks, and individual
vessels available for all-weather work
Rapid land-level transfer of vessels and large modular components between repairassembly halls and 2500-ton floating drydock
Lateral vessel movement devices available
Page 3-6
Table 3-1EfficienciesRepair Steps (continued)

Repair Steps
Work order elements
Job work breakdown steps and
skill standards
Tool and part requirements
Shared resources
In-process and final quality
assurance
Safety, health, environmental
Access for workers and utilities
Access for components,

materials and parts
Outside machinist work
January 2007

Details of expected work and requirements for proper completion move from planning to
work-order preparation in the shipyard management system
Requirements and specified job skills, procedures, equipment, tools, parts, etc., included in
databases for rapid inclusion in all work order documents.
Quality, safety, health, environmental management requirements, standard procedures and
techniques embedded in the shipyard management system
System can identify individuals who are trained and certified in specific job requirements so
supervisors know proper people are assigned. Actual work assignments can give finer
detail for job and work center costing of how people are being used to supplement overall
time and attendance system for payroll.
Provides supervisors and team leaders with checklists of standards for daily shift briefings
and checks
Support requirements by shared items identified in ship checks and planning or identified
by supervisors are included such as cranes, rigging assistance, fork-lifts. Use of shared
equipment can be attributed to specific jobs and contracts using activity-based costing
procedures.
Rugged mobile PDA or tablet computer wireless interface with shipyard management
system for work progress reporting and call-up of additional support or technical
documentations, etc. Ability to capture on-scene photographs, video clips, voice and text
annotation do document work performance.
Integrated resource management allows supervisors to document and modify work orders
requests for help such as missing fasteners, touch-up painting, etc., and include scheduling
parameters
New repair berths equipped with utilidors for rapid and convenient connection to electrical,
water, steam, air, data lines
Moveable mobile tower systems provide rapid staging for vessel access and point-of-use
connections for utilities plus ventilation and lighting
Tower features adaptable to hold kitted materials, retractable service lines, safety and first
aid items, etc.
Fleet of man-lifts and other portable devices place people at work sites quickly
Rapid assembly staging or scaffolding for use in compartments and tanks; portable electric
lift systems when accessibility allows.
High-bay repair halls have flexible overhead and side lighting for economy and high
intensity lighting over selected vessel areas as needed
High capacity bridge cranes in high-bay repair-assembly halls
Portable people and materials lift systems operate in dry-docks and high-bay halls
Open repair-assembly berth is accessible by crawler-cranes for heavier or taller lift
requirements
Large doors in repair halls provide access for fork-lift trucks, small-mid sized mobile cranes,
and other transporter units
Selected shops located adjacent to the repair halls
High-capacity lift systems adaptable for screw, shaft, thruster, Z-drive access, removal and
transport to shops as needed. Integrated system for tools, repair parts and consumables.
Improves speed and safety. Includes portable lighting and other service access connection
to utilidors.
Mobile lift systems with lighting, kitted tools and parts for more rapid hull valve openinspect-repair
Page 3-7
Table 3-1EfficienciesRepair Steps (continued)

Repair Steps
Hull and structural work
Surface preparation and coating

on vessel or, for components, in
the blast and paint facility
Inside mechanical pumps,

valves, etc.; hydraulic, electrical,
electronic
Pipe and tubing
Foundation structural
Sheet metal, carpentry, joiner

work
System restoration and testing

Vessel transfer
Undocking
Dock trials, sea trials, and

delivery
Warranty claims or post-trials

change orders
January 2007
Accuracy control measurement technology to set up hull and structural cuts right the first
time and guide repair part fabrication accuracy. Reduces shipfitter manual work.
Advanced, automated high-pressure water jet cutting technology available 2007 to
eliminate pre-cut hot-work interior cleaning and ventilation for access cuts
Advanced portable deck/plate straightener (computer heuristic induction heating) available
2007-2008
Utilidor arrangement gives rapid access to electrical power, portable lighting, air, etc., to set
up cutting, burning, and welding equipment
Portable ventilation and filter system compliant with OSHA and environmental regulations
Steel fabrication-forming center located adjacent to repair halls
Magnet and vacu-lift devices to safely handle damaged and repair parts.
Rapid access to tanks and voids using advanced water-jet cutting available
Automated high pressure water blast with integrated ice crystals or grit for much hull and
tank surface cleaning. System is programmable with magnetic crawler attachment.
Systems are substantially self-cleaning.
Portable trailerized cleaning water disposal suction, filtration and storage
Advanced grit blasting for final cleaning and profile development with rapid grit recovery to
meet environmental and cleanliness requirements
Mobile vacuum sweepers for every-shift final cleanup
State-of-the-art airless and air operated paint application systems on mobile transport
systems for utilidor connections, integrated portable lighting and ventilation systems. Paint
handling and mixing with advanced ergonomic support to handle small totes and large
drums
Rapid transport of removable structural items to and from blast-paint facility located
adjacent to repair halls
Lockout-tagout system integrated into work orders by shipyard management system
Kitted parts, tools, instructions for on-board open-inspect-repair-test with work-order
checklists produced by shipyard management system
Specialty portable shop systems with kitted capabilities positioned near points-of-use on
deck or near vessels in repair halls or dry-docks
Portable temporary storage for removed interference items. Bar-code or re-useable RFID
tags attached during removal process and entered into shipyard management system for
quick find during post-repair restorations
Selected shops located adjacent to the repair halls
Advanced accuracy control measurement by digital photographic and laser scanning
available. Also applicable to hull, structural, pipe repairs.
Portable shop and interference storage features as described above
Selected shops adjacent to the repair halls
Shipyard management system assists planning and scheduling system restoration
sequencing
Interference removed is identified for restoration. ID tags reduce time and errors.
Required quality and safety checks extracted into work orders automatically such as:
gasketing, threaded fastener torques, lockout-tagout clearance requirements, water-tight
boundary requirements, etc.
Mobile and wireless systems described in the ship-check process documents system and
vessel performance.
Rapidly share deficiencies with appropriate shop and technical people for corrections
Shipyard management system holds all work contracted, performed, inspected, tested and
accepted along with all parts, materials and cost information for rapid access if claims or
contract disputes occur.
Page 3-8
Vessel conversion is a cross between repair and new construction.

Conversion could add a hull lengthening section, change propulsion,
auxiliary or deck equipment, change accommodation spaces, etc.
Efficiencies planned for repair and new-build processes will improve
conversion efficiencies.
New-Build Processes
Efficient vessel new build processes use all of the facilities and many of the
processes that serve repair plus steel fabrication and assembly processes.
The shipyard development plan eliminates older
style, inefficient shipbuilding that built a hull then
used stick building approaches to outfit machinery,
piping and cabling on board the vessel as shown in
the diagram to the left. Now the approach, shown in
the three diagrams below, is to build units or modules
in the Steel Shop and Assembly Hall and install the
pre-assembled and even tested modules, on vessel
blocks. Then the outfitted blocks can come together
like Lego-blocks in the Assembly Hall with good
accuracy control and

subsequent joining of
piping and cabling. The
rule of thumb is: "For
every hour of work
accomplished in the shop
(i.e., on unit) requires 3
hours on block and 5
hours on board."
Shipyard fabrication process lanes, shops and material handling technology

facilitate the more efficient methods.
January 2007
Page 3-9
Table 3-2EfficienciesNew-Build Steps

New-Build Steps
Design and contracting
Detailed design and

engineering, planning
and scheduling
Steel handling
Fabrication
Forming
January 2007
Increased computing power and integrated 3-D design software such as Ship Constructor allows
rapid product model development in the design stages. While the Ketchikan Shipyard may not do
original design work, they should have use of the technology so that the key stakeholders such as
customer-designer-shipyard-classification agency (such as American Bureau of Shipping) can
optimize design-for-production that can improve delivery, quality and cost.
Sufficient network communications, Internet-telecommunications speed and computing power
moves drawings and specifications documents to save time, courier costs and printing
3-D printing, or a stereo lithography machine, converts a 3-D CAD drawing to a 3-D plastic or resin
model that can be easily visualized. This process facilitates design-for-production and contract
clarity. Major block structure and major outfitting such as propulsion, auxiliary machinery,
deckhouse, etc. arrangement can be optimized and agreed.
3-D product modeling software not only designs hull and structure but also aids design and
integration of distributed systems such as piping, electrical, ventilation, etc.
3-D color-rendered, animated, and 3-D printed displays allow shipyard project managers,
supervisors, and technicians to visualize the structure and its logical modular build sequencing to
more rapidly learn and achieve the production process.
Product model software can convert the design into buildable detailed drawings, bills of materials,
specified processes such as welding procedures and painting systems, etc.
Design software that is interoperable with shipyard management software feeds planning and
scheduling modules, material procurement modules and manpower modules that simplify and
clarify project management and project supervision
Outputs of the design-management system are in the form of Gantt and Pert schedule charts,
integrated resource requirements, and detailed work orders.
Work is scheduled to minimize inventory buildup between workstations and add value in a touch
once approach to avoid excessive re-handling of fabricated units or time spent achieving access
to modules, blocks and the vessel hull. Efficiency is gained by accomplishing the maximum
amount of material handling and outfitting work during the fabrication and assembly process.
A materials yard suitable for storing a buffer quantity of plate, shape and sheet stock materials is
provided. Steel can be purchased with weldable primer in place to minimize on-site corrosion
and improve shop cleanliness. Supply chain development is discussed in the business
improvement section.
Stock handling and transfer process lane is included. Handling technology can include magnets
for steel; vacuum lifters for steel and other materials; and special fork-lift or straddle-crane
systems. Handling choices require volume analysis
Fabrication and assembly is conducted inside a well lighted, utility-equipped and optimally laid out
building with appropriate access doors.
Process lanes with roller conveyors and overhead bridge cranes receive and distribute raw
materialsplate and shape steel
Cutting by computer-controlled machinery is recommended. Cutting machine choices such as
plasma-arc, laser-oxygen for plate and plasma or saw systems for shape materials require size,
volume, accuracy, energy, and complexity analysis. Millimeter accuracy is best practice.
Computer cutting machines can also add laser or ink-type marking that speeds subsequent
outfitting. Automated marking eliminates much manual measurement for locations such as fitting
stiffeners, bracket installation, drilling holes, and visual aids for larger unit-module assembly.
Panel line capability is achieved with semi-automated single-sided SMAW seam welder(s),
stiffener positioner, and double-sided automated FCAW fillet welder. Material handling conveyors
and smaller bridge or jib cranes, or small mobile cranes, can position stiffened panels for addition
of webs and frames and on-unit outfitting of piping, etc. to achieve shop access efficiency. Semiautomated welding equipment speeds joining.
Foundations and utilities for forming and shaping equipment should be positioned. Lighter
forming-shaping equipment locations should be flexible for subsequent rearrangement if required
aided by utilidors. Forming equipment includes: hydraulic press, ironworker, frame bender, plate
roll, etc. Equipment decisions match market analysis requirements for materials size, thickness,
length, etc.
Page 3-10
Table 3-2EfficienciesNew-Build Steps (continued)

New-Build Steps
Assembly and assembly
outfitting
Unit and module blast and

paint
Block and vessel erection
On board outfitting
Surface preparation and

coating, final outfitting
systems integration and
testing to delivery sequence
January 2007
General fabrication and assembly space with lighting, compressed air, overhead and jib
cranes, electrical grounding grid and platen-level floor are designed for flexible product
operations. Vessel hull units and modules, or other complex products such as modular
can be assembled in this area. The space is large enough for assembly-line work or for
large, complex modules such as engine-auxiliary modules. Jack and roll systems allow
large, outfitted modules to be moved out of the fabrication-assembly hall.
Stiffened panels and other structural units are positioned with cranes, jacks and other
shipfitting tools. A recommended shipfitting tool inventory is in the attachments.
Accuracy control is aided by laser and photogrammetric technology to help fit units into
precise position.
On-unit, on-module, and on-block outfitting most efficiently occurs in the most open and
accessible part of the process in the fabrication-assembly hall. For example, when a
stiffened panel is completed on the panel line, it could have been pre-marked for
installation of piping and electrical brackets then these items welded in place and
outfitting items installed to create the Lego-block of the vessel and achieve close to
touch once construction. The rule of thumb is that: "For every hour of work
accomplished in the shop (i.e., on unit) requires three hours on block and five hours on
board." So every effort to facilitate shop assembly operations is critical to achieve
shipyard efficiencies desired.
Outfitting items such as brackets, pipe sections, valves, pump-motor combinations, etc.
can be added in the open and easy access of the fabrication-assembly hall. The
shipyard material management and scheduling system facilitates items being brought to
the right place at the right time with all appropriate fasteners, gaskets, etc.
Other outfitting items such as sheet metal, joinery items, can be assembled on units and
modules as possible to reduce labor content over on-board outfitting.
A transfer lane to a module-sized blast and paint facility is planned. Creating a proper
surface profile and coating at the unit-module level improves efficiency. Sequencing is
planned so that all steel structure, including foundations, can be prepared and coated
then returned to the fabrication-assembly hall for further outfitting, or moved into the
repair-erection hall for inclusion in block building or vessel conversion work.
Completion of contract-required paint systems in the unit-module phase then requires
only touch-up painting on the vessel.
Heavy-lift multi-wheel transporters or similar low-profile equipment negotiate doorways
and roadways to achieve proper position.
Outfitted units and modules are lifted into place by cranes, or rolled and jacked into place
in the erection process to form vessel blocks.
Module and block size constraints (doors, crane hook heights and lift capacity, multiwheeled transporter capability) inform the design-for-production process.
Portable track welding equipment with one-sided SMAW, joint backing systems, etc.,
performs master butt welds.
Multiple blocks are named grand blocks. A grand block could be the stern or engine
room or midbody section. Grand blocks are joined to become the completed vessel.
Outfitting items can be added on board, with an assembly labor penalty, when
sequencing, physical protection or other reason prevents outfitting in the shop processes.
Final fit and finish, systems joining (pipe joints, cable connections) are also made in this
process.
Details of efficiency systems proposed for repair aid on-board outfitting in the new-build
process.
These steps are similar to the repair and conversion steps and efficiency features listed
above.
Page 3-11
Steps in the new-build process could apply to many other large and complex
products including buoys, modular pumping stations for the gas pipeline,
modules for power generation or refrigerated food storage, HVAC units for
buildings, etc.
Production Processes Serving Both New-Build and

Repair Activities
The block diagram in Overall Function Process Flows and Layout (page 34) and floor layouts includes other processes and services that commonly
support both new-build and repair activities.
Table 3-3EfficienciesCommon to Repair and New-Build Steps
Common Items
Shops
Separate specialty facilities improve the efficiency of the shipyard. Shops designed into the
development plan are shown in floor layout drawings. They include:
Sheet metal shop for ventilation piping, lockers, etc.
Inside machine shop with lathes, milling machines, precision welding, etc.
Hydraulic shops for control components, valves, fittings, etc.
Electrical shops for motors, circuit breakers, etc.
Electronics shops for radar, radios, etc.
Carpentry shops for cabinets, interior doors, etc., of wood, and fiberglass
Pipe shop to bend, flange and join pipe
Blast and paint for module-sized components
Common shop features
Special utilities, bench-mounted machines and test equipment, accumulated special tools
with adequate storage. Some flexibility to re-arrange shop equipment to achieve future
process improvements.
Required environmental conditions of cleanliness, etc.
Fixed and portable lighting
Flexible utility and data connections
Doors sized and located for expected sized items and their transport including fork-lift
trucks, access to freight elevators, etc.
Roadways, parking,
personnel walking access
Areas must be set aside with enough space for vehicle movement to move, turn, and
deliver materials and personnel. Simulation modeling checks can optimize roadway design
and provide space for passing, parking, limited time staging, etc.
Access by emergency vehicles must meet public safety requirements.
Utilities
Water, sewer, electrical, air, etc. in appropriate utilidors and access points allow quick
connections for use with minimum distance to point-of-use.
Where feasible, devices for hose and cable retraction are provided.
Communications, data
networks
Conduit and capability for wired, fiber optic and wireless technology to support: external
and internal telephone system; emergency reporting; shipyard radios; closed-circuit
systems for testing, etc., shipyard data and Intranet; and Internet.
Wired and wireless computer systems
Design, engineering,
planning, scheduling
Several information gathering processes are required that are described in more detail in
Chapter 6 of the development plan
Ergonomic and time

savings processes
Lean and world-class shipyards employ regular planning and incorporation of ergonomic
practices that save time and reduce technician fatigue.
January 2007
Page 3-12
Shipyard Transfer Features & Operations

Transfer operations are needed in the shipyard for movement of material,
equipment and fabricated components. The transfer requirements vary in
capacity, speed and need. Smaller requirements are normally handled by
forklifts or small mobile cranes. Larger requirements are handled by large
capacity and specialized equipment or systems designed and manufactured
to suit specific industry needs.
The shipyard currently has a number of small capacity forklifts that have
been purchased or leased from a local company. In addition to these small
capacity units, it is recommended that one larger capacity forklift of about 5
ton capacity be purchased to support the expanded capabilities of the
shipyard.
Mobile cranes are currently leased from a local company on an as-needed
basis.
The larger transfer requirements associated with ship repair and new-build
activities of the expanded shipyard require new transfer equipment and
systems. The following large transfer activities are anticipated:
Movement of large panels between the Steel Shop and Assembly Hall
and within the Assembly Hall
Movement of vessel modules within the shipyard, within the Assembly

Hall, to the Module Blast & Paint Building or onto the 225-foot floating
dock for module ocean transport
Positioning and joining of modules within the Assembly Hall
Docking on the 225-foot floating dock and movement of vessels to and

from the Repair or Assembly Hall
Movement of other marine structures from designated fabrication sites/

buildings to the 225-foot floating dock for ocean transport
HANDLING OF STEEL PLATES INTO AND WITHIN THE STEEL

SHOP
Plates will be procured, cut to size and shaped from an offsite source. Once
received, they will be inventoried in a staging area. They will be stored flat
on concrete sleepers or in vertical storage racks. As they are required for
use, they will be picked up by a special handling device (presently assumed
to be a modified Travelift equipped with a magnet bar). They will be loaded
on a shuttle car and moved into the Steel Shop where they will be picked up
by a bridge crane equipped for both magnetic and grab handling. This 15ton bridge crane will cover about of the length of the Steel Shop and will
run on a separate, lower set of rails than the module handling crane noted
below.
MOVEMENT OF LARGE PANELS WITHIN STEEL SHOP

Panels will normally not exceed 40 feet in length (up to 50 feet will be
possible but not usual). As panels get too large or ungainly for handling by
the 15-ton bridge crane, handling will be done by one or both 40-ton bridge
cranes, which span and cover the entire Steel Shop. One of these 40-ton
bridge cranes will have a single 40 ton trolley, the other will have two 20 ton
trolleys to facilitate turning of panels and modules.
January 2007
Page 3-13
MOVEMENT OF MODULES FROM STEEL SHOP TO BLAST AND

PAINT AND INTO ASSEMBLY HALL
Modules can be moved from the Steel Shop to the Blast and Paint Building
using cradles supported by multi-wheel transporters (MWTs). The modules
will be loaded onto the cradles by overhead bridge cranes within or just
outside the west entry of the shop, and then lifted for transfer by the MWTs.
Painting and blasting may be performed directly on the structural steel
cradles. The modules are then brought back to the Assembly Hall by the
MWTs and offloaded by overhead bridge cranes inside the Assembly Hall.
The modules can be supported and joined with other modules in the
Assembly Hall by building blocks or by the modular transfer cradles.
POSITIONING AND JOINING MODULES BY CRANE WITHIN THE

ASSEMBLY HALL
The Assembly Hall is equipped with two 75-ton capacity bridge cranes,
which span the width of the building and cover the length of the building.
One crane has two 37.5 ton trolleys to facilitate turning and positioning of
modules; the other has a 75-ton single trolley to provide heavy lifting
capacity.
POSITIONING AND JOINING OF MODULES BY CRADLES OR

TRANSPORTERS WITHIN THE ASSEMBLY HALL
The vessel modules can be positioned using either the rail-mounted modular
cradles or they can be positioned using MWTs. Once the modules are
complete, moved from the Steel Shop and have been coated in the Blast
and Paint Building, they can be moved to the Assembly Hall.
The modules can be aligned and joined using the modular cradles moving
over the flat bar. The flat bar has been installed under tight positional
tolerance. Therefore, the modules can be moved together in position using
the rail mounted cradles. Modules can undergo final alignment using
portable hydraulic jacks and rigging to move individual cradles and module
surfaces to facilitate joining and welding.
Alternatively, the modules can be progressively moved into position within
the Assembly Hall and set on traditional building blocks on the hall slab.
New modules can be brought into the hall and in-line with the blocked hull
assembly. The new module can be positioned using the omni-directional
drive system of the MWT units, and the hydraulic lift system can position the
new module in-line for joining and welding. The rail mounted cradles can be
brought into position under the build blocks and the finished hull can then be
lowered onto the cradles for launch on the floating dock.
MOVEMENTS FROM 225-FOOT FLOATING DOCK TO THE REPAIR

AND ASSEMLBY HALLS
Transfer on Rails
The floating dock has been designed and is currently under construction.
This dock has been designed for transfer system loading on eight flat bar
rails each spaced at 8 foot centers. The floating dock design has considered
both wheeled transfer systems and Hillman-type roller transfer systems to
move vessels to and from the two in-line shore work berths.
January 2007
Page 3-14
However, Hillman-type roller transfer systems offer little directional control,

are time consuming to set up and require large draw bar towing forces to
move the vessel over the plate or flat bars.
Most modern shipyards involved in
ship repair use docking cradles with
steel or ductile iron wheels moving
over flat bar or railway type rail. The
wheels used are special low in profile,
high in capacity units with tapered
roller bearings that are sealed so that
the wheels can be repeatedly
immersed in seawater. The tapered
roller bearings reduce friction and
towing force. The wheels normally
have flanges that prevent the wheel
from straying off the rail. They can be
easily mounted onto modular structural
Typical Shipyard Wheel Assembly
cradles that support the keel and bilge
blocks. The cradle modules are arranged on the rail grid to suit the docking
positions needed by the vessel to be docked.
The wheel assembly arrangement shown above is designed and supplied by
Rolls Royce Naval Marine (RRNM) Syncrolift. It has been provided for this
development plan as a courtesy by RRNM. The body of the wheel is made
of ductile iron with a flame hardened tread.
The drydock rail arrangement designed by Heger Dry Dock Engineers is well
suited to the wheeled cradle transfer system. With eight rails equally spaced
at 8 feet, the modular cradles can all be configured to move on any pair of
rails. For mono-hull vessels, the two rails closest to the center of the dock
can support the keel blocks on cradle modules. The outer six rails can
support the bilge blocks needed at different widths on cradle modules placed
on outer rail pairs. The spacing of the cradle modules in the longitudinal
direction can be whatever suits the docking plan and needs of the vessel.
Catamaran vessels can be docked on cradle modules supporting each hull
on one of the outer rail pairs.
A typical cradle module arrangement sketch has
been done as a courtesy by RRNM Syncrolift
and is presented on the left. This simple yet
effective cradle module is very cost effective
and allows the most flexibility of docking
arrangements for the various vessels the
shipyard will repair or build. Its flexible docking
configurations will be good for supporting,
transporting and launching other marine
structures that may be built at ASD.
Cradle Module
January 2007
Page 3-15
To demonstrate the flexibility of this system, typical cradle module and block
configurations are shown below for mono-hull and catamaran vessels on the
eight rails spaced at 8 foot centers.
Slender Mono-hull
Mono-hull With Full Beam
Catamaran Vessel
The sketch on the left shows a typical arrangement for a mono-hull vessel
with a slender beam of approximately 65 feet, requiring bilge blocks out to
about 40 feet maximum width. There are 34 keel blocks spaced at about 6
foot centers and 18 bilge blocks in two rows at about 18 foot centers. The 6foot keel block spacing is the same as that designed for direct docking on
the floating dock. The maximum load that can be applied to any cradle
module is 108 long tons.
The center sketch shows a typical cradle and blocking arrangement for a
mono-hull vessel with a full beam of up to approximately 85 feet. Bilge block
cradles are positioned on the outer most rail pairs in order to provide the
additional bilge support needed. And at the right is a typical cradle and
blocking arrangement for a catamaran vessel, such as the Chenega or
Fairweather, with cradles and blocks out on the outer pairs to support the
two hulls of the catamarans. Smaller vessels can be docked side by side
using rail pairs as required by their docking plan.
Rail Grid on Shore

There are two longitudinal rail lines that will allow vessels to be moved
between the 225-foot drydock and the Repair and Assemblies Halls. The
floating drydock is moved into position and grounded on the piled landing
beams so that it is in line with one of the two rail lines on shore. Transition
rails span the space between the flat bar rails on the floating dock and the
flat bar rails on shore. Once in line and the transition rails are set, end or
longitudinal transfer can be made to or from the floating dock and the open
or covered berths on shore.
There are eight longitudinal rails for each of the two longitudinal rail lines.
The east rail line set of eight rails leads to open berth 1 or enters the ship
Assembly Hall and these rails span the entire length of the building. The
west rail line set of eight rails enters the Repair Hall and also spans the
entire length of the building.
January 2007
Page 3-16
Transfer by Multi-Wheel Transporters

Transfer movements between the 225-foot
floating dock and the Repair and Assembly Halls
can also be made by MWTs, such as those
designed and supplied by Total Transportation
Systems (TTS) of Norway. The TTS Powered
Wheel Transporters (PWTs) are multi-wheel
rubber tire transport units that can individually or
in pairs lift loads of up to 150 long tons per pair.
The units are omni-directional in that they can
move in any direction and can even rotate about
their center. They lift the load using integral
hydraulic cylinders, are self driven, and controlled
by one person using a portable control panel.
These units will be very valuable in lifting,
transport and positioning of new-build modules in
the Assembly Hall. They can also be used to
transport smaller vessels or odd shaped marine structures.
TTS PWT System
An individual PWT is shown below.

The PWT control system software has the following steering modes:
Mode 1 Single unit motion
control (Positioning under
Cradle)
a. Motion with one shaft
steering
b. Parallel motion for
sideways direction
c.
Rotation around its

center
Mode 2 System transfer of

ship-to-ship section
TTS PWT
a. Linear motion with multi wheel steering in different modes

b. Parallel motion in any direction
c.
Rotation around frame center
MOVEMENT OF MARINE STRUCTURES FROM FABRICATION SITES /

BUILDINGS TO THE 225-FOOT FLOATING DOCK FOR OCEAN
TRANSPORT
The expanded shipyard facility will allow ASD to improve productivity and will
provide the capability needed to offer buyers competitive prices on many
marine structures such as those listed in Chapter 2 Marine Construction,
Heavy Fabrication and Other Business of the development plan. Once
fabricated in the shipyard, these marine structures will need to be transferred
to the floating dock for launch or for transfer to a transport barge. Each
structure will be an individual case, however to demonstrate the plan for
moving marine structures, we will use the examples given that section.
January 2007
Page 3-17
Gas Pipeline Modules

Depending upon the size of the contract, number of pipeline modules and
existing or planned new-build and repair work in the yard, a decision will
need to be made on where to place any specialized equipment such as a
large plate rolling machine to fabricate the lengths of pipe. The pipe for the
Alaska main route is currently planned at 52 inches in diameter. The length
will depend upon available and practical transportation methods, practical
shipping routes (e.g., waterways, train) and road limitations.
A 40 foot length of 52 by 1 inch wall thickness pipe would weigh about 10
tons. For flat bed rail cars this weight could be as much as 22 tons. The
pipe lengths will be too long to be safely moved by forklift or mobile crane.
This leaves the overhead cranes within the Assembly and Repair Halls, the
TTS PWTs or the rail supported cradles for transport during fabrication,
within the yard and for transport to seagoing barges.
The ideal position for the large plate rolling machine, press and weld station
is south of the Assembly and Repair Halls or inside the halls and in line with
the rails in the building. If the area outside and south of the building is
chosen, then the flat bar transfer rails can be extended for the pipeline build
project. The modular rail-mounted transfer cradles can then be loaded with
finished pipe using a mobile cradle; and once loaded the cradles can be
used to transfer the pipe lengths through the building, onto the floating dock
and then directly onto the transport barge.
If the rolling machine, press and weld station can be inside the Assembly or
Repair Halls, then the overhead cranes can be used to load the finished pipe
lengths onto the modular cradles.
Cradle Module
It is estimated that two cradle modules would

support five lengths of 52-inch diameter pipe in
a triangular configuration with three pipes on
the bottom, two pipes in the middle and one
pipe on top. Using a transport barge of 320 by
80 feet and considering 85-foot long pipe
sections weighing about 22 tons each, 16
cradle sets would fit on the transport barge.
These 80 pipe lengths would weigh about 1760
long tons. The 32 cradle modules used could
stay with the transport barge until its return
from Whittier.
Should it not be practical or possible to use the

modular transfer cradles to transfer the finished
pipe lengths to the floating dock and onto the
barge, then the best option would be to use the
TTS PWT unit(s) to transfer the pipe lengths.
The lengths could again be transferred to the
Floating Dock and directly onto a transport barge
or they could be transferred to the west concrete
pier for load-out onto the moored barge using the
pier crane. Each TTS PWT unit has a flat lifting
bed of dimension 8.1 by 13.2 feet. Therefore,
two PWTs can securely support three 52-inch
diameter pipes.
January 2007
Transporter
Page 3-18
Structural Modules for Offshore Rigs

These structures can be of various sizes and weights and it is difficult to
estimate these values and the criteria used in a development plan analysis.
However, offshore structures are not that different in construction
arrangement and weight than vessel construction and weight. An offshore
accommodation module or machinery module will be about the same weight
and dimension as that for a vessel.
Therefore, we can assume that the shipyard will have the ability to fabricate
any offshore rig accommodation or machinery module that can fit inside the
new floating dock and that is within the total 2500 LT lift capacity and linear
lift capacity of 18 LT / FT of the new floating dock. Therefore, the maximum
capacity module can be supported during transfer by the wheeled cradle
modules, which will be designed and fabricated to suit the capabilities of the
floating dock.
Fabrication of these modules will begin in the Steel Shop with transfer of the
panels down the platen by the overhead magnet bar crane in that building.
The finished panels are transferred to the Assembly Hall by the 50 ton
overhead crane, which spans the gap between the Steel Shop and
Assembly Hall. Once in the Assembly Hall, the panels will be used to
assemble the module onto the rail-mounted transfer cradles, and the
required outfitting and/or machinery will be installed. Once completed and
tested in the Assembly Hall, the module will be towed on the cradles and
onto the Floating Dock. Floating modules will be launched using the dock.
Open structural modules will be moved onto the transport barge using the
cradles. Small modules can, as an alternative use the TTS PWTs.
Single Point Mooring Buoys

There are over 30 different types of Single Point
Moorings (SPM) used in the offshore industry.
Many are buoys but some are fixed to the
moored ship and use its buoyancy. The more
popular and well known SPMs are:
CALMCatenary Anchor Leg Mooring
SALMSingle Anchor Leg Mooring
SPMs are identified as all systems used for

Typical CALM Buoy
offshore loading, offshore storage and offshore
production. They can be floating independent facilities or they can be part of
an offshore floating platform such as an FPSO (Floating Production Storage
Offloading Facility).
The majority of floating independent facilities are CALM buoys with multiple
pipes flows possible through the buoy using multi-product distribution units
(MPDU). Oil is pumped though the subsea pipelines to the vessel through
the MPDU and into the pipe manifolds of the tanker. The buoy consists of a
round structural buoyant body; the machined MPDU with swivel; upper fluid
flow rotating structure; mooring load monitoring device; and outfitting for the
catenary mooring chains, mooring connections, fendering, navigation power
and lighting system, and fire alarm and extinguisher. The buoy diameters
are typically 32 to 42 feet. Buoy depths are about 20 feet.
January 2007
Page 3-19
SALM buoys tend to be slightly larger in diameter and

much deeper in order to give the needed tension for the
single tensioned leg mooring system. Generally
consisting of the same basic components, the buoyant
body can be about 45 by 50 feet.
The transfer weights for most CALM and SALM buoys
would be about 200 to 500 long tons. These buoys
could be easily made in the Steel Shop or Assembly
Hall. Final assembly should be done on the railTypical SALM Buoy
mounted transfer cradles. Each cradle has a maximum
load of 108 long tons. Four to six cradles would safely support and transfer
these buoys.
Power Barges
Power generating barges are becoming very popular by the many countries
finding themselves with old and inadequate shore-powered generating
plants. Shore plants are expensive and susceptible to a host of regulation
and permit requirements that can greatly slow the completion of the facility.
Power generating barges can be constructed remotely and floated into
position offshore or onshore at a fraction of the price and with a much
shorter completion schedule. This can also apply to barge mounted
desalination and even garbage incineration plants.
Should ASD be successful in this market through teaming with power
generation companies, these barges can be fabricated up to the limit of the
capabilities of the new 225-foot floating dock.
Barge panels would be completed in the Steel Shop and then brought into
the Assembly Hall by overhead crane. Once in the Assembly Hall the
panels would be assembled into modules on the rail-supported transfer
cradles using the two overhead cranes. The modules would be joined
together using the transfer cradles.
The power generating machinery could be installed in the Assembly Hall
using ASD labor supervised by the partnering company or it could be
installed at another site. The completed barge would be transferred to the
floating dock on the cradles for launch.
USCG Buoys and Light Towers

These small buoys and towers could be fabricated and moved for pier side
load-out onto installing vessels using the PWTs or mobile crane.
Structural Modules for Alaska Bridges

Fabrication of structural modules for the new bridges currently planned by
ADOT&PF will be possible following the expansion of the shipyard facilities
and the addition of trained personnel that will be hired. The planned bridges
will need to be very high to allow passage by the large cruise boats. In
particular, should the Gravina Island airport access bridge move forward, the
proximity of the shipyard will be very attractive to potential main civil
contractors. Fabrication modules for towers and support trusses should be
well within the shipyards capabilities. AISC certification would likely be
required.
Transfer of these modules from the Steel Shop, Assembly Hall or any
outside area to the floating dock for barge loading or to the concrete pier for
crane load-out can best be done using the TTS PWT units.
January 2007
Page 3-20
Shipyard SupportOffices and Distributed Access

Shipyard facilities design includes sufficient space to accommodate the
following common and distributed services and office capabilities.
Table 3-4EfficienciesYard Support and Offices
Yard Support & Offices
Yard Services:
Transportation
Yard Services: Access

Equipment
Yard Services: Shipyard

Maintenance
Yard Services: Safety,

Health, Environmental
Yard Services: Security
Stores Warehousing
Fleet of mobile cranes, man-lifts, boom-lifts, scissor-lifts, fork-lift trucks, flat-bed

trucks, multi-wheeled transporters, portable waste water treatment, portable
painting equipment, etc.
Some vehicles are licensed to operate off the shipyard facilities.
Transportation processes include appropriate rigging and lifting devices, slings,
etc.
Portable and distributed ventilation, lighting, electrical power, air, hydraulics, etc.
Supporting systems include mobile towers designed to hold portable and
distributed systems.
Centralized and distributed means to perform predictive, preventive and
corrective maintenance on shipyard equipment.
Services can include snow removal, general trash and recycle materials, etc.
Centralized and distributed means to provide a range of personal and group
protection from hazards, respond to and deal with accidents and injuries, properly
hold hazardous materials, etc.
Facilities and equipment to meet MARSEC perimeter security, foreign trade zone
storage, and other security requirements.
Shipbuilding and repair materials such as steel, outfitting parts, consumable
materials (e.g., weld wire and blast grit) onsite in minimum quantities.
Materials identification by bar-code, RFID etc
Access and transportation system that is fast, efficient, and ergonomically
designed.
Space for General Manager, Project Managers, Ship Superintendents,
Engineering, Dockmaster, Marketing & Sales, Bid & Estimate, Contract
Management.
Operations Offices
Business Offices
Company Officers, Financial Management & Accounting, Human Resources &

Training, Business Development, Information Technology.
Repair & New-Build
Manager, Staff, General Superintendent, Staff, Purchasing, Craft Superintendent,

Foremen, Store Keeper, Crew Facilities, Rest Room/Shower/Dry Room, NurseFirst Aid, Safety, Environmental.
Business Processes
Business processes include sufficient policies and standard procedures, and
implementing software, computing power and wired-wireless networking to
achieve business requirements. Additional details are in Chapter 6 of this
development plan.
January 2007
Page 3-21
Table 3-5EfficienciesBusiness Process

Business Process
Integrated Shipyard
Management
Integrated labor, materials, work-order system with earned value reporting

Enables estimating, bidding, purchasing, materials management/warehousing,
planning, scheduling, contract management, integrated maintenance scheduling
Design and Engineering
Sufficient seats of 3-D CAD and basic analytical tools for product structures, etc.
Suite of paper and 3-D printing equipment
Standard Operating
Procedures
Electronic versions of all standard shipbuilding and repair procedures; safety and
environmental procedures; facilities operating procedures such as buildings,
drydocks, production equipment, safety, hazard conditions such as storms, etc.
Synthesized build and repair strategy, policy, procedures, best practice
techniques, training and work aids in a modular shipbuilders handbook system.
Modular nature can be produced in paper form, or accessible by the company
network and web-based systems.
Mobile-wireless delivery of information to-from workstations speeds front-line
supervision and technician compliance with work orders.
General ledger, accounts payable, receivable, payroll
Activity-based accounting add-on for overhead and make-buy analysis
Supply chain management (purchasing, receiving), credit-cards, capital asset
decisions, vendor terms and conditions, excess cash management, lines of credit
Cost Accounting
Financial Controls &
Management
Time and Attendance
Semi-automated (bar-code, magnetic) that interfaces with shipyard management

and cost accounting system
Human Resources
Database system for all required personnel records demographics, applications,

health, personal files, benefits, insurance, etc.
Policy and standards for all employees (handbook)
Risk Reduction & Insurance
Record of all assets for insurability. Decision process for insurance.

