A publication of Intergraph Process, Power & Marine 2009 … publication of Intergraph® Process, Power & Marine Marine Industry Keppel Offshore & Marine Grenland Group Samsung Heavy

A publication of Intergraph® Process, Power & Marine

Marine Industry

Keppel Offshore & Marine

Grenland Group

Samsung Heavy Industries

Martec Ltd.

Vietsovpetro

A Special Focus of

2009

Focus on: The Marine Industry

n �Case Studies:

Keppel Offshore & Marine

Grenland Group

Samsung Heavy Industries

Martec Ltd.

Vietsovpetro

n Class Society Perspectives:

Lloyd’s Register DNV

ABS

n �Industry Perspective:

SNAME

n �Did You Know?

Intergraph SmartMarine® Enterprise

What the World’s Top Marine Industry Leaders and Class Societies Share in CommonTo manage the challenges of producing increasingly complex ships and offshore platforms, the world’s top marine industry leaders and class societies are continu-ally seeking ways to increase productivity and accelerate project schedules.

Intergraph® solutions have been used in offshore projects around the world for more than 20 years. Twenty of the top 25 petroleum companies in the world and 18 of the top 20 engineering companies in this market are Intergraph customers.

Intergraph has been instrumental in advancing marine design and production efficiency. Notable vessels built using Intergraph marine software include the world’s first Arctic icebreaker tanker, the world’s largest container ship and the Cunard liner Queen Mary 2. Intergraph solutions have also been used for ships of the Australian, Danish, Norwegian, Spanish and U.S. navies as well as for French, Indian and Spanish submarines.

Intergraph, the Intergraph logo, SmartMarine, IntelliShip, SmartPlant, PDS, Spoolgen, and SmartSketch are registered trademarks of Intergraph

Corporation. Microsoft and Windows NT are registered trademarks and SQL Server is a trademark of Microsoft Corporation. SAP and SAP

NetWeaver are registered trademarks of SAP AG. Other brands and product names are trademarks of their respective owners. Intergraph

believes the information in this publication is accurate as of its publication date. Such information is subject to change without notice and

is subject to applicable technical product descriptions. Intergraph is not responsible for inadvertent errors. ©2009 Intergraph Corp. 05/09

PPM-US-0042A-ENG

1InsightThe Marine Industry

SmartMarine 3D, developed by Intergraph, represents one of the latest 3D design soft-ware solutions in the market. The software provides shipbuilders with better decision support capabilities to facilitate global design, production and life cycle optimization.

In 2006, Keppel Offshore & Marine (Keppel O&M) adopted this “next generation” soft-ware as a data-centric solution to streamline its new-build design processes.

“We started talking to Intergraph in late 2003 about using PDS® to deliver the P-51, P-52 and P-56 projects,” said Aziz Merchant, gen-eral manager for engineering at Keppel O&M.

“At that time, the SmartMarine 3D software

was new to us. Intergraph provided us with

training which helped our team understand

the tools and their usage.”

Keppel O&M completed its trial of SmartMa-

rine 3D in 2007. Its Mumbai engineering office

subsequently became the first to use Smart-

Marine 3D as its modeling tool for a new-

build semisubmersible drilling tender for its

customer Seadrill. This drilling tender is built

to Keppel’s SSDTTM proprietary design which

caters to operations in the deepwater regions

in the Gulf of Mexico, Brazil, West Africa and

Southeast Asia.

“SmartMarine 3D improved our productivity by reducing the man-hours required to design projects. Its user-friendly interface and excel-lent graphics are an added advantage for us,” said Merchant.

Intergraph has partnered with Keppel O&M extensively on this project and has provided site support and consultation to optimize the usage of SmartMarine 3D. The SSDT project for Seadrill is now close to completion.

“From the time we first used PDS, the technical support we have received from Intergraph has been very good. This was one of the key factors we considered prior to making the decision to

SECTION TITLE GOES HERE

Keppel Offshore & Marine Chooses SmartMarine 3D for Design EfficiencySoftware to speed production of offshore designsn By Jana Miller

CASE STUDY: KEppEL OffSHORE & MARINE

2 Insight Special Issue

SECTION TITLE GOES HEREMAXA Award 2008Keppel FELS was named the overall winner of Singapore’s annual MAXA awards, which recog-nizes manufacturing excellence. MAXA is run in partnership by Singapore’s Economic Develop-ment Board, McKinsey & Co., and the Singapore-MIT Alliance.

Keppel FELS Ltd. has grabbed a dominant share of the world’s oil rig market by running its opera-tion more like a manufacturing plant instead of a construction yard.

Oil rig makers typically run their business like a project-based construction job: most companies build these incredibly massive structures one-by-one, from the bottom up. Keppel FELS has turned its shipyard into a large assembly line, building rigs in modules that are made at workstations by specialized crews that do only that.

