By: Lars Hofman and Marcel Kruithof

As pressure on engineering increases, the need for additional capacity usually follows. Especially during parallel builds, there comes a point where open engineering issues start to pile up and planning comes under pressure.

At that stage, another question often follows. Which scope is best suited to be outsourced? At first glance, it seems logical to outsource the more straightforward parts of a project. The more complex areas are usually kept in house. Over the years, however, we have found that the greatest time savings do not always come from the most obvious places.

Some zones require more than engineering capacity alone.

The greatest pressure usually appears where disciplines meet

The same zones tend to generate the most engineering iterations. A technical space, an engine room area or an accommodation zone where structural, piping, electrical and interior disciplines all influence the same space. Every discipline has its own priorities. Everyone wants to keep moving. Yet these are often the places where delays begin to build up.

Lars Hofman:

“The critical phases are almost always the phases where multiple disciplines are working on the same zone at the same time. Everyone wants to complete their work. A space like that usually requires several iterations before it becomes a coherent whole.”

These zones often start to determine the pace of the rest of the project because every change or new piece of information affects multiple parties. A lot of time disappears between engineering rounds. Gathering input. Processing comments. Reviewing consequences. Waiting for information from others. Then moving on to the next round.

Marcel Kruithof:

“In many cases, the biggest loss of time is not the engineering itself. It is everything in between. We always try to look beyond the immediate impact of a decision so that some of those steps can be removed. That only works when you genuinely understand the multidisciplinary side of the project. Experience and judgement play a big role in that.”

Critical zones often require a different approach

When multiple disciplines come together within one team, part of the day to day coordination moves inside that team. Discipline leads, subcontractors and specialists from the yard remain involved and continue to influence the design. Ownership remains exactly where it should be. What changes is the way information comes together.

Lars Hofman:

“The disciplines remain the same and the questions remain the same. The difference is that you are no longer constantly waiting for new input or feedback from different parties. That does not eliminate iterations. Complex spaces will always require several rounds. A large part of the coordination simply happens earlier, which reduces the amount of time lost between individual disciplines.”

Something else happens as well. When several disciplines work within the same zone, the impact rarely stops with the original question. A structural change affects routing. An adjusted cable tray influences the available space for electrical systems. Accessibility, maintenance and safety all move with it. That is why we do not only look at the issue in front of us. We also look at what that decision means for the rest of the space.

Lars Hofman:

“You are constantly trying to think one step ahead. If the structure changes, what does that mean for piping later on? What does it mean for electrical? Will there still be enough room for maintenance and accessibility? Those are the things you try to anticipate.”

A large part of that assessment takes place within the same team. As a result, the consequences of design choices become visible earlier and other disciplines do not have to wait for each other before the next step can be taken.

The discipline leads and specialists from the yard remain involved throughout the process and continue to influence the design. The difference is that the impact of decisions becomes visible sooner.

Time savings do not always come from more capacity

When planning starts to come under pressure, the first reaction is often to add more hours. Over the years, we have learned that the biggest gains do not always come from additional capacity. Sometimes the real difference comes from the way a scope is divided.

That is why we regularly support yards in the areas where the greatest number of disciplines come together. Targeted engineering capacity in critical zones allows discipline leads, suppliers and subcontractors to remain involved, while a large part of the multidisciplinary coordination takes place within a single team.

Perhaps that is why the greatest time savings are not always found in the largest scopes. They are often found in the places where the greatest number of disciplines depend on each other. Because the amount of work is only one part of the equation. The way that work is organised often has just as much influence on the outcome. In our experience, that is the choice that determines whether you gain time or lose it.

Want to know more? Feel free to contact Marcel Kruithof or Lars Hofman. HOFF connects to the yard’s existing way of working and systems and, after a proper intake, quickly becomes part of the team.

Want to know what our engineering can mean for your team at the yard? Whether you’re active in yacht building or shipbuilding, feel free to send a message to Lars Hofman or Marcel Kruithof. HOFF connects to the yard’s existing way of working and systems and, after a proper intake, quickly becomes part of the team.

HOFF • Partners in Engineering

Stationspark 950
3364 DA Sliedrecht
The Netherlands