Directors and Officers insurance
Property and casualty, Builders Risk, unique environmental threat insurance
Key employee life insurance
Training and Certification;

Employee Professional
Development
Total Performance
Maintenance
Career path representation with skill inventory and management system

Education and training system internal & external
Procedures and record systems for all external and internal professional and
technical training, assessments and certification. Example: Drydock, welding,
OSHA.
Electronic versions of all equipment technical manuals and predictive, preventive
and corrective maintenance requirements, maintenance scheduling, etc.
Maintenance scheduling system integrated with shipyard management and
project management system
Electronic and paper-based records storage with document retrieval capability
Records Archives
Security
Employee Communications
January 2007
Physical perimeter and facilities security. Information security. MARSEC and

business best practice compliant
Visual communication system: bulletin boards, programmable signs, display
systems
Web-based communications
Personal recognition program, employee newsletter, employee suggestion
program
Page 3-22
Community Interface
The Ketchikan Shipyard manages an external stakeholders system to
achieve community support and working relationships. The following
elements of community interface are recommended as part of the
development planning process.
Table 3-6Community Liaison
Community Stakeholder
Recommended Policies and Procedures For Liaison
Multiple Stakeholders
Shipyard web site www.akship.com
Media
Ketchikan Borough
Policy and procedures for newspaper, radio, TV press releases and media
inquiries
Planning and zoning
City of Ketchikan
Public safetypolice, fire, utilities
Abutting Neighbors
Impact issuesnoise, light, dust, fumes, traffic, etc.
State of Alaska
Prospective Employee
Pipeline
Financial
AIDEA, ADOT&PF; Labor & Workforce Development and Workforce Investment

Board; Environmental; University of Alaska
Ketchikan Borough and other school districts, UAS Ketchikan, Job Service
Center; Native community
Banks
Environmental
Environmental groups
Appendix E contains useful forms to help evaluate facilities, equipment and

business process efficiencies. See:
January 2007
Checklist of Shipyard Information Gathering, Administration and

Production Functions
Checklists for Facility Layout Efficiency Evaluation
Page 3-23
4. PHYSICAL DESCRIPTION OF THE

IMPROVED & EXPANDED SHIPYARD
Overall Shipyard Physical Layout
INTRODUCTION
The shipyard layout provides for a varying mix of ship repair and new-build
programs. In its simplest operating mode it is strictly a repair shipyard and is
equipped with a variety of dry and wet repair berths. All necessary
capabilities are provided for planned and emergent ship repair and
conversion activities.
In addition, a modest level of new building can be accomplished using highly
efficient manufacturing processes. The layout provides for a broad mix of
new-build and repair work with minimal compromise to either activity.
Currently, all but the simplest steel cutting activities are procured from offsite
subcontractors. The proposed facility incorporates provisions for in-house
computer numeric control (CNC) driven metal cutting and forming and for
progressive fabrication of steel starting with raw plate and shapes through
complex three-dimensional structures.
Activities relative to ship repair have been located as centrally as possible to
that activity. Activities relative to new-build have been provided in an
efficient production line, leading to ship erection and outfitting under cover.
Module blast cleaning and coating processes are provided for using the
most efficient processes available.
It is the objective of this development plan to enable ASD to achieve
profitability through increases in throughput and efficiency. Each area will be
discussed in detail in the following sections.
The goal is to achieve, at the very least, a 35 percent improvement in
productivity. This will be accomplished by:
Increasing the amount of work done under cover
Providing a better trained workforce
Developing production and management controls
Increasing reliability and capability of equipment
Providing more efficient processes
Improving traffic and material flow (reducing handling costs)
Civil General
The purpose and function of the civil design effort is to provide a graded site
with appropriate stormwater drainage, improved access and circulation for
vehicular and equipment traffic, and reconfigured utilities to support the
planned buildings and site changes. The Ketchikan Shipyard site is
challenging due to its limited size, current utility configurations, and the need
to continue significant shipbuilding operations during construction of future
improvements. The current plan is to re-use appropriate existing utilities
where possible and provide adequate infrastructure to accommodate
flexibility in the implementation of the shipyard improvements.
January 2007
Page 4-1
Some considerations include:

The existing access road will be blocked by multiple buildings and will
require a new access to the facility. Additionally, the main utilities to the
site will run through this new access road. Unused existing utilities will
be abandoned or removed as appropriate.
The proposed main access for the site runs through the South Berth
property currently owned by the State of Alaska. Plans to transfer
control of this land are in progress; however, the successful
implementation of the new access and circulation depends on the
acquisition of this property.
Ongoing operations in the western portion of the site will require careful
planning and phasing of work to avoid conflicts with critical shipbuilding
efforts. Sequencing and timing of the work needs to be closely
coordinated with the operator of the shipyard.
Several civil site modifications are currently in progress under ADOT&PF
projects including a new parking area in the southeast corner of the site
as well as grading/drainage in the northeastern portion. The future civil
modifications have taken these projects into consideration.
Civil Utilities
GENERAL
With the addition of new buildings on the site, several utilities will need to be
re-route that can not remain below the foundations of the buildings.
Additionally, the utility changes will provide better service throughout the site
and afford the flexibility for potential changes in the future development
plans for the site. In recognition of the limited funding situation, the existing
utilities will be re-used to the extent possible where prudent and feasible.
Another consideration in the development plan is the need to minimize
impacts to operations in the western portion of the site. Timing and
coordination of the utility outages will need to be scheduled with the shipyard
operator. By creating looped systems, any downtime will be minimized and
is a major reason for the proposed configuration of the utilities. The only
utility modifications to the western portion of the site will be the stormwater
system in the southwest corner.
SANITARY SEWER
The existing onsite sanitary sewer consists of an 8-inch ductile iron (DI)
sewer line that is able to connect to the Municipal system on Tongass
Avenue by gravity flow alone.
The sewer modifications in the development plan were designed to provide
adequate capacity and continue to maintain service without expensive lift
stations or other pressure flow situations. New portions of the sewer will
consist of approximately 1000 lineal feet of 8-inch DI pipe with elevations to
flow via gravity, and connected to the existing system under the new parking
lot in the southeast corner of the site.
January 2007
Page 4-2
WATER
The existing water system consists of 8-inch DI piping running through the
main access road and branching off in a general T-shape through the site.
The new water system will be a looped 10-inch HDPE main, which will
provide redundancy and adequate flow for full development of the site. The
connections at Tongass Avenue will use the 8-inch connections. This will
keep the utility charges at a reasonable level yet maintain adequate system
capacity. By increasing to a 10-inch service throughout the loop, we will be
able to achieve any fire flows in future as well as any user demand
anticipated. The new portions of the system total to about 1,500 lineal feet
of pipe.
STORMWATER
Stormwater is controlled by separate systems around the site and is
primarily serving the western portion of the facility. Only one discharge point
is currently served by an Oily Water Separator (OWS). Some of the areas
served are not currently paved and inlet modifications should be considered
during the planned update to the NPDES permit for stormwater.
The modifications to the existing stormwater system consist of installing
some new piping to allow gravity flow around the proposed building
locations. Other site modifications should be considered in conjunction with
the NPDES permit renewal requirements.
Traffic Flow and Circulation

General: The current traffic flow onto and off the site is through a single
access road. Movement of heavy industrial loads has been a challenge and
there is a need to improve site circulation.
Primary Access: The primary access will be in the southeastern portion of
the expanded site. By positioning the access directly across from Heckman
Street, natural intersection will be formed meeting the desires of Municipal
officials considering a traffic signal at this point. Additionally, this route
provides the most logical flow past the Business Offices where a traffic
control point can be established.
Secondary Access: Secondary access is planned for the northeastern
portion of the site and will allow heavy industrial loads to be delivered to the
steel shop area without the need to transit other portions of the facility.
INTERNAL CIRCULATION CONSIDERATIONS

Buildings were located with internal circulation in mind. The 60-foot gap
between the Steel Shop and the Assembly Hall will allow for large modules
to pass from one portion of the site to the other. Similarly, the spacing
between the Repair Hall and Production Complex was maintained to allow
passage of the planned crane for the facility.
January 2007
Page 4-3
The design vehicle for internal circulation and turning radii was a WB-40 (50foot semi trailer) and is also the design vehicle for firefighting access. This
turning radius will allow typical vehicles onsite to transit to any area without
extraordinary turning maneuvers.
Overall, the site layout was positioned and sized to allow for full access to
the facility from either entrance. This flexibility will allow some segregation
of industrial traffic and personal vehicles. It will also allow for direct flow to
ongoing operations and avoid traffic conflicts.
BUS STOP
As part of the modernization of the shipyard facility, increased use of public
transportation is being emphasized. A new bus stop complete with a shelter
is planned on Tongass Avenue at a centralized location for the site.
Paving and Road Building

Primary Access: The new primary access road will require some removal
and replacement of asphalt surfaces and graded gravel. The new road will
be rated to accept heavy industrial loads and allow access for any future
vehicle through this portion of the site. This section will connect Tongass
Avenue to the existing road adjacent to the proposed Business Offices.
Secondary Access: The extent of this work is limited to a new entrance and
apron as well as protective bollards in front of the new electrical substation.
The layout will include a turning radius, which allows large vehicles and
loads to access the site.
Utility Way: Due to the location of the Steel Shop and Assembly Hall, there
is a need to run both water and sewer through a separate portion of the site.
This will require trenching for these utilities. To save time and expense, it is
anticipated that this roadwork will incorporate as many utility runs as
practical. This will reduce the overall costs of the utilities and have the
added benefit of avoiding cost to repair asphalt surfaces needed by future
utility work.
Module Passage: This section of paving is through the 60-foot gap between
the Steel Shop and Assembly Hall. This path will be designed for heavy
loads such as modules and allow for any rated traffic.
Work Surface: This section is located at the southwest corner of the Steel
Shop and is provided as a work surface in the vicinity of that building. It
consists of asphalt topping of the existing gravel area.
Production Complex Paving: This section of paving is located at the
southwest corner of the Production Complex and will allow for traffic loads
that need to travel directly to the western portion of the site. Significant
loads are anticipated to travel over this area and the design incorporate this
requirement.
January 2007
Page 4-4
Electrical General
The purpose and function of the electrical design effort is to provide
adequate service for current and future loads on the facility. The current
electrical equipment is poorly located and in conflict with building locations in
the development plan. The current location and configuration of the
electrical system is in conflict with the development plan and must be
modified. Alternatives were considered based on the location and costeffectiveness of that alternative. An additional consideration was to loop
portions of the electrical system, which will improve service and provide
redundancy on the site.
Existing Electrical: The existing utility distributions system is powered from
an overhead Ketchikan Utilities owned 34.5KV, 3-phase circuit that runs
along Tongass Avenue. The 34.5KV circuit goes to a riser pole just inside
the site. At this riser pole, the 34.5KV feeder transitions to underground
conduit and goes to a vault approximately 100 feet to the north. The system
then travels approximately 1,000 feet where it terminates at a 3750KVA
transformer. The transformer steps down the power to 12.47KV. At this
location there is a 12.47KV primary meter that meters the entire facility. The
meter feeds a 12.47KV rated switch. This switch feeds a 2000KVA
transformer on the existing drydock and a 2500KVA transformer in the same
yard. The 2500KVA transformer steps the voltage down to 277/480, 3phase and feeds the facilitys main switchgear inside the building. 277/480
volt, 3-phase power is distributed underground from this switchgear,
throughout the remainder of the facility.
Existing Telecommunications: The existing Ketchikan Utilities
telecommunications (telco) circuits also originate on Tongass Avenue and is
distributed underground, in conduit. The first telco vault is adjacent to the
first electrical vault and is similarly sized. The telco system parallels the
electrical distribution feeders and terminates on a backboard within the
electrical building. Presently, the telco feeder consists of 200-pairs, copper
and approximately 5-pairs, fiber and the system is distributed underground
throughout the facility from this point. Fifty pairs of this 200-pair outside
plant go to the AMHS buildings on adjacent property to the south.
Additionally, there is a GCI-owned underground cable television cable that
also terminates in the main electrical building and is distributed throughout
the facility from this point.
Proposed New Electrical and Telecommunications

Distribution
ELECTRICAL SITE
The new electrical distribution system would originate from the same
location as the existing system. There would be no modifications on the
Ketchikan Utility 34.5KV circuit, which would be tapped at the same place
and go to the same riser pole. New conductors will be installed in concrete
encased schedule-40 PVC conduit from the riser pole, to the first vault
location. At the northeast corner of the property, set back from Tongass
Avenue to the east and the adjacent property to the north, there will be an
approximate 40 by 40 foot area dedicated to pad-mounted electrical
distribution equipment.
January 2007
Page 4-5
A new 3750KVA transformer will be installed at this location and step the
system voltage down to 12.47KV. The electrical system will be metered at
this point with a new 12.47KV primary meter.
A 12.47KV rated switch will be located in this area and will feed a future
transformer for the proposed Steel Shop. In addition, space will be dedicated
for a future capacitor bank. The 12.47KV system will extend underground
from this area, in concrete encased schedule 40 PVC conduit, throughout
the site.
The new distribution will re-feed the Berth 1 shore power, the existing
drydock transformer, a new transformer for the existing Shop 1 and adjacent
buildings as well as the shore power stations on the dock. The new
distribution circuit will then extend towards the south property boundary.
Additional sectional junction cabinets will be installed throughout the system
as necessary to facilitate installation and maintenance.
Along the existing roadway, near the southern boundary of the property, the
distribution system will extend north and terminate at a vault near the
present AMHS warehouse. Additional concrete encased schedule 40 PVC
conduit will continue to the 40 by 40 foot area, so that the circuit can be
extended to make a complete loop in the future. This would provide greater
reliability by enabling the system to be fed from two directions
simultaneously and locally isolate any faults, thereby minimizing any
outages.
ELECTRICAL BUILDING
The 12.47KV distribution will be stepped down to 480, 3-phase power for
utilization. The main building loads will consist of several bridge cranes of
capacities ranging from 75 to 15 ton capacities, lighting, and compressor
power as well as power stations for cord and plug connected power tools
used while working on ships. There will also be requirements for the
accompanying mechanical systems. Some areas, where painting will occur,
will require classified wiring systems. In addition to the building and existing
loads, site lighting will be powered from the new installation.
TELECOMMUNICATIONS
The new telecommunications distribution system will also originate from the
same locations as the existing system and traverse to a new vault in the
same vicinity as the first electrical vault. From this point, the system will
extend underground in concrete encased schedule 40 PVC and roughly
parallel the electrical distribution conduit system.
The AMHS buildings may instead be fed from new circuits originating from
Tongass Avenue. The Ketchikan Utility telco system can also provide cable
television over their lines eliminating the need to bring coaxial cable onto the
facility in a third conduit system.
January 2007
Page 4-6
COORDINATION ISSUES
The existing facility will remain operational during the construction of new
facilities and infrastructure. Temporary overhead electrical and
telecommunications distribution will be required to keep existing facilities
operational while the utility infrastructure is being installed.
This system will be owned by ASD from the 34.5 to 12.47KV step down
transformer. It is understood by ASD and the design team that maintenance
of medium-voltage systems require specialized training, tools and equipment
that is not commonly provided by local electrical contractors. Because of
this, the local electrical utility is often asked to provide emergency assistance
to a system that they do not own. The local utility is not averse to providing
repair and maintenance to ASD; however, in order to make the situation
simpler for all parties concerned, the utility will be consulted throughout the
process so that equipment specified for construction conforms with what the
local utility uses and stocks.
Relocated Facilities
We have utilized existing structures wherever possible. The Machine Shop
is being expanded and the new section will temporarily be used to support
new construction. New buildings are planned for the expanded Rigger,
Piping, Electrical, Steel and Carpentry Shops. These shops will be
established in close proximity to the Ship Repair Hall with direct
communication to that area. An all-purpose Main Tool and Repair Room will
be provided in the same area.
Drydock Systems
The expanded facilities at the Ketchikan Shipyard include a new 225-foot
floating dock. The floating dock was designed by Heger Dry Dock Engineers
and the specifications show the following general characteristics:
January 2007
Length over pontoons
200' (60.960 M)
Length of forward apron
4'-6" (1.370 M)
Length of aft apron (removable)
25'-0" (7.620 M)
Overall beam
110'-0" (33.526 M)
Inside width between wing walls
90'-0" (27.442M)
Clear width between fenders
87'-4" (26.618 M)
Nominal draft over pontoon deck
26'-0" (7.925 M)
Rated lift capacity at 12'-0" freeboard
2500 Long Tons
Maximum lift capacity with no transfer
4000 Long Tons
Maximum linear load on center keel blocks

on pontoon deck
18 long tons / foot
Maximum keel block load at 6 foot spacing
108 long tons
Page 4-7
The new floating dock will be used with a new Land Level Transfer Facility
(LLTF). The LLTF will allow vessels to be moved to and from the floating
dock to dry berth positions on shore. The LLTF at Ketchikan will use
transfer cradles with high capacity low profile wheels that move on a flat bar
rail installed on the floating dock pontoon deck and on the shore slab. The
transfer cradles are modular and can be arranged and assembled in various
configurations to suit the vessel to be docked or launched. (Chapter 3
Shipyard SupportOffices and Distributed Access)
The docking facility consists of the following major components:
The 225-foot, 2500 long ton capacity floating dock
The floating dock submergence berth
Transfer grid number 1
Transfer grid number 2
Translation system
Retention systems
The 225-foot floating dock launches and docks all vessels in its
submergence berth. When not in use, the new floating dock is restrained in
position next to the existing 430-foot floating dock using two pipe guide and
gripper assemblies and a trolley assembly at its southeast corner. When in
use in its submergence berth, it is loosely held in position by four wire rope
winches and the trolley assembly, as shown in the sketch above.
Translation and positional control of the dock is done using the four wire
rope winches, the translation trolley and the guide bumper are shown in the
sketch on the following page. The translation trolley rides on and is
restrained by an I-beam installed within a recess in the shore bulkhead.
January 2007
Page 4-8
The LLTF consists of the following major components:
Flat bar rail on the dock and on shore
Transition rails spanning the space between the dock and shore rails
Transfer cradles
Cradle connectors
Tow bar and tow tractor
The floating dock is grounded on landing grids in order to ensure that the
elevation of the pontoon deck is the same as the elevation of the shore slab
and dry berths. Eight transfer rails will be installed on the pontoon deck and
on shore to allow vessels to be transferred in the longitudinal direction to and
from the floating dock and shore berths. Vessels can be transferred to shore
berths 1 or 3 when the floating dock is positioned and grounded on transfer
grid 1. Vessels can be transferred to shore berths 2 or 4 when the floating
dock is positioned and grounded on transfer grid 2.
Once the floating dock is in position and grounded on one of the transfer
grids, portable transition rails must be installed to span the gap between the
rails on the dock and those on shore. Transition rails are shimmed and set
in place to give the best alignment and transition possible so that the wheels
of the transfer cradles can move easily over this connection. Transition rails
need only be placed on the flat bar rails being used for the specific vessel to
be transferred.
January 2007
Page 4-9
The transfer cradles are simple modular units with each having the same
structural configuration. Each module uses four wheels that move on two
rails at 8 foot centers. Because all eight rails on the dock and all rails on
shore are spaced at 8 foot centers, the modular cradles can be positioned
on any two rails. Once the modules are configured and set on rail pairs to
suit the blocking requirements for the vessel, connector bars are installed
between the cradle modules. The connector bars will be of various lengths
or adjustable in length to suit the different spacing needed, and will be
pinned to the cradle modules.
The simple cradles are not self propelled. A tow vehicle will be needed to
move the vessel to and from the floating dock and within the shipyard LLTF.
The maximum tow force required using typical industry wheel assemblies
with sealed, tapered roller bearings moving over level flat bar rail will be,
Max Towing Draw Bar Pull (DBP):
With New / Well Maintained Bearings,
DBP = [2500 LT vessel weight + 50 LT cradle weight] x 0.010 COF =
25.50 long tons
With Old / Poorly Maintained Bearings,
DBP = [2500 LT vessel weight + 50 LT cradle weight] x 0.015 COF =
38.25 long tons
Often this draw bar pull can be provided by an existing crane at the shipyard.
If one is not available then the most economic and efficient tow vehicle is a
used or new airport type tow
vehicle. A suitable one is shown
on the left.
FMC B1200 Airport Type Tow

Vehicle with 33.5 long tons DBP at
44.6 long tons GVW, 4 wheel drive
and steer for 23 foot outside
turning radius
Overall dimensions 23 x 9.5 x

5.6 feet high
FMC Aircraft Type Tow Vehicle
Wheel base is 10.5 feet
A pipe assembly tow bar will allow the vehicle to pull or push the vessel on
and off the floating dock and within the shipyard.

Two large enclosed work halls will be provided. Each of these work halls will
be provided with flush floor rail systems, which communicate with the
floating drydock, enabling ships to be recovered, moved into the work halls
and subsequently returned to the seaway by use of a ship transfer system.
Utilization of the two halls is interchangeable between ship repair and newbuild should future business opportunities dictate.
January 2007
Page 4-10
REPAIR HALL
The Repair Hall will have a clear width of 84 feet (subject to the design of the
structure and the final spacing of the grounding grid), a length of 250 feet
and a clear height of 100 feet. A large door at the seaward end of the
building will provide isolation from the weather. Two 50 ton capacity radiocontrolled overhead bridge cranes will provide full coverage of the entire
building.
Mobile and hanging staging systems will be provided, depending on the
beam of the ship. Work platforms suspended from the bridge cranes will
provide another level of access to hulls.
ASSEMBLY HALL
The Assembly Hall will have a clear width of 84 feet (subject to the design of
the structure and final spacing of the grounding grid), a length of 250 feet
and a clear height of 100 feet. A large door at the seaward end of the
building will provide isolation from the weather. Two 75 ton capacity radio
controlled overhead bridge cranes (one equipped with two 37.5 ton trolleys)
will provide full coverage of the entire building.
Steel Shop and Module Blast and Paint Building

Structural work, such as the manufacturing of stiffened panels and their
incorporation into larger, three-dimensional structures up to 40 by 40 by 35
feet in height, will be produced in the Steel Shop. The shop, equipped with
bridge cranes, will enable those structures to be moved and turned within
the shop and loaded onto MWTs.
Once on the transporters, the structural modules may be transported to a
building where they may be steel grit blasted and subsequently coated.
After coating, the modules may be moved into the Assembly Hall or to an
outdoor assembly area for integration into full hulls or other major structures.
Production Complex and Major Equipment

This section of the development plan matches the appropriate state-of-theart equipment with the current and forecast needs of the shipyard. It
provides for an order of magnitude increase in the level of ship repair and for
a moderate level of new-build.
Equipment lists for each functional activity have been derived from
interviews with ASD personnel and supplemented with our knowledge of
similar activities at comparable established shipyards.
The equipment listed will enable ASD to efficiently support virtually any ship
repair opportunity encountered and to support a level of new-build beyond
that currently anticipated.
January 2007
Page 4-11
The existing equipment will be inventoried and evaluated. In some cases

existing equipment may be deemed adequate, with or without refurbishment
and updating. The bulk of the equipment, however, will be new or in some
cases (if regulations permit), high quality used equipment of recent vintage.
In all cases user-friendly equipment has been selected. Complex,
numerically controlled machines have not been chosen since their usage is
only effectively applied to high volume, repetitive manufacturing functions.
They also require extensive technical supportan exception being the
plasma plate cutting machine.
MACHINE SHOP
The Machine Shop is the heart of the ship repair business. It must be
equipped with the capability to respond to a wide variety of planned and
emergent tasks.
Most new machine tools sold today are complex, computer driven machines
designed for high volume production. For that reason they are expensive
and require a high degree of technical support. The Machine Shop
equipment required for a ship repair facility is relatively simplewith just
enough capability to satisfy the comparatively infrequent usage encountered
for some of those applications. It is counterproductive to use overly
sophisticated machinery for simple tasks. The solution normally employed
with ship repair yards (and other repair activities) is to acquire good used
equipment of relatively recent vintage. No loss of efficiency results from this
practice.
The shop currently exists as a single bay building with an adjunctive abutting
bay currently planned for construction. A 15-ton bridge crane provides
coverage to the existing shop.
The Machine Shop is currently an operating entity with a collection of old
equipment, much of which is past its useful life and needs replacement. A
shop layout for the Machine Shop has not be developed since it is an
ongoing operation and not particularly sensitive to equipment location. As
new equipment is acquired, it should be placed by the shop foreman.
Guidelines noted below will help efficiency:
The shaft lathe and vertical boring mill should have extra heavy
foundations, isolated from the shop floor
A local compressor should be provided and an air manifold should

enable air to each machine
Jib cranes, equipped with 1 ton falls should be provided at each

structural column around the working periphery of the shop
The existing side shop, currently designated Electric Shop, will become
a Tool Room
The machine shop is currently the only covered work area equipped with a
bridge crane. It not only serves as a machine shop but steel fabrication is
performed at one end.
January 2007
Page 4-12
JOINER SHOP
The Joiner Shop provides several routine activities within the shipyard.
Aside from general carpentry services for ships under repair, the shop
fabricates heavy wooden blocking for shoring and drydocking vessels, builds
patterns, templates and layout molds for fitting and forming parts and
performs services in support of yard maintenance.
It is not a high impact shop and is located on the second floor of the shop
complex. This enables the dust collection system to be installed under the
floor.
The machinery to fabricate the heavy blocks and cribbing used for docking
and the transfer of ships is unrelated to other woodworking activities and will
be located at another area. The machinery related to that activity is the ship
saw, the 20-inch planer, and the heavy lumber storage rack.
PIPE SHOP
The Pipe Shop is equipped with equipment to cut, bend, weld, fabricate and
clean pipe assemblies or individual pipe runs in a variety of materials. It is
provided with a generous layout and targeting table with a 1 ton jib crane.
ELECTRICAL SHOP
The Electrical Shop provides support for on-board electrical repairs and
modifications. It also supports in-yard maintenance activities.
Manufacturing is limited to fabrication of wiring harnesses. Electric motors
and other major component rebuilding is not included. These items will be
shipped offsite for repairs.
RIGGERS SHOP
The Rigger Shop maintains an inventory of wire rope on reels and rigging
hardware. It is provided with equipment to fabricate and test slings and
lifting hardware in support of shipyard activities and to fabricate items of a
rigging nature for ship repair demands.
STEEL SHOP
The Steel Shop is configured on the assumption that the bulk of steel parts
will be pre-blasted, pre-primed and precut elsewhere and will be introduced
into the shop ready to fabricate. A plasma plate cutting machine is provided
in order to provide for exceptions to that assumption. Plate and shapes will
be stored in the open area outside the northeast end of the shop. Concrete
sleepers will be provided for storage off-ground. Steel components will be
introduced to the shop be means of a shuttle car. The shuttle car will be
loaded using a magnet bar equipped vehicle such as a Hyster
Once in the shop, a magnet-bar equipped bridge crane will offload the steel
and move it to an appropriate location on the assembly platen where single
and second direction stiffeners can be applied and welded. Larger cranes
will move fabricated panels further down the line where they will be built into
three-dimensional modules. Foundations, clips and brackets, etc., can be
introduced along this line. One of the larger cranes is equipped with two
trolleys to facilitate turnover of modules.
January 2007
Page 4-13
Completed modules will be loaded on an open-framed shuttle car for transfer

into a blasting room and later moved to a painting booth for coatings.
Finally, the module will be moved into the Ship Assembly Hall for integration
into a completed hull. Two 75 ton bridge cranes are provided for this
purpose.
HYDRAULICS SHOP (CURRENTLY USED BY ASD AS A PIPE SHOP)

The Hydraulic Shop will be in one of the existing spaces on the south side of
the machine shop. It will be equipped with the capability to clean,
disassemble, repair and test hydraulic components removed from ships. It
will also be able to fabricate hydraulic hoses and pipes of every description.
Repair activities will be supported by the Machine Shop. A sophisticated
hydraulic test bench will be supplied.
MAIN TOOL ROOM

The Main Tool Room will be on the ground floor of the shop/office complex
at the northwest side of the Ship Repair Hall. Tools of all sorts will be
inventoried, stored, issued and repaired at this location.
HVAC SHOP (CURRENTLY USED BY ASD AS HYDRAULIC &

CARPENTRY SHOPS)
The HVAC Shop will manufacture ductwork and other HVAC related
components. It will be equipped largely with manually operated, high quality
forming and fabricating tools.
Operations and Business Offices

An Operations Offices building will be built near the shore quay bulkhead
between the Repair Hall and the eastern gangway entrance of the 430-foot
floating dock. This building will house most of the ASD production and
operational staff in close proximity to the major work areas. It is currently
planned to be a three story building of about 60 by 30 feet. Approximately
17 offices are planned in this building together with a conference and lunch
room on the top floor. One unisex restroom will be on each floor
The Business Offices building will be built on a pile supported slab over the
rip-rap waters edge east of the eastern most gangway entrance to the
floating pier at the south end of the property. The Business Offices building
will house the ASD administrative staff, the engineering staff, QA and safety
staff, customer personnel and regulatory body representatives. It is currently
planned to be a 3-story building of dimensions about 75 by 60 feet.
Approximately 32 offices are planned in this building together with three
conference rooms, a 225 square foot waiting room, library, file and storage
rooms, and a 925 square foot lunch room.
Both buildings will have elevator and stair access between floors,
emergency exits on each floor, restrooms on each floor with handicap
access in the ground floor restrooms.
January 2007
Page 4-14
The following people are planned for each building:

BUSINESS BUILDING OFFICES
General Manager
Safety Engineer
Executive Secretary
Environmental Engineer
Finance Manager
Commercial Manager
Admin AssistantFinance
Contracts Manager
Accountant
Chief Engineer
Payroll
Admin AssistantEngineering
Sales Manager
Engineers
Sales Engineer
Engineering Tech
Admin AssistantSales
Tech Rep Offices
HR Manager
Customer Offices
IT Manager
Regulatory Body Offices
QA Manager
Reception
Admin AssistantQA
Total Business Building
33
OPERATIONS BUILDING OFFICES

Repair Manager
Assistant Dock Master
Production Manager
Planner
Admin Assistant
Scheduler
Project Managers
Estimator
Ship Superintendents
Reception
Dock Master
Total in Operations
18
Other Upland Structures / Expansions

Other upland structures and building expansions should be included in the
expansion project for the Ketchikan Shipyard. These buildings or
expansions will be designed during the design phase of this project. They
are briefly sized and described below:
January 2007
Expansion of the existing warehouse from 6,200 square feet to about

9,225 square feet with modifications to the entry on the west side of the
building to allow better offloading of trucks.
Installation of a new 25 by 25 foot guard and security building at the

north end of the parking lot adjacent to the main entry road.
Installation of a new 25 by 50 foot power plant building adjacent to the

fence at the north end of the property and north of the new steel shop.
Expansion of the existing hazardous material storage building at the

south end of the western pier from 900 square feet to about 1,800
square feet.
Installation of a new OWS building at the south end of the pier.
Page 4-15
Parking
Parking will be moved from the currently used area (which will become part
of the steel and material lay down area) to an area at the southeastern most
part of the property near Tongass Avenue. The parking lot surface is
currently planned to be graded gravel. There will be room for about 70 cars
in this area. Additional parking may become available on the south side of
the existing AMHS office and south of the entry to the parking lot. This
additional area would allow about 30 additional cars to be parked.
Considering that ASD personnel requirements will gradually increase over
the next several years, perhaps peaking at a little over 100 people, it is
anticipated that the new parking area will serve this growth. Ride sharing
should be encouraged and this should reduce the pressure on parking
space.
The parking lot will be outside the security fence. Personnel will enter the
shipyard though a security checkpoint leading to a pedestrian safe walkway.
Security and Fencing

A secure area will be created within the ASD shipyard work area. This will
be created by installing an 8-foot high fence along the landward boundaries
of the shipyard.
The 400-foot long fence along Tongass Avenue will be a concrete block wall
with a decorative spiked top in order to minimize sound pollution and create
an esthetic boundary. Elsewhere, the fence (about 1,200 linear feet total)
will be chain link type with razor roll top.
Automatic gates will be installed at the two entries to the shipyard from
Tongass Avenue. These gates will be controlled by a guard at the security
building.
Security along the waterfront sides of the shipyard will be accomplished
using a golf cart mobile guard during all hours of the day.
Customer Tenancy
Customer tenancy is required for the Ketchikan Shipyard because of the
very limited hotel and short term accommodations within the City of
Ketchikan. This is particularly true during early spring, summer and early fall
when summer visitors crowd the area. While ASD has experienced their
business peaks during the winter months, business must continue year
round without limitations.
Potential users of the planned customer tenancy facility are:
January 2007
Vessel Crews
Vessel Owners or Representatives
ABS / LR Surveyors
ASD Contractors or Contract Personnel
Public (short term rental when not in use by ASD)
Page 4-16
The customer tenancy facilities should be outside the security fence.