Keppel has also set up subcontractors’ yards, where suppliers make components right on site. Creating a vendor yard encourages companies to work more closely together. “This is very Toyota-like thinking,” says Chinta Bhagat, managing partner of McKinsey’s Singapore office. “You don’t expect to see that in a shipyard.”

Operational excellence – on everything from the technical equipment used by factories to how staff are trained and incentivized – underpins the success of any manufacturing company, no mat-ter what it makes, says Mr. Bhagat.

“I work across the region and while companies in Singapore could embrace lean production more fully, many are particularly good on the operations side,” says Mr. Bhagat. One example: the level of investment companies make in tech-nical tools and systems, especially information-technology systems, is much higher in Singapore than the rest of the region, he says.

“Singapore-based companies tend to outper-form, partly because they have to. Companies here have had to move aggressively up the value chain,” he says.

As Signapore’s economy matured during the 1980s and 1990s, many multinationals began to move lower-end manufacturing operations to cheaper Asian locations. The manufacturing com-panies that are located here today focus instead on high-value high-end production, tapping

Singapore’s pool of highly-educated engineers and researchers, the city-state’s strong intellec-tual property laws and its position as a hub for Asian markets.

Singapore’s manufacturing sector still contrib-utes one-quarter of the city-state’s GDP today. In 2005, the EDB announced that it aimed to double manufacturing output to US$200 billion and value-added to US$53 billion by 2018.

Keppel FELS is a unique example of a company that’s improved its operational model, and turned its Singapore-based site into a world-leading op-eration. Innovations in both its operating system and its products have helped this Singaporean company grab a dominant share in the oil rig construction business. Keppel FELS has delivered over 50 percent of the world’s jack-up rigs and 45 percent of the submersible rigs in the last five years.

The company’s proprietary submersible rigs can operate in deep waters up to 10,000 feet and drill down to 30,000 feet. These oil rigs feature sophisticated dynamic positioning capabilities, which allow the rig to maneuver smoothly and maintain its position and heading at sea, in place of the traditional mooring systems, which are less flexible. To meet demand as oil exploration moves into ever deeper water, Keppel has de-veloped a rig called the deep draft submersible, which is ideal for areas like the Gulf of Mexico, Brazil and West Africa.

“We have succeeded in integrating the best of both project and manufacturing approaches into our process,” says Tong Chong Heong, managing director of both Keppel FELS and its parent, Kep-pel Offshore & Marine Ltd.

About Keppel Offshore & MarineKeppel Offshore & Marine is one of the world’s largest offshore and marine groups. It has a stra-tegic network of 20 yards serving regions such as Asia-Pacific, Gulf of Mexico, Brazil, Caspian Sea, Middle East and the North Sea. Established in 2002, it is a wholly-owned subsidiary of Keppel Corp.

The company integrates the experience and ex-pertise of Keppel FELS, Keppel Shipyard, Keppel Singmarine and its yards overseas. Quality solu-tions to customers are enhanced by proprietary technology and critical engineering expertise.

Keppel O&M is the world leader in floating, production, storage and offloading (FPSO) and floating, storage and offloading (FSO) conver-sions. It is a leading ship repairer for liquefied natural gas (LNG) and liquefied petroleum gas (LPG) carriers and a niche player in specialized conversions and construction.

Its expertise in specialized new-building extends to a wide range of small to medium-sized cus-tomized vessels including anchor handling tug supply vessels, multipurpose support vessels and cable ships for a worldwide clientele.

Jana Miller is editorial director of Insight and is based in Huntsville, Alabama, U.S.

www.keppelom.com

take the next step with SmartMarine 3D.

“We will continue to build on our win-win partnership with Intergraph to further develop the use of SmartMarine 3D to enhance our de-sign processes,” added Merchant.

Keppel O&M will soon start another pilot proj-ect to integrate SmartMarine 3D with its other SmartMarine Enterprise software, including:n SmartPlant P&IDn SmartPlant Electricaln SmartPlant Foundationn SmartPlant Materials.

This integration will further improve the de-sign to production information and materials information generated.

“SmartMarine 3D is one of our key 3D solu-tions and reinforces our position as the pro-vider of choice and partner for solutions in the offshore and marine industry,” said Merchant.


Grenland Group needed to be able to deliver all engineering and manufacturing information for the Low Pressure Modification Project at the Oseberg field in the Norwegian part of the North Sea. The project involved two offshore platforms connected by a bridge.

Owned and operated by StatoilHydro, the Norwegian oil and gas company, the enormous and complex Oseberg field modification effort required 170,000 engineering labor hours. The project deadline was also extremely tight.

Meeting the challenge

At Oseberg, the project goal is to be able to produce more oil from the wells as the field enters the final portion of its life cycle. Low pressure modification means that, with a lower pressure production method, StatoilHydro will maximize the amount of oil it can extract dur-ing the end-of-life of these wells.

