Large stationary assemblies
A vessel, rail vehicle or large piece of equipment can stay in place while work, parts and information flow around it. Duggan connects that sequence with fabrication and supporting operations so progress and interruptions become visible.
Where we start
Discuss what is being built, how long it takes and where missing parts, information or supporting work interrupt progress. The first scope connects the main assembly sequence with fabrication, subassemblies and other resources that determine readiness.
What we do together
Develop a future-state design for the work and its supporting connections, even when the product remains in one place. Combine leadership and workforce education, visible execution and a detailed implementation plan. Practical support connects the design to daily assembly work.
What this can enable
Make the next work and its readiness clearer, expose delays earlier and reduce repeated redirection of people. The aim is more predictable assembly delivery across a long build, with supporting processes connected to the needs of the main product.
Scope, deliverables and success measures are agreed around your operation.
The operating design connects the sequence of work with the arrival of people, material and information. Physical movement of the finished product is not a prerequisite for flow.
Fabrication, subassemblies and suppliers are connected to the main build through defined handoffs and timing. Shared resources are considered as part of that system.
Make the expected condition clear at useful intervals, even when completion takes weeks or months. A departure from that condition should lead to an owned response.
Leadership education establishes the destination; practical design training and hands-on support help the workforce build and use the system.
Establish the assembly challenge, customer requirement and scope. Leadership education creates a shared understanding of the operating destination.
Connect the main build, fabrication and subassemblies. Apply mixed-model and shared-resource methods where the work requires them.
Define expected progress, readiness, handoffs and responses to disruption across the sequence.
Use a detailed plan and practical education to bring the future state into daily work. Review changes against the intended flow.
The proposal establishes the deliverables, boundaries and responsibilities for your assembly environment.
Engagement example
Pre-outfit, fabrication and warehousing were designed as one operating system, with visible handoffs and defined responses.
The published account reports more predictable execution and less reliance on daily oversight meetings.
Read the case study →Examples relate to the stated engagements. Outcomes depend on the starting conditions, scope and implementation.
“He demonstrates a very high level of competency in all things lean and operational excellence.”
John Boyd, referring to Kevin Duggan — published testimonial
When people can see work moving and respond to interruptions, fewer daily decisions need to return to management. Operational Excellence creates capacity for leadership to work on customers, new products and growth—what Duggan calls working on Offense.
Connect priorities, handoffs and responses around the customer commitment. Assess progress through delivery, lead time, work in process and recurring interruptions.
Understand what the operation can support as demand, product mix or capacity needs change. Use that clarity to make growth and investment decisions.
Yes. Flow can be designed around the work sequence and the arrival of people, material and information. The assembly does not need to move down a conventional production line.
Long lead-time assemblies are a focus of this service. The design gives people a visible sequence and a way to understand progress toward the customer commitment.
The design establishes handoffs and turnaround requirements between the main assembly and fabrication, subassembly or shared processes. Readiness and departures from the expected condition become visible.
Applications include marine, rail, aerospace, defense and oil and gas equipment. The design reflects the product, supporting operations and delivery requirements.
The number of assemblies, supporting value streams and implementation requirements determine the scope and timing. The initial conversation establishes an appropriate starting point; there is no standard duration for every build.
Describe the product, build duration, customer milestones and where progress is being interrupted. Missing material, late supporting work and repeated rescheduling are useful examples to discuss.
Tell us what you build, how long it takes and where parts, information or supporting work hold up progress.
The first conversation helps establish the operating need and the right next step. Use the enquiry form below, or call +1 (401) 667-7299.
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Email thealey@dugganinc.com or call +1 (401) 601-7286 and we'll respond within 2 business days.
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Email thealey@dugganinc.com or call +1 (401) 601-7286 and we'll respond within 2 business days.