Therefore, it was determined that the best location for this facility was above
the parking lot. The planned building should be about 3600 square feet
space.
The facility will be arranged much like a typical hotel, with individual rooms
containing one or two beds, dresser with TV, small desk and chair, lounge
chair, closet, mini-frig, coffee counter, and a small bathroom. Each room
would be about 270 square feet and would have a through-wall HVAC unit
and a small electric water heater for bathroom use. Ten rooms will be
arranged around an internal elevator and stair entry and central hallway.
The elevator and stairs will originate at one end of the parking lot.
It is recommended that this facility be maintained under hire to a local
company for routine maintenance and repairs and for daily cleaning
services.
Permitting Requirements
The following permit requirements have been identified for the shipyard
expansion project, and are generally described herein:
National Pollution Discharge Elimination System:
Storm Water Pollution Prevention Plan
Construction General Permit (EPA Auth AKR 1000000)
Multi Sector Permit (EPA Auth AKR 0500000)
Dredging and Pile Driving Permits
Environmental Protection Agency (EPA) Title V Air Permit
Alaska and Local Permit and Regulation Requirements for Noise Control
(Noise Control Act of 1972, Quiet Communities Act of 1978, EPA
Guidelines for Margin of Safety and Pile Driving Noise Permit)
Alaska Department of Environmental Conservation
Domestic Wastewater Plan Review (18 AAC 72)
Drinking Water Plan Review (18 AAC 70)
Alaska and Local General Building Permits
The designers shall be responsible for final identification, procedures,

timeline and estimated cost in obtaining the required permits for the
expansion work. The successful contractors shall be responsible for the
actual cost, plans and permits for the work defined in their contract.
January 2007
Page 4-17
Land Acquisition
The land area between the current south boundary and the east-west line
created by the floating pier will become ASD property before this work
begins. This development plan assumes this will occur and the location of
the Business Offices building and new parking lot consider this additional
area to be ASD property.
There is currently an empty lot about one-half acre in size that would be very
beneficial to ASD as a location for the tenancy building or for additional
parking. It is recommended that purchase of this land be considered.
Additional land in the area of the north boundary and the Ketchikan
Municipal Wastewater Treatment Plant (WWTP) would be very beneficial to
the shipyard. However, this change would likely be hotly contested by the
local Ketchikan government and business leaders and is, therefore,
considered not practical.
It would be very beneficial for the fuel pipeline to be extended or re-routed so
that barges could be more easily brought to the north end of the 225-foot
floating dock. Offloading modules, pipe sections or equipment to and from
barges and the new floating dock would provide the shipyard with an
important new capability.
January 2007
Page 4-18
5. SHIPYARD DEVELOPMENT
IMPLEMENTATION PLAN
Implementation Schedule
The implementation schedule for the shipyard expansion work identified in
this development plan is included in Appendix A. This schedule shows work
set in packages that are:
Subject to AIDEA and ADOT&PF approvals
Tied to funding streams or funding packages
The packages are generally defined below:

Package 1:
Design of the Shipyard Expansion Work
Package 2:
Purchasing Major Equipment & Long Lead Items
Package 3:
Construction Work Tendering
Package 4:
Construction
Package 5:
Phase 1:
Complete NPDES Requirement

Mobilization & Demolition
Relocate & Upgrade Electrical
Security Fence & Entry Building
Underground Utilities
Wastewater Treatment System
Earthwork & Foundations
Site Access, Paving and Rails
Phase 2
Landing Grid 2
Phase 3:
Transfer Cradles Design and Supply
Phase 4:
Repair Hall, Operations and Business

Buildings
Phase 5:
Production Shop & Assembly Hall
Phase 6:
Blast & Paint Buildings, Warehouse &

Hazardous Material Building Extension
Phase 7:
Steel Shop
Business Process, Personnel & Training
Each package is shown on the schedule with AIDEA and ADOT&PF

approvals required prior to the start of work for that package.
The schedule shows a total project duration of 34 months starting from the
presentation of the development plan in January 2007 and completing with
the Steel Shop in operation in October 2009.
January 2007
Page 5-1
Budget Impact on Implementation

It is possible that there will be insufficient funding for all of the expansion
work defined herein. Our estimate of the costs associated with each
package is shown in the table below.
Table 5-1Estimated Costs of Work Packages
Estimated Cost
Work Package
of Work in Package
Percent of Current Funded Amount

of US $48.4 million
8.2 million
16.94 %
$ 14.6 million
30.17 %
1.8 million
3.72 %
4, Phase 1
4.37 million
9.03 %
4, Phase 2
1.5 million
3.1 %
4, Phase 3
2.7 million
5.58 %
4, Phase 4
$ 27.83 million
56.36 %
4, Phase 5
$ 13.01 million
62.0 %
4, Phase 6
11.01 %
4, Phase 7
$ 10.105 million
20.88 %
6.5 million
13.43 %
$112.395 million
232.22 %
Total
5.33 million
Additional local, state and federal funding is being pursued and these added
funds may become available during the 34 month program. In addition, ASD
may decide to obtain additional funds commercially at a bank. The above
does not represent cash flow. Cash flow and funding streams will need to be
completed once the scope and phasing of work for this project have been
determined.
Integration of Expansion Works with Ongoing

Operations
Integration of the work for this expansion project with ongoing ASD
operations is critically important. The main goal of this expansion project is
to provide a shipyard of expanded capability that will allow ASD to operate a
ship repair and marine construction business that serves the industry and
provides employment within Ketchikan. ASD cannot do this if the expansion
works interrupt their ongoing operations to the extent that they go out of
business.
Current ongoing operations at ASD generally consist of repair operations
associated with the work being done on floating dock 1 and new-build
operations associated with MV Susitna construction. In addition to these
operations ,it is very likely that ASD will be conducting repair operations in
the new floating dock 2 starting about third quarter 2007. It is very likely that
they will be building gas pipeline sections or pipeline station modules before
the completion of the expansion project. These operations must continue
with minimal disruption from the expansion work.
January 2007
Page 5-2
Floating Dock 1 Operation

Repair operations in floating dock 1 should continue with minimal disruption
because this dock is on the northwest corner of the property and very little
expansion work will occur at this location. There will be some access
disruption when the operations building is built, starting about the end of
September 2008 and ending before year end. Access between the Machine
Shop and drydock will need to be kept clear and controlled during this
period.
MV Susitna Operations
It will be more difficult to control disruption of MV Susitna construction
operations. The current fast track work being done on Berth 1 is not part of
this development plan, but this work will need to be completed before
serious vessel assembly work can begin. Some module construction work
can be done in the open areas on the east side of the property near the
existing parking lot; however, this area is a natural access route from the
Tongass entrance to Berth 1. Contractors and truckers will need to be
controlled and kept out of this area.
Our estimate of MV Susitna completion is mid 2008. Should this estimate be
accurate, Work Package 3 will be underway. This work includes
underground utilities, earthwork and foundations, site access, paving and rail
installations as well as work on landing grid 2. The earthwork begins about
February 2008 and will need to include the eastern yard area where the MV
Susitna modules will be constructed. This means that by this date the MV
Susitna modules need to be complete with assembly underway in Berth 1.
This 6 month period will need careful planning and coordination in order to
reduce disruption of MV Susitna operations.
Floating Dock 2 Operations

It is practical to assume that the new floating drydock will be complete and
delivered by third quarter 2007. The Chinese have a fairly good track record
delivering to near contract requirements. Once delivered the floating dock
can installed onto the side of floating dock 1. While the bulkhead, trolley
restraint beam and transfer winches will not yet be installed, it will be
possible to submerge and use the drydock in the submergence position.
There will be limited access and the shipyard will need to set up a temporary
gangway from the existing cell bulkhead.
There will be reasonable access between the machine shop and floating
dock 2 during this period. This access will be disrupted during the
construction of the operations building (3 to 4 months). Further disruption
may occur during the dredging, and when piling and landing beams are
installed for grid 2 (5 months beginning February 2008). The contract
specifications and schedules will need to be carefully written for these works.
Gas Pipeline Modules

The timing of a contract for ASD for this work is not predictable at this time.
However, should a contract be obtained during the expansion project, the
logical location within the shipyard for this work would be south of the
existing Machine Shop or on the south end of the pier. There is very little
expansion work being done in this location (hazardous material building
extension).
January 2007
Page 5-3
Site Works Controller

It is recommended that a designated person be assigned to the expansion
works management team with the title Site Works Controller. The Site
Works Controller will be responsible for:
Tracking ASD ongoing operations
Tracking site works operations
Setting boundaries on site
Daily coordination of site activities
Coordination between ASD and works management
Review and integration input to works contracts and specifications
Vessel Scheduling and Drydock Availability

Vessel scheduling and drydock availability will be minimally impacted during
the expansion project. It is anticipated that drydock 1 will continue
operations with little or no disruptions during the expansion project.
Drydock 2 should be in operation from delivery and initial installation (third
quarter 2007) though project completion. Some restrictions and
interruptions may occur during the following activities:
Landing grid 2 dredging and piling (FebruaryJune 2008)
MV Susitna launch (about mid June 2008)
Operations building construction (SeptemberDecember 2008)
Environmental and Local Considerations

ENVIRONMENTAL CONSIDERATIONS
Most hazards to the environment are mitigated as required by the multitude
of permits that are required for this project. However, several environmental
considerations should be addressed during design and construction phases.
These include:
January 2007
Handling of blast grit in the repair and assembly halls and in the blast
building
Exhaust conditioning in the repair hall and paint building
Rain water handling from the large roofs of the new buildings
Drainage and oily water treatment
Control of load noises on site and inside buildings
Control and disposal of dredged material
Treatment of toxic gases from shipyard operations
Page 5-4
LOCAL CONSIDERATIONS
There will be impacts to local Ketchikan life and daily operations of the
population. There will be many benefits as well. Some of these are listed
below:
January 2007
Local increase in traffic on Tongass Avenue
Increase in hotel occupancy
Increase in noise levels around the shipyard
Waterfront view partially blocked by large buildings taller than 100 feet
Increased employment rate
Page 5-5
6. SHIPYARD BUSINESS IMPROVEMENT

INTERFACE
BUSINESS/IMPROVEMENT BACKGROUND
As a result of decisions by stakeholders in 2005-2006 the Ketchikan
Shipyard is being set up as a public/private partnership with a 30-year time
horizon. Under these conditions, the state-owned property, in large part
financed by public funds, is operated by a private for-profit company to
provide enduring essential business services to vessel owners and
operators, create good jobs, and provide an income stream.
At a planning session on September 22, 2006, stakeholders considered the
overall effort to be a Ketchikan Shipyard expansion and improvement
program with the following key objectives:
- - - to develop and operate the Ketchikan Shipyard as a sustainable,
efficient, market-driven enterprise employing a competent, flexible
workforce of 250 to 350 people, emphasizing ship repairs but capable of
embracing new-build and other fabrication opportunities.
- - - to develop an action plan to implement the near-term projects in a
manner that will optimize the investment; to synergize shipyard-related
stakeholders to advance the Shipyard of Choice vision; and to
enhance the shipyard operators global enterprise management
capability.
- - - to achieve, at the very least, a 35% improvement in productivity.
This will be accomplished by:
Increasing the amount of work done under cover
Providing a better trained workforce
Developing production and management controls
Increasing reliability and capability of equipment
Providing more efficient processes
Improving traffic and material flow (reducing handling costs)
Stakeholders agreed on three other key performance measurements:
success criteria; potential risks and threats; and potential opportunities.
Three success criteria were identified and discussed:
Commercially sustainable enterprise
Meets employment objectives
Satisfies customers needs and expectations
Five risks and/or threats to the success of the program were identified and
discussed briefly:
January 2007
Impacts on business and customers during development
Workforce and tooling issues may not be addressed adequately during

development
A changing regulatory environment
Real estate issues
Inadequate funding to complete the development of the shipyard
Page 6-1
Four potentially significant opportunities were identified, and discussed

briefly:
Program takes advantage of existing markets
Potential construction of Alaskan ferries, and other heavy manufacturing

projects
Become an Employer of Choice
Establish a base for a synergy with broad maritime activities, to become

an Alaskan shipyard of choice
The potential and strength of the stakeholder partnership can result in

significant commitment for additional public-private investments in the
enterprise which, if well managed, can achieve the following characteristics
of world-class organizations:
High standards of business performance

Profitably meeting customers needs
Highly productive
Internationally competitive
Excel in organizing work
Concentrate on core competencies
Continuously improving
Design and build in quality from start
Seamless organizations with flat structures
Recognize that employee involvement and commitment are key to
success
Most analysts consider shipbuilding and repair enterprise to be world-class if

it:
January 2007
Competes
Has short delivery times
Has an order backlog of at least two years work
Is a recognized leader in development, design, construction, and/or

repair of ships
Has a high reputation for the quality of its products and services
Is using up-to-date shipbuilding practices
Continually improves performance
Page 6-2

Shipyards are complex businesses that require management tools. Vessel
repair and construction contracts involve complex tasks and commercial
requirements. Inside the shipyard boundary the core business functions of
products-services; marketing-sales; financial management; and business
administration need fast, reliable and accurate access to data and
information. Outside the shipyard boundary are stakeholders such as supply
chains and vendor networks, regulators, financial institutions, new employee
pipeline, and the community at large. Data and information must be
recorded accurately, accessed quickly and easily, and displayed in ways that
make management sense.
A comprehensive and robust shipyard resource management system
gathers and displays data and information in ways that allow zooming out to
the world-class overview; zooming to a level to understand and manage
organization relationships, such as project management; and then zooming
in to technical details, such as specifications and activity-based cost details
such as how a crane rental cost, is attributed to multiple projects or
overhead when it is idle. An integrated system enables all managers,
supervisors and technicians to achieve delivery, quality and cost goals. Key
data and information can be rolled up into easy-to-view management
dashboard displays.
The figure at left, courtesy of Spar Associates,
displays critical functions that a Shipyard
Management System must provide. Such a system
should be interoperable with the companys 3-D
design-engineering software and the cost
accounting system and subsystems such as time
and attendance system and skill inventory and
management to preclude multiple data entry and
minimize database errors. Vessel repair uses
drawings and specifications provided by the ship
owner in formats that can be read by the designengineering software or key information can be
extracted manually from paper-based drawings.
The diagram above illustrates database blocks and data flows shown in blue
that are managed by an integrated shipyard resource management system
that is interoperable with the design-engineering and accounting systems.
Various vendors provide appropriate software systems that are or can be
optimized for shipyards.
January 2007
Page 6-3
Shipyard Business Model

The shipyard manages unique physical assets, a large work
force, part and material flows, power and utility
requirements, and often subcontractor work and needs
onsite. The shipyard repairs, converts or builds ships and
other complex large products that customers need. A
shipyard is said to be a cross between a heavy
manufacturing facility and a building construction site. The
cubic diagram on the left illustrates relationships between
the three customer need categories and the shipyard
functions that are more fully described in Chapter 3.
The basic business model is a stream of overlapping build,
convert and repair projects that are usually independent
contracts with terms and conditions normally of fixed price
and fixed start and completion dates. Some emergency repairs are
contracted as time and material projects. In the current shipyard
environment, many projects are one-of-a-kind that do not allow a learning
curve to fully develop.
Shipyard projects have six
key parts that combine to
become the business model:
Marketing and sales

functions that attract
ship owners and
operators who need
products or services
Cost estimation leading

to bid and contract (see
text box)
Planning and scheduling

of shipyard resources
Management of the
contract and shipyard
resources (including
overhead) as a project
to achieve delivery,
quality and cost
parameters
January 2007
Receive customer
payment usually on
completion of
contractually agreed
milestones
Continuous and final
comparison of the actual
project to the estimated
and bid project to
determine profitability
and plan future
improvement
Accurate cost estimation is critical for the shipyard

business model. An integrated shipyard resource
management system includes cost estimating toolbox
functions:
Input of the bid estimates that can be
summarized by work breakdown structures
including options for a product work
breakdown structure based upon an effective
build strategy
Input of specific cost estimate items (labor,
material, subcontractor & travel)
Automated generation of cost estimate items
from:
Parametric formulas
Libraries of pre-packaged estimates
Other historic projects on the database

Automated calculations of labor and indirect
costs, including overhead, G&A and profit
from user-defined rate tables
Estimate reports summarizing costs by
Contract, work breakdown structures, and by
work center Chart of Accounts (COA)
Additional fine tuning of estimates is possible:
Application of learning curves
Complexity and productivity factors
Cost escalation such as steel, energy, etc.
Cost risk analysis
Cost trade-offs such as make-buy
Indirect costs also are computed automatically by the
system from the user-defined rate tables:
Overhead and general administrative cost
rates also identifiable by work (cost) center
Material burden and handling rates
Sales tax and duty rates

Labor and material profit rates that can be
identifiable to individual work centers
Page 6-4
Project Management System

A shipyard achieves optimum project management by using an integrated
shipyard resource management system that has an embedded and
interoperable project management capability such as Microsoft Project or
Primavera. Project management has two main functions:
1. Planning and scheduling before the project starts ensures that all
required resources (drawings, material, labor, subcontractors and
facilities) are available when the work is scheduled, then organizes the
work to be the most productive.
2. Management and monitoring during the project to determine and
facilitate progress and measure actual costs and schedules against
budgets and plans.
Project planning includes creating work breakdown structures and
apportioning tasks to work centers over various periods of time. The
planning process creates timelines and critical paths including Gantt charts,
PERT charts or the like. Planning for successful large-scale projects such
as ship repair or new-build involves the following:
Using automated planning tools
Developing work breakdown structures
Conducting critical path analysis of project activities
Reviewing and determining resource requirements over the time of the

project
Considering subcontractors and other team players
Factoring in time for requirements gathering and analysis
Factoring in time for handling changing requirements
Factoring in time for quality control activities
Considering multiple re-planning efforts if requirements growth is

significant.
Planning and scheduling assumes that cost estimates are accurate and that
milestones, which are the performance measurements that earn progress
payments specified in the contract, are logical and achievable. Milestones
sometimes refer to the start or completion of an activity. Sometimes, they
may be merely calendar dates. Project management is responsible for
verifying or establishing milestones, monitoring completion, and reporting
truthfully on whether milestones were successfully completed or
encountered problems. When serious problems are encountered, it is
necessary to correct the problems before reporting completion of the
milestone.
January 2007
Page 6-5
Once a project schedule is in place, team members are aware of their roles
in controlling it and the project manager has established a communication
system between team members and groups within the production
organization. Then the project manager will follow a systematic update
process. Updating the schedule on a regular basis and comparing it with the
baseline ensures that resources are used effectively, project costs are
monitored against budget, and all stakeholders kept abreast of actual
duration and costs so that contingency planning can be initiated if
necessary. The project planning software is used in combination with other
applications to help assess project goals from a program-wide perspective
such as integrating logistics, testing, etc.
Communication System
The complexity of a shipyard and its multiple repair or new-build projects
requires good communications. There are several levels of communications
that require both technology and standard procedures. Communications
systems require sufficient accuracy, speed, reliability and security to serve
stakeholders.
Policies, procedures and practice are needed to get optimum results
from communications systems and avoid their abuse. Communications
systems and their use are major bridges that align the shipyards
technical systems (facilities, equipment, etc.) and the social systems
(organization, management, supervision, teams, personal and
company morale, etc.)
External communications: External stakeholders such as customers,
vendors, suppliers, subcontractors, employees away from the shipyard
and many others need standard, common systems such as wired and
wireless telephone, FAX, courier services, and Internet-enabled
communications such as email, VOIP, and website
connections. Development planning will integrate
How do we communicate?
shipyard needs on a space and person served basis to
WHAT WOULD HAPPEN IF YOUR PEOPLE SAID.....
achieve business requirements.
What needed to be said, when it needed to be said,
to whom it needed to be said?
How much money would you save?
How much time?
PEOPLE WANT TO HEAR AND TO BE HEARD.
They need to know where they stand, how they add
value.
January 2007
Internal communications: Internal stakeholders are

managers, administrators, project managers, ship
superintendents, craft and service foremen, and
technicians. Customers, vendors and subcontractors
often need to communicate with shipyard personnel so
interoperability or interface can be planned. Internal
communications have several common modes:
Official voice via phones, 2-way and multi-channel radios, special phone
systems such as on the drydock, and face-to-face
Data, information, still and video imagery about individuals, work orders,
parts, machines, maintenance, specifications, drawings, etc.
Paper-based or other physical copies such as tape recordings
Transmittable electronic files
Information exchange such as bar-code, magnetic strip, RFID,
etc.
Sensors such as fire, smoke, vessel draft, freezing, etc.
Fixed location terminals (computers or communications sets) or mobilewireless (smart phones, PDA, tablet, notebook computers)
Page 6-6
Shared visual systems ranging from bulletin boards, signs, businesstype score and information boards (LED lettering, etc.), posters,
newsletters and flyers, etc.
Informal but powerful systems such as the rumor mill, graffiti,
suggestion systems, etc.
Recommended communications systems keyed to fixed locations and jobs
with mobile communications requirements are included as an attachment.
Pointers to suggested best-practices for policies, procedures and emerging
technologies such as critical equipment monitoring, etc. are provided.
Design and Production Interfaces

The overall processes of design for production have been reported by the
National Shipbuilding Research Program after benchmarking the global best.
The central objective can be defined as follows:
Design to reduce production and repair costs to a minimum,
compatible with the requirements of the vessel to fulfill its operational
functions with acceptable safety, reliability and efficiency.
Objectives of the design for production interfaces can help:
Produce a new-build, conversion, or repair design/plan that represents
an acceptable compromise between the demands of performance and
production and, where appropriate, takes into account the needs of
overhaul, repair and maintenance.
Ensure that all design features are compatible with known
characteristics of the shipyard facilities.
Apply the individual design for production principles and procedures
insofar as they are relevant to the particular vessel and to the particular
shipyard where the vessel is to be built or repaired.
Coordinate the inter-relationship between the machinery, electrical and
outfitting work with the structural work, and surface preparation and
coating work in order to create a fully integrated design or repair plan
model.
The design objectives for production begin with databases of shipyard
production facilities, equipment and tooling capabilities, limitations, and
constraints synthesized with the vessel design or estimating-planning
process. Chapter 2 Shipyard Capacity Considerations describes overall
shipyard capacity (project oriented) considerations. The specifics of
production databases can be filled in as final design approval and
procurement is completed. Examples are:
Overall outside logistic movement by wheeled vehicles and cranes
moveable 3-D volumes (height, width, length), weight, turning radii
Shop and hall logistic movement by wheeled vehicles, cranes, air pallet
or other meansdoor height and width, crane hook height and lift
capacity
Production equipment limits such as lathe and cutting/forming machine
sizes, welding equipment capacities, etc.
Production tooling limits such as workshop size/weight limits of bench or
floor space, work positioners, tool types, etc.
Materials capabilities in various metals, composites, etc.
Information processing such as drawings and change management
Contract and project management processing
January 2007
Page 6-7
It is, of course, vital that the design for production effort starts early in the
design process for new-build and the estimating-planning process for repair.
The designer and estimator-planner have the greatest influence on the cost
of the vessel project during the earliest design stages when parts, materials
and equipment and the basic project configuration are being decided. The
influence of the designer or estimator-planner on cost drops off rapidly in the
later design-build and repair stages.
Computer Integrated Manufacturing

Common to all world-class shipyards is the move towards greater integration
of design and production. This process encompasses engineering,
planning, management and procurement. Such a fully integrated approach
is supported by computing technology and is referred to as Computer
Integrated Manufacturing (CIM). Changes in production methodology and
new technologies, such as automation, robotics and lasers, results in the
time from design or planning to completion of production being reduced
considerably. CIM is an important tool/process to achieve overall shipyard
efficiency. CIM concepts are included in overall shipyard management
systems.
Concurrent Engineering
Changes in production systems have led to corresponding changes in
technical systems. The technical function must now provide information in a
different time scale and sequence, and in a different format. One particularly
effective technique, which facilitates the integration of design and
production, is concurrent engineering. The process of concurrent
engineering allows the development of a design or repair plan to be
undertaken simultaneously by several engineers of various disciplines thus
facilitating time compression during the product development process. The
use of modern database technology also allows large volumes of data and
information to be made available to the designer at the earliest stages of the
design process. This data can consist of detailed production related
information the designer can use to construct design models that are
production friendly.
Product Modeling
The capture of such information requires design and estimate/bid/planning
information to be represented in a product model that may be shared
throughout the design, manufacturing, build, repair, and operational phases
of the product. Such a computer based model is referred to as an Electronic
Product Model Database and consists of text information that fully describes
the product or repair specification and 3-D multidiscipline CAD geometry that
defines the location, orientation and relationship between the component
parts of the product. Also incorporated is the management data required for
production planning and material management.
January 2007
Page 6-8
Object-oriented databases are now being used effectively to enable the

development of designs consistent with producibility and repair
considerations; i.e., a fully integrated approach to design and production/
repair. The need for the engineering function to understand production
requirements and for production departments to understand engineering
procedures and requirements is greater than ever. It is not possible to
achieve low production cycle times, short delivery times and high
productivity unless the engineering and production functions work closely
together in multidiscipline teams. Such teams are essential if concurrent
engineering is to be fully implemented.
Design and Management Systems and Software

Programs
Shipbuilding and repair is a made-to-order (MTO) industry with short lead
times. This fundamental fact significantly influences the design and
production processes of building or repairing a ship. In order to generate the
enormous quantities of information for each ship in a relatively short period,
it is necessary to design hull structures, machinery, equipment and electrical
systems concurrently. For repair, it is necessary to accumulate precisely
detailed information about as-built conditions along with supply and
subcontractor chain capabilities. Consistent/detailed information for the
production process has to be prepared through the collaborative involvement
of teams of designers, estimator-planners, and production personnel. It is of
paramount importance to integrate the whole information from initial design
through to production and also to support concurrent work. Of concern is
the avoidance of repetition of input or definition of data, since this is tedious,
inefficient and thus expensive, leading to errors and inconsistencies. CIM
systems for shipbuilding support the increase of productivity during the
production stage by linking the design-planning system with the production
support system. This includes the incorporation of production details and
information into the design and planning process together with the
associated work instructions.
Many advanced CIM systems used in shipbuilding incorporate advanced
production support systems. Such systems lead to improvements in the
quality of production planning and scheduling, consequently, enabling
improved production flow. The systems also enable the introduction of
automated facilities/robots by electronic data transfer of the design
information.
These systems support:
Automatic generation of design and repair technical information
Concurrent engineering
Functions to generate the necessary information for robots and
automated equipment
Advanced production management systems
Covering all production and repair stages
Optimization function for scheduling, etc.
Work instructions for production personnel
January 2007
Page 6-9
Some of the features of the systems that support production engineering

are:
Advanced design support functions (e.g., design using standard

structural parts, integration of pipe diagram and arrangement design)
Numerous functions to enable similar parts to be defined (e.g., able to

copy segments of the product model to other areas of the vessel)
Automatic design information creating functions that take account of

shipyard design and production practices (e.g., automatic definition of
structural details, automatic definition of pipe lines)
Enhanced functions for design alteration or repair (e.g., automatic

modification of related structures/pipes using topological information)
Able to smoothly transform conventional design process to systembased design process (e.g., structural design through conventional
symbolic style drawings, automatic generation of pipe bending
instructions from the three dimensional model)
Able to generate necessary information for production management

using hull/outfitting design (e.g. welding length, weight and center of
gravity; painting areas; number of pipes for each assembly interim
product)
Able to supply necessary data for welding/assembly robots and other

NC controlled production facilities (e.g., welding line geometry, leg
length, stiffeners end shape, etc., for sub-assembly welding robot)
Master and Strategic Planning

The National Shipbuilding Research Program has identified best practices to
develop shipbuilding and repair policy and its implementing strategy.
All shipbuilders plan how they will repair and build their ships. The plan may
be only in someones head or a detailed and documented process involving
many people. Often different departments prepare independent plans which
are then integrated by a "Development Plan/Schedule". A build strategy is
much more than the normal planning and scheduling and a description of
how the production department will build the ship.
Many shipyards use
the term "Build or
Repair Strategy" for
what is only their
production plan. The
aims of a master
repair or build strategy
are outlined on the
following page.
January 2007
Page 6-10
The repair or build strategy:
Provides a process for ensuring that design and estimating/planning

development takes full account of production requirements
Systematically introduces production engineering principles that reduce

ship work content and cycle time
Identifies interim products and creates product-oriented approach to

engineering and planning of the ship
Determines resource and skill retirements and overall facility loading
Identifies shortfalls in capacity in terms of facilities, manpower and skills
Creates parameters for programming and detail planning of engineering,

procurement and production activities
Provides the basis on which any eventual production or repair of the

product may be organized including procurement dates for "long lead"
material items
Ensures all departments contribute to the strategy
Identifies and resolves problems before work on the contract beings
Ensures communication, cooperation, collaboration and consistency

between the various technical and production functions
In summary, a build strategy is an agreed design, engineering, material

management, production and testing plan prepared before work starts, with
the aim of identifying and integrating all necessary processes. NSRP
Document 406 Build Strategy Development provides specific guidelines and
samples for shipyard application.
Quality and Safety Procedures

Quality and safety procedures evolve from regulatory expectations or
requirements such as OSHA and the International Standards Organization
(ISO).
The shipyard has existing quality and safety programs and procedures. The
sequence and interaction of key quality management systems (with safety
as a subset) that is compliant with ISO 9001-2000 is shown on the following
page.
As part of the development planning process, the existing programs and
procedures can be audited to ensure compliance with recognized standards
and achieve business goals and objectives including customer expectations.
January 2007
Page 6-11
January 2007
Page 6-12
Skill Development and Training

A major impact on achieving desired efficiency improvements is the
competence of the management team, front-line supervision, and the cadre
of ship repair and production technicians.
A comprehensive workforce development blueprint with skill development
and training strategies was completed in July, 2006 and approved by ASD
management.
Maintenance Program
The shipyard has an existing maintenance program. The existing program
should be expanded to include all new facilities, production equipment and
tooling.
All predictive, preventive, and corrective maintenance requirements can be
extracted from technical publications provided by vendors and including in
the shipyards maintenance library.
To achieve desired efficiency improvements, the philosophy of Total
Productive Maintenance (TPM) should be incorporated. This maintenance
approach seeks to engage all levels and functions at the shipyard with
critical subcontractors/suppliers to maximize the overall effectiveness of
production equipment. This method further tunes up existing processes and
equipment by reducing mistakes and accidents. Whereas maintenance
departments are the traditional center of preventive maintenance programs,
TPM seeks to involve workers in all departments and levels from the plantfloor to senior executives to ensure effective equipment operation.
A diagram of TPM implementation is shown on the following page. This
diagram is included in the book, TPM for the High Performance Factory,
Innovative Methods and Worksheets for Equipment Management, by
Kenichi Sekine and Kiesuke Aral, Productivity Press, ISBN 1-56327-191-5.
January 2007
Page 6-13
January 2007
Page 6-14
Business Support Assets for Shipyard Development

Planning
The lions share of shipyard expansion and improvement spending will go to
facilities, production tooling and equipment. This development plan
summarizes investment needs of the organization, managers, supervisors,
and production/support technicians to achieve real business results
expected by the shipyard owner and operator.
Machinery & Network
Arrangements
High-performance and
self managed teams
Design for Production

CAD-CAM-CIM
Performance Monitoring
Activity-based Cost Accounting
Group
Technology
Organizational Knowledge
Base
Structure
Management Goals
Leadership
Culture
Communications
People
Training Program
Shared & Visual Info.
Standard Procedures
Linking Functions
Quality Mgt System
Organization Learning
WWW & INTRANET
E-Commerce (to external)
Expert Systems
Kaizen System
Central & Distributed

Human & Data
The graphic on the left illustrates shipyard business

support functions including both hard and soft
business support assets.
Table 6-1 (below) summarizes financial cost
estimates.
The term Group Technology refers to the physical
arrangement of processes and technicaladministrative operations. Organizational structure
includes not only in-company relationships but also
subcontractors, suppliers and vendors that support
the enterprise. The knowledge base is in
documentation, such as policies and procedures,
and in the minds of enterprise stakeholders.
Overall, shipyard management tools that are part of

an Integrated Shipyard Resource Management System connect repair and
new-build contracts with production processes (machines, materials, people)
for management as projects and the overall enterprise.
Table 6-1Integrated Shipyard Resource Management System
Integrated Shipyard Resource

Management System
3rd Party Software

3rd Party Design &
Engineering Software
Purchasing
Cost
Estimating
Planning
Scheduling
Accounts
Payable
Drawing
Control
Manpower
Control
Material
Control
Accounting
Systems
Accounts
Receivable
Performance
Reporting
Customer
Billings
Time Charges
January 2007
Page 6-15
ENTERPRISE RESOURCE PLANNING SOFTWARE

Enterprise Resource Planning (ERP) software applications provide a level of
oversight and control that is absolutely necessary for the managers and
owner to make sure that all of the enterprise resources, including the supply
chain, are all working towards the same goal. Separate or integrated
Materials Resource Planning (MRP) is useful. Firms that design and service
ERP software for large corporations are Oracle, SAP, IBM, Syscom and
others. Any of these general corporate ERP systems must be customized
for shipyards. A high end ERP software that is customized for shipyards is
Tribon, produced by Aveva. Tribon includes an interoperable database
system for design, outfitting and production. A corporate ERP system
customized for a shipyard or Tribon will cost in excess of $2 million. The
recommended solution for the Ketchikan Shipyard is SPAR Perception from
SPAR Associates in Annapolis, Maryland. SPAR Perception achieves the
material, manpower, and project management integration requirements
shown in Table 6-1 and is interoperable with design and engineering
software, accounting system software, and time-attendance software.
Supporting Software
Database for ERP system
Design for engineering and production
Project planning and scheduling
Cost accounting
DESIGN FOR ENGINEERING AND PRODUCTION SOFTWARE

Computer Aided Design (CAD) is essential for design efficiency and
accuracy. Additional features in modern CAD include 3-dimensional design,
integrated rules for structural integrity, integrated distributed systems such
as piping and electrical, standard parts and materials catalogs, and bills of
material. In addition, software optimized for the shipyard and large product
environment includes databases of constraints related to weight and volume.
3-D CAD images can be rendered (colored), animated and rotated so that
the production workforce can better visualize the completed product and its
build sequence. AutoCAD is a global standard. This software is the core of
ShipConstructor, a system optimized for vessels and large products.
ShipConstructor also integrates surface modeling and expansion and other
useful production engineering features.
Supporting software:
January 2007
Project SchedulingMicrosoft Project 2003 is interoperable with many

other systems
Finite Element Analysis
Page 6-16
COST ACCOUNTING
Complexity of multi-contract repair and new-build projects requires both
traditional accounting for managerial and financial information and additional
details for job-costing, activity-based costing, and other features. Many full
featured accounting systems are available. An example that is used by
other shipyards and interoperable with many functional modules is Great
Plains, a Microsoft product. Some basic modules of Great Plains that should
be considered are:
Payroll, taxes, etc., unless there is a competent outside vendor or bank

to provide the service at a reasonable price
Accounts Payable
Accounts Receivable
General Ledger
Asset Accounting
Purchasing (with shipyard management ERP software purchasing

system as an option)
Since the mid 1990s, the concept of Activity-Based Costing has expanded in
manufacturing cost accounting. This concept is an expansion of job costing
that allows cost centers functions to be attributed to their application. For
example, a rental crane could be more easily attributed to projects where it
is actually used with the idle time attributed to overhead. Administration,
management, and even craft trade shops attribution of cost to specific
contracts and projects gives much more accurate cost data for use in billing
and future contract development (estimating and bidding). Software
customized for quickly determining make-buy or lease-buy decisions for
equipment and skilled people is available.
HUMAN RESOURCES SOFTWARE

Many databases are required to hold information on individual employees.
Database interoperability and automation or semi-automation can reduce
time and cost for data entry and retrieval. Interoperable systems reduce
errors and help manage individual employees, groups and the entire
workforce more effectively. Software that is web-enabled allows access by
authorized users who are geographically distributed.
Human Resources (HR) software should include the following databases for
a shipyard.
January 2007
Page 6-17
Table 6-2Human Resources Software Functions

Database
Remarks
Job application information

Can be automated or have limited entry from
paper files.
Needs update for emergency recall,

family status change, etc.
Time and Attendance
Input to payroll.
Can be automated or have limited entry from
paper files.
Needs update on promotions, etc.