The project is a huge challenge with great potential gain. To succeed will require a monumental effort in integrating disparate

data, including manual drawing information, existing 3D models converted from PDMS, use of new 3D laser scanning technology and new modeling data. The modification project also demands new process information and instrumentation tasks to be generated, in addition to the update of existing P&IDs and instrumentation.

The company faced extreme difficulty when it routinely used a wide variety of design engi-neering applications. The various applications

CASE STUDY: GRENLAND GROUp

Grenland Group Chooses SmartPlant Enterprise to Maximize Offshore ProductionIntegrating huge amount of data in tight timeframen By Terje Tvinnereim



did not work together, compounding workflow problems. As the company and its business grew, design engineering system activities became increasingly harder to support and more expensive to manage.

Desired integration

Grenland’s new integrated design engineering system had to deliver information as clash-free 3D models and structural, piping, equipment, support and raceway modeling elements, as well as structural assembly and manufactur-ing drawings, all the way down to the cutting details.

The system would be expected to routinely and rapidly produce piping isometrics, P&IDs, instrument loop drawings and materials take-off data—all while maintaining a seamless connec-tion with the purchasing system. On top of that, Grenland’s system would be required to act as the central source for all engineering information, integrating data from several other systems.

To support multidiscipline projects in the onshore, offshore and marine markets cost-efficiently and on time, Grenland needed an integrated design system that used traditional 3D models and 2D CAD drawings as a design basis. The desired system would act as a single platform for all engineering information, espe-cially in large-scale projects.

Putting it all together

The timeframe for StatoilHydro’s project completion is very critical. This puts a heavy burden on Grenland to be able to automate the information flow to avoid delays. The project’s financial success, both for client and owner operator, depends on this.

“SmartPlant Enterprise is essential to achiev-ing our goal,” said Terje Ørbeck, CAD manager and 3D coordinator at Grenland Group. The major requirements influencing the com-pany’s selection of SmartPlant Enterprise, and

SmartPlant Foundation in particular, included the following:n An integrated system for all design disci-

plines that uses a common user interfacen Modern system architecture that

can be built upon for the futuren An “easy to learn” user inter-

face with modern graphicsn A serious supplier with depth of experi-

ence in the plant design marketn A local, knowledgeable support team with

sufficient resources to follow through.

Setting the standard

“To put it mildly,” Ørbeck admits, “there was a lot of very different engineering software in use at Grenland.” Information had to be integrated from general drafting systems, like AutoCAD and MicroStation 2D drawings, and from 3D model-ing, such as from PDS®, PlantSpace and PDMS. There was a need for standardization in order to minimize costs and maximize resources.

Grenland chose the SmartPlant Enterprise suite, including SmartPlant 3D, SmartPlant Foundation, SmartPlant P&ID and SmartPlant Instrumentation.

“SmartPlant Enterprise met and even exceeded our expectations,” says Ørbeck.

Approximately 20 designers in the Oseberg project use the system for 3D modeling, struc-tural design, piping and equipment design and raceway design. Layout and structural fabrica-tion drawings, piping isometrics and spools are all extracted from the system. In addition, seven process engineers and five instrument engi-neers perform design work using SmartPlant Enterprise. SmartPlant Foundation is used as the information source for a wide range of people who need access to project data.

Straight from the source

The use of SmartPlant Foundation as the main design engineering data source for the project

will be further extended to also include publish-ing of drawings like layout, manufacturing draw-ings for structural design, piping isometrics and P&IDs. Generally speaking, the internal design control workflows and acceptances will be per-formed inside SmartPlant Foundation. SmartPlant Enterprise and SmartPlant Foundation have great potential to be the key information source for the entire project’s development and completion.

“Intelligent tools on a common platform are feeding the main information into a single data source,” said Ørbeck. “That means you get control of your design and can achieve your project goal on time and within budget.”

Quick training

After Intergraph’s initial implementation and educational services, Grenland took over the ongoing training and project implementation. Grenland now has the ability to manage huge, multidiscipline projects in a reliable and easy-to-use manner on a common platform.

“Our business requires many contractor resources. It’s crucial that training be easy for these people,” said Ørbeck. “They won’t have SmartPlant Enterprise experience, but we must get them productive in the project as soon as possible.”

Proven technology

“SmartPlant Enterprise has proven to us that this will work. It’s intuitive and easy to learn,” said Ørbeck. “This is a really big plus for Grenland.

“SmartPlant Enterprise is a great project tool. Of course, you must have excellent IT people on the front end to prepare for, adapt and implement this platform. But the reward comes for the general user who can learn the system quickly and put it to work right away.”

Terje Tvinnereim serves as senior vice president of the Technology Centre at Grenland Group. He is based in Sandefjord, Norway.

www.grenlandgroup.com

“SmartPlant® Enterprise

met and even exceeded

our expectations.”


CASE STUDY: SAMSUNG HEAVY INDUSTRIES

The second largest shipbuilder in the world, Samsung Heavy Industries Co. Ltd. (SHI) is strongly focused on the shipbuilding and off-shore markets. The South Korean company has almost 11,000 employees and sales totaled US$8.5 billion in 2008.

SHI designs and constructs high value-added vessels such as LNG carriers and large pas-senger ships, as well as drill ships and shuttle tankers, for which it is globally ranked No. 1.

The company operates eight overseas facili-ties, including a ship block factory in China. SHI holds three international quality standards – ISO 9001, ISO 14001 and OHSAS 18001 – and is internationally recognized for its quality, safety and environmental awareness.

Seeing resultsSHI’s Geoje Shipyard began using Intergraph SmartMarine 3D in production in 2004 and it has already yielded measurable results that have impacted SHI’s bottom line.

“Since choosing SmartMarine 3D, we’ve made a remarkable reduction in the amount of design errors and material costs. We’ve also improved construction productivity,” said Yeong Soo Bae, executive vice president of Shipbuilding Design at SHI.

“With SmartMarine 3D, we have reduced design errors in half. We have also improved productivity by about 10 percent.”

SmartMarine 3DSHI uses SmartMarine 3D for designing and building the structure and outfitting of ships (see table). The solution helps SHI manage a Microsoft SQL Server™ database with 1.1 terabytes of active data.

SmartMarine 3D supports concurrent engineer-ing and a front-loading workflow. The solution provides a large amount of production informa-tion to easily interface with ERP systems, and SHI is working to take advantage of this by develop-ing an interface.

Integrations with third party solution Enest, a structure nesting program, along with several in-house solutions, have proved very beneficial. “These integrations translate into a large reduc-tion in design labor hours at SHI,” said Bae.

Across the enterpriseSHI recently chose SmartPlant Foundation, Intergraph’s information management solu-tion, to improve its productivity. This marks the first implementation of SmartPlant Foundation in the shipbuilding industry. SmartPlant Foundation forms a central data warehouse and engineering and manufacturing data change channel for large and complicated ship design.

As shipbuilding projects grow larger while project schedules become shorter, an integrated product and engineering information manage-ment system represents a key success factor. The shipbuilder can exchange quality design information and manufacturing information

Smooth Sailing for Samsung Heavy IndustriesSmartMarine® 3D cuts design errors and boosts productivityn By Jana Miller


SECTION TITLE GOES HEREduring the project and deliver as-built information to ship owners at the same time the project is completed.

SmartPlant Foundation will be used as a standard-ized data warehouse in the shipbuilding division as a first step. SHI has plans to use Intergraph solutions for the entire design process, in both shipbuilding and offshore plant projects.

In addition, SHI will standardize its basic CAD for-mat corporate-wide to Intergraph’s SmartSketch. This SmartSketch standardization will extend to SHI’s offshore plant division and its subsidiary shipyard in China.

In-depth servicesSHI’s experience has shown that SmartMarine solutions require far less training than previously used software solutions and its employees can be fully productive in far less time – in a matter of months instead of a year or more. Training includes basic courses such as a seven-week course for structural users, and a three-week course for outfitting users.

“Intergraph supports our management team with valuable services,” said Bae. “The Intergraph staff has also helped us with a number of customization efforts, including catalogs, rules, specifications, drawing labels, plus standards data migration.”

Proven experience“We chose Intergraph because they have adopted the most advanced, state-of-the-art architecture,” said Bae. “Intergraph is a steady and promising company, with strong experience in developing both plant and shipbuilding CAD software.”

SHI looks forward to even greater success in the future, and is looking at possibly expand-ing its enterprise solution by adding Intergraph SmartPlant P&ID to its solution mix.

“One thing we plan to achieve in the upcom-ing year is to reduce design cost,” said Bae. “SmartMarine 3D will be used for at least the next 10 years for all of our projects as our main CAD tool.”

Jana Miller is editorial director of Insight.

www.shi.samsung.co.kr

Samsung Heavy Industries is using Intergraph technology for a variety of high- value marine structures:

Through the Workflow

SHI takes advantage of SmartMarine 3D for a variety of shipbuilding tasks, including:

Ship structure design

n �SmartMarine 3D molded formn �Structure detailingn �Structure manufacturingn �Planningn �Drawing

Ship outfitting design

n �SmartMarine 3D pipe routingn �SmartPlant Structuren �Equipment placementn �HVAC routingn �Cableway routingn �Cable routingn �Planningn �Hole managementn �Hanger and supportn �Weight and CGn �Interference checkn �Drawing

Other Intergraph solutions used

n �SmartPlant 3D n �SmartPlant Foundationn �SmartSketchn �SmartPlant Markup Plusn �PDS

Complementary solutions used

n �Enestn �EzHULL

Project Implementation Area Delivery Date

97,000 tonnes drill shipAft E/R (excluding forward M/C

room, thruster room)2008

96,000 tonnes drill ship E/R 2009

950,000 bbls FPSO All area 2009

910,000 bbls FPSO All area 2010


Samsung Heavy Industries is using Intergraph technology for a variety of high- value marine structures:

Martec Speeds Structural Analysis by Integrating FE Tools with Global 3D ModelingNew FE methodology could reduce downtime for shipsn By Kevin Corbley

CASE STUDY: MARTEC LTD.