Assigned activity by work order (e.g.,
SPAR) can be compared to actual time
with manual or bar-code semi-automation
for faster and more accurate labor
accounting.
Wages
Salary
Automated system (bar-code or magnetic

strip) immediately identifies absenteeism or
work assignment.
Taxes and Benefits
Input to payroll
Insurance, regulatory factors such as FMLA.
Can be paper-based with key information
semi-automated.
Needs regular update for planning such

as vacations.
Employee Scheduling
Assignment of worker availability with visibility

of other times such as vacation, leaves,
training, etc.
Need for workforce management

aggregate, shop and project. Interface
with shipyard management system.
Employee Qualifications
Skill standard requirements (knowledge and

ability) and current employee completion of
training, assessment and certification.
Includes company and regulatory (OSHA,
etc.) requirements
Need to assign correct people to contract

work.
Talent Management
Employee Development
Health Records
January 2007
Description/use
Employee
Demographics
Normally a paper file system kept secure.

Limited extracts to demographics or
qualifications can be semi-automated such as
accident/injury or medical restrictions, etc.
Page 6-18
COMMUNICATIONS SYSTEMS
Shipyards need a range of communications for company-wide and project
management purposes, along with individual and group operational
functions. Table 6-3 lists some criteria for selecting system elements.
Communications are implemented by company policy and procedures with
good supervision, management, and executive oversight.
Table 6-3Shipyard Communication System Functions

System
Remarks
Wired and wireless with sufficient desk and handsets
Design to achieved company policy
Wireless radio
Dedicated frequencies and range for daily operations
Special function phone

systems
Data network
Ethernet, fiberoptic, wireless
Dedicated wired or wireless systems for high-risk or

complex operations such as docking
Requires detail design integrated into utilidor and
conduit system between facilities. Wireless router and
repeater systems require design planning.
Web site
External and intranet
Web sites are the modern public look at the company.

Sites are designed for audiences including: customers,
employees, vendor-suppliers, investors, and the public
at large
Intranet systems use web technology but are
accessible only for authorized use
Regulatory
US Dept of Labor, Alaska DOL
OSHA safety, health, environmental
Company function
Moveable letter signboards and fixed or relocatable
display systems for project, technical and craft skills
information
Power levels or repeaters sufficient for

communications with new buildings in
place
Design conduit and connections where
needed.
Terminal devices are desktop, notebook,
and mobile tablet or PDA devices. Note
that smart phone may combine data,
telephone, and radio functions.
Most company management, project
management, training, communications,
maintenance, etc., can be web-enabled
and shared to build participation and
competence.
Signage
Visual factory
Printed materials
January 2007
Description/Use
Standard telephones
Standard copy machines to 11x17 paper

Plotter-printers for technical drawings
3-D printing or stereolithography for scale models of
selected products. Note: This is an expensive machine
but can be an earnings center.
Traditional US signs are giving way to

international signage with symbols and
text for easy comprehension.
Consider a sports scoreboard analogy:
What information must all employees
know, how can display systems direct
and teach.
Distributed as needed to optimize work
functions
Connections to data network is useful
Page 6-19
Autonomous maintenance, a key aspect of TPM, trains and focuses workers

to take care of equipment and machines. TPM addresses the entire
production system lifecycle and builds a solid, plant-floor based system to
prevent accidents, defects, and breakdowns. TPM focuses on preventing
breakdowns (preventive maintenance), equipment monitoring for predictive
maintenance, "mistake-proofing" equipment (or poka-yoke) to eliminate
product defects; making maintenance easier (corrective maintenance),
designing and installing equipment that needs little or no maintenance
(maintenance prevention), and quickly repairing equipment after breakdowns
occur (breakdown maintenance).
The goal is the total elimination of all losses including breakdowns,
equipment setup and adjustment losses, idling and minor stoppages,
reduced speed, defects and rework, spills and process upset conditions, and
startup and yield losses. The ultimate goals of TPM are zero equipment
breakdowns and zero product defects, leading to improved utilization of
production assets and plant capacity.
TPM is implemented through design, policy and procedures, and training
with management oversight.
WORK AND RESPONSIBILITY STANDARDS

High-performance teams and productive firms that continually improve begin
with standard policies and procedures. Standard procedures evolve from
the companys repair and new-build policy and strategy documents along
with a company-wide employee handbook, etc.
Implementation of standards develops work breakdown structures for typical
repair or new construction contracts. Work breakdown identifies the steps in
job procedures, key items that make or break the job such a safety, key
knowledge and abilities to do the job, numbers of people and estimates of
time to do the job. Some industry or commercial standards such as the
American Welding Society or supplier-vendor instructions, such as welding
machine, painting equipment, crane or fork-lift truck operations, are core
standards.
When standards are available, management and supervisory functions
such as logical hiring requirements, new worker and incumbent training,
assessment of actual skills, and certifications as neededcan be achieved.
When standards are in place, improvements can be made and incorporated
into new standards to improve work output measured in delivery speed,
quality and cost.
Shipyard standards are optimized when key physical or workforce
constraints are synthesized with new product or repair contract planning and
design.
January 2007
Page 6-20
SUPERVISION AND MANAGEMENT

Competent supervision and management is needed to efficiently integrate
the expanded and improved facilities with a growing and skilled workforce.
The following five skills allow supervisors and managers to achieve
competence:
Knowledge of work: Technical knowledge that is identified through
standard work to achieve contracts and implemented through skill
standards, training and management system.
Knowledge of responsibilities: Organizational knowledge identified
through company strategy, policy and organization procedures.
Skill in instructing new employees and incumbents so that work
assignments and new learning are done clearly, accurately, and quickly:
Key steps prepare workers, present the operation, try-out performance,
and follow up to ensure proficiency.
Skill in improving job methods: This application of a scientific method
breaks down the job (or uses existing job standards), questions every
detail, develops new methods, and applies new methods.
Skill in improving job relations helps supervisors and managers
communicate how workers are progressing, gives credit when due,
informs employees in advance about changes that will affect them, and
makes the best use of each persons ability: This skill set also helps
supervisors to handle problems and accomplish objectives by getting the
facts, weigh, decide and take the appropriate action, and the check
results.
TRAINING FOR TECHNICAL KNOWLEDGE, SKILLS AND ABILITIES

The shipyard needs a training program to help a new employee safely and
quickly enter the workforce. A career path matrix of typical shipyard jobs
and representative skill standards is included in Appendix A.
Time and cost of training must be budgeted. Training is implemented
through a management function and subsidized by available grants. Near
term training results can be captured and re-packaged in learning modules
for subsequent re-use.
All new facilities and equipment should be purchased to include initial
training costs as part of the purchase price.
COST ESTIMATES OR ALLOWANCES

Table 6-4 on the following page includes vendor quotes, national pricing,
and other shipyard experience for shipyard business support assets. A
portion of this cost estimate assumes onsite work/assistance by shipyard
employees such as labor to assist pulling communications cabling and
participation to design and implement training. Where possible, training
should be included in purchase contracts or state/federal training grants.
Note: Work by ASD staff and consultants have approximately $250,000 in
grant funding in place for training for 2006-2007.
January 2007
Page 6-21
Table 6-4Ketchikan Shipyard Business Support Assets and Estimated Costs

Business Support Assets
SPAR Perception 15 seats
Database Engine
Project software (Microsoft Project) 15 seats
Acquisition
80,000
Installation
Training
28,200
1,500
1,000
Annual Service &

Training Upgrades
8,000
150
100
Product Design for Production System

ShipConstructor (see price sheet)
integrates AutoCAD 5 seats
Finite Element Analysis Strand7
Cost Accounting System
Great Plains Dynamics (or equivalent)
1. Payroll & HR, unless there is a competent
outside vendor or bank to provide the service at a
reasonable price.
2. Accounts Payable
3. Accounts Receivable
4. General Ledger
100,000
40,000
4,600
10,000
460
90,000
40,000
9,000
25,000
5,000
2,500
5,000
1,000
500
5. Asset Accounting (depreciation & insurance)

6. Purchasing, unless use PERCEPTIONs
Integrated HR software
Kronos Workforce Central Suite or equiv.
Recruiting and hiring
Benefits and taxes
Payroll
Employee scheduling
Demographics databases
Training, certification records
Analytical modules
Semi-automated time and attendance
Bar-code or magnetic data entry
January 2007
Page 6-22
Table 6-4Ketchikan Shipyard Business Support Assets and Estimated Costs (continued)
Business Support Assets
Communications
Standard telephone system
Wireless radio system
Special function phone system
Data network system
Data network terminals
Web site design
Signage system - regulatory
Visual factory sign/display system
Printed materials systems
Acquisition
Installation
Training
Annual Service &

Training Upgrades
25,000
10,000
3,000
25,000
25,000
7,500
2,500
10,000
40,000
500
500
250
3,000
2,500
1,000
1,000
2,500
2,500
1,000
300
2,500
2,500
750
250
1,000
4,000
7,500
1,500
750
90,000
10,000
9,000
400,000
100,000
40,000
1,250,000
62,500
12,000
6,000
5,000
5,000
20,000
1,200
600
500
500
2,000
1,534,950
162,560
Total Productive Maintenance

Design module for SPAR or stand-alone system
Shipyard standards system
Management & subject matter expert time
Supervisory and management expansion
Hiring & training and upgrades
Technical training
Estimate $5,000 per new worker x 250
New Equipment Training for Subject Matter
Experts (include in purchase price)
Drydock 2
Vessel transfer system
Slab/repair hall facilities
Shops/assembly hall faculties
Assembly hall equipment
Total estimates or allowances
January 2007
952,600
Page 6-23
7. PROJECT COSTS
Cost estimates have been prepared for the various facilities identified as part
of the proposed expansion. These estimates are considered to be fair
market value and not necessarily the lowest price in a competitive bid. The
prices are based on public works-type contracts and do not reflect
efficiencies of scale that might be realized by grouping projects; in other
words, these are stand-alone estimates. The prices have been adjusted for
inflation based on Fall 2008 being the midpoint of all of the work and a 5
percent annual inflation for Alaska construction. Some allowance is included
for site congestion; although specific work conditions at the time of
construction may have an additional impact on costs. An allowance of 15
percent has been added to cover design, construction and general
administration of the projects. Finally, contingencies have not been included
due to lack of detail at the planning level.
The following is a summary of the costs by facility. A detailed estimate is
included as Appendix B.
Facilities
(000)
Site Development
Tools/Equipment/Furniture
(000)
$5,905
Repair Hall
$24,600
Assembly Hall
$22,300
Production Complex
$18,100
$245
Operations Offices
$2,800
$162
Business Offices
$6,600
$325
$11,900
$365
Steel Shop
Blast Building
$2,900
Paint Building
$2,400
Hazardous Materials Storage
$1,10000
Industrial Waste Treatment

Business Systems
Land Based Lift/Transfer Equipment
$900
$552
$6,201
The above costs are based on industrial-type structures associated with ship
building and repair for the class of vessels in the target market. The prices
reflect local building code requirements and regional environmental loads
including wind, snow and seismic. The following paragraphs provide a
general description of the buildings.
January 2007
Page 7-1

All of the buildings will be steel frame structures. The repair and assembly
halls will be high bay mill-type buildings. Both buildings will be
approximately 100 feet wide by 250 feet long and 110 feet high at the eave.
The buildings will contain heavy concrete slabs-on-grade with an integral
steel rail system for vessel transfer. The floor system in the Repair Hall will
be similar to the Berth 1 slab currently under construction. The floor system
in the assembly hall will also be similar to the Berth 1 slab except there is no
pile supported section nor trench drain system.
Both the Assembly and Repair Halls have bridge cranes running the full
length of the buildings. The hook heights for the cranes are 100 feet.
Accordingly, the primary structure will consist of steel frames spaced 20 feet
on-center and will span 100 feet in the east-west direction. Lateral bracing
in the north-south direction will consist of X-bracing between the moment
frames. A minimum of four pairs of bays will be braced. The bridge cranes
will be supported by the moment frames. A 50-ton bridge crane will be
provided in the Repair Hall and a 75-ton bridge crane in the Assembly Hall.
Production Complex
The Production Complex will be a three-story steel framed building adjoining
the west wall of the Assembly Hall. Depending on the sequence of
construction, the Production Complex may be constructed before the
Assembly Hall and, therefore, will have to be a self-supporting structure, in
which case the building will be a steel braced-frame. In addition to shops,
the building will house offices, conference rooms, cafeteria, and locker
rooms. The ground floor will be concrete slab-on-grade and the upper floors
will be composite steel beam and concrete slab construction. Shop floors
should be designated for 125 pounds per square foot (psf) or forklift loads,
whichever is greater. Inasmuch as assembly areas should be designed for
100 psf, it is suggested that 125 psf be used throughout the building in case
the shop areas are expanded in the future. If the Production Complex is
erected concurrently with the Assembly Hall, it may be possible to use a
common column line and distribute lateral loads between the two areas.
The roof of the Production Complex is much lower than the Assembly Hall
and, therefore, will have to be designed for snow drifts, plus the snow load
from the Assembly Hall roof which sheds onto it.
Production Office
The Production Office will be a 30 by 60 foot three-story, steel-framed
structure. This building will be constructed above existing sheet pile cells
and, therefore, will require pile supports to avoid potential settlement. The
ground floor will be a slab-on-grade; the upper floors will be a composite
steel beam and concrete slab.
January 2007
Page 7-2
Business Offices
The Business Offices will be a steel braced frame structure located on a
steep riprapped embankment along South Berth and will be founded on
piling. Because of the variable unsupported length of the piling, the design
will have to address the resulting lateral torsion. The floors in the building
will be of composite steel and concrete construction. The roof will be framed
with steel wide-flange girders and bar joists. We anticipate the exterior walls
will be of metal stud window-wall construction.
Steel Fabrication Shop

The Steel Fabrication Shop is a one-story steel frame structure about 340
feet long by 70 feet wide. The building is east of and oriented perpendicular
to the Assembly Hall and includes three bridge cranes running the full length
of the structure on a common rail system (a 40-ton, a 20-ton and a 2x20
ton). The rail system for the bridge cranes will extend to the Assembly Hall,
which is 60 feet from the Steel Fabrication Shop. The bridge crane hooks
are about 40 feet above finish floor.
In addition, there is a 20 foot wide lean-to along the north side of the shop
for covered vehicle and tool and equipment storage. This structure will have
braced-frames 20 foot on center in the north-south direction, which will
support the roof and the bridge cranes. The eave height on this building will
be about 50 feet. The floor will be designed for 1000 psf or forklift loads
whichever greater.
Other Buildings
Other structures, including the blast and paint buildings and the hazardous
materials storage structure, will be of steel frame construction with spread
footings and concrete slabs on grade. Pre-engineered metal structures that
satisfy the operational and structural requirements should be considered for
these buildings.
Future Cost Reduction Considerations

Opportunities may exist to reduce costs by combining or consolidating
buildings. The current plan calls for about eight individual buildings,
including four large industrial structures. It is estimated that 25 to 35 percent
of the cost of the Repair and Assembly Halls could be reduced by
constructing them as a single building. These cost reductions result from
increased structural efficiencies and significantly smaller building envelopes.
For example, the exterior wall area of the Repair and Assembly Halls is
reduced by 35 percent when the buildings are combined.
As attractive as this may sound, the funding stream may preclude the ability
to combine structures. Even with the potential savings the cost of the
combined Repair and Assembly halls exceeds the available funds for a
given year.
January 2007
Page 7-3
Contracting Methods
Consideration should be given to the use of a Construction Management at
Risk (CM at Risk) approach to develop the facilities for the proposed
expansion. Under CM at Risk, a public owner pre-qualifies and selects a
Construction Manager (CM) during the design phase. The CM provides
planning, estimating, scheduling and other consulting services to the Owner
and Engineer/Architect during the design phase. When the design is near
completion, the CM and the awarding authority negotiate a Guaranteed
Maximum Price (GMP) and schedule. The CM then acts as the general
contractor during construction of the project and pre-qualifies and procures
all of the construction trade contractors that will perform the work. The CM
is required to share all cost information with the public owner so that an
informed public owner will only pay for the cost of the work plus an agreed
fee for the CM up to the GMP.
Under CM at Risk, a public agency may benefit by:
January 2007
The ability to pre-qualify and select your CM on the basis of reputation

and record in controlling costs, meeting deadlines, and satisfying
customers.
The participation of the CM in design and phasing decisions so that

"unbuildable" or costly design details or phasing plans may be avoided
and design/drawing inconsistencies may be limited.
The CM's ownership of the construction budget through early cost

estimating leading to a GMP for the work.
The ability to "fast track" the start of construction by bidding early trade
contracts, which the CM will ultimately incorporate into the final GMP.
The right and responsibility to monitor and audit the construction costs of
the project to ensure the owner pays only the costs of the work plus the
agreed fee to the CM.
A spirit of cooperation between the owner, engineer/architect, CM and

trade contractors due to a defined allocation of project responsibilities,
and the CM's interest in obtaining strong references for future work.
Page 7-4
8. REFERENCES
Development Plan References
Ship Production (2nd Edition), Richard Lee Storch et. al, Cornell Maritime
Press, 1995
Creating the Lean Shipyard, IBM, 2002
Design for Production Manual, 2nd Edition Vol 1-3, National Shipbuilding
Research Program, July 1999
Shipyard Training Program Guide, National Shipbuilding Research Program,
December 1999
Shipyard Cost Estimating, SPAR Associates, 2003
Shipyard Material Control, SPAR Associates, 2002
Cost Savings Using Modular Construction Methods & Other Common
Sense, SPAR Associates, 1998
Planning New Construction & Major Ship Conversions, SPAR Associates,
2004
Shipyard Evaluation for Ergonomic Practices and Applications, National
Shipbuilding Research Program, July 2004
Productivity Improvements at the SENESCO Shipyard, Gebhardt & Jarvis,
Journal of Ship Production, August 2003
January 2007
Page 8-1
Ketchikan Shipyard References

Alaskan Marine Maintenance Feasibility Study, Romberg, Captain Kenneth,
Ketchikan: State of Alaska, 1975
Ketchikan Vessel Maintenance Facility, Phase ISite Planning Report,
Century Quadra, J.V. Juneau: State of Alaska, March 1982
Market and Financial Feasibility of the Ketchikan Shipyard, Northern
Economics and Ogden Beeman & Associates. Anchorage: AIDEA,
January 1991
Update of the Economic and Financial Feasibility of the Ketchikan Shipyard,
Northern Economics and Ogden Beeman & Associates. Anchorage:
June 1996
Revised Ketchikan Shipyard Development Plan, Northern Economics and
Kvaerner Masa Marine, Inc., Ketchikan Gateway Borough: March 1999
Southeast Alaska Maritime Industry Study, Maritime Management
Consulting, Norbridge, and TranSystems Corporation. Ketchikan
Gateway Borough: December 2003
Preliminary Site Evaluation Report, CH2M HILL. State of Alaska: September
1979
Preliminary Site Plans and Recommendations, CH2M HILL. State of Alaska:
December 1979
January 2007
Page 8-2
Functional Design Guidance Document
DSI 27 September 2006 Rev A
SHIP REPAIR HALL

1.0 General Description
The Ship Repair Hall (the Structure) is a large enclosed area where ships may be
overhauled and repaired under cover. Vessels up to 225 feet in length and 60 feet in
beam will ordinarily be the limits to the size of ships to be processed within the Structure.
(Slightly larger vessels may be worked with some compromise to accessibility).
In addition to equipment repairs and general ship repairs, removal of coating by steel grit
blasting and recoating of ships will be a regular activity within the Structure.
Temperature and humidity control will be required. A reclaimation system for steel grit
will be provided. An exhaust system for volatile gases will be provided. Both systems
shall meet environmental standards.
A system of rails embedded in the floor of the Structure and extending to the docking
bulkhead enables vessels to be transferred between the Floating Drydock and the
Structure.
2.0 Location
Subject to detailed site survey, the Ship Repair Hall shall be located approximately as
shown on Figure C1.2 Proposed Site Plan: Master Layout. Its longitudinal centerline
shall correspond to the centerline of Floating Drydock (Shiplift) #2 when positioned on
its westernmost grounding grid. The north end of the Structure shall be 15 feet south of
the docking bulkhead.
3.0 Dimensions
The Structures external plan view dimensions shall be 100 feet in width by 250 feet in
length. The Structure shall be equipped with two overhead bridge cranes (described
below). The clear height under the hooks of those cranes shall be 100 feet.
A Mega-Door (or equal) with a portal dimension of at least 80 feet in width and 100 feet
in height shall be installed at the north end of the Structure. Designer to explore whether
Mega-Doors in this size range can be provided made with translucent material.
4.0 Lighting
Translucent panels in walls and roof may be used to supplement artificial lighting levels
during daylight hours. Artificial lighting shall be provided to generate a level of 35 foot
candles throughout the Structure. Since the Structure will be used for painting, all
Ship Repair Hall (Contd) page 2
lighting and switches shall be explosion proof. (Note: Supplementary lighting to working
levels, as required( not a part of this task)--will be provided by portable fixtures).
External lighting shall be mounted on the Structure to provide illumination for vessel
transfer from the floating drydock to the Structure and to the adjacent repair berth to the
east as well as adjacent access roads and open yard space. Aviation warning lights shall
meet FAA regulations.
5.0 Climate Control
A minimal amount of heating shall be required to maintain an internal temperature of 50
degrees F during winter months in Ketchikan.
Exhaust fans shall be located at the south end of the Structure to remove the volatile
effluents from the painting process. These shall be of explosion proof design. Sizing
shall be by detailed designer.
6. Cranes
There shall be two overhead bridge cranes which will span the width of the Structure.
Each will have a 50 ton lifting capacity. They shall travel the length of the Structure on
crane rails attached to the main building structural columns.
Cranes shall be rated for indoor usage, infrequent cycling. Speeds of bridge, trolley and
hoist shall be determined during discussions with prospective suppliers and will be
specified in a crane procurement document to be developed later.
As noted previously, maximum crane hook height shall be 100 feet. Cranes will be radio
controlled. Maintenance access to cranes shall be included in structural design.
7. Grit Recovery System
A recovery system for spent steel grit shall be installed in the floor of the Structure. This
will require a steel grating covered trench running nearly the full length of the Structure,
located on both sides of the floor with a communicating tunnel running laterally near the
mid-point of the Structure and continuing outside and to the west of the Structure where a
grit recovery system shall be provided.
Preliminary discussions with the firm of Norton Abrasives indicates that a screw-auger
system is best suited for moving this grit. It is suggested that a proprietary contract with
that firm would be beneficial to the project to enable details to be developed and
integrated into the structural design.
8. Utilities
8.1 Electrical 480V 60Hz power will be run to the battery limit of the Structure.
Distribution within the Structure will include 480V 3Ph; 240V 1Ph; 240V 3Ph and 120V
power. Outlets for each shall be located at each building column, not to exceed 25 feet in
spacing.
8.2 Lighting- Previously described
8.3 Compressed Air- Dried compressed air connections shall be located at each building
column, not to exceed 25 feet in spacing. Each connection station shall provide a
manifold for 6 individual hose hookups plus a 1 inch connection to serve a remote
manifold. Pressure at nozzle- minimum 120 psi.
8.4 Potable Water- Potable water spigots and drinking fountains shall be provided along
both N/S internal walls at 50 foot intervals.
8.5 Fire Mains- Using potable water, fire mains and connections shall be provided per
Code.
8.6 CommunicationsTelephone- at 50 foot intervals along each N/S wall
P.A. System- Two speakers, one at each end of structure
Fire Alarms- Per Code
Fiber Optics Terminals for data systems shall be placed at 50 foot intervals
along each N/S wall.
9. Portals
Aside from the previously noted north-end Mega-Door, the following portals shall be
provided:
South-end
12 x 12 rollup door at centerpoint of south wall (for vessel tow

vehicle to enter and leave.
West-side
Two 8 x 8 rollup doors at 1/3 points of length

Two personnel doors near ends of the Structure
East-side
Two 8 x 8 rollup doors at 1/3 points of length

Three personnel doors, two near ends of the Structure, one at
midpoint of the Structure.
10. Other Requirements

10.1 Rampway- A removable pedestrian ramp shall be provided at the south end of the
Structure that connects the Ship Repair Hall with the office complex located above the
Fabrication Shop. A stairway from the point of entry to the floor of the Structure shall be
provided.
10.2 Ladder Access- Caged ladders from the floor to a point 50 feet above the floor
shall be provided at each structural column for access to a work platform which may be
hung from the columns. (sketch attached).
10.3 Column Design- It is important to maximize the internal clear width of the
Structure. Every effort shall be made to minimize the encroachment of structure on this
dimension.
11. Disclaimer
The detail designer shall be responsible for compliance with all applicable local, State of
Alaska and Federal Codes pertaining to this job.
12. References
Figure C1.2
Figure S1.1
Contacts:
Proposed Site Plan: Master Layout

Repair Hall: Functional Design Layout- Miscellaneous Shops
Mega-Door
Norton Abrasives
www.megadoor.com
www.nortonsandblasting.com
DSI 1 October 2006 Rev A
SHIP ASSEMBLY HALL

The Ship Assembly Hall (the Hall) is a large enclosed area within which ships or other
structures may be constructed under cover. Structures up to 60 feet in width, 230 feet in
length and 100 feet in height may be built within the Hall. If larger structures are
required, they may be assembled from major blocks or modules in the outside area
between the Hall and the floating drydock.
A matrix of rails embedded in the outside assembly slab and the floor of the Hall enables
structures to be moved between the Hall, the outside work slab and the floating drydock.
2.0 Location
Subject to detailed site survey, the Ship Assembly Hall shall be located approximately as
shown on Figure C1.2 Proposed Site Plan: Master Layout. Its longitudinal centerline
shall correspond to the centerline of Floating Drydock (Shiplift) #2 when positioned on
its easternmost grounding grid. The north end of the Hall shall be 295 feet south of the
docking bulkhead.
3.0 Dimensions
The Halls external plan view dimensions shall be 100 feet in width by 250 feet in length.
The Hall shall be equipped with two overhead bridge cranes (described below). The
clear height under the hooks of those cranes shall be 100 feet.
A Mega-Door (or equal) with a portal dimension of at least 80 feet in width and 100 feet
in height shall be installed at the north end of the Hall. Designer to explore whether
Mega-Doors in this size range can be provided made with translucent material.
4.0 Lighting
candles throughout the Hall. Since the Hall may sometimes be used for painting, all
lighting and switches shall be explosion proof.
(Note: Supplementary lighting to working levels, as required( not a part of this task)-will be provided by portable fixtures).
External lighting shall be mounted on the Hall to provide illumination for vessel transfer
from the floating drydock to the Hall and to the area between the Hall and the drydock to
the
Ship Assembly Hall (Contd) page 2
north as well as adjacent access roads and open yard space. Aviation warning lights shall
meet FAA regulations.
5.0 Climate Control
Exhaust fans shall be located at the south end of the Hall to remove the volatile effluents
from the painting process. These shall be of explosion proof design. Sizing shall be by
detailed designer.
6. Cranes
There shall be two overhead bridge cranes that span the width of the Hall, each will have
a 75 ton lifting capacity. One crane shall have a single 75 ton hook and trolley, the other
crane will have two 37.5 ton hooks and trolleys. They shall travel the length of the Hall
on crane rails attached to the main building structural columns.
Cranes shall be rated for indoor usage, moderate cycling. Speeds of bridge, trolley and
hoist shall be determined during discussions with prospective suppliers and will be
specified in a crane procurement document to be developed later.
As noted previously, maximum crane hook height shall be 100 feet. Cranes will be radio
controlled. Maintenance access to cranes shall be included in structural design.
7. Utilities
7.1 Electrical 480V 60Hz power will be run to the battery limit of the Hall.
Distribution within the Hall will include 480V 3Ph; 240V 1Ph; 240V 3Ph and 120V
power. Outlets for each shall be located at each building column, not to exceed 25 feet in
spacing.
manifold for 6 individual hose hookups plus a 1 inch connection to serve a remote
manifold. Pressure at nozzle- minimum 120 psi.
Functional Design Guidance Document Ship Assembly Hall (Contd) page 3
both N/S internal walls at 50 foot intervals.
Code.
7.6 CommunicationsTelephone- at 50 foot intervals along each N/S wall
P.A. System- Two speakers, one at each end of structure
along each N/S wall.
8. Portals
Aside from the previously noted north-end Mega-Door, the following portals shall be
provided:
South-end
-A 60 foot by 60 foot Mega-Door shall be provide at the center of

the south wall
West-side
-One 8 x 8 rollup door

-One personnel doors near the north end of the Hall
East-side
-A connecting portal 45 x 45to the Steel Fabrication Shop

- Four 8 x 8 rollup doors in the spaces between columns as
shown on the attached drawing
-Four personnel doors in the two northernmost spaces, (two doors
in each space.
-Two tool issue counters as shown on the attached drawing
9. Other Requirements
9.1 Ladder Access- Caged ladders from the floor to a point 50 feet above the floor shall
be provided at each structural column for access to a work platform which may be hung
from the columns. (sketch attached).
9.2 Column Design- It is important to maximize the internal clear width of the
Structure. Every effort shall be made to minimize the encroachment of structure on this
dimension.
Ship Assembly Hall (Contd) page 4
10. Disclaimer
11. References
Figure C1.2
Figure S1.5
Contacts:

Assembly Hall: Functional Design Layout
Mega-Door
www.megadoor.com
DSI- 31 October 2006 Rev C
Production Complex
The Production Complex shall be a three-story structure that abuts and communicates
with the Ship Assembly Hall on its west side. The ground floor will contain toilet and
locker facilities for male and female workers as well as the Main Tool Room where
portable tools and equipment are stored, repaired and disbursed. It will also contain the
Pipe Shop and the Sheet Metal/Light Steel Shops.
The second floor will contain the Cafeteria/Meeting Room, a kitchen, the Electrical Shop
and the Joiner Shop.
The third floor will contain production and technical support offices and conference
rooms.
2.0 Location
Subject to detailed site survey, the Production Complex shall be located approximately as
shown on Figure C1.2 Proposed Site Plan: Master Layout.
3.0 Dimensions
The Production Complexs external plan view dimensions shall be 70 feet in width by
210 feet in length.
Clear height on the ground floor shall be 20 feet, clear height on the second floor shall be
12 feet in height and the third floor shall be 10 feet in height.
4.0 Lighting
Lighting levels in shop areas shall be 85 foot candles. Lighting level in cafeteria/meeting
room shall be 65 foot candles, lighting level in office areas shall be 85 foot candles.
5.0 Cranes
Jib cranes of 1 ton capacity may be mounted from the main structure of the Steel
Assembly Hall in ground level shops.
6.0 Climate Control
A minimal amount of heating shall be required to maintain shop areas at an internal
temperature of 55 degrees F during winter months in Ketchikan. Offices and cafeteria
shall maintain an internal temperature of 65 to 70 degrees during winter months in
Ketchikan.
Production Complex (Contd) page 2
7.0 Utilities
7.1 Electrical
120 VAC power outlets shall be provided to the restrooms, cafeteria/meeting
rooms, and office areas as well as all other areas
240 VAC single phase power shall be supplied to the kitchen, the Main Tool
Room and all shops.
240 VAC three phase power shall be supplied to the Main Tool Room and all
shops
480 VAC power shall be supplied to all shops.
7.3 Compressed Air- At least four conveniently placed compressed air manifold
connection points shall be supplied to the Main Tool room and to each shop area.
Each manifold shall have four individual hose connection spigots.
7.4 Potable Water- Potable water shall be supplied to each area. Drinking
fountains shall be provided in each shop and office area and in the
cafeteria/meeting room.
7.5 Fire Mains- Using potable water, fire mains and connections shall be
provided per Code.
7.6 CommunicationsTelephone- in each office, in the open office
P.A. System- Speakers in each separate area
Fiber Optics Terminals for data systems shall be provided in each shop
area and in the office area.
Functional Design Guidance Document Production Complex (Contd) page 3
7.7 Dust Collection

An under floor dust collection system from each machine in the Joiner shop shall be
provided. A dust collection facility shall be located outside the south wall of the structure
as shown on the attached drawing
8.0 Portals
Portals between the Production Complex and the Ship Assembly Hall are described in the
Functional Design Guidance Document and on the drawing for that facility.
Third floor portals as shown on the referenced drawing shall be provided.
Windows shall be provided along the west wall for ground floor shops. Windows shall
be provided to all second and third floor west wall areas. Windows shall be provided for
third floor offices looking into the Ship Assembly Hall.
9.0 Other Requirements
9.1 Rampway- A removable pedestrian ramp shall be provided at the north end of the
Production Complex that connects to the Ship Repair Hall. This rampway shall be at the
third floor level
Provision for hinged ramps shall be made from third floor portals to ships in progress
from locations indicated on the referenced drawing.
10. Disclaimer
11.0 Equipment Layouts
Note: No attempt has been made to layout shop equipment at this time. ASD comments
on proposed equipment lists have not yet been received. Once equipment lists have been
finalized, shop layouts and shop sizes will be re-defined.
12. References
Figure C1.2
Figure S1.3
Figure S1.4

Production Complex: Functional Design Layout
Production Complex: Functional Design Layout
DSI 6 October 2006 Rev A
STEEL FABRICATION SHOP

The Steel Fabrication Shop is a covered facility where raw plate and structural plates may
be progressively assembled into stiffened panels and subsequently into larger 3dimensional blocks or modules prior to being transported to the Ship Assembly Hall or
outside slab for integration into full or partial ships or other large structures.
2.0 Location
Subject to detailed site survey, the Steel Fabrication Shop shall be located approximately
as shown on Figure C1.2 Proposed Site Plan: Master Layout.
3.0 Dimensions
The Steel Fabrication Shops external plan view dimensions shall be 70 feet in width by
400 feet in length. The structure shall be equipped with three overhead bridge cranes
(described below). The clear height under the hooks of those cranes shall be 40 feet.
A lean-to type structure shall be provided on the north side of the Steel Fabrication Shop
as shown on the attached drawing and as described below.
Blasting and painting enclosures shall be provided at the junction of the Steel Fabrication
shop and the Ship Assembly Hall as shown on the layout drawing and as described
below.
4.0 Lighting
candles throughout the structure.
External lighting shall be mounted on the structure to provide security level illumination
for adjacent areas.
5.0 Climate Control
Steel Fabricating Shop (Contd) page 2
6. Cranes
There shall be three overhead bridge cranes that span the width of the structure.
-One will have a lifting capacity of 15 tons and will be equipped with a magnet
bar for handling steel plates and grabs for handling structural shapes.
-One will have a lifting capacity of 40 tons and will be equipped with a single
hook and trolley
-One will have a lifting capacity of 40 tons and will be equipped with two 20 ton
hooks and trolleys.
They shall travel the length of the structure on crane rails attached to the main building
structural columns. Cranes shall be rated for indoor usage, frequent cycling. Speeds of
bridge, trolley and hoist shall be determined during discussions with prospective
suppliers and will be specified in a crane procurement document to be developed during
the design phase.
As noted previously, maximum crane hook height shall be 40 feet. Cranes will be
pendant controlled. Maintenance access to cranes shall be included in the structural
arrangement and design.
7. Utilities
7.1 Electrical 480V 60Hz power will be run to the battery limit of the Steel Fabrication
Shop. Distribution within the shop will include 480V 3Ph; 240V 1Ph; 240V 3Ph and
120V power. Outlets for each shall be located at each building column, not to exceed 25
feet in spacing.
manifold for 6 individual hose hookups. Pressure at nozzle shall be a minimum of 120
psi.
Compressed air piping and connections shall be provided to the Module Blast and Paint
Enclosures. The arrangement and details are to be provided by blast and paint system
suppliers.
the north internal walls at 50 foot intervals.
NFPA and local Codes.
7.6 CommunicationsTelephone- at 50 foot intervals along north internal wall

P.A. System- Two speakers, one at each end of the structure
Fire Alarms- Per NFPA Code
along north internal wall.
8. Portals
West endSouth sideEast end
North side
-one personnel door

-one 30 foot wide x 40 foot high rollup door.
-one 34 foot wide x 45 foot high rollup door (to paint module)
-open ended into Ship Assembly Hall
- one 14 foot wide low-height entry for shuttle car
-two 8 foot by 8 foot rollup doors into storage room
-one 30 foot wide x 40 foot high rollup door
-one 34 foot wide x 45 foot high rollup door (to blast module)
9. Lean-to Structure
A lean-to type structure, 20 feet in width and feet in length shall be provided on the
north side of the Steel Fabricating Shop as shown as shown on the attached layout
drawing. The internal clear height of this sub-structure shall be 12 feet. Roll-up doors
shall be provided for the vehicle storage portion, a personnel door and an 8 foot by 8 foot
roll up door shall be provided at each end of the lean-to as shown on the layout drawing.
10. Paint Enclosure
The Paint Enclosure shall be a shell structure 60 feet long by 40 feet wide by 45 feet in
height. As noted above, roll up doors shall be provided at each end as shown on the
layout drawing. The internal lighting, fume collection system and wall structure shall be
a separate purchase and shall be installed by the system supplier.
Close liaison between the Paint Enclosure supplier and building designer is required.
11. Blast Enclosure
The Blast Enclosure shall be a shell structure 60 feet long by 40 feet wide by 45 feet in
height. As noted above, a roll up door shall be provided at the south end (Steel
Fabrication Shop end) as shown on the layout drawing.
The internal walls, lighting, dust collecting system, under-floor grit recovery system and
grit reprocessing system shall be a separate purchase and shall be installed by the system
supplier.
Trenches for a grit recovery system are required.
Enclosure supplier the building designer is required.
Close liaison between the Blast
12. Disclaimer
The detail building designer shall be responsible for compliance with all applicable local,
State of Alaska and Federal Codes pertaining to this job.
13. References
Figure C1.2
Figure S1.6

Steel Shop: Functional Design Layout
Contacts:
Mega-Door
Norton Abrasives
www.megadoor.com
www.nortonabrasives.com
DSI- 10 October 2006 Rev A
Warehouse and HazMat Buildings

1.1 Warehouse
The warehouse is an existing building presently owned by AK/DOT. It is
anticipated that this structure will be made available to the shipyard. The
warehouse is located in an area convenient to both incoming traffic and to the
shipyard in general. It only requires an increase in length and a few minor
modifications to serve the expanded facility program.
1.2 HazMat Building
The existing HazMat Building is ideally situated in a remote corner of the
shipyard and requires only an increase in size to serve the needs of the expanded
facility program.
2.0 Location
Both structures remain in their present locations with increases in length as noted below.
3.0 Dimensions (existing dimensions subject to field verification)
3.1 Warehouse (presently about 60 x 100) increase size by extending 60 x 60
to the east.
3.2 HazMat (presently about 25 x 50) increase size by extending 25 x 50 to the
south.
4.0 Lighting
Lighting levels in both buildings shall be 65 foot candles
5.0 Climate Control
Heating shall be provided to maintain an internal temperature of 55 degrees F during
winter months in Ketchican.
6.0 Utilities
6.1 Electrical 120 VAC outlets throughout both Warehouse and HazMat
buildings
6.2 Compressed Air Warehouse only
6.3 Potable Water Both Warehouse and HazMat buildings
6.4 Fire Mains shall be provided per Code
6.5 Sprinkler Systems shall be provided per code.

6.6 Communications
6.6.1 Telephone
one in each building
6.6.2 P.A System one speaker in each building
6.6.3 Fire Alarms per Code
6.6.4 Fiber Optics Terminal for data systems in each building
7.0 Design
Design style for each building shall match existing where practical.
7.0 Segregated Storage
7.1 Warehouse a wire mesh caged, lockable area shall be provided for secure
storage of high value items, approximately 20% of internal area.
7.2 Volatile Compounds a portion of the warehouse shall be design for storage
of paints and solvents.
8.0 Disclaimer
The detail designer shall be responsible for compliance with all local, State of Alaska and
Federal Codes pertaining to this job.
9.0 References
Figure C1.2
Shipyard Workforce Strategy & Blueprint

Development
Submitted by Laurence P. Gebhardt, Ph.D., CAPT, USN (Retired)
Introduction
A fundamental assumption underlying this Workforce Strategy and Blueprint for the
Ketchikan Shipyard is that public and private investment is being made to achieve three
key enduring goals:
The shipyard operating company has risk reduction and incentive to continue
viability and improve profitability under terms of its 30-year operating
agreement;
The viable operating company provides expanded and improved ship repair
services and new-build products so that Alaskas maritime industry can also
grow and flourish; and
The shipyard and related industrial growth creates and sustains good paying jobs
for Alaskans measured in terms of ability to own a house and support a family.
A second fundamental assumption is that it is managements job is to develop a

competent workforce and equip them with the best possible shipbuilding and repair
technology, management, and supervision. Then the competent workforce will achieve
delivery, quality and cost results that customers will buy.
The Workforce Strategy and Blueprint is forward looking as the Ketchikan Shipyard
could be in 5-7 years. Measured, careful steps toward strategy implementation are
required to reduce the very real risks to the operating company in the near term. Critical
risk factors are:
Operating a shipyard in the relative industrial isolation, difficult weather and
climate, and low population base in Ketchikan is no easy task. The current
shipyard is not viable. The improved and expanded business must be 20-35
percent more productive to overcome these factors.
Shipbuilding and repair is cyclic and seasonal so available work (jobs) are
difficult to predict. Most shipyards depend on some contract labor to fill peak
number-skill requirements. The pool of trainable and experienced shipbuilders is
in competition with other industries such as construction, maritime, other
manufacturing, logging and fishing.
Capitalized operating funds are not currently available as part of shipyard
physical asset expansion and improvement master planning. Therefore there is
no clear funding to concurrently develop and train additional managers and
supervisors to use the improved and expanded shipyard.
Blueprint Final July 16, 2006
External pressure, expectations, and administrative or reporting burden placed on

shipyard management to achieve workforce development and job growth that is
ahead of business growth and its real job requirements.
Taking steps toward workforce blueprint implementation too quickly which
could distract management from the difficult near-term transition to E-Craft
production, concurrent repair and initial shipyard physical work.
Implementation of the Workforce Strategy and Blueprint can minimize risks if it is

thoughtfully and carefully integrated into the shipyard master planning process that is
beginning in July, 2006. Workers recruited and trained before real jobs are available will
be frustrated. Increase in business without trained Alaska people forces contract worker
use or delays taking on expansion work. In the short term, contract workers must be
considered; in the long term, collaboration with related industries can move toward a
more stable, job-portable workforce.
Section One: Purpose

This summary report documents a project that set out to develop and describe a
workforce strategy and blueprint for the Ketchikan Shipyard as directed in reference 1. A
window of opportunity exists that includes committed investment to:
Provide incentives to transform the current shipyard operating company Alaska

Ship & Drydock (ASD), into an enduring business in public-private partnership
with local, state and federal stakeholders. 30-year operating agreement in place
late 2005.
Complete the functional design of the shipyard to expand and improve vessel
repair and new construction capacity. Investment in 2006-2011 is estimated to be
over $70 million.
Conduct design-build of an innovative Navy vessel E-Craft 2006-2008.
This project can help validate the Ketchikan shipyard production capabilities.
Expansion and improvement of the Ketchikan
shipyard implies creation of 200 new jobs at the
shipyard over a 5-7 year period and integration
of several subcontracting firms and/or a
contract/lease labor pool.
The Ketchikan Shipyard is a catalyst for marine
growth and is poised to help build Ketchikans
maritime future. The graphic illustrates that
Alaska has the nations longest coastline. The
window of work opportunity includes larger onland, on-sea, and intermodal projects in planning, such as expansion and modernization
of the Alaska Marine Highway System, the Alaska Inter-Island Ferry Authority, the
Gravina Island access project and the Alaska natural gas pipeline. These maritime-

marine industry stakeholders can connect with
shipyard materials, fabrication, assembly, repair,
and testing capabilities and supporting workforce
skills. In the longer term, development of
Alaskas coasts and rivers over time implies use
of vessel and barge products that can be made and
serviced by the shipyard. Alaska is positioned
strategically for global commerce in the US-Asia
market. If global warming trends continue then
Alaska will share northern sea routes with
Canada, Russia and Northern Europe. Opening of
the Northern Sea Routes would position Alaska in
the same geographical relationship to marine
cargo as it is currently position with respect to air
cargo.
Section Two: Workforce development status and critical gaps

A full service shipyard has process and service functions shown in the diagram. The
current Ketchikan Shipyard workforce accomplishes shipyard shop and repair processes
along with support and business services. At ASD, some shop, support and business
services are integrated. The shipyard built one vessel, the small passenger ferry Oral

Freeman in 2002 but does not currently have adequately developed new shipbuilding
processes.
The current Ketchikan Shipyard organization includes nominally 125 total ASD
personnel. Eleven administrative people have reporting chains connected to President
Randy Johnson. The remaining 114 people are directly attributed to production work led
by VP General Manager Bob Burke. The cyclic nature of repair contracts often require
some skilled contract workers from lease labor firms or other subcontractors to be
integrated in the ASD workforce.
The organization breakdown has a typical set of departments. Production leaders have
titles such as project manager, superintendent, and foreman. In April, 2006, the
following workforce structure existed:
Management team, department superintendents, project managers, quality, and
shipyard administration 19
Purchasing Department 4
Electrical Department 5
Machinist Department - 11
Environmental Department 1
Steel Department 16
Coatings Department 14
Services Department 43
Maintenance & Stores Department 4
Security 2
Over the past 7 years the shipyard has averaged about $15 million annually providing
customer needs for vessel repair (about 90 percent) and other fabrication and related
services. The shipyard does not have formal vessel new build standard processes but will
develop them to support the E-Craft contract that is projected to have revenue streams as
follows: 2006 ($8 mil), 2007 ($28 mil), 2008 ($10 mil).
ASD management has engaged in a range of innovation and collaboration to prepare
itself for workforce development that supports shipyard
expansion. Some of these include:
The shipyard participates in the National

Shipbuilding Research Program, www.nsrp.org.
NSRP is a government-industry collaborative
aimed at improving the competitiveness of
shipyards and affordability of ship construction
and repair. There are nine technical panels in
NSRP including Crosscut Initiatives Panel
which provides a public forum for discussing
issues, approaches, resources and programs to
meet the needs of people and organizations. The
Crosscut Panel ensures that technologies
NSRP Skill Standards a

database
linking
critical
processes
to
required
knowledge-skill-ability factors.

implemented from NSRP and Panel projects consider the required supporting
areas of Education & Training, Tech Transfer, Organizational Change, Human
Resources and Workforce Development.
The shipyard and the University of Alaska Ketchikan collaborated in 2002 to win
a $500,000 US DOL-ETA grant to design and develop the first phase of the
Alaska Shipyard System for Education and Training (ASSET). The ASSET
program design is based on NSRP 527 Shipyard Training Program Guide and the
NSRP Skill Standards system. The ASSET program resulted in acquisition of a
learning center (trailer) on shipyard property and delivery of hundreds of learning
activities. Learning activities support an apprentice program for surface
preparation and coating and provides a portion of required safety, health and
environmental training.
The ASSET program and shipyard management has used company resources
along with some Alaska DLWD STEP funding to develop subject matter experts
who are becoming company trainers for specific skill areas such as hazardous
materials handling and disposal, crane operations and safety. An ASSET II
program funded by US DOL-ETA for 2006-2007 will further develop capacity to
train shipbuilding supervisors and technicians.
Mandatory regulatory training such as safety, health, and environmental has been
a key priority of shipyard management.
The overall productivity, quality, safety and reliability of the Ketchikan Shipyard
is equal to competitive shipyards of a comparable size in the lower 48 states.
World-class shipyard standards are outlined in references 3-8. Observations of Ketchikan

Shipyard operations, review of documentation, and interviews with supervisors, project
managers and company leaders, UASK staff and others were completed. The shipyard
has opportunity to close gaps between its current status and world-class competitiveness
in the context of workforce development as improvement and expansion are completed
over the next 5-7 years.
The most important systemic gap closure is organizational, management and workforce
design that is directly connected with facilities, production equipment and tooling, and
related production and business processes to be set in place during the period of
expansion identified as 2006-2011. This need and resources to achieve it are not
explicitly funded or included in the master planning process (see Section Four below).
The shipyard should design and move toward world-class workforce and management
that include formal:
Human resources and training functions that create and sustain a competent
workforce.
Promulgated career path for employees along with specific learning and
experience requirements for promotion.
Succession plan to replace key supervisors and managers nearing retirement age.
Skills inventory and management system linked to improved and expanded
shipyard processes and workstation operations. The interim work of E-Craft has
been analyzed for workforce requirements but skill standards for some new types
of work do not yet exist.
Organizational structure and procedures to integrate contract labor and
subcontract firm employees into the total workforce.
Leadership and supervision courses and coaching system to help employees make
transition from journeyman (individual) jobs to team leadership, supervision and
management.
Workforce personal recognition program, employee suggestion program, and
culture of continuous improvement toward high workforce retention and lean or
waste-free processes.
Modern shipyard management system to integrate labor, materials and
workstation planning and associated activity-based accounting system with
related human resources modules. Data and information about people is gathered,
stored and analyzed in ad-hoc systems not readily available to immediate
supervisors.
Repair and fabrication standards configured with job breakdown structure that
help new and upgrading employees to learn important steps and key points of
jobs. While on-the-job instruction and learning occurs, it is not structured in ways
that accelerate learning, assess learning progress or certify workers for jobs except
for those required by external authority such as OSHA or American Welding
Society.
Working relationships with the communitys workforce preparation system
including K-12 education; post-secondary learning through the University of
Alaska Southeast, Ketchikan campus; and local job center.
Learning system that better meets the demands of shipyard production. The
ASSET program developed many useful entry-level courses but few are
configured for recurring electronic delivery by shipyard subject matter experts.
The Ketchikan Shipyard has functioned profitably and satisfied customers for over 12
years. The companys relationship with its landlord, the Alaska Industrial
Development and Export Authority (AIDA) has been on a year-to-year basis since the
shipyard began operations in 1987. The first two shipyard operators did not continue.
The current operator, Alaska Ship and Drydock operated on an annual contract basis
from 1994 until late 2005 when a 30-year operating agreement was put in place. The
shipyard is now poised to close the workforce gaps as part of an overall 5-7 year
management-led effort for planning the shipyard business/improvement interface and
coordination for the larger and enduring enterprise. Workforce development is
consistent with planned shipyard improvement and expansion work and transition
from business as a series of annual projects to an enduring business.
Section Three, part (a): Short term Strategies

1. Learn best practices of other global and US best shipyard. The Ketchikan
Shipyard and its supporting college University of Alaska Southeast-Ketchikan
campus and ADLWD work-based education provider AVTEC can learn best
practices for shipbuilding and repair workforce development. There is an AprilDecember 2006 opportunity to participate in the National Shipbuilding Research
Program project, Workforce Preparation Improvements. A description of this
project is a separate PDF file. Participation will require some travel to meet with
other shipyard-college teams. Participation will reveal many: lessons learned,
contacts, curriculum resources, workforce management and learning tools, etc.

2. Conduct a
workforce
requirements
analysis in
connection with
the functional
analysis of the
Revised
Ketchikan
Shipyard
Development
Plan, reference 2.
This analysis can
use the functional
block diagram in
Section Two and
the footprint of
the improved and
expanded shipyard shown in the modified photograph above along with an agreed
analysis methodology. An example workforce requirements matrix for E-Craft
has been developed to correlate the vessel production footprint, process flow, and
specific workers at each workstation shown in the schematic (far right) and the
annotated photograph . The specific skill standards, assessment and certification
procedures remain to be developed.
3. Develop a logical career path system that helps connect education, experience,
assessment and certification with steps along a career path. A generic shipyard

career path diagram shown can be modified to fit the organization structure of the
Ketchikan Shipyard. This representation can also help UASK, AVTEC, the
Workforce Investment Board and Ketchikan Job Service Center (one stop) to
further understand the business and its entry-level and advancement needs.
4. Design a skill inventory and management system. The workforce requirements
analysis of step 2 and the career path of step 3 can be synthesized to yield a skill
inventory and management shell. Skill standards recommended by the NSRP and
the Manufacturing Skill Standards Council (MSSC), along with entry level
assessment systems such as Work Keys are available. The recommended
procedures for this process are embedded in web-based systems such as
SkillsNET.com and others. This system develops so-called job objects that
have a complete related attribute set of knowledge, skills and abilities. Job
objects can be conceptually connected with the vessel and related shops, drydocks, etc. The NSRP Workforce Preparation Improvement project will allow
the shipyard-college team to learn to use an online job analysis process that
captures scientifically rigorous, legally defensible, and contextually rich

information about your organization's jobs and workers that is linked to the
Occupational Information Network (O*NET) content model. The system allows
easy subjective assignment of worker assessments, along with logical certification
and skill gap closure activities. Decisions to subsequently use the web-based
system or replicate it in a shipyard database can be made later.
5. Achieve and improve critical supervisor and technician skills by using limited
grant funds to create course modules with re-useable learning objects (text,
graphics, photos, video-clips, audio-clips, etc.). A start on this short-term strategy
was begun in May 2006 by re-programming an existing ADLWD STEP grant
G00002781 with UASK to develop capacity for new learning module
development. These funds procured needed software, Moodle web site access,
lesson adaptation, imagery and editing for five supervisory modules. The
framework used came from the Training Within Industry program, the effort used

to help develop liberty-ship capacity
in the early stages of WW II. This
capacity building also developed five
technical modules. An expected USDOL ETA grant can use these tools
to further develop customized workbased learning. Those modules that
have cross-industry value can be
considered in the AVTEC learning
library.
6. Achieve Enterprise risk reduction.
Despite the best planned workforce
recruiting and entry level training system, there must be real jobs to attract and
retain workers. After apprentice certification, jobs must pay wages that support a
house, car and family. The shipyard is a public-private partnership (PPP). The
key to a successful public/private partnership is risk reduction and the efficient
management of risks. To ensure the success of the public/private partnership, any
deal and agreement, since the agreements could last decades (30 years in the
Ketchikan shipyard case), there is a need to (1) allocate risks among the public
and private partners in a fair and efficient manner, (2) ensure the provision of
quality management and service by the provider or system operator throughout
the term of the agreement, and (3) provide an efficient framework for addressing
changes that will inevitably occur during the term of the agreement to protect the
public interest. There are three enterprise risk factors:
Community relations risk. The Ketchikan shipyard expansion and improvement
project has been discussed for many years. Despite 2006 improvement and
expansion events, some people remain cynical. A public relations strategy and
plans can help reduce this risk. A shipyard public access web site could provide
authoritative information and showcase the enterprise.
Government and PPP risk. Various stakeholders such as government agencies,
key government customers (AMHS, Inter-Island Ferry Authority IFA), the
University of Alaska Ketchikan (UASK), and shipyard operator staffs are not on a
common page regarding the: goals; objectives; and management performance
expectations, measurement, and monitoring to make the PPP viable. An
adversarial or simply tolerant relationship can cause the investment and project to
fail. Prudent pro-activity is needed.
Project and investment risk: There is also financial and management risk to the
complex expansion project. Key elements of the shipyard expansion and
improvement project is already significantly delayed. The second shiplift,
authorized by US EDA grant funding in 2002, has finally been placed on order
just last week. Fast-track improvements to prioritize Federal Highway TEA-LU
funds are not yet contracted and can delay beginning of the E-Craft contract.
10

Coordination and pro-active effort by Alaska Department of Transportation and
Public Facilities and the Alaska Industrial Development and Export Authority
can facilitate the current shipyard operator to develop the enduring business that is
required to create jobs.
The risk factors can be reduced if key stakeholder principals and key decisionmaking subordinates meet in a facilitated conference as part of the 6-month
master planning process to:
Fully understand and agree on the six critical components of successful ASDAIDEA (and stakeholders) public-private partnership. See National Council
for Public Private Partnerships http://ncppp.org/
Represent and understand the shipyard expansion, E-craft, etc., plan
complexity as integrated and concurrent factors functioning over five years.
The key factors include: continuity of the existing repair business; master
planning for the improved/expanded shipyard; optimized coordination of
repair plus E-Craft plus new yard construction work; new customer
development for repair and new build contracts; management staff and
workforce development for the larger yard (200 job growth); and planning for
private investment. Representation of a complex project requires using a
simulation model that concurrently includes all stakeholder interests.
Work to understand the overall shipyard expansion trajectory and schedule
from early 2006 through 2011, synthesize all stakeholder-perceived concerns,
impacts or interferences, resolve to work through critical decisions-actionsmilestones,
Plan a series of public relations events that shine a light of both promise and
accountability on all stakeholders.
These six short term strategies could define the numbers and skill attributes of the
Ketchikan Shipyard workstations and their functional jobs. The strategies could provide
some initial tools to begin closing skill gaps through hiring, and training activities. The
strategies can help reduce enterprise risk and build critical support.
11
Section Three, part (b): Long term Strategies

1. A model of a world-class shipbuilding enterprise can be considered by the
shipyard and broader maritime-marine industry stakeholders such as customers,
subcontractors and suppliers. An industry diagram of this concept follows.
Concepts in this diagram synthesize best practices in organization structure,
management, supervision, standard procedures and a culture of continuous
improvement. A simple performance measurement system would include
emphasis on: 1) production delivery; 2) quality and 3) cost to achieve business
viability. A range of management, supervisory and deckplate level education,
training, assessment and certification is available to develop the needed
knowledge and understanding. This strategy is critical if all stakeholders are to
have a common mental model that enables system thinking to operate the
complex shipyard.
2. A long-term workforce development system can be crafted to meet the Ketchikan
Shipyards long term needs. These six long-term strategies are combined into one
composite structure. The system can have a family of elements and factors to
achieve long-term goals. As a minimum these factors include:
Raising the industry image so that job seekers and job changers will consider
shipbuilding and repair careers. Children begin to exclude industries and
jobs beginning in elementary school. The No Child Left Behind Act rhetoric
implies that all must go to college, despite the fact that nearly three-quarters of
Americans do not earn a 4-year degree by age 30. Shipbuilding, and its
cousins heavy manufacturing and construction, are not careers the average K12 teacher and guidance counselor advocate. The low industry image is
LEAN SHIPBUILDING
GOAL
WORLD CLASS SHIPBUILDING
100% CUSTOMER SATISFACTION

LOWEST COST, FASTEST DELIVERY & HIGHEST QUALITY
JUST IN TIME
"THE RIGHT PART, RIGHT
TIME, IN THE RIGHT AMOUNT"
TAKT TIME (PACEMAKER)
EFFICIENT FLOW
PULL SYSTEM
LEVEL & BALANCED
SCHEDULES
VALUE CHAIN INTEGRATION

INTEGRATED PRODUCT AND PROCESS
DEVELOPMENT
CUSTOMER FOCUS
SUPPLY CHAIN INTEGRATION
BUILT IN QUALITY
LEARNING
ORGANIZATION
DESIGNED AND BUILT
BY FLEXIBLE, CAPABLE,
HIGHLY MOTIVATED
PEOPLE
CONTINUOUS
IMPROVEMENT
ACCURACY CONTROL
LABOR-MACHINE BALANCING
IN-CONTROL PROCESSES
VISUAL CONTROL
WORKER SELF-QUALITY
CONTROL ERROR PROOFING
STABLE SHIPYARD PROCESSES

STANDARD SYSTEMS
TOTAL PRODUCTIVE MAINTENANCE
ERGONOMICS AND SAFETY
ELIMINATION OF WASTE
12
confirmed by surveys conducted by NSRP, National Coalition of Advanced

Manufacturing, National Association of Manufacturers, Associated General
Contractors, US Chamber of Commerce, specific firms such as Caterpillar and
Harley Davidson, and others. The Ketchikan Shipyard has dipped its toes into
public awareness of jobs and careers via presentations to the Rotary Club and
Chamber of Commerce but a concentrated effort is needed.
Developing a family of workforce sources ranging from entry-level to
experienced shipbuilders. These sources include graduates and dropouts from
the K-12 system. The existing Ketchikan technology center, an outreach of
UASK is helpful as would be other technical or vocational post-secondary
learning. Dislocated workers and those needing a second or third chance in
life after maturing often seek good paying jobs where they can earn while they
learn. Welfare-to-work, correction system and adult drug-alcohol program
graduates are workforce sources. Special emphasis on Alaskan and other
Native American people and immigrants may be useful.
Fostering an education and training pathway that is consistent with the career
path. Education begins in the K-12 system with core knowledge and skills
such as reading rulers and understanding basic industrial safety. Postsecondary education is considered as part of the industrial base infrastructure
in many states. Adjusting curriculum to provide education and training that
business needs is a standard economic development lever in many highgrowth regions and states.
Stakeholder support systems. Systems are local to national. Examples are
school-to-career models such as Junior Achievement and professional groups
like the Society of Naval Architects and Marine Engineers. Workforce and
labor-related services such as one-stop job centers, and collaborative work to
attract federal and state investment provide business incentive and real results.
The shipyard specific elements include traditional business practices ranging
from hiring to apprentice programs and professional development. Shipyards
can take initiative to make contact with the other five key workforce
development elements. Tours, expectations, collaborative work on local and
regional projects focus on benefits from shipbuilding and repair business.
A matrix of workforce system factors and elements is shown on page 14.
13
Section Four, Business Plan and MOU elements

Background: The critical business performance measurements for Ketchikan Shipyard
customers are: production delivery, quality and cost. The current operating company,
ASD President Randy Johnson has stated that the Ketchikan shipyard in its current
capacity and configuration is not viable but just surviving. It is threatened every day by
weather/climate and the realities of ambiguity in contracting and performing complex,
one-of-a-kind repair and newbuild work. Competitiveness requires: 1) more under-cover
working space; and, 2) 20 percent more efficiency than lower 48 state shipyards in terms
of technology and labor.
The 1999 shipyard completion and marketing studies, updated in 2004, predict that when
the shipyard is improved and expanded its revenue can at least double. The current repair
work is about $15 million annually and supports a typical workforce of 125 employees.
Revenue increase, predicted as a result of expansion planning, includes a median repair
revenue of $22 million; new vessel building at $10 million and other work $2 million.
Using nominal revenue per employee, the change implies that up to 200 new employees
plus retirement and other turnover replacement will be required between 2006 and 2011.
The job multiplier for a full-service shipyard is 2.4-3.0 which means that the shipyard can
have up to a 900 job impact when supplier, service and subcontractor labor is taken into
account.
A combination of financial resources has been committed to shipyard expansion and
improvement. These funds include about $70 million from Federal Highway and
14

Economic Development Administration sources with required State of Alaska matching
funds. This funding stream is available in roughly equal amounts over a five-year period
beginning in 2006.
Detailed expansion of the shipyard will be directed by a master planning process. Alaska
Department of Transportation and Public Facilities issued RFP 36863033 in April, 2006.
The RFP project and timeline is for design of an overall site master plan. This plan
will include road access, locations of all utilidors and all building footprints, area
elevations and a comprehensive drainage plan for the entire shipyard beginning May 5,
2006 and completing (plan delivery) on June 30, 2006.
A fundamental flaw exists in legislative and subsequent planning documents governing
investment in the Ketchikan Shipyard exists. The language focuses on facilities capital
assests and not on operational and human assets needed to make the shipyard business
viable. A complete shipyard master plan is more than the site plan. A shipyard that can
be operated safely, productively, reliably, and profitably consists of at least six functional
physical and operational asset sets described in References 3-8 and other documents:
SHIPYARD PRODUCTION PROCESSES