Research indicates that in-service maintenance

issues on large marine vessels can be assessed

more quickly with detailed finite element (FE)

analysis when structural geometry and connec-

tivity data are extracted from global 3D models

of the ships. This approach is far more cost-

effective than generating localized FE models

from scratch.

The research was conducted on behalf of the Canadian Navy by Martec Ltd., Halifax, N.S., Canada, a specialist in performing advanced engineering simulations for the analysis of complex structures. According to David Brennan, Martec manager of naval platforms, the new FE methodology makes sense from a practical perspective because global digital 3D models are increasingly being created during the design and construction of new ships. As a result, they are more readily available for use once the ship becomes operational, extending the usefulness of the models through the ship’s life cycle.

“In the future, a 3D model will be one of the deliverables to the Canadian Navy [when a new ship is built,]” said Brennan. “This model will start in the preliminary design or concept phase, and the data will continue to evolve through the construction into the in-service support and then into decommissioning.”

Bridging the significant gap between FE and global 3D modeling to make life cycle models a reality ultimately became the objective of the research. To accomplish this, Martec teamed with Intergraph Corp., Huntsville, Ala., a devel-oper of enterprise, naval and commercial ship design solutions.

Assessing the toolsThe research contract with Defence Research and Development Canada in Dartmouth, Nova Scotia, called for the firm to assess the current status of available software tools that could be used to analyze how structural damage to a ship might impact its operational capabilities. The

engineering firm already had several FE analysis tools under development.

The damage in question could be the result of corrosion, collision, grounding, weapons blast or normal wear and tear. Although such dam-age may be found during a routine refit, the Canadian Navy was more concerned with inci-dents that happen at sea. In these cases, time is of the essence. The objective of the project was to develop methods to quickly determine whether the ship could continue on its mission or needed to return to port for immediate repairs. Martec focused on simulating how localized damage affected the overall strength of a ship.

For the research, Martec modified its own suite of FE modeling tools for marine analysis. But first the firm had to create a digital 3D model of a Canadian naval vessel. Technicians simulated various types of vessel damage in a computerized environment and then applied structural strength, hydrodynamic and other analysis algorithms. In an


SECTION TITLE GOES HEREoperational mode, the goal would be to provide the ship’s captain with a detailed assessment of the situation within a matter of hours.

The five-year research project yielded both good and bad news, according to Michael Lichodzijewski, Martec senior software engineer.

The resultsMartec selected the SmartMarine Enterprise solution from Intergraph’s Process, Power & Marine division to interface with its FE analysis suite. Previously known as IntelliShip®, this software solution was developed by Intergraph for use in the conceptual design, engineering, materials procurement, parts manufacturing and construction of a vessel or offshore structure. This package had been created with life cycle optimization in mind.

In addition to the fact that the Intergraph solution is deployed commercially at shipyards around the world, the package appealed to Martec and suited the company’s needs in several ways. Most important was the architecture of the 3D modeling software, which provided an open programmer interface where simple scripts could be written to plug in the FE analysis tools. This allows the Martec software to select and export large amounts of data directly from the global model. On top of that, the ease of use allowed faster creation of the required 3D models.

“Our tools extract structural geometry and related information from the global model in an intelligent fashion and manipulate the data to generate a more rational finite element model,” said Lichodzijewski.

This is a critical advantage for FE modeling because the global 3D model contains not only the geometry of the ship’s structural elements, but the database includes a wealth of informa-tion relating to the individual pieces. For example, the 3D model reveals that a specific plate is connected to a stiffener, and the accompanying database describes the materials of each part along with rules dictating how they are correctly connected to one another and to surrounding elements. This database information, sometimes referred to as semantics, describes the attributes and relationship of every structural element in the ship.

The value of such exhaustive information, accord-ing to Dr. Mark Riley of Defence Research and Development Canada, is the geometric model “can be used for seven or eight different types of analysis.”

Just as importantly, the richness of connectivity detail in the SmartMarine database enables FE analysis to be performed at both the macro and micro level. Specifically, engineers can extract coarse and detailed structural information from the 3D model to simulate localized damage.

Brennan added that another benefit of integrat-ing FE analysis tools with a commercial design package like SmartMarine is that 3D models can be generated from as-built drawings and other records for ships already in service. As part of the research project, Martec engineers used the Intergraph software to create a global 3D model of a Kingston Class naval vessel. This process took about one-third the amount of time required to make a similar model from scratch using customized tools during the early phase of the research.

Going operationalEven though the initial research has been completed, Martec has continued with plans to

introduce FE analysis services utilizing global 3D geometric data extracted from SmartMarine models. To date, the firm has successfully applied this new methodology for analysis of corrosion, cathodic protection, stress, and hydrodynamics of commercial and military vessels.

Marcel Veldhuizen, manager of Asia Pacific busi-ness development at Intergraph, predicts the long-term effect of this less expensive method of structural analysis will ultimately assist vessel owners in keeping their ships in the water lon-ger with less downtime and safer operations. It may even extend the operational lives of ships through more effective maintenance.

Reprinted with permission from Marine Log, June and July 2008 issues, www.marinelog.com.

Kevin Corbley is the principal of Corbley Communications Inc. and is based in Winchester, Virginia, U.S.

www.martec.com


Vietsovpetro (VSP) is a Vietnamese-Russian joint venture focused on the production of oil and gas from offshore sources; exploration and survey work for the oil and gas industry; well drilling; and the design, assembly and repair of offshore facilities. Responsible for approximately 80 percent of the nation’s oil and gas output, VSP helps Vietnam rank third in oil production and export in Southeast Asia.

VSP has produced more than US$33 billion of oil and gas and continues to grow fields through new discoveries and the enlargement of existing fields. The company contributes about 25 per-cent of Vietnam’s national revenue, making it the largest contributor to the state’s economy.

Advanced technologyWhen it comes to maintaining and managing our assets, we face a number of challenges. It is important that we invest in and embrace good technology to address these needs.

With Intergraph technology, we are able to quickly visualize, question and analyze situations so that we don’t make costly mistakes.

We have been a longtime user of Intergraph

applications, beginning with PDS. We chose In-tergraph because it offers a complete solutions portfolio to satisfy project execution needs.

When we first learned about the advanced con-cepts that SmartPlant 3D offered such as rela-tionships, associations and rule-based engineer-ing, we knew without a doubt that SmartPlant 3D is the future of engineering. We began to migrate our PDS seats to SmartPlant 3D seats soon afterward.

Data integrityAt VSP, we perform a large number of de-signs and modifications for new and existing offshore platforms. It is a challenge to keep track of the changes and the related docu-mentation updates when we use a traditional CAD-based approach.

With Intergraph SmartPlant Enterprise solutions, design and documentation activities are synchro-nized. This means we can ensure the data integ-rity of the design or model.

Keeping track of existing, new and future data is also important when we work on proposals.

When a change occurs, we want to make sure that there are no clashes or operability or main-tainability issues.

Because of the number of changes we make on our facilities, we chose the SmartPlant Enterprise platform. Specifically, SmartPlant 3D was our top priority.

With SmartPlant 3D, we can easily manage data in both the 3D model and in outputs such as drawings. Once our model for a platform is built, it serves as an as-built model of the facility. This enables us to query, report and extract any type of deliverable depending on the request. We also intend to use the model as an initial data set when we engage contractors for major modifica-tion projects.

VSP’s Science Research and Design Institute (NIPI) division is focused on design and engineering. NIPI uses SmartPlant 3D for the design and up-date of our offshore platforms. Since there are very few changes to the structural members on these facilities, the majority of the work is related to me-chanical and piping.

Vietsovpetro Stays on Top of Offshore DesignUpgrade from PDS to SmartPlant 3D improves productivityn�By Dang Dinh Nguyen

CASE STUDY: VIETSOVpETRO



NIPI uses SmartPlant 3D for tasks such as design and installation of new pipelines and equipment items, extraction of general arrangement draw-ings, piping isometric drawings, equipment lay-outs, pipe support drawings and various types of reports.

As-built modelSmartPlant 3D manages the as-built 3D model of our RP2 offshore platform. We use SmartPlant 3D to model the existing process system and main structure of the platform. With Intergraph’s advanced solution, we designed and modeled the new process system, including equipment, piping, auxiliary structure and pipe support.

SmartPlant 3D helped us perform design check and review. We were able to generate deliveries to meet VSP’s standard formats for 2D drawings as well as equipment and piping plans, piping isometric drawings and MTOs.

ServicesHaving experienced and knowledgeable local partners gives us confidence in upgrading our Intergraph technology. We chose Intergraph because of the high level of support we receive from Intergraph and its local partner in Vietnam, Credent Technology.

The Intergraph consultants are experienced and very knowledgeable. Most of them have experi-ence in working for large EPC companies. They bring to the table not only software experience but also project execution knowledge, which is very important to us.

Our PDS users took a SmartPlant 3D training course. Intergraph and Credent training staff were available in the office to offer assistance afterward for approximately four weeks. This was perfect for the users to get used to the new system.

We have received excellent service from Credent for both training and customization. We custom-ized catalogs, specifications, symbols, drawing templates and more.