BUSINESS PROCESSES
PRODUCT DESIGN AND MATERIAL
SYSTEMS TECHNOLOGY/ INTEGRATED ERP
FACILITIES AND TOOLING
CROSS CUT INITIATIVES (see Section 2)
A comprehensive methodology to include all six functional physical and operational asset
sets into the master planning process was submitted in April, 2006. The master planning
process outlined in a scoping meeting on June 2, 2006 in Anchorage continues to focus
most attention on the physical facilities and does not explicitly recognize the need for
business viability and its related improvements in management, workforce, knowledge
base, organizational structure and other operational factors. The current shipyard
operator is currently excluded from peer status with the landlord, AIDEA, and the
Federal Highway funds administrator ADOT/PF in the master planning process.
ASD leaders and consulting master planners have emphasized the need for businessoriented master planning. There is provision in the DOT master planning RFP ARTICLE
B4 - ADDITIONAL PROVISIONS to describe or refer to elements of planning completed in
the past, such as the 1999 Revised Ketchikan Shipyard Development Plan and industryrecognized shipyard planning literature. Additional support from ADLWD Division of
Business Partnerships for organizational, management, and workforce development as a
capitalized operating expense in the master planning process may be very helpful.
Business plan design: the core business plan must ensure that sufficient people with
passion, skills and discipline are available to operate the enterprise.
15

The concept of
enterprise trinity
shown in the diagram
includes focus on:
product/service;
marketing/sales; and,
financial management.
These three key
elements must be
managed effectively.
The business plan must
address these factors.
Three other models of
the shipyard system can
inform the business
business/improvement
interface and coordination plan and help guide the master planning process. The first is
complete functional analysis implied in the block diagram in Section Two. The second is
an overall systems
model that reminds
there is business
function within the
dotted line but also
connections to a
dynamic external
system that
encompasses all
stakeholders ranging
from the bank to
customers to regulators
to the public at large.
This connection forms
the basis for a longterm Memorandum of
Understanding (MOU)
between workforce
development stakeholders.
There is also a historic and current people connection and sense of industry history.
The third model describes the business inside the dotted lines to include relationships
between the group technology (physical and network arrangements) the organizational
structure, policies and procedures; and the knowledge base of explicit and tacit knowhow.
16

It is beyond the
scope of this
blueprint to fill in
business plan details;
however,
understanding gained
in the strategy and
blueprint
development
provides good
insight to inform the
master planning
process.
Inherent in the
business planning
process is the need to accept the reality that it is managements job to develop a
competent workforce of managers, supervisors and technicians. Then the competent
workforce will build and repair ships.
MOU Concepts. Alaska Ship and Drydock, Inc. and the Alaska Department of Labor and
Workforce Development have commenced discussions that will begin the development of
a long term (5 to 7 year) Memorandum of Understanding (MOU) that will bring together
stakeholders in the Ketchikan Shipyard and Ketchikan workforce to provide training and
workforce development resources to expand the shipyard workforce as required by the
on-going expansion of the shipyard infrastructure.
17
Sample ASD Career Path Training & Structured OJT Program
Identify
High Demand
Manufacturing
Processes/
Worker Assessment
Basic (Core Skills) Training

Classroom, Learning Laboratory, and Limited OJT Topics Within first 3 months of employment
Basic
ASD
Orientation
& Safety
Shipyard
Materials
& Work
Flow
Team
Building
Structured
On-the-Job
Training
Quality &
Standards
Measuring
&
Accuracy
Fabrication Assembly
ASD
Business
Economics
Repair
Hand
Tools &
Equipment
Care
Material
Handling
&
Logistics
Computers
&
Information
Systems
Support
Manufacturing Technician Job Skills Training

Classroom and On-the-Job Training
1-3 specific skills within first three months, additional skills during OJT terms Apprentice Concepts
Welding
Basics &
FCAW
Certification
Fitting
Basics &
Accuracy
Ship
building &
Repair
Tools
Crane,
Forklift &
Basic
Rigging
Profile Line
& Iron
Worker
Operation
Automated
Plate
cutting
Panel
Line
Stations
Brake
Press
Dry-Dock
Operator
Basic
Repair
NDT &
Advanced
Quality
Assurance
Vessel
Electrical
Team
Leadership/
Supervision/
SOJT
Coach
Advanced
Welding
Cutting
Gouging
Vendor or
Factory
Schools
Structural
Foundations
& Vessel
Outfitting
Workstation
Safety
Programs
Basic Pipe
Fitting
Corrosion
Control
Advanced
Material
Handling
&
Logistics
Track
welders &
plasma
cutting
Workstation
Computers
&
Information
Systems
Barge
movement
& launch
Future
Needs
Manufacturing Technician
Career Ladder Training
Classroom Topics, OJT and Factory-Vendor-College Training 2-5 year term Apprentice Concepts
Shipwright
Leadership
Program
Project
Manager
Program
Fabrication
Master
Quality &
Standards
Master
Safety,
Health,
Environmental
Master
Repair
Master
Shipfitter
Master
Welding
Master
Pipefitter
Master
Inside
Machinery
Master
Outside
Machinery
Master
Marine
Design for
Production
Master
Mechanical
or Electrical
Maintenance
Master
Material
Resources
Master
Material
Handling
Master
Shipyard
Admin &
Networks
Master
Other
management
positions
Future
Needs
Master Manufacturing Technician

18
Direct stakeholders in the Ketchikan Shipyard include the Alaska Industrial Development
and Export Authority and Alaska Ship & Drydock. Stakeholders in Ketchikans
workforce include the University of Alaska-Ketchikan campus and the Alaska
Department of Labor and Workforce Development.
Initial recommendations for this long term MOU will begin to take shape at the
commencement of ASSET II. Lessons learned during ASSET II will provide guidance to
the final form of the Long Term Training MOA. A logical relationship between the
worlds of learning and employment, shown in the figure, can be embedded in MOU
design.
The long-term MOU could design the workforce development system shown in Section
Three and dig into the details of an education, training and structure on-the-job training
program that shared teaching responsibilities between the shipyard, UASK, and AVTEC
or other organization. A sample program to empower a shipyard career path is shown on
page 18.
Section Five: Time Lines

The table represents best estimates of shipyard master planning, physical work and
organization development needs.
Functional Element
Master Planning
Process by a MultiDisciplinary Team
Stakeholder
Conference
(recommended)
Description
Methodology for integrating facilities,
business processes and information
systems, production equipment and tooling,
organization design, workforce development
and other factors along with ongoing repair
and E-Craft (and other vessel) production
Fully understand and agree on the six
critical components of successful ASDAIDEA (and stakeholders) public-private
Timing
RFP April 2006
NTP June 2006
Final Master Plan January
2007
During 6-month master

shipyard planning process
July-Dec 2006
19

Functional Element
Second ship lift

system
Fast Track functional

items to enable ECraft production and
delivery and more
effective repair
E-Craft vessel
construction
Upland construction
and outfitting
Workforce
Development
Alaska Shipyard
System for
Education and
Training (ASSET) as
ASSET II
Shipyard
organization design
Repair and new

construction
business expansion
Description
partnership. Represent the shipyard
expansion, E-craft, etc., plan complexity as
integrated and concurrent factors
functioning over five years. Achieve
stakeholder understanding and consensus
of the master planning process.
Floating dry-dock, transfer grid system and
relieving slab. $12 million project.
Machine shop roof extension

Relocated parking and laydown area
preparation
Wash water retention and processing
Fabrication and assembly of vessel
estimated $44 million project.
High-bay shops, production equipment and
tooling.
Framework, learning modules and delivery
for entry-level workers and incumbent
worker upgrade. Includes planning for longterm MOU between shipyard, UASK,
ADLWD and others.
Partial funding with US-DOL ETA grant
expected July 2006
Plan, training and practice for organization
structure, management, supervision,
workforce, related knowledge base and
supported group technology (physical
facilities and networks). It is recommended
that this cost be included as line item(s) in
the TEA-LU funded master plan; however,
no current funding is identified.
Viable business operations concurrent with
expansion and improvement work.
Timing
Drydock contract July

2006
Civil works 2006-2007
Dry dock delivery early
2008
NTP June 2006
Completed by fall 2006
Keel laying Aug 2006

Delivery Spring 2008
Phases beginning 2006
through 2011
2002-2005 ASSET I
history
2006-2007 ASSET II
development
Plan 2006
Implement and improve
2007-2011
Concurrent
2006-2011
Section Six: Strategies to achieve sustainability in publicprivate partnership

The shipyard investment was made in the spirit of public private partnership (PPP). The
text box provides background from the National Council on Public-Private Partnerships
on PPP concepts. Decisions since the 1980s lead to public financing of the shipyard
improvement and expansion plan, a 30 year operating agreement, support for new
business such as the E-Craft, etc. These opportunities are all aimed at better service for
Alaskas public-private vessel operators, more good-paying jobs in Alaska, and a stream
of financial and other benefits to Alaskans not only from the shipyard but its broader
maritime-marine stakeholder colleagues as the business expands. The future natural gas
20

pipeline, multiple bridge projects, marine-related manufacturing and other enterprise
sectors have implications here.
Without a functional PPP, the shipyard by itself is not sustainable. The shipyard requires
customers, workers willing and able to build and repair ships, a competent management
team, a supportive community, and serving infrastructure that includes regulatory
oversight, finance, supplier-subcontractor network, research and development and other
factors.
National Council for Public Private Partnerships www.ncppp.org
PUBLIC-PRIVATE PARTNERSHIPS DEFINED
A Public-Private Partnership is a contractual agreement between a public agency (federal,
state or local) and a private sector entity. Through this agreement, the skills and assets of
each sector (public and private) are shared in delivering a service or facility for the use of the
general public. In addition to the sharing of resources, each party shares in the risks and
rewards potential in the delivery of the service and/or facility.
There are six critical components of any successful Public-Private Partnership (PPP). While
there is not a set formula or an absolute foolproof technique in crafting a successful PPP, each
of these keys is involved in varying degrees.
POLITICAL LEADERSHIP:
A successful partnership can result only if there is commitment from "the top". The most
senior public officials must be willing to be actively involved in supporting the concept of PPPs
and taking a leadership role in the development of each given partnership. A well-informed
political leader can play a critical role in minimizing misperceptions about the value to the
public of an effectively developed partnership. Equally important, there should be a statutory
foundation for the implementation of each partnership.
PUBLIC SECTOR INVOLVEMENT:
Once a partnership has been established, the public-sector must remain actively involved in
the project or program. On-going monitoring of the performance of the partnership is
important in assuring its success. This monitoring should be done on a daily, weekly, monthly
or quarterly basis for different aspects of each partnership (the frequency is often defined in
the business plan and/or contract).
A WELL THOUGHT-OUT PLAN:
You must know what you expect of the partnership beforehand. A carefully developed plan
(often done with the assistance of an outside expert in this field) will substantially increase the
probability of success of the partnership. This plan most often will take the form of an
extensive, detailed contract, clearly describing the responsibilities of both the public and
private partners. In addition to attempting to foresee areas of respective responsibilities, a
good plan or contract will include a clearly defined method of dispute resolution (because not
all contingencies can be foreseen).
COMMUNICATIONS WITH STAKEHOLDERS:
More people will be affected by a partnership than just the public officials and the privatesector partner. Affected employees, the portions of the public receiving the service, the press,
appropriate labor unions and relevant interest groups will all have opinions, and frequently
significant misconceptions about a partnership and its value to all the public. It is important to
communicate openly and candidly with these stakeholders to minimize potential resistance to
establishing a partnership.
ACHIEVE PARTNERSHIP GOALS:
Financial, job creation, tax base, public service and other goals require both business viability
and public support on an enduring basis. Terms and conditions, explicit and tacit expectations
21

National Council for Public Private Partnerships www.ncppp.org
must be included within the partnership framework and its public representation.
SELECTING THE RIGHT PARTNER:
The "lowest bid" is not always the best choice for selecting a partner. The "best value" in a
partner is critical in a long-term relationship that is central to a successful partnership. A
candidate's experience in the specific area of partnerships being considered is an important
factor in identifying the right partner. The listing of NCPPP members (provided under Council
Members on this site) provides a logical starting point for the identification of potential
partners or services that might be required in the development of a partnership.
The cubic diagram titled Regional System Framework is a way to think about building
momentum toward an industry collaborative that supports shipyard sustainability. This
model suggests that common problems (needing resources) and issues (needing research
and deliberation), such as workforce development or financing, are faced by a matrix of
organizations such as the shipyard and its customers and suppliers. Common problems
and issues can be connected with new knowledge, shared or fresh resources, and leaders
passionate, skilled and disciplined to build Alaskas future. Measurable results can be
accelerated when facilitated toward win-win results by a strategic broker. A rich case
history of industry cluster theory and practice is documented by scholars, studies by the
National Governors Association and others. Principles of public-private partnership can
help guide policy and procedures to start right and stay strong.
Advantages:
Regional System Framework
can be geographically large

concentrated & virtual
synergism of like minds
strong desire for change
Value-adding knowledge matrix

research universities
laboratories
think-tanks, consultants
Strategic knowledge broker
Organization matrix
Businesses
Non-profits
Government
Collaborative
projects
Matrix of common
problems & issues
resource issuesnatural, financial &
human
technical-social
regulatory
quality of life & jobs
leadership
Framework can be facilitated by a strategic knowledge broker. It can

become a community friendly environment connected by open and
networked communications, serving leadership, professional
associations, and informing media.
Ship repair in Ketchikan is cyclic and seasonal. The peak of ship repair is in the winter
when commercial and government vessels have a reduced operating schedule.
Shipbuilding is cyclic depending on customers needs, timing and their financing. The
limited capacity in Ketchikan has sent many precious Alaska dollars for both repair and
new construction to shipyards in the lower 48 states. The Ketchikan Shipyard must proactively seek stakeholder collaboration. For example, the construction industry and
particularly marine construction peak is in the summer when shipyard repair work is at a
22

minimum. Exploration into cross-skill certification and job portability could enhance
both the shipyard and participating construction firms. Likewise vessel operators need
training to operate and maintain vessels and work safely in over-water and machinery
conditions. Some common entry-level and special skill training such as drydock
operations may be feasible. Other thinking about rationale to expand the shipyard
customers implies expanding the cargo, passenger and working vessel fleets in Alaska
Section Seven: Next Steps and further research or liaison

Momentum gained in collaboration between Ketchikan Shipyard stakeholders can be
continued. Four steps suggested in this report can be accomplished in 2006 and 2007
1. ADLWD Commissioner and Division of Businesses Partnerships can engage with the
Ketchikan Shipyard master planning process to help reduce project risk and ensure
that workforce development needs such as organizational design, management team
growth and training, and incumbent workforce training on transferred new
technologies are included.
The estimated cost of this step to the current shipyard operator is outlined in the
following table. Overall revenue and profit margins of ongoing business of the
current shipyard operator, ASD, is perceived too small to adequately fund these costs.
A portion of ASD reimbursement for these up-front planning and management costs
can be met by programming TEA-LU and/or Alaska matching funds or finding
additional resources. If consultant support is desired, a continuation/modification or
re-issue of a $15-30,000 STEP grant similar to the support for this report may be
arranged.
Shipyard Operator Need
Examples of cost drivers
Estimated amounts
Master Planning Support June

2006-January 2007
Liaison with the TNH multidisciplinary team for 6 months

900 ASD staff hours plus travel
On-site supervision and
management including new
position, Facilities Manager
prorated to expansion work.
Management
2006-2007 $50,000
Project implementation
supervision and integration of
improvements with ongoing repair
and new construction work
2006-2010
Initial learning of new technology
and related process
improvements.
2006-2011
New shipyard management,

design engineering, and
accounting software; new facilities
and shiplift; new production
equipment and tooling.
Management 750 hours;
Technicians 3150 hours.
Management
2006 $90,000
2007 $96,000
2008 $70,500
2009 $70,500
2010 $70,500
Management total $45,000
Technicians total $132,300
2006 $15K
2007 $6K
2008 $6K
2009 $6K
2010 $6K
$21K
$16.8K
$21K
$31.5K
$21K
2. ADLWD Division of Business Partnerships can monitor and collaborate with work
under the proposed US DOL-ETA grant to UASK anticipated July1, 2006 through
June 30, 2007 to develop capacity for an ASSET II system for new and incumbent
23

worker training. Planning for this grant includes program evaluation, data gathering,
analysis and reporting. Some key questions for ASSET II project/program
improvement are:
a. How can the greater Ketchikan K-12 education system better prepare youth for
entry-level shipyard work?
b. What are the most effective roles of the greater Ketchikan Workforce
Board/One-Stop organization to recruit and screen prospective shipyard workers?
c. How can this project be expanded in scope and depth to facilitate the broader
Alaska Ship and Drydock expansion from 50 to 300 workers over a five year
period?
d. What changes in shipyard organization or management will have the greatest
impact on achieving a learning organization and knowledge base that will
achieve world-class shipbuilding practice?
e. How can the UAS-K curriculum, facilities, and staff be adjusted to further
achieve the shipyard and related community and economic development goals?
Other questions and initiatives can be added to this mix to include AVTEC and other
education and training partners and move toward an effective Memorandum of
Understanding. If consultant help is desired for this effort it can be incorporated into
the work scope of shipyard master planning risk reduction outlined in Step 1 above.
3. Selected other short and long-term strategies in this report can be further developed
and implemented to close gaps noted in Section Two. Examples include:
Learn best practices of other shipyards and shipyard-college-Workforce
Investment Board teams. Participation in NSRP Crosscut Initiatives Panel
meetings is one method.
Incorporate workforce functional analysis in the shipyard master planning
process.
Develop a logical career path for the Ketchikan shipyard.
Design a skill inventory and management system for the Ketchikan shipyard
Develop a model and reference library for world-class shipbuilding that can
inform all PPP stakeholders with emphasis on the shipyard operator.
Assist the Ketchikan Shipyard to develop a shipyard business/improvement
interface and coordination plan to help standardize policies, procedures and
practices to achieve business viability goals.
Develop a five-part, multi-faceted workforce development system
These steps could be accelerated with consultation support if desired and included in
the scope of work outlined in Steps 1 and 2 above.
4. The shipyard can further develop service to the states maritime industrial complex of
on-land, on-sea and intermodal industry sectors through collaborative business, customer,
workforce and other common need-opportunity resolution. A conceptual framework is at
Appendix B.
24
Section Eight: Executive Summary

The Ketchikan Shipyard is poised for expansion, improvement, and transformation from
a series of annual projects into a Public Private Partnership (PPP) between the Alaska
Industrial Development and Export Authority (AIDEA), Alaska Ship and Drydock, Inc.,
the Alaska Department of Transportation, Alaska Department of Labor and Workforce
Development, University of Alaska and other government, private, and non-profit
stakeholders.
The Ketchikan Shipyard has had little incentive or resources to design and plan an
effective organization structure, workforce development plan and related shipyard
business/improvement interface and coordination plan for an enduring business until
three key decisions were enacted in late 2005 including: a 30-year operating agreement
between the current shipyard operator ASD, property owner AIDEA and other local
government agencies; commitment of about $70 million Federal Department of
Highways, US Economic Development Administration, and Alaska state matching funds
for shipyard expansion and improvement; and a preliminary design-build contract from
the Office of Naval Research for E-Craft. The expanded business can create the need for
200 additional jobs in the shipyard (total of 300) that point to a total of up to 900 jobs to
support shipbuilding and repair contracts.
Analysis of the Ketchikan Shipyards current technical features, management system and
workforce reveal gaps when compared to world-class competitors. A shipyard master
planning process will commence in July 2006. The current master planning design
emphasizes technical/facilities risk reduction but does not include relationships and
resources for the current shipyard operator to fully participate in the planning process.
The master planning process emphasizes physical assets far more strongly than human
assets. Language to include human assets was not explicit in enabling legislation and
other planning documents. It is recommended that ADLWD Division of Business
Partnerships help facilitate the shipyard master planning process to ensure that
organizational, management and workforce development planning and resources are
included to avoid project operational risk. This action will improve the chances of good
shipyard related jobs being available for Alaskans.
Workforce and management gap analysis reveals six short-term strategies and two longterm strategies to close gaps. Progress toward gap closure is in progress using other
STEP funds and expected US DOL-ETA funds to develop capacity for supervisor and
technician training modules. A broad range of resources such as the National
Shipbuilding Research Program and shared support from other shipyards and their
partners is available.
An outline of a workforce development system, including a long-term Memorandum of
Understanding between the current shipyard operator (ASD), ADLWD, and UASK is
provided. Some progress toward terms and conditions of the MOU has been
accomplished.
25

A process to model the shipyards internal functional requirements of organizational
structure, knowledge base and physical arrangement of facilities and related processes is
suggested. Methodology to translate internal business factors, along with dynamic
external factors such as finance, regulations, etc., into a viable business plan for
concurrent operation of the current repair business plus new construction and facilities
changes is suggested.
Assessment of the Ketchikan Shipyard PPP reveals that the shipyard by itself cannot be
sustainable because of business and other conditions in Alaska. Accordingly, a strategy
to develop a broader coalition of related on-land, on-sea and intermodal stakeholders is
suggested to enable mutually collaboration common problems (needing resources) and
issues (needing research and deliberation.
The Workforce Strategy and Blueprint for the Ketchikan Shipyard can be implemented as
a long-term project with a scheduled plan of action, milestones, and resource
requirements. Implementation must be carefully managed so that critical tasks are
synchronized with and triggered by business development performance measurements.
When blueprint implementation is planned and scheduled well, then appropriate leadtime for manager, supervisor, and production technician requirements and their filling
with competent people will build real business value.
References:
1. Department of Labor and Workforce Development Division of Business
Partnerships STEP Grant 6-631
2. State of Alaska, Department of Transportation and Public Facilities, RFP
Number: 36863033 Revised Ketchikan Shipyard Development Plan
3. Storch et. al., Ship Production, 2nd Edition, Cornell Maritime Press, 1995
4. IBM, Creating the Lean Shipyard, 2002
5. NSRP 0538 Design for Production Manual, 2nd Edition Vol 1-3 July 1999
6. NSRP 527 Shipyard Training Program Guide
7. NSRP Skill Standards system.
8. Shipyard Master Planning Methodology L. P. Gebhardt, April, 2006
Appendix A: NSRP Crosscut Initiatives Panel 2006 Project Workforce Preparation

Improvements
Appendix B: Conceptual framework for a maritime industrial complex consortium.
26
Appendix A: NSRP Crosscut Initiatives Panel 2006 Project

Workforce Preparation Improvements
27
Appendix B: Conceptual framework for a maritime industrial

complex consortium.
The Ketchikan Shipyard is part of a broader maritime industry. A proposal to develop a
consortium of on-land, on-shore, and intermodal stakeholders in the Alaska MaritimeMarine Industry sector can be developed. This process would strengthen the shipyards
public private partnership and help other organizations as well. These prospective
coalition stakeholders could include
Shipbuilding and Repair: Alaska Ship & Drydock
Construction industry: Associated General Contractors; American Building
Contractors;
Manufacturing industry:
Vessel operating industry: AMHS, IFA, Port and Harbor Operators
Alaska Department of Labor and Workforce Development Division of Business
Partnerships, AVTEC, etc
University of Alaska Southeast, Juneau, Sitka and Ketchikan Campus with
business partnerships support.
Alaska Workforce Investment Board
Other business, government, academic and non-profit organizations
Early thinking about a consortium development process includes:
Time Block 1 estimate 3 months: ADLWD DBP provide a planning grant that can
hire an interim director and staff assistant, along with some consulting assistance, to
design and facilitate an initial collaborative system design. Estimated cost of
dedicated work for three months is $75,000 (need a budget) including the summit
conference described as Event 1. This work would result in:
Comprehensive list of stakeholders and representation of their
business/job opportunities and perceived workforce needs (skillsnumbers) A preliminary entity matrix is prepared.
Inventory of skill standards associated with each stakeholder group.
These are available from work performed by the National Skills Standards
Board, National Shipbuilding Research Program, Manufacturing Skill
Standards Council, Associated General Contractors, Associated Builders
and Contractors, US Maritime Administration, various professional and
labor associations, etc.
Conduct surveys to identify numbers-skill needs related to skill standards
and perceived skill gaps. This database can be designed and populated
using services of a national web-based skill inventory and management
firm such as SkillsNET. (Note: These services can be demonstrated in
connection with a project of the National Shipbuilding Research Program
or contracted specifically for Alaska at additional cost)
Design a matrix of numbers-skill gap closure strategies and methods that

include a multi-media marketing and information initiative along with a
catalog of learning and skill certification activities.
Design a system leading to a workforce passport that certifies
knowledge, skills, abilities, and representative experience for job
portability within the collaborative organizations (and extended to others
in Alaska)
Design a system framework to help smaller, local businesses to participate
in larger projects such as the Alaska natural gas pipeline, bridge projects,
major ship construction projects, etc., along with expansion in vessel and
intermodal/port operations.
Explore design and development of an Alaska Maritime-Marine
Technology Center that would house the research and development,
knowledge base, and public awareness (museum-type functions) for this
industry cluster/group.
Event 1: Invite top-level stakeholders to a 2-day planning conference featuring a

nationally-experienced keynote speaker who can inspire understanding of industry
cluster formation. Conduct appropriate tours and facilitated, focused workshops.
Working groups review and adjust recommendations of the collaborative steering
group. Reach consensus to implement the collaborative system design as a 2-year
demonstration project. Agree to a governing/advisory board system with regular
meetings, performance measurements, reporting, etc.
Time Block 2 estimate 2 years. Implement approved or adjusted recommendations
of the collaborative organization directed by the governing/advisory board. The
budget for this effort will include:
Executive Director and key staff
Limited local office infrastructure and robust virtual network support
Travel budget
Meeting support (travel reimbursement for board, etc.)
Research support academic, consultant, etc.
Action goals will be to plan, take action, evaluate, make changes to achieve agreed
results. A key goal would be to scale the organization size and function based on
results and set in place mechanisms for sustainability.
30

Ketchikan, Alaska
Budget Estimate
Final Report
January 2007
Prepared for:
911 W. 8th Avenue, #300
Anchorage, Alaska 99501
907.279.0543
1225 E. International Airport Road, Suite 205

Anchorage, Alaska 99518
907.561.0790
Budget Estimate
Prepared for Tryck Nyman Hayes, Inc. by Estimations
Documents
Misc 1 Line Plans of Facilities
Narrative Description of Facilities and Systems
Reference Drawing to work in progress
Notes and Assumptions

Based on 2008 procurement/2008-09 construction.
Labor rates based on Davis Bacon, 50 hours/week.
Assumes open competitive bid procurement.
Site will be in operation during construction.
Mega-Doors are based on information from Alaska Door Specialties.
OH Cranes are based on cost from Washington Crane, prorated to individual
cranes based on the information TNH provided from earlier pricing due to
current quote received being a lump sum for all cranes.
Notes on the Estimate
Final Report
January 2007
Budget Estimate
Final Report
January 2007
Estimated
Cost
Cost Plus
Contractors
Markup
$/SF
1 LS
25,000 SF
25,000 SF
$3,564,028
$14,844,350
$13,439,841
$4,365,934
$18,184,329
$16,463,805
---------$983.77
$890.69
$5,904,926
$24,594,305
$22,267,297
52,500
5,400
13,500
25,100
3,600
3,600
2,100
SF
SF
SF
SF
SF
SF
SF
$10,923,448
$1,712,319
$3,977,668
$7,175,488
$1,758,819
$1,456,205
$641,671
$13,381,224
$2,097,591
$4,872,643
$8,789,973
$2,154,553
$1,783,851
$786,047
$344.73
$525.37
$488.17
$473.64
$809.45
$670.18
$506.25
$18,098,105
$2,836,992
$6,590,250
$11,888,438
$2,914,033
$2,412,659
$1,063,129
1 LS
$547,000
$670,075
$906,276
$906,276
$60,040,837
$73,550,025
Description
SITEWORK
REPAIR HALL (BERTH NO.
ASSEMBLY HALL (BERTH
NO. 3)
PRODUCTION COMPLEX
OPERATIONS OFFICES
BUSINESS OFFICES
STEEL SHOP
BLAST BUILDING
PAINT BUILDING
HAZMAT STORAGE BLDG
EXPANSION
FLOATING WASTE
TREATMENT PLANT
Subtotal:
Contractor Markup
General Requirements
Bond & Insurance
Overhead
Profit
Subtotal Contractors Costs
22.5%
10.0%
2.5%
6.0%
4.0%
Design, Construction & Project

Administration
15.0%
$11,032,504
10.0%
10.3%
$7,355,003
$7,538,878
Estimating Contingency:
Escalation For Inflation:
Annual Escalation Rate
Project Cost
Project Cost
$99,476,409
$13,509,188
$73,550,025
24 Mths
5.0%
$99,476,409
Ketchikan Shipyard Improvements Final ROM Estimate R1.xls / 1/11/2007 / 2:05 PM
Summary Page 1 of 1
Budget Estimate
Final Report
January 2007

Line
No.
Description
1 SITEWORK
2
3
Site Development
4
Primary Access
5
Remove Existing Pavement
6
Asphalt Pavement
7
Leveling Course
8
Classified Fill
9
10
Secondary Access
11
Paved Area
12
Asphalt Pavement
13
Leveling Course
14
Classified Fill
15
16
Utility Way
17
Paved Area
18
Area Removed
19
Remove Existing Pavement
20
Asphalt Pavement
21
Leveling Course
22
Classified Fill
23
24
Production Complex
25
Paved Area
26
Asphalt Pavement
27
Leveling Course
28
Classified Fill
29
30
Work Surface
31
Paved Area
32
Asphalt Pavement
33
Leveling Course
34
Classified Fill
35
Grade Existing Surface
36
37
Modular Storage
38
Paved Area
39
Asphalt Pavement
40
Leveling Course
41
Classified Fill
42
Grade Existing Surface
43
44
45
46
47
48
49
50
51
Unit
Total
Costs
Cost
Qty
UNITS
498
138
306
1,224
SY
TONS
TONS
TONS
$5.00
$60.00
$20.00
$15.00
$2,492
$8,260
$6,119
$18,356
2,440
41
90
362
SF
TONS
TONS
TONS
$59.99
$20.00
$15.00
$2,440
$1,808
$5,423
13,805
13,805
1,534
230
511
2,045
SF
SF
SY
TONS
TONS
TONS
$5.00
$60.00
$20.00
$15.00
$7,669
$13,805
$10,226
$30,677
9,279
155
344
1,375
SF
TONS
TONS
TONS
$60.00
$20.00
$15.00
$9,279
$6,873
$20,620
6,652
74
246
985
739
SF
TONS
TONS
TONS
SY
$60.00
$20.00
$15.00
$20.00
$4,435
$4,927
$14,782
$14,782
18,890
315
700
2,799
2,099
SF
TONS
TONS
TONS
SY
$60.00
$20.00
$15.00
$20.00
$18,890
$13,993
$41,979
$41,979
Estimate Page 1 of 19
Budget Estimate
Final Report
January 2007

Line
No.
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
Description
Bus Stop
Paved Area
Asphalt Pavement
Leveling Course
Classified Fill
Curb & Gutter Type I
Traffic Markings - 4" Solid White
Shelter
Wood Framed
Power
Bench
Bus Stop Sign
Trash Can
Qty
UNITS
1,291
22
48
191
168
120
SF
TONS
TONS
TONS
LF
LF
Unit
Total
Costs
Cost
$60.00
$19.99
$15.00
$40.00
$3.00
$1,291
$956
$2,869
$6,720
$360
$87.00
$2,730.00
$1,300.00
$240.00
$1,373.00
$26,100
$2,730
$1,300
$240
$1,373
1,000 FT
5 EA
$168.04
$4,110.80
$168,040
$20,554
2 EA
1,530 FT
$1,185.50
$165.04
$2,371
$252,513
14" Ductile Iron "Sleve Pipe"

10" Non Rising Stem Gate Valve-NSF61 Cert.
210 FT
2 EA
$82.57
$1,989.50
$17,340
$3,979
Storm Drainage
18" Storm Drain Piping, 3'Burial Depth
Drop Inlets
Oil Water Separator
275
3
2
LF
EA
EA
$64.33
$1,725.33
$38,253.00
$17,691
$5,176
$76,506
1
1
4
1
12
12
EA
EA
EA
EA
EA
EA
$43,324.00
$52,417.00
$6,708.75
$9,958.00
$18,408.67
$3,008.42
$43,324
$52,417
$26,835
$9,958
$220,904
$36,101
1
2
1
450
EA
EA
EA
FT
$184,146.00
$123,053.00
$48,439.00
$42.94
$184,146
$246,106
$48,439
$19,323
12,000
FT
$45.31
$543,745
4,000
4,000
FT
FT
$36.79
$10.91
$147,173
$43,635
Utilities
Sewer
8 Inch Ductile Iron Pipe
4ft Dia. Manholes
Water
10" To 8" Reducer - SDR11
10" HDPE SDR11 - Driscopipe 8700 Series
Site Electrical
3750KVA PAD MOUNT TRANSFORMER, 34.5KV:12.5KV
S&C PME-12 PAD MOUNTED SWITCH
CABLE JUNCTION PEDESTAL CABINETS
12.5KV METERING PEDESTAL
UTILITY VAULT COMPANY CONCRETE VAULT
CONCRETE PADS VARIOUS DIMENSIONS FOR ABOVE
EQUIPMENT
2500KVA TRANSFORMER 12.5KV:480VOLT
OKONITE, 35KV-345 MIL WALL, 100% INSUL. 1/0
STRANDED Cu.
OKONITE, 15KV - 220 MIL WALL 133% INSUL, 4/0
STRANDED Cu
5" SCHEDULE 40 RIGID PVC CONDUIT
4/0 BARE Cu STRANDED
300
1
1
1
1
SF
LS
EA
EA
EA
Budget Estimate
Final Report
January 2007