We wanted to start from scratch with SmartPlant 3D, so no data migrations were performed. All of the catalog and specification items were created by referring to the softcopy documentation and manufacturer catalogs.

Constant support from Intergraph and Credent was very helpful in guiding us along our initial

path. We started our first SmartPlant 3D project within just two months. We definitely see pro-ductivity benefits in using SmartPlant 3D.

Smartplant EnterpriseVSP uses a variety of Intergraph SmartPlant En-terprise solutions:n SmartPlant 3Dn PDSn SmartPlant Foundationn SmartPlant Instrumentationn SmartPlant P&IDn SmartPlant Reviewn SmartPlant Spoolgen®.

In the future, we plan to expand our use of Smart-Plant 3D in conjunction with our other SmartPlant Enterprise solutions to ensure that other relevant information such as P&ID and instrumentation data is maintained in an as-built status.

We recognize that having access to new tech - nology is vital. One of our most important tasks is to help our employees enhance their profes-sional knowledge, apply technology and gain project execution knowledge. This is the biggest value we add to our organization – by building up our greatest asset, our employees.

About VietsovpetroDuring its 28 years of experience, Vietsovpetro has accomplished a number of noteworthy achievements. The company has built a synchro-nized and advanced technical system onshore and offshore to supply oil and gas production.

VSP was the first to discover and efficiently exploit Vietnam’s unique basement oil reservoirs, such as White Tiger, Dragon, Big Bear and Eagle. The com-pany has developed technical solutions for optimal exploitation of subsoil resources. These techniques have attracted the attention of foreign investors to petroleum exploration and production on Viet-nam’s southern continental shelf, and the atten-tion of worldwide scientists as well.

The joint venture has become the main force of Vietnam’s petroleum industry and economy. VSP has produced nearly 161 million tons of crude oil from its White Tiger, Dragon and Big Bear oilfields, with total crude oil turnover at approxi-mately US$33 billion.

VSP has boosted Vietnam’s economy across a broad spectrum of industries. The supply of gas from the White Tiger field has brought the de-velopment of energy, fertilizer-chemicals and fuel gas industries in addition to improving shipping repair, port and warehouse services, petroleum products distribution and even tourism.

The company plays an important role in the de-velopment of local economy and culture. VSP has contributed millions of dollars from both its cor-porate fund as well as employee voluntary con-tributions for building infrastructure, historical-cultural care, schools, hospitals, and supporting victims of poverty and both domestic and foreign natural disasters.

The president of Vietnam has twice given VSP the nation’s highest award, the Hero of Labor Golden Star of Vietnam, along with many other honors. Such great achievements are the results of tire-less efforts of the company’s 6,500 employees.

Dang Dinh Nguyen is manager of the process, piping and offshore design department for the Science Research and Design Institute at Vietsovpetro Joint Venture. He is based in Vung Tau City, Vietnam.

www.vietsov.com.vn

11Insight

Building a Ship Design and Classification InterfaceLloyd’s Register improves design, certification, construction and commissioning processesn By Paul Roberts

11Insight

The Lloyd’s Register Group is a global indepen-dent risk management and safety assurance organization. Founded in London in 1760, it operates independently of any government or other body and is non-profit distributing.

Lloyd’s Register works closely with shipyards and is a market leader in ship classification. This process is supported by our software. By working along-side Intergraph, we are enhancing our support to the industry by recognizing the use of Intergraph’s solutions within the shipbuilding market.

Building on SmartMarine 3DLloyd’s Register is committed to providing inter-faces to the software design applications used by ship designers. We are open to market needs.

SmartMarine 3D, with its process-oriented, modular approach, is among the leading solu-tions for shipbuilding design and manufactur-ing. Creating an interface to our assessment applications is a strategic decision that will drive efficiency and create value for users of both organizations’ software applications.

The Lloyd’s Register Group recently acquired Martec Limited, a leading Canadian marine research and development organization with over 30 years’ experience in developing advanced engineering simulation technology for the design and analysis of complex structures and systems – particularly ships, ports, harbors and offshore facilities. Martec independently chose Intergraph SmartMarine 3D to supplement its own modeling software (see page 14).

Ship class softwareLloyd’s Register offers multiple software solu-tions, two of which – RulesCalc and ShipRight SDA (structural design assessment) – are aimed at helping ship designers. RulesCalc is an essen-tial, easy-to-use software tool for structural

assessment in the initial design process. It aids the process of compliance checking of ship designs against Lloyd’s Register’s Rules and Regulations for the Classification of Ships, prior to plans being submitted for approval. RulesCalc also supports the International Association of Classification Societies’ (IACS) Common Structural Rules for Double Hull Oil Tankers and Bulk Carriers.

RulesCalc allows design options to be analyzed in a single program, enabling quick iterations to be performed to help determine the optimal structural configuration.

ShipRight SDA is a special-purpose structural design assessment tool which uses finite ele-ment analysis methods (FEA). The latest version of ShipRight SDA fully supports the direct calcu-lation requirements for the Common Structural Rules, as well as UR S25 for bulk carriers.