Line
No.
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
Description
3,000 AMP MAIN DISTRIBUTION SWITCHBOARD (3SECTIONS)

1200AMP, 3-POLE BREAKER
600AMP, 3-POLE BREAKERS
3/4" X 10' GROUND RODS
3" SCHEDULE 40 RIGID PVC
350 KCMIL XHHW Cu
1/0 BARE Cu STRANDED
200-PAIR TELEPHONE CABLE
50-PAIR TELEPHONE CABLE
12.5KV, #2AWG, 3-CONDUCTOR C-L-X CABLE
Qty
UNITS
Total
Costs
Cost
LOT
$98,782.00
$98,782
1
6
5
1
7
16
2,500
10,000
2,500
700
700
2,500
2,500
500
EA
EA
EA
EA
EA
EA
FT
FT
FT
FT
FT
FT
FT
FT
$13,215.00
$5,978.67
$3,595.80
$2,946.00
$1,342.86
$270.38
$26.01
$14.05
$4.68
$56.69
$26.01
$35.13
$22.20
$33.33
$13,215
$35,872
$17,979
$2,946
$9,400
$4,326
$65,036
$140,485
$11,688
$39,680
$18,210
$87,823
$55,510
$16,667
Site Lighting
Site Lighting, Pole Mtd (2) Luminaires
12
EA
$6,832.58
$81,991
Site Security
Site Camera - Allowance, Pole Mtd, WP Housings
10
EA
$17,187.30
$171,873
3,500
LF
$40.00
$140,000
LS
$22,516.00
$22,516
Site Perimeter Fence

Entry/Guardhouse
Subtotal: SITEWORK: Cost based on 1 LS

Average Unit Price for this division is: $3564028.00 per LS
Unit
$3,564,028
Budget Estimate
Final Report
January 2007

Line
No.
Description
150
151 REPAIR HALL (BERTH NO. 2)
152
153
Substructures
154
Structural Exc/Backfill 3'
155
156
Relieving Slab, Pile Supported
157
Cast-in-Place Concrete
158
Resteel
159
H-Piling, Furnish
160
H-Piling, Drive
161
Spot Drains
162
Drainage Piping
163
Tracks
164
Miscellaneous Hardware
165
166
Concrete Slab
167
Excavation, Remove and Dispose
168
Classified Fill D1
169
Precast Concrete Grade Beams
170
Cast-In-Place Concrete
171
Resteel
172
Concrete Utilidors
173
Drainage Trenches
174
Drainage Piping
175
Steel Rail
176
Concrete Pits
177
30-Inch CMP
178
Service Accesses
179
180
Foundations
181
Piling HP12x57 Furnish
182
Piling HP12x57 Drive
183
184
Aprons 16"
185
186
Structures
187
Structural Frame
188
189
Exterior Enclosure
190
Pre-Insulated Metal Panels
191
Windows Or Translucent Panels
192
Doors, Personnel
193
OH Sectional 12x12
194
Doors, Equipment
195
80x100
196
197
Roofing
198
199
200
Qty
UNITS
25,000
SF
3,125
CY
1,620
150
20,833
48
48
7
100
144
1
23,200
890
2,811
1,856
400
56,000
400
2,052
100
1,856
3
150
21
Total
Costs
Cost
$21.75
$67,969
SF
CY
LBS
EA
EA
EA
LF
LF
LS
$671.64
$2.86
$3,600.00
$3,369.35
$362.57
$43.50
$181.25
$14,500.00
$100,746
$59,486
$172,800
$161,729
$2,538
$4,350
$26,100
$14,500
SF
CY
TONS
LF
CY
LBS
LF
LF
LF
LF
EA
LF
EA
$14.50
$20.00
$362.50
$671.64
$2.86
$491.60
$53.47
$75.23
$181.25
$19,667.67
$72.50
$1,087.52
$12,905
$56,227
$672,800
$268,657
$159,900
$196,641
$109,720
$7,523
$336,400
$59,003
$10,875
$22,838
$671.64
$2.71
$3,600.00
$100,746
$1,359,014
$396,000
$47.50
$118,758
TONS
$4,760.59
$4,117,907
62,000
2,000
10
1
SF
SF
EA
EA
$14.97
$68.56
$2,502.50
$3,500.00
$927,929
$137,125
$25,025
$3,500
EA
$444,754.00
$444,754
25,087
SF
$14.97
$375,461
150
501,600
110
Unit
2,500
865
CY
LBS
EA
SF
Budget Estimate
Final Report
January 2007

Line
No.
201
202
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
218
219
220
221
222
223
224
225
226
227
228
229
230
231
232
233
234
235
236
237
238
239
240
241
242
243
244
245
246
247
248
249
250
251
Description
Interior Construction
Partitions
Ceiling Lids
Doors
Finishes
Unit
Total
UNITS
Costs
Cost
50
500
8
25,000
LF
SF
EA
SF
$13.06
$19.65
$2,401.75
$3.60
$653
$9,826
$19,214
$90,000
LS
$495,500.00
$495,500
$3,607.30
$274.35
$35.00
$5.00
$5.76
$24,261.00
$144,292
$109,738
$875,000
$125,000
$143,966
$24,261
$439.47
$4.83
$7.15
$1.19
$450.00
$0.25
$0.50
$703,155
$120,673
$178,753
$29,743
$900
$6,250
$12,500
$425,000.00
$570,000.00
$230,000.00
$425,000
$570,000
$230,000
Qty
Conveying
OH Bridge Crane Including Rails
Mechanical
Plumbing
Trench Drains
HVAC, Industrial Building
Controls, Industrial Bldg
Fire Protection
Fire Pump
40
400
25,000
25,000
25,000
1
FIX
LF
SF
SF
SF
EA
Electrical
Service
Power Distribution
Lighting
FA (Detection and Ducts, Full Annunciation)
Telecomm
PA Systems
Security Systems
1,600
25,000
25,000
25,000
2
25,000
25,000
AMP
SF
SF
SF
EA
SF
SF
Equipment
Reclaim System
Dust Collection (Entire Bldg)
Exhaust Banks (Entire Bldg)
Subtotal: REPAIR HALL (BERTH NO. 2): Cost based on 25,000 SF

Average Unit Price for this division is: $593.77 per SF
1
1
1
EA
EA
EA
$14,844,350
Budget Estimate
Final Report
January 2007

Line
No.
Description
252
253 ASSEMBLY HALL (BERTH NO. 3)
254
255
Substructures
256
257
Concrete Slab
258
Excavation, Remove and Dispose
259
Classified Fill D1
260
Precast Concrete Grade Beams
261
Cast-In-Place Concrete
262
Resteel
263
Service Accesses
264
265
Foundations
266
Perimeter Walls
267
Piling HP12x57 Furnish
268
Piling HP12x57 Drive
269
270
Structures
271
Structural Frame
272
273
Exterior Enclosure
274
275
Windows Or Translucent Panels
276
Doors, Personnel
277
OH Sectional 12x12
278
Doors, Equipment
279
80x100
280
60x100
281
48x40
282
283
Roofing
284
285
286
287
Partitions
288
Doors
289
Finishes
290
291
Conveying
292
OH Bridge Crane
293
294
295
296
297
298
299
300
301
302
Qty
UNITS
Total
Costs
Cost
25,000
SF
3,125
25,000
890
3,029
2,000
570
79,800
21
CY
SF
CY
TONS
LF
CY
LBS
EA
$21.75
$67,969
$14.50
$36.25
$362.50
$671.65
$2.86
$1,087.52
$12,905
$109,819
$725,000
$382,838
$227,859
$22,838
CY
SF
LBS
EA
$671.64
$60.95
$2.71
$3,600.00
$100,746
$146,285
$1,359,014
$396,000
TONS
$4,760.59
$4,117,907
54,080
2,000
10
1
SF
SF
EA
EA
$14.97
$68.56
$2,502.50
$3,500.00
$809,396
$137,125
$25,025
$3,500
1
1
1
EA
EA
EA
$444,754.00
$271,105.00
$116,395.00
$444,754
$271,105
$116,395
25,087
SF
$14.97
$375,461
50
8
25,000
LF
EA
SF
$13.06
$2,401.75
$3.31
$653
$19,214
$82,790
LS
$659,250.00
$659,250
150
2,400
501,600
110
Unit
865
Budget Estimate
Final Report
January 2007

Line
No.
303
304
305
306
307
308
309
310
311
312
313
314
315
316
317
318
319
320
321
322
323
324
325
326
327
328
329
330
331
332
333
334
335
336
337
338
339
340
341
342
343
344
345
346
347
348
349
350
351
352
353
Description
Qty
UNITS
Mechanical
Plumbing
Trench Drains
Fire Protection
Fire Pump
40
400
25,000
25,000
25,000
1
FIX
LF
SF
SF
SF
EA
Electrical
Service
Power Distribution
Lighting
Telecomm
PA Systems
Security Systems
1,600
25,000
25,000
25,000
2
25,000
25,000
AMP
SF
SF
SF
EA
SF
SF
Unit
Total
Costs
Cost
$3,607.30
$274.35
$35.00
$5.00
$5.76
$24,261.00
$144,292
$109,738
$875,000
$125,000
$143,966
$24,261
$584.55
$6.51
$9.61
$1.60
$585.00
$0.33
$0.65
$935,281
$162,698
$240,184
$40,028
$1,170
$8,125
$16,250
Equipment
Estimated By Others
Subtotal: ASSEMBLY HALL (BERTH NO. 3): Cost based on 25,000 SF

$13,439,841
Budget Estimate
Final Report
January 2007

Line
No.
Description
354
355 PRODUCTION COMPLEX
356
357
Substructures
358
359
Concrete Slab On Grade 6"
360
Perimeter Foundations
361
Column Footings 6x6
362
363
Structures
364
Columns
365
Floor Framing
366
Composite Floor Decks
367
Roof Structure
368
369
Exterior Enclosure
370
Pre-Insulated Metal Panels, Office Bldg
371
Windows
372
Doors, Personnel
373
Entrances
374
375
Roofing
376
377
378
379
Partitions
380
Doors
381
Finishes
382
383
Conveying
384
Elevator 3 Stop
385
386
387
388
389
390
391
392
393
394
395
396
397
398
399
400
401
402
403
404
Qty
UNITS
Unit
Total
Costs
Cost
52,500
SF
2,333
17,500
640
32
CY
SF
LF
EA
$21.75
$16.56
$296.44
$1,972.41
$50,750
$289,858
$189,721
$63,117
53
210
35,000
17,561
TONS
TONS
SF
SF
$4,760.59
$4,760.57
$15.34
$25.87
$249,931
$999,720
$536,859
$454,339
28,800
3,456
2
4
SF
SF
EA
EA
$32.01
$68.56
$2,502.50
$7,500.00
$921,883
$236,953
$5,005
$30,000
17,561
SF
$14.97
$262,826
4,472
128
52,500
LF
EA
SF
$12.98
$2,401.79
$12.00
$58,060
$307,429
$630,000
EA
$80,000.00
$80,000
Budget Estimate
Final Report
January 2007

Line
No.
405
406
407
408
409
410
411
412
413
414
415
416
417
418
419
420
421
422
423
424
425
426
427
428
429
430
431
432
433
434
435
436
437
438
439
440
441
442
443
444
445
446
447
448
449
450
451
452
453
454
455
Description
Qty
Unit
Total
UNITS
Costs
Cost
Mechanical
Plumbing
HVAC, Office Bldg
Controls, Office Bldg
Fire Protection
45
52,500
52,500
52,500
FIX
SF
SF
SF
$3,607.33
$44.80
$7.00
$4.80
$162,330
$2,352,000
$367,500
$251,940
Electrical
Service
Power Distribution
Lighting
Telecomm
PA Systems
Security Systems
1,000
52,500
52,500
52,500
210
52,500
52,500
AMP
SF
SF
SF
EA
SF
SF
$584.55
$9.10
$11.30
$2.60
$1,950.00
$0.98
$3.25
$584,552
$477,750
$593,112
$136,500
$409,500
$51,188
$170,625
Equipment
Estimated By Others
Subtotal: PRODUCTION COMPLEX: Cost based on 52,500 SF

$10,923,448
Budget Estimate
Final Report
January 2007

Line
No.
Description
456
457 OPERATIONS OFFICES
458
459
Substructures
460
461
462
Pile Caps
463
Piling
464
465
Structures
466
Columns
467
Floor Framing
468
469
Roof Structure
470
471
Exterior Enclosure
472
Pre-Insulated Metal Panels, Office Bldg
473
Windows
474
Doors, Personnel
475
Entrances
476
477
Roofing
478
479
480
481
Partitions
482
Doors
483
Finishes
484
485
Conveying
486
Elevator 3 Stop
487
488
489
490
491
492
493
494
495
496
497
498
499
500
501
502
503
504
505
506
Unit
Total
Costs
Cost
Qty
UNITS
5,400
SF
240
1,800
12
48
CY
SF
EA
EA
$21.75
$5,220
$3,515.67
$5,504.79
$42,188
$264,230
5
22
3,600
1,806
TONS
TONS
SF
SF
$4,760.93
$4,760.65
$15.34
$25.87
$25,709
$102,830
$55,220
$46,731
8,100
1,215
2
4
SF
SF
EA
EA
$32.01
$68.56
$2,502.50
$7,500.00
$259,279
$83,304
$5,005
$30,000
1,806
SF
$14.97
$27,032
460
13
5,400
LF
EA
SF
$12.98
$2,401.77
$12.00
$5,970
$31,223
$64,800
EA
$80,000.00
$80,000
Budget Estimate
Final Report
January 2007

Line
No.
507
508
509
510
511
512
513
514
515
516
517
518
519
520
521
522
523
524
525
526
527
528
529
530
531
532
533
534
535
536
537
538
539
540
541
542
543
544
545
546
547
548
549
550
551
552
553
554
555
556
557
Unit
Total
Description
Qty
UNITS
Costs
Cost
Mechanical
Plumbing
HVAC, Office Bldg
Fire Protection
18
5,400
5,400
5,400
FIX
SF
SF
SF
$3,607.28
$39.20
$7.00
$4.80
$64,931
$211,680
$37,800
$25,914
Electrical
Service
Power Distribution
Lighting
Telecomm
PA Systems
Security Systems
43
5,400
5,400
5,400
22
5,400
5,400
KW
SF
SF
SF
EA
SF
SF
$1,235.00
$9.10
$11.30
$2.60
$1,950.00
$0.98
$3.25
$53,352
$49,140
$61,006
$14,040
$42,900
$5,265
$17,550
Equipment
Estimated By Others
Subtotal: OPERATIONS OFFICES: Cost based on 5,400 SF

$1,712,319
Budget Estimate
Final Report
January 2007

Line
No.
Description
558
559 BUSINESS OFFICES
560
561
Substructures
562
563
Pile Caps
564
Piling
565
566
Structures
567
Columns
568
Floor Framing
569
570
Roof Structure
571
572
Exterior Enclosure
573
Glass Curtainwall System
574
Doors, Personnel
575
Entrances
576
Soffit Enclosure Panels
577
578
Roofing
579
Membrane Roofing
580
581
582
Partitions
583
Doors
584
Finishes
585
586
Conveying
587
Elevator 3 Stop
588
589
590
591
592
593
594
595
596
597
598
599
600
601
602
603
604
605
606
607
608
Qty
UNITS
Unit
Total
Costs
Cost
13,500
SF
600
12
18
CY
EA
EA
$21.75
$3,515.67
$6,470.50
$13,050
$42,188
$116,469
14
108
13,500
4,516
TONS
TONS
SF
SF
$4,760.37
$4,760.56
$15.34
$25.87
$64,265
$514,140
$207,075
$116,832
11,880
2
4
4,500
SF
EA
EA
SF
$75.00
$2,502.50
$7,500.00
$29.90
$891,000
$5,005
$30,000
$134,528
4,516
SF
$15.00
$67,734
1,150
33
13,500
LF
EA
SF
$12.99
$2,401.76
$12.00
$14,934
$79,258
$162,000
EA
$80,000.00
$80,000
Budget Estimate
Final Report
January 2007

Line
No.
609
610
611
612
613
614
615
616
617
618
619
620
621
622
623
624
625
626
627
628
629
630
631
632
633
634
635
636
637
638
639
640
641
642
643
644
645
646
647
648
649
650
651
652
653
654
655
656
657
658
659
Description
Qty
Unit
Total
UNITS
Costs
Cost
Mechanical
Plumbing
Roof Drainage
HVAC, Office Bldg
Fire Protection
18
4,516
13,500
13,500
13,500
FIX
SF
SF
SF
SF
$3,607.28
$0.88
$44.80
$7.00
$4.80
$64,931
$3,992
$604,800
$94,500
$64,784
Electrical
Service
Power Distribution
Lighting
Telecomm
PA Systems
Security Systems
108
13,500
13,500
13,500
54
13,500
13,500
KW
SF
SF
SF
EA
SF
SF
$1,235.00
$9.10
$11.30
$2.60
$1,950.00
$0.98
$3.25
$133,380
$122,850
$152,515
$35,100
$105,300
$13,163
$43,875
Equipment
Estimated By Others
Subtotal: BUSINESS OFFICES: Cost based on 13,500 SF

$3,977,668
Budget Estimate
Final Report
January 2007

Line
No.
Description
660
661 STEEL SHOP
662
663
Substructures
664
665
666
667
Column Footings 3 CY/EA
668
669
Structures
670
Structural Frame, Pre-Engineered Building
671
672
Exterior Enclosure
673
674
Windows
675
Doors, Personnel
676
Doors, Equipment
677
70x40
678
679
Roofing
680
681
682
683
Partitions
684
Doors
685
Finishes
686
687
Conveying
688
OH Bridge Crane
689
OH Bridge Crane
690
OH Bridge Crane (2x20)
691
692
693
694
695
696
697
698
699
700
701
702
703
704
705
706
707
708
709
710
Qty
UNITS
Unit
Total
Costs
Cost
25,100
SF
3,138
25,100
820
42
CY
SF
LF
EA
$21.75
$33.14
$296.43
$2,873.48
$68,241
$831,840
$243,075
$120,686
25,100
SF
$69.00
$1,731,900
41,000
1,230
8
SF
SF
EA
$15.00
$68.56
$2,502.50
$615,000
$84,332
$20,020
EA
$165,285.00
$330,570
25,187
SF
$15.00
$377,805
50
8
25,100
LF
EA
SF
$13.06
$2,401.75
$3.31
$653
$19,214
$83,122
1
1
1
EA
EA
EA
$204,800.00
$204,800.00
$204,800.00
$204,800
$204,800
$204,800
Budget Estimate
Final Report
January 2007

Line
No.
711
712
713
714
715
716
717
718
719
720
721
722
723
724
725
726
727
728
729
730
731
732
733
734
735
736
737
738
739
740
741
742
743
744
745
746
747
748
749
750
751
752
753
754
755
756
757
758
759
760
761
Description
Qty
UNITS
Mechanical
Plumbing
Fire Protection
Fire Pump
20
25,100
25,100
25,100
1
FIX
SF
SF
SF
EA
Electrical
Service
Power Distribution
Lighting
Telecomm
PA Systems
Security Systems
1,000
25,100
25,100
25,100
2
25,100
25,100
AMP
SF
SF
SF
EA
SF
SF
Unit
Total
Costs
Cost
$3,607.30
$35.00
$5.00
$5.76
$24,261.00
$72,146
$878,500
$125,500
$144,542
$24,261
$439.47
$4.83
$7.15
$1.19
$450.00
$0.25
$0.50
$439,472
$121,155
$179,468
$29,861
$900
$6,275
$12,550
Equipment
Estimated By Others
Subtotal: STEEL SHOP: Cost based on 25,100 SF

$7,175,488
Budget Estimate
Final Report
January 2007

Line
No.
Description
762
763 BLAST BUILDING
764
765
Substructures
766
767
768
769
Column Footings 6x6
770
Grit Recover Trench
771
772
Structures
773
Structural Frame
774
775
Exterior Enclosure
776
777
Doors, Personnel
778
Doors, Equipment
779
45x45
780
781
Roofing
782
783
784
785
Finishes
786
787
Mechanical
788
789
790
Fire Protection
791
792
Electrical
793
Service
794
Power Distribution
795
Lighting
796
797
Telecomm
798
Security Systems
799
800
Equipment
801
Blast Enclosure & Recycling
802
Estimate Provided By TNH
803
804
805
806
807
808
809
810
Subtotal: BLAST BUILDING: Cost based on 3,600 SF
811
812
Unit
Total
Costs
Cost
Qty
UNITS
3,600
SF
450
3,600
240
12
135
CY
SF
LF
EA
LF
$21.75
$33.14
$296.44
$1,972.75
$345.54
$9,788
$119,308
$71,146
$23,673
$46,648
3,600
SF
$63.25
$227,700
8,775
2
SF
EA
$15.00
$2,502.50
$131,625
$5,005
EA
$122,760.50
$245,521
3,612
SF
$15.00
$54,187
3,600
SF
$3.31
$11,922
3,600
3,600
3,600
SF
SF
SF
$35.00
$5.00
$4.80
$126,000
$18,000
$17,276
29
3,600
3,600
3,600
2
3,600
KW
SF
SF
SF
EA
SF
$900.00
$4.83
$7.15
$1.19
$450.00
$0.50
$25,920
$17,377
$25,740
$4,283
$900
$1,800
$575,000.00
$575,000
LS
$1,758,819
Budget Estimate
Final Report
January 2007

Line
No.
Description
813
814 PAINT BUILDING
815
816
Substructures
817
818
819
820
Column Footings 5x5
821
822
Structures
823
Structural Frame
824
825
Exterior Enclosure
826
827
Doors, Personnel
828
Doors, Equipment
829
45x45
830
831
Roofing
832
833
834
835
Finishes
836
837
Mechanical
838
839
840
Fire Protection
841
842
Electrical
843
Service
844
Power Distribution
845
Lighting
846
847
Telecomm
848
Security Systems
849
850
Equipment
851
Paint Enclosure & Filters
852
Estimate Provided By TNH
853
854
855
856
857
858
859
860
861
Subtotal: PAINT BUILDING: Cost based on 3,600 SF
862
863
Unit
Total
Costs
Cost
Qty
UNITS
3,600
SF
450
3,600
240
12
CY
SF
LF
EA
$21.75
$33.14
$296.44
$1,475.58
$9,788
$119,308
$71,146
$17,707
3,600
SF
$63.25
$227,700
8,775
2
SF
EA
$15.00
$2,502.50
$131,625
$5,005
EA
$122,760.50
$245,521
3,612
SF
$15.00
$54,187
3,600
SF
$3.31
$11,922
3,600
3,600
3,600
SF
SF
SF
$35.00
$5.00
$4.80
$126,000
$18,000
$17,276
29
3,600
3,600
3,600
2
3,600
KW
SF
SF
SF
EA
SF
$900.00
$4.83
$7.15
$1.19
$450.00
$0.50
$25,920
$17,377
$25,740
$4,283
$900
$1,800
$325,000.00
$325,000
LS
$1,456,205
Budget Estimate
Final Report
January 2007

Line
No.
Description
Qty
UNITS
864
865 HAZMAT STORAGE BLDG EXPANSION
2,100 SF
866
867
Substructures
868
263 CY
869
2,100 SF
870
190 LF
871
Column Footings 5X5
10 EA
872
873
Structures
874
Structural Frame
2,100 SF
875
876
Exterior Enclosure
877
1,015 SF
878
Doors, Personnel
2 EA
879
Doors, Equipment
880
45x45
2 EA
881
882
Roofing
883
2,107 SF
884
885
886
Finishes
2,100 SF
887
888
Mechanical
889
2,100 SF
890
2,100 SF
891
Fire Protection
2,100 SF
892
893
Electrical
894
Service
17 KW
895
Power Distribution
2,100 SF
896
Lighting
2,100 SF
897
2,100 SF
898
Telecomm
2 EA
899
Security Systems
2,100 SF
900
901
Equipment
902
Estimated By Others
903
904
905
906
907
908
909
910
911
912
Subtotal: HAZMAT STORAGE BLDG EXPANSION: Cost based on 2,100 SF
913
914
Unit
Total
Costs
Cost
$21.75
$16.56
$296.45
$1,475.80
$5,710
$34,783
$56,325
$14,758
$41.42
$86,984
$15.00
$2,502.50
$15,225
$5,005
$122,760.50
$245,521
$15.00
$31,609
$3.31
$6,954
$35.00
$5.00
$4.80
$73,500
$10,500
$10,078
$900.00
$4.83
$7.15
$1.19
$450.00
$0.50
$15,120
$10,136
$15,015
$2,498
$900
$1,050
$641,671
Budget Estimate
Final Report
January 2007

Line
No.
Description
Qty
UNITS
915
916 FLOATING WASTE TREATMENT PLANT
917
1 LS
918
Treatment System
919
Waste Filter Press
1 LS
920
Barge 30'x60'x10'
1 LS
921
4" HDPE Pipe with Valves & Fittings
700 LF
922
Process Oil/Water Separator
1 EA
923
Miscellaneous
1 EA
924
925
926
927
928
929
930
931
932
933
934
935
936
937
938
939
940
941
942
943
944
945
946
947
948
949
950
951
952
953
954
955
956
957
958
959
960
961
962
963
Subtotal: FLOATING WASTE TREATMENT PLANT: Cost based on 1 LS
964
Average Unit Price for this division is: $547000.00 per LS
965
Unit
Total
Costs
Cost
$45,000.00
$15,000.00
$400,000.00
$60.00
$30,000.00
$15,000.00
$45,000
$15,000
$400,000
$42,000
$30,000
$15,000
$547,000
Ketchikan Shipyard Completion Improvements

Tools and Equipment Costs
Business Office
Item
Quantity
Description
Furniture
Standard 10 x 10 Cubicle Desk
Standard 10 x 10 Cubicle Book Case
Standard Cubicle Chair
Special Size Cubicle Desk
Special Size Cubicle Book Case
Mid Manager Chair
Sr Manager Desks
Sr Manager Credenza Stack
Sr Manager File Cabinets
Sr Manager Chairs
Receptioonist Desk
Sound Absorbing 4 ft Cubicle Walls
Safety Glass Wall Sections
Waiting Room Sofa
Waiting Room / Area Chairs
Waiting Room / Area Tables
Waiting Room Display Cases
Conference Room Table Modules
Conference Room Chairs
Lunch Room Table Modules
Lunch Room Chairs
Lunch Room Counters & Cabinets
Library Bookselves
Metal File Cabinets
Locking Metal File Cabinets
Sliding Files
23
23
26
5
5
5
6
6
6
6
1
410 LF
230 LF
1
6
5
2
6
28
4
40
15 LF
10
20
4
20 LF
sandwich wood with mica tops

standard office steel upholster
high back steek uphilster
hardwood oversize
match with desk
wood match with desk
high back steel leather
Large wood oversize
2 inch thick Fabric panels w/mount
IT / Communications
Network Main Frame
Desk CPUs % LCD Monitors
UPS Units
Laptop Computers
Desk Phones - Standard
Desk Phones - Manager
Lazerjet Printers
Color Lazerjet Printers
Scanners
Copiers
LCD TV & CD Players for Confernce
LED Projects for Conference
1
26
26
6
30
6
12
2
10
3
3
3
Miscellaneous
Refrigerators
Administration Building.xls
Cost
$23,000
$11,500
$6,500
$6,000
$3,000
$1,500
$12,000
$9,000
$3,000
$3,000
$3,000
$28,700
$46,000
$1,500
$1,800
$600
$1,000
$6,000
$8,400
$8,000
$4,000
$4,000
$1,500
$2,000
$1,000
$8,000
$25,000
$39,000
$1,300
$12,000
$1,500
$600
$6,000
$4,000
$500
$15,000
$3,000
$3,600
large units with ice makers in freezer
$1,000
11/28/20062:08 PM
Coffee Machines
Microwaves
Sink w/ fixtures & disposal
Water Dispensers
Small Trash Cans
Large Lunch Room Trash Cans
Picture Frames
Total Estimate
Administration Building.xls
4
2
1
3
50
3
20
automatic industrial type

large basic units
$4,000
$200
$500
$400
$1,000
$600
$2,000
$325,200
11/28/20062:08 PM

Production Complex - Electrical Shop
Item
Quantity
Reel Rack
Benches
Shelves, Cabinets
Bench Grinder
Drill Press
Crimper
Belt Sander
several
subtotal
Contingency, Omissions
Total
Description
6
as required
1 dual 8" wheels
1 1/2" chuck
1
1 4" Belt
Model
Manufacturer* Cost
Self Mfr.
Self Mfr.
Self Mfr.
Delta
354170 Jet
$2,000
$6,000
$3,000
$600
$1,100
$350
$800
$13,850
$2,150
$15,000
15%
*or equal
Electrical Shop.xls
11/28/20062:13 PM

Assumed in Existing Machine Shop - Hydraulics Shop
Item
Test Bench
Hose Fitting Swage
Hydrotorque Wrench
Flow Meters
Band Saw
Pedestal Grinder
Drill Press
Tubing Bender
Degreasing Unit
Benches
subtotal
Total
Quantity
Description
1
1 Up to 1"
1
various
1
1 dual 10" wheels
1 1/2" chuck
1
1 40 gallon
2
Model Manufacturer*
HTB Schroeder
PMH 25 HP Techmaflex
Hytorc
various
Powermatic
1016W Baldor
354170 Jet
Enerpac
Neico
self mfr
Cost
$60,000
$4,000
$600
$2,000
$1,400
$1,200
$1,100
$600
$500
$2,000
$73,400
$11,000
$85,000
15%
*or equal
Hydraulic Shop.xls
11/28/20062:13 PM

Production Complex-Joiner Shop
Item
Ship Saw
Thickness Planer
Table Saw
Band Saw
Jointer
Thickness Planer
Drill Press
Radial Arm Saw
Panel Saw
Spindle Sander
Wood Lathe
Dust Collection System
Shaper
Combo Disc/Belt Sander
Pedestal Grinder
Tool Sharpener
Work Benches
Plywood Rack
Lumber Rack (light)
Lumber Rack (blocking)
Subtotal
Contigency, Omissions
Total
Joiner Shop Eq..xls
Quantity
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
6
1
1
1
15%
Description
Model
36"
20"
1791296
10"
66
14" 1791216K
8" 1610077K
7"
1/2"
354170
16"
5'
C4
2"
48"
4224
custom
3 HP 28" x 30"
1270113
12" dia x 6" belt 1791291K
10" Dual wheel
Manufacturer*
Crescent
Powermatic
Powermatic
Powermatic
Powermatic
Woodmaster
Jet
Delta
Safety Speed Cut
Powermatic
Powermatic
Air Handl. Syst.
Powermatic
Powermatic
Baldor
Tormek
Self Mfr
Self Mfr
Self Mfr
Self Mfr
Cost
used only
$1,700
$1,500
$1,100
$1,400
$1,000
$1,100
$1,500
$4,000
$2,000
$11,000
$20,000
$3,200
$1,300
$1,000
$1,000
$6,000
$1,500
$1,500
$1,500
$60,000
$9,000
$69,000
11/28/20062:12 PM

Assumed in Existing Machine Shop- Inside Machine Shop Equipment
Item
Shaft Lathe
Lathe- Gap Bed
Drill Press
Radial Drill
Lathe
Key Seater
Vertical Turret Lathe
Lathe
Iron Worker
Tool Post Grinder
Belt Sander
Disc Sander
Lathe- Screw Cutting
Jib Cranes
Layout Table
Indexing Table & Punch
Material Storage Rack
Drill Grinder
Surface Grinder
DoAll Saw
End Mill Sharpener
Mitre Saw
subtotal
Contingencies, Omissions
Total
Outside Machinists
Borescope
Laser Alignment System
Pilgrim Shaft Nut
Intensifier
subtotal
Total
Description
52' x 30" to 36"
16' X 48" over gap
1 1/8" capacity
use existing
10' x 16"
1/8" - 1 1/4"
48" table
use existing Victor
4" x 4"
8" x 30"
48"
24"
Model
MA series
1200HD
MA Series
L-1216
8027
1 ton each
8" x 18"
modify existing
Jan-32
CSG-818
Darex E-90
Manufacturer*
Summit
Clausing
Powermatic
Clausing
Mitts & Merrill
King
$12,000
$8,000
80,000
Buffalo
Dumore
Powermatic
Powermatic
Clausing
Self mfr.
Self mfr.
Self mfr.
Self mfr.
Christen
Clausing
DoAll
Thorvie
Pedrazolli
$8,000
$1,000
$700
$500
$11,000
$1,500
$2,500
$2,500
$2,000
$900
$9,000
$3,000
$3,000
$4,000
$380,000
$38,000
$418,000
10%
Rotaline
Pilgrim
SKF
20%
Grand Total
Cost
$275,000
$34,000
$1,200
$1,000
$1,200
$2,500
$1,500
$5,900
$1,200
$7,100
$425,100
** Check for possible re-use of existing equipment
Ketchikan MS Equip.xls
11/28/20062:09 PM
Ketchikan Shipyard and Development Plan

Project Cost Estimate
Land Based Lift and Transfer Equipment
Item
D
D1
D2
D3
D4
D5
D6
D7
D8
D9
D10
D11
D12
D13
D14
Description
Land Based Lift and
Transfer Equipment
Transfer Cradle Sets for
Use with Floating Dock
(modular cradle of up to
160 ft blocking length
each)
Tow Vehicle w/ tow bar
(30 ton DBP)
Wood Blocking
Assemblies
TTS PWT Units 90 ton
ea. With portable power &
control unit
Transfer Cradles for
Module movements with
PWTs
Mobile Crane 40 ton
Fork Lift 10 ton
Fork Lift 5 ton
EOT 75 T, 85 ft span
cranes in Ship Repair Hall
Quantity
Unit
Rate
Sets
770,000
2,310,000
EA
380,000
380,000
LS
Lot
15,000
Set
2,200,000
EA
1
1
1
2
EA
cranes in Ship Assembly
Hall
cranes in Fabrication
Shop
crane in Fabrication Shop
EA
EA
EA
Jib Cranes 1 ton

Personnel Lifts
6
2
EA
EA
Land Based Lift &

Transfer Subtotal
22,500
Cost in US$
45,000
600,000
260,000
100,000
In
Facilities
Estimate
In
Facilities
Estimate
In
Facilities
Estimate
In
Facilities
Estimate
10,200
65,000
61,000
130,000
Acquisition
100,000
6,201,000

Operations Building
Item
Quantity
Description
Furniture
Standard Desk
Drawing Board
Standard Book Case
Standard Office Chair
Drawing Board Chair
Guest Chairs
Sr Manager Desks
Sr Manager Credenza Stack
Sr Manager File Cabinets
Sr Manager Chairs
Receptioonist Desk
Safety Glass Wall Panels
Conference Room Table Modules
Conference Room Chairs
Metal File Cabinets
Locking Metal File Cabinets
15
15
15
15
15
15
2
2
2
2
1
290
2
8
20
4
metal deck with mica top

metal frame with covered surface
metal 4 shelf
steel high seat swivel
hardwood oversize
match with desk
wood match with desk
high back steel leather
Small metal with mica top
IT / Communications
Network Connection
Desk CPUs % LCD Monitors
UPS Units
Laptop Computers
Desk Phones - Standard
Desk Phones - Manager
Lazerjet Printers
Color Lazerjet Printers
Scanners
Copiers
1
17
17
2
16
2
12
2
10
2
Miscellaneous
Refrigerators
Coffee Machines
Microwaves
Water Dispensers
Small Trash Cans
Interior Doors
2
2
1
2
20
20
Total Estimate
Operations Building.xls
Cost
$7,500
$12,000
$1,500
$4,500
$6,000
$3,000
$4,000
$3,000
$1,000
$1,000
$1,000
$50,000
$2,000
$2,400
$2,000
$1,000
$5,000
$25,000
$800
$4,000
$800
$200
$6,000
$4,000
$500
$10,000
small units
automatic industrial type
large basic units
$400
$1,000
$100
$300
$300
$2,000
$162,300
11/28/20062:10 PM

Procuction Complex - Pipe Shop
Item
Pipe Threading Machine
Cutoff Saw
Tubing Bender
Pipe Bender
Pipe Notcher
Pipe Cutter/Beveler
Cleaning Tanks
Layout/Target Table
Pipe Welding Positioner
Pipe Rack
Drill Press
Pedestal Grinder
Band Saw
Belt Sander
Welding Screens
TIG Welder
Mig Welder
Benches/Shelves
Bench Vises
Anvil
Jib Crane
Crane Trolley
1 ton hoist
subtotal
Total
Quantity
Model
Description
1
1
1
1
1
1
2
1
1
Model 535
BS-260M
set
No. 2
GN 6 DE
Model 258
Mini Pro
1/8" - 6" (geared, dies)

Dual miter
Manual
w/ hydraulic power unit*
3/4" to 5"
2 1/2" to 5"
2' x 2' x 10' stainless
8' x 12'
200 to 300 pounds
1
1
1
1
6
1
4
3
3
2
1
1
1
354170
1216W
BS1400
S6MS
1/2" chuck
Dual 12" wheels
14" 3/4 HP
6" x 48" belt
1 or 2
Maxstar 300
Millermatic 210
F-60
FEW
YAL
6"
7 22.5 inch, horn
15' arm
1/2 to 5 ton
1 ton
Manufacturer*
Ridgid
Baileigh
Ridgid
Hossfeld #2
Scotchman
Ridgid
Self Mfr
Self Mfr
Pandjiris
Self Mfr
Jet
Baldor
Ridgid
Kalamazoo
Lincoln
Miller
Miller
Self Mfr
Ridgid
Peddinghaus
Self Mfr
Yale
Yale
Cost
$1,500
$8,000
$1,000
$10,000
$6,500
$2,500
$2,000
$2,500
$4,500
$2,500
$1,100
$2,000
$1,500
$1,600
$2,200
$3,000
$8,000
$3,000
$1,500
$1,500
$1,000
$350
$1,000
$69,000
$6,900
$75,900
10%
*or equal
Pipe Shop Equipment.xls
11/28/20062:10 PM

Riggers Shop
Assumed in Existing Machine Shop
Item
Swaging Machine
Sling Tester
Abrasive Cut-off Saw
Cable Reel Holders
Drill Press
Pedestal Grinder
Combo Belt/Disc Sander
Cable Trimmer
Anvil
subtotal
Total
Quantity
1
1
1
Description
Model
Manufacturer*
Q6000
Promec
SlingMax
Various
Self Mfr.
Jet
Baldor
Powermatic
Ridgid
Ridgid
10"
as reqd
1
1/2" chuck
1
10"
1 6" belt, 12" disc
1
1
354170
31A
8
Cost
$10,000
$8,000
$800
$4,000
$1,100
$900
$1,200
$350
$300
$26,650
$4,000
$31,650
15%
*or equal
Rigger Shop Eq..xls
11/28/20062:10 PM

Production Complex- Sheet Metal Shop
Item
Bar Folder
Brake
Bench Roll
Crimper/Beader
Ring Shear
Bench Punch
Notcher
Staking Bench
Staking Tools
Grinder
Drill Press
Lockformer
Welding Machine
Work Benches
subtotal
Total
Sheet Metal Shop Eq.xls
Quantity
Description
1 30" x 20 ga
1 73" x 12 ga
1 69" x 20 ga
1
1
1
1
1
Model
55
612
392
585
299
24
100
985
As reqd
1 dual 10" wheels
1 1/2" Chuck
1 2 HP
1
4
10%
Model 20
Manufacturer*
Pexto
Pexto
Pexto
Pexto
Pexto
Pexto
Pexto
Pexto
Pexto
Baldor
Powermatic
Pittsburgh Lock
self mfr.
Cost
$5,000
$13,600
$4,000
$1,400
$3,000
$1,000
$1,100
$1,000
$1,500
$800
$1,200.00
$10,000
$2,500
$4,000
$50,000
$5,000
$55,000
11/28/20062:11 PM

Steel Shop
Item
Plate Shear
Initial Pinch Roll
Press Brake
Ironworker
Platen Blocks
Plasma Cutter
Water Table
Shuttle Car
Shuttle Car
Welding Equipment
Welding Equipment
Welding Equipment
Horn Anvils
Backsmith Furnace
Track Welders
Track Burners
Cutoff Saw
Disc/Belt Sander
Portable Plasma Cutter
Come-alongs
Stiffener Welder
Pederstal Grinder
Drill Press
subtotal
Total
Quantity
Description
1
1
1
1
8
1
1
1
1
2
1
1
1
1
1
2
8
2
2
1
Model
1/2" x 10'
1050
1/2" x 10' SIHR Series
1/2" x 10'
175-12
6"
1050
4'x4'
10' x 20'
#3
10' x 20'
6 ton
50 ton
MIG Semi-Auto
Twin Sub-Arc
Auto Seam Welder
12
custom
3 HP Mod. S612V
Pul-Jak 10
1/2" chuck
354170
Manufacturer* Cost
Americor
Carell
Durma
Peddinghaus
Acorn
Torchmate
Self Mfr.
Self Mfr.
Self Mfr.
Miller
Miller
Miller
Ridgid
Armil
Lincoln
Bug-O
Scotsman
Kalamazoo
Miller
Bug-O
Bug-O
Baldor
Jet
$48,000
$90,000
$45,000
$17,000
$16,000
$22,000
$5,000
$3,500
$15,000
$10,000
$10,000
$10,000
$800 each
$12,000
$4,000
$3,500
$5,000
$1,200
$1,500
$2,000
$6,000
$1,200
$1,100
$330,500
$33,000
$363,500
10%
*or equal
State of Alaska
Department of Transportation
Request for Quotation
Date:
Code:
Yard E02
Item:
3 Ton Forklift
Quantity:
One (1)
Description:
Internal combustion Pneumatic Tire forklift with a capacity of 3

short tons (6000 lbs).
Specification:
Dimensions:
Load Capacity:
Forks:
Power System:
Transmission:
Max Travel Speed:
Max Lift Speed:
Max FL Gradient:
Basic R.A. Stack:
Turning Radius:
Accessories:
Control Pedals:
Instrumentation:
Lights:
Seat:
Safety Features:
Options:
about 110 in. x 50 in. 85 in high

6000 lbs.
one way automatic leveling
2 stage limited lift mast
4 cylinder 50 hp gas / LPG engine (EPA
certified) with closed loop catalytic muffler
Automatic with oil cooler
about 12 m.p.h.
about 100 f.p.m.
about 1.25
about 110 inches
about 95 inches
independent brake and inching
complete engine monitoring
adjustable headlights with guards,
rear brake lights, turn signal lights
adjustable weather resistant
active stability sensing, overhead guard,
operator sensing shutdown, fire
extinguisher, rotating beacon
Dual battery
Rain proof overhead guard and wind shield with wipers
Required Response Date:
Required Delivery Date:

Quote:
Price Delivered to Ketchikan, Alaska (C.I.F.)
Lead Time:
Installation:
Yard will transport from port to shipyard. No installation

assistance required from Supplier
Training:
Complete Operations and Maintenance Manual shall be provided

by Supplier. Operations and Maintenance Manuals shall be such
that no training is required.
State of Alaska
Date:
Code:
Yard E07
Item:
5 Ton Forklift
Quantity:
One (1)
Description:
Internal combustion Pneumatic Tire forklift with a capacity of 5

short tons (10,000 lbs).
Specification:
Dimensions:
Load Capacity:
Forks:
Power System:
Transmission:
Max Travel Speed:
Max Lift Speed:
Max FL Gradient:
Basic R.A. Stack:
Turning Radius:
Accessories:
Control Pedals:
Instrumentation:
Lights:
Seat:
Safety Features:
Options:

10,000 lbs.
one way automatic leveling
2 stage limited lift mast
6 cylinder 90 hp gas / LPG engine (EPA
certified) with closed loop catalytic muffler
Automatic with oil cooler
about 18 m.p.h.
about 60 f.p.m.
about 1.25
about 120 inches
about 130 inches
independent brake and inching
complete engine monitoring
adjustable weather resistant
active stability sensing, overhead guard,
operator sensing shutdown, fire
Dual battery
Rain proof overhead guard and wind shield with wipers

Quote:
Lead Time:
Installation:

Training:

State of Alaska
Date:
Code:
Yard E06
Item:
40 Ton Telescoping Boom Crawler Crane
Quantity:
One (1)
Description:
Low profile, rough terrain 40 ton crawler crane with a telescoping

boom.
Specification:
Dimensions:
Track Extension:
Load Capacity:
Boom:
Boom Head:
Counterweight:
Load Moment:
Swing:
Power System:
Cab:
Accessories:
Control:

from about 145 inches wide to about 210
inches wide.
min. 80,000 lbs.
3 section about 39 ft retracted and 90 ft fully
extended. Dual cylinder and counterbalance
lock valve elevating 0 to 75 degrees.
cast nylon sheaves on heavy-duty roller
bearings.
about 10,000 lbs.
rated capacity limiter and anti-two block
system with audio-visual warning and
control shutdown.
360 around shear ball slew bearing with
external gear for swing drive pinion. Swing
braking failsafe multiple disc.
6 cylinder, water cooled 210 hp diesel
turbocharged and after-cooled engine.
Fully enclosed steel cab, safety glass, sliding
door windows, wipers, heater and defroster,
ventilation fan, adjustable vinyl bucket
seats.
two-way hydraulic joysticks mounted on
operator seat armrests for swing, main hoist
aux. hoist and boom hoist control. 4 twoway hydraulic foot pedals for travel control,
Instrumentation:
Lights:
Safety Features:
Options:
swing service brake, and boom extension

control.
full engine monitoring, hour meter, load
moment, hydraulic oil monitoring, air filter
condition.
moment sensing, safety cab, fire
Dual battery
30 ft boom extension with nylon sheaves

Quote:
Lead Time:
Installation:

Training:

State of Alaska
Date:
Code:
Yard E08
Item:
15 Ton Bridge Crane
Quantity:
One (1)
Description:
15 Ton Bridge Crane with span 65 ft, 35 ft lift, equipped with a

magnet bar for steel plate handling. Rated CMAA Class C, indoor
use, pendant control.
Specification:
Configuration:
Hoist Speed:
Trolley Speed:
Lift Height:
Bridge Speed:
Load Capacity:
Hoist Duty Cycle:
Bridge Wheel Size:
Trolley Wheel:
Wheel Hardness:
Rail:
double girder
about 2 / 12 fpm (2 speed)
about 65 fpm
35 ft.
about 100 fpm
30,000 lbs.
H-4
10 inch
8 inch
280 BHN
ASCE 100
Accessories:
Control:
Instrumentation:
Safety Features:
pendant 2 step push button

hour meter
spring return control buttons
fail safe brakes
over travel limits
weight overload switch
Options:
Audible warning

Quote:
Price Delivered to Shipyard in Ketchikan, Alaska ()
Lead Time:
Installation:
Supplier shall ship to the shipyard and install the crane on

customer supplied runway structure and rails.
Training:

by Supplier. Two (2) days on site shall be allowed for training of
Customer personnel.
Service:
Supplier shall demonstrate capabilities of providing quick response

to service calls.
State of Alaska
Date:
Code:
Yard E09
Item:
40 Ton Bridge Crane
Quantity:
One (1)
Description:
40 Ton Bridge Crane ( 2 20 ton trolleys) with span 65 ft, 35 ft

lift, equipped with hook. Rated CMAA Class C, indoor use,
pendant control.
Specification:
Configuration:
Hoist Speed:
Trolley Speed:
Bridge Speed:
Lift Height:
Load Capacity:
Hoist Duty Cycle:
Bridge Wheel Size:
Trolley Wheel:
Wheel Hardness:
Rail:
double girder
about 2.6 / 16 fpm (2 speed)
about 65 fpm
about 100 fpm
35 ft.
80,000 lbs.
H-4
10 inch
8 inch
280 BHN
BETH135
Accessories:
Control:
Instrumentation:
Safety Features:

hour meter
fail safe brakes
over travel limits
Options:
Audible warning

Quote:
Lead Time:
Installation:

Training:

Customer personnel.
Service:

to service calls.
State of Alaska
Date:
Code:
Yard E10
Item:
40 Ton Bridge Crane
Quantity:
One (1)
Description:
40 Ton Bridge Crane with span 65 ft, 35 ft lift, equipped with

hook. Rated CMAA Class C, indoor use, pendant control.
Specification:
Configuration:
Hoist Speed:
Trolley Speed:
Bridge Speed:
Lift Height:
Load Capacity:
Hoist Duty Cycle:
Bridge Wheel Size:
Trolley Wheel:
Wheel Hardness:
Rail:
double girder
about 65 fpm
about 100 fpm
35 ft.
80,000 lbs.
H-4
12 inch
10 inch
280 BHN
ASCE 80
Accessories:
Control:
Instrumentation:
Safety Features:

hour meter
fail safe brakes
over travel limits
Options:
Audible warning

Quote:
Lead Time:
Installation:

Training:

Customer personnel.
Service:

to service calls.
State of Alaska
Date:
Code:
Yard E10
Item:
75 Ton Bridge Crane
Quantity:
One (1)
Description:
75 Ton Bridge Crane with span 85 ft, 75 ft lift, equipped with

hook. Rated Class CMAA C, indoor use, radio control.
Specification:
Configuration:
Hoist Speed:
Trolley Speed:
Bridge Speed:
Lift Height:
Load Capacity:
Hoist Duty Cycle:
Bridge Wheel Size:
Trolley Wheel:
Wheel Hardness:
Rail:
double girder
about 65 fpm
about 100 fpm
75 ft.
150,000 lbs.
H-4
12 inch
10 inch
280 BHN
ASCE 80
Accessories:
Control:
Instrumentation:
Safety Features:
radio
hour meter
fail safe brakes
over travel limits
Options:
Audible Warning
Pendant back-up to radio control

Quote:
Lead Time:
Installation:

Training:

Customer personnel.
Service:

to service calls.
State of Alaska
Date:
Code:
Yard E11
Item:
75 Ton Bridge Crane
Quantity:
One (1)
Description:
75 Ton Bridge Crane ( 2 37.5 ton trolleys) with span 85 ft, 75 ft

lift, equipped with hook. Rated Class CMAA Class C, indoor use,
radio control.
Specification:
Configuration:
Hoist Speed:
Trolley Speed:
Bridge Speed:
Lift Height:
Load Capacity:
Hoist Duty Cycle:
Bridge Wheel Size:
Trolley Wheel:
Wheel Hardness:
Rail:
double girder
about 65 fpm
about 100 fpm
75 ft.
150,000 lbs.
H-4
12 inch
10 inch
20 BHN
ASCE 85
Accessories:
Control:
Instrumentation:
Safety Features:
radio
hour meter
fail safe brakes
over travel limits
Options:
Audible warning
Pendant back-up to radio control

Quote:
Lead Time:
Installation:

Training:

Customer personnel.
Service:

to service calls.
State of Alaska
Date:
Code:
Yard E05
Item:
Vessel Transfer Cradles
Quantity:
Three (3) Sets
Description:
The transfer cradles shall be used to move vessels or hull modules

or equipment assemblies to or from a 200 ft long x 2500 ton
floating dock and three shore work berths, two of which are within
repair and assembly hall buildings. The floating dock will be lined
up with rails on shore and grounded on one of two landing grids
for transfer activities.
There are eight (8) longitudinal transfer rails on the floating dock
pontoon. Each rail is spaced 8 ft from the adjacent rail. These
rails line up with eight rails on shore leading to in-line berths 1 and
3 or eight rails leading to berth 2. The floating dock is positioned
to line up with the appropriate berth rails and then grounded on the
appropriate landing grid. Transition rails are placed to span the
gap between the floating dock and shore quay bulkhead. All rails
are 100 mm x 30 mm high flat bar rails of ATSM 571 grade 70
material.
The transfer cradles shall be modular structural frames supported
by four (4) special low profile high capacity wheel assemblies.
Each module will be installed on one pair of the rails that are
spaced at 8 ft centers. All modules shall be the same for maximum
flexibility. Each module shall support either a fully loaded keel
block or a bilge block that can be slid along the top beam to allow
various positions.
Connector bars of various lengths or adjustable connector bars
shall be provided to allow connection of the cradles modules at
various configurations that would be suitable for typical mono-hull
and catamaran vessels.
Wheel Assemblies:
Special low profile, high capacity wheel assemblies shall be
provided to allow minimal cradle height and repeated immersions
in seawater with no ill-effects. The wheel assemblies shall use
machined hardened shafts and tapered roller bearings such that the
maximum draw bar pull required for towing of the loaded cradle
on the level flat bar rails does not exceed one percent (1%) of the
total load + cradle weight. The bearings shall be sealed to prevent
ingress of seawater.
The body of the wheel assembly shall be ductile iron of sufficient
hardness to successfully work harden with the flat bar rail. The
wheel assemblies must be proven in service in similar shipyards
and shall be certified by Lloyds Register at their stated capacity.
Specification:
Maximum Vessel MDL:

18 long tons per foot
Maximum Design Keel Block Load:
108 long tons
Maximum Design Bilge Block Load:
54 long tons
Wheel Spacing (longitudinal):
3 ft.
Wheel Spacing (transverse - on rails):
8 ft.
Number of Cradle Modules Phase 1 supply: 52 modules
Number of Cradle Modules Phase 2 supply: 104 modules
Design, manufacture and testing shall be in accordance with
Lloyds Register (LR) Code for Lifting Appliances in a Marine
Environment Chapter 4 Mechanical Lift Docks.
Cradles shall be provided with 3 ft x 1 ft x 1ft hardwood base
blocks for keel or bilge block use on each cradle module.
Accessories:
Spare parts for wheel assemblies
Options:
By Supplier

Quote:
Lead Time:
Installation:
Yard will transport from port to shipyard and install on flat

bar rails. No installation assistance required from Supplier
Training:
Complete Operations and Maintenance Manual shall be

provided by Supplier. Supplier shall provide field engineer
on site for 3 days to train yard personnel in operation and
maintenance of this system.
State of Alaska
Date:
Code:
Yard E10
Item:
1 Ton Jib Crane
Quantity:
Six (6)
Description:
One (1) Ton Jib Crane, wall bracket mount, 16 ft span, indoor use,
pendant control.
Specification:
Configuration:
Rotation:
Hoist Speed:
Trolley:
Lift Height:
Load Capacity:
Accessories:
Control:
Instrumentation:
Safety Features:
Options:
By Supplier
full cantilever wall or column mount

single girder
minimum 180 manual rotation
self-lubricated bearings
about 16 fpm
push travel
15 ft.
2,000 lbs.
pendant - push button
none required
fail-safe brake

Quote:
Lead Time:
Installation:
Supplier shall ship to the shipyard. Installation will be completed

by Customer.
Training:

by Supplier. O & M shall be such that no special training is
required on site.
Service:
Supplier shall specify service capabilities in proposal.
State of Alaska
Date:
Code:
Yard E03
Item:
Aircraft Tow Tractor
Quantity:
One (1)
Description:
Aircraft type tow tractor with minimum 75,000 lbs draw

bar pull
Specification:
Dimensions:
Gross Weight:
Drawbar Pull:
Ground Clearance:
Turning Radius:
Engine:
Fuel Tank:
Transmission:
Axles:
Tires:
Brakes:
Hitches:
Cab:
Accessories:
Lights:
Safety Features:

about 100,000 lbs
minimum 75,000 lbs
minimum 8 inches
30 35 ft (2 wheel steer)
250 300 hp 6 cylinder diesel
about 55 gallons
power shift with 4 speeds forward, 3
speeds reverse
planetary drive / steer
radial
hydraulic power-assist with discs
front & rear heavy duty drop pin
couplers
Fixed steel safety cab with
removable doors, safety glass
windows, wipers and washers, heater
& defroster, ventilation fan, inside
and outside mirrors, interior light,
full instrumentation and engine
warning lights, upholstered multiposition driver and passenger bucket
seats.
50 watt halogen front, front & rear
hitch spots, rear tail & back up
emergency shutdown button, backup alarm, fire extinguisher, park
brake interlock, down shift inhibitor,

rotating beacon, seat belts
Options:
Headlight and tail light guards

Fire Suppression System

Quote:
Lead Time:
Installation:

Training:
Complete Operations and Maintenance Manual shall be

provided by Supplier. Tractor operation & Manuals shall
be such that no special training is required.
State of Alaska
Date:
Code:
Yard E04
Item:
Towable Personnel Boom
Quantity:
Four (4)
Description:
50 ft working height, 500 lb capacity towable personnel articulated

boom
Specification:
Dimensions:
Max Work Height:
Max Outreach:
Time to Full Height:
Load Capacity:
Jib:
Steel Cage Size:
Power:
Tires:
Unit Weight:
Accessories:
Controls:
Safety Features:
Options:

50 ft.
24 ft.
about 45 seconds
500 lbs.
articulated with 135 working range
about 50 in x 30 in
Gas / LP engine
12 V DC aux power
drive enable system (0.5 to 5mph)
foam filled rubber
about 10,000 lbs
fully proportional hydraulic
Hydraulic platform rotation
AC wiring to cage
tilt alarm, fire extinguisher
Cold start package

3000 watt AC generator
Compressed air line to cage
Cage working light

Quote:
Lead Time:
Installation:

Training:

State of Alaska
Date:
Code:
Yard E01
Item:
Multi-Wheel Transporter
Quantity:
Four (4)
Description:
Multi-Wheel Transporter for small heavy load transfer on rubber

tires that can be configured in groups for transferring large
modules or small vessels within the shipyard. These units shall
allow loads, modules or small vessels to be lifted and transferred
longitudinally, transversely, or in a curve to any position within the
shipyard. Units shall include control for three point hydraulic
carrying system when four or more units are used together.
Specification:
Dimensions:
Gross Weight:
Load Capacity:
Power System:
Drive:
Wheel Assemblies:
Wheel Diameter:
Lift Height Frame:
Transfer Speed:
Max Gradient:
Max Tire Load:
Accessories:
Control System:
Control Mode 1:
Control Mode 2:

about 30,000 lbs
about 200,000 lbs on main top frame
electro-drive hydraulic system
hydraulic through 6 sets of hinged shaft
rubber tire wheel assemblies
individually rotating with hydraulic powered
slewing rings, hinged shaft and vertical
hydraulic cylinder
31 inches
about 20 inches
about 16 ft / minute
1.16
about 18,000 lbs
Main board with PLC and portable panel
with joystick controls
Single unit control with one shaft steering,
parallel sideways or rotation about center
movements
Multiple unit for module or vessel transfer
with linear, parallel or rotation around frame
center movements
Safety Features:
Options:
emergency shutdown button, fire

Two (2) structural steel cradles for connecting pairs of transporters

Diesel generator on a trailer for powering up to 4 transporters

Quote:
Lead Time:
Installation:

Training:

by Supplier. Supplier shall provide field engineer on site for 3
days to conduct training to shipyard personnel in operation and
maintenance of the units / system..
APPENDIX E
Impacts on Capacity and Throughput Efficiency
Major
Minor
Non
Category
Concern Concern
Issue
Comments / Ideas / Suggestions
Technology of Equipment on the Repair/Production Halls or Shop Floor
Consecutive operations are not performed on
multi-function equipment
Low utilization of key machines and work
centers
High cycle time of bottleneck machines
Difficulty in relocating equipment to design a
flexible facility layout
Alternative machines are not available for
bottleneck operations
Expansion and Reconfigurability of the Existing Facility
Capacity requirements not fulfilled by
available equipment
Limited planning for replacing equipment and
upgrading current technology
Limited ability to expand or modify the
existing building for a new facility layout
Measures of Flexibility for the Existing Layout
Lack of Flexibility
Most machines cannot perform a variety of
operations
The material handling system cannot serve
a variety of routings
Majority of products or services cannot be
produced using alternative routings
Current facility could not accommodate
new products/parts
New designs and routings for existing
products or services cannot be
accomplished
Current facility cannot accommodate
increases in production volumes
Current facility could not be expanded
easily to add new machines and products
or services
Pillars and columns create space and fit
constraints
Doors and roadway size or location constrain
material movement
Placement of equipment is limited by ceiling
height in the facility
Placement of equipment is limited by the load
bearing capacity of the floor
Many machines are too bulky to be relocated
quickly
Levels of Raw Material, Work in Progress, and Completed Parts/Components Inventories
High levels of raw materials, WIP, and
finished parts/components inventories taking
up space
Inefficient communications processes for
WIP tracking and control
Existing material handling equipment not
suited for moving small batches
Parts and material storage containers/spaces
E-1
APPENDIX E
Major
Minor
Non
Category
Concern Concern
Issue
contribute to large batch sizes
Utilization of Shop Floor and (Vertical) Storage Space
Inefficiency and inaccuracy of current
methods for space requirements planning
Low utilization of available floor space and
unused/free areas
Much floor space occupied by work in
progress, scrap, obsolete and inactive
materials or parts
Poor utilization of overhead/vertical space for
storage
Poor utilization of racks used for vertical
storage
Excess floor space allocated to storage racks
for WIP, incoming and outgoing materials
Current Equipment and Facility Layout
Walls and partitions obstruct ability to see
WIP in front of other machines
No planned approach to relocating existing
equipment
Machines and departments that are related
by flow are scattered in the shipyard
Consecutive shop operations are scattered in
the shipyard
Spacing between adjacent machines or
shops is unsatisfactory
Suitability of product and cellular layouts has
not been explored
Support services are not located near the
manufacturing or repair center
Operators spend too much time traveling for
supplies, materials, tools, etc.
Machine footprints (area around each
machine or shop) are not well planned
Flow of Materials, Equipment, Personnel, Etc.
Material and parts flows appear to be very
chaotic with much backtracking and
crossflows
The cycle times of consecutive machines or
shops are not balanced
Material handling equipment is not signaled
just in time by different operators
Current routings have not been evaluated
and standardized for product or repair
similarities
Material movement between machines or
shops is delayed due to late arrival of forklifts
or other transporters
Routings do not have alternative machines to
handle breakdowns.
Travel Distances Between Machines, Shops, and Support or Buffer Areas
Cycle times to complete jobs are significantly
high
Machines or shops become idle because
E-2
APPENDIX E
Major
Minor
Non
Category
Concern Concern
Issue
operators leave to get tools, materials,
gages, etc.
Machines and operators remain idle due to
non-arrival of scheduled batches
Long travel distances for forklift trucks,
orders, and shopfloor operators
Forklift trucks are called upon too many times
in the process flow of an order
Limited communications and scrap and
machine status due to inter-machine
distances
Design of the Material Handling Aisles or Roadways
Aisles and storage locations are not clearly
marked on the shop floor or shipyard
Aisles or roadways are crooked whereby line
of sight is obstructed
Aisles or roadways are cluttered/blocked by
WIP or materials
The lengths and widths of aisles or roadways
were not planned using acceptable standards
Flow of Information form Project/Production Control and Scheduling
Incorrect orders are delivered at various
machines, shops or workstations
Changes in order priorities, etc., are not
received in time by technicians/operators
Changes in shop floor status (machine
breakdowns, absent operators, etc.) are
delyated
Order priorities and due dates are not
provided to shop floor operators
Miscellaneous Criteria for Assessment
Studies to Optimize the Layout and
Ergonomics of Each Workstation Area are
not done
Machine location and orientations prevent
visual tracking and just-in-time transfers of
parts and repair objects
Data on routings production volumes,
shipyard lists, etc., is unavailable or outdated
Idle or underutilized equipment exists in the
shipyard
E-3
Appendix E Checklist of Shipyard Functions
Checklist of Shipyard
Functions: Information
Gathering, Administration,
and Production
Scenario possibilities: Current (mid 2006).

Future: Ship repair; Ship conversion; New
Construction 1-off; New Construction Series;
Other Products
Reference to Planned Expansion
and Improvement Activities
Activity
Current
Information Generation
Marketing, sales, proposal
development
Establishing customer
requirements - Design
concepts; Repair shipcheck;
Estimating
Writing/obtaining technical
specifications
4
5
Resource planning
Make/buy strategy development
Build/repair strategy
development
7
8
Scheduling and budgeting

Manufacturing or repair
instructions and work order
packaging
Technical furnished information
9a
9b
10
11
12
From Customers
From Vendors
Basic design
Functional design
Project management and work
order mointoring
13
Material requirements
Organization
Business Administration
Integrated resource
management
14
14a
14b
Organization climate & culture:

morale, employee suggestions,
quality & continuous
improvement
14c
14d
14e
14f
Internal communications
Financial Management
People management
Supervision
2007
2008
2009
2010
Appendix E Checklist of Shipyard Functions

14g
15
16
17
18
19
20
21
22
23
Multi-skilled work organization

and high-performance teams
Activity
Current
Production Functions
Safety-Health functions
Quality assurance functions
Environmental functions
Material procurement
Material management
Material movement
Shape fabrication
Plate fabrication
Sub-assembling & panels
Newbuild/major conversion
activities
24
25
26
27
28
29
30
31
Module & block assembling

Grand block assembling
On-unit outfitting
On-block outfitting
On-grand block outfitting
On-board outfitting
Ship erection
Conditions for work on board:
access, lighting, ventilation
31
Outfitting removal &

reinstallation (repair)
32
33
Tank/space cleaning
Surface preparation and
coating
34
35
Outside machinist - on hull

Shops
35a
Machine
35b
Hydraulic
35c
Electrical-Electronic
35d
Carpentry-Joiner
35e
35f
36
Sheet Metal
Subassembly blast-paint
Hull repair or conversion
activities in dock or dockside
37
Systems reinstallation after

repair or newbuild installation
38
39
40
41
System Testing and evaluation

Dry-Dock/vessel transfer
Dockside activities
Post-delivery warranty
2007
2008
2009
2010

Ketchikan Shipyard Improvements Plan Complete

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Ketchikan Shipyard

3. Process Flow and Functional Features ................... 3-13-23

4. Physical Description of the Improved

5. Shipyard Master Implementation Plan...................... 5-15-5

Ketchikan Shipyard Improvements

6. Shipyard Business / Improvement Interface .......... 6-16-23

7. Project Costs .............................................................. 7-17-4

Ketchikan Shipyard Improvements

Alaska Marine Highway Vessels, Motor Vessel

USCG District 13, 14 and 17 Vessels, Motor Vessel

NOAA Marine Operations Center, Pacific Vessels,

Washington State Ferries, Motor Vessel Listing and

Fishing and Other Regional Vessels, Motor Vessel

Vessel Market on ASD Docks 1 and 2, Number of

Influential Vessel Characteristics, Ketchikan

Capacity Analysis Worksheet

Facility Footprint Uses and Capacity Factors

EfficienciesCommon to Repair and New-Build

EfficienciesYard Support and Offices

Estimated Costs of Work Packages

Integrated Shipyard Resource Management System

Human Resources Software Functions

Shipyard Communication System Functions

Ketchikan Shipyard Business Support Assets and

Ketchikan Shipyard Improvements

Functional Design Guides

Facilities Cost Estimates

Equipment Cost Estimates

Equipment Requests for Quotation

Checklists for Facility Layout

Ketchikan Shipyard Improvements

Blast & Paint Building

Business Offices Building

Operations Offices Building

New Floating Dock:

225-foot long floating dock capable of docking vessels

Ketchikan Shipyard Improvements

American Bureau of Shipping

American Bureau of Wildlife Enforcement

Alaska Department of Fish and Game

Alaska Department of Transportation and Public Facilities

Alaska Industrial Development and Export Authority

American Institute of Steel Construction

Alaska Ship & Drydock, Inc.

Alaska Marine Highway System

British Columbia Ferries

Computer Aided Design

Catenary Anchor Leg Mooring

Computer Integrated Manufacturing

Computer Numeric Control

Draw Bar Pull

Drydock Systems International, Inc.

Environmental Protection Agency

Enterprise Resource Planning

Food Machinery Corporation

Family & Medical Leave Act

Floating Production Storage Offloading Facility

General Communications, Inc.

Guaranteed Maximum Price

High Density Polyethylene

Heating, Ventilation and Air Conditioning

Inter-Island Ferry Authority

International Standards Organization

Ketchikan Shipyard Improvements