ShipRight SDA helps users save time during design, whether or not there is an established process with general purpose tools, such as NASTRAN. The solution works within the existing

process, eliminating the need to maintain addi-tional models for classification purposes.

The software is flexible enough to be used at any stage, from modeling to analysis, post-processing and reporting. It includes automatic load case generation and automatic reporting.

Neutral interfaceIntergraph and Lloyd’s Register are working to build a neutral interface between Intergraph’s SmartMarine 3D multi-discipline ship design software and Lloyd’s Register’s assessment applications, RulesCalc and ShipRight SDA.

SmartMarine 3D, coupled with this new interface, will improve the overall ship design, certification, construction and commissioning process. Shipyards and ship designers can easily check the model cre-ated in SmartMarine 3D against Lloyd’s Register’s Rules, eliminating redundant modeling and reduc-ing errors. Since SmartMarine 3D is rule-based, checks early in the design cycle automatically carry over to detailed design and construction.

With the interface, our clients will gain maximum re-usability from their data model. Plus, clients can identify problems early before they impact project schedules. The interface fits with our goal of providing risk management solutions to enhance the quality, safety, environmental and business performance of our clients.

Paul Roberts is the engineering software prod-uct owner at Lloyd’s Register and is based in London, U.K.

www.lr.org

CLASS SOCIETY pERSpECTIVE: LLOYD’S REGISTER

“The interface fits with

our goal of providing

risk management

solutions to enhance

the quality, safety,

environmental and

business performance

of our clients.”

The Marine Industry

12 Insight

Det Norske Veritas (DNV) is an independent foun-dation with the objective of safeguarding life, property and the environment. It was founded in 1864 to inspect and evaluate the technical condition of Norwegian merchant vessels.

The core mission of DNV is to identify, assess and advise on how to manage risk. Whether it classi-fies a ship or advises on how to best maintain an aging oil platform, DNV’s focus is to safely and responsibly improve business performance.

DNV SoftwareToday’s competitive business environment requires companies to become more and more agile. The ability to act and change rapidly constitutes a huge business advantage. DNV

Software offers solutions for good business performance, quality control and continuous learning within an organization.

As the commercial software house of DNV, DNV Software is a market leader in software development for design, strength assessment, risk analysis, asset life cycle management and knowledge-based engineering in the maritime, offshore and process industries.

Alliance with IntergraphSince 1998, Intergraph and DNV Software have worked together under a licensing, co-market-ing and reseller agreement for integrating and marketing their respective technologies. These include Intergraph SmartMarine 3D, related

SmartPlant® Enterprise software and life cycle

engineering information management tools,

the DNV Software Nauticus Early Design and

engineering information management life

cycle products.

Intergraph and DNV Software maintain a stra-

tegic alliance to sell and distribute SmartMarine

3D software for the commercial shipbuilding,

offshore, oil and gas markets. The agreement

expands the value of SmartMarine 3D by enabling

scantlings validation against classification rules,

structural and hydrodynamic analysis in early

design stages and asset life cycle management

to shipyards and ship owners.

Enabling Data Flow throughout the Marine Asset Life CycleDNV Software offers seamless integration with SmartMarine 3Dn By Elling Rishoff

CLASS SOCIETY pERSpECTIVE: DNV

Image courtesy MARINTEK.

Special Issue

13Insight

SmartMarine 3D Technology FoundationDNV Software builds early design software on SmartMarine 3D technology and exclusively sells the resulting products under the brand name Nauticus Early Design. The Nauticus Early Design software performs early design func-tions as a gateway to deliver class drawings packages in a totally new way.

DNV Software has also migrated its ship life cycle engineering information management tools to the same rules-driven SmartMarine 3D technology base. The result comprises a set of the companies’ products covering the entire ship life cycle.

The integration minimizes data translation and enables seamless data handoff between life cycle stages. All resulting software products are specifically open to inclusion of class rules from any marine classification society.

Nauticus Early DesignTypically 70 to 80 percent of the total cost of a new ship building project is determined during the early design process. Efficient tools are essential for ship designers to optimize the design and reduce the risk of costly design changes later in the process.

DNV Software offers the Nauticus Early Design software to bridge different design domains. Harnessing the power of existing design knowl-edge together with new information technology in a more integrated and structured manner is an essential issue for improving design team productivity.

The software integrates CAD analysis, enabling ship designers to perform contract and classifi-cation engineering faster and better. Concurrent use of a single common ship product model and the powerful Brix Workflow manager

engine enables a controlled and well-managed

approach to early design.

Nauticus Early Design combines state-of-the-

art technologies developed by DNV Software

and Intergraph. A powerful associative ship

modeler, multi-user functionality and a rule-

based design environment enable ship design-

ers to perform contract and classification

design in a fast and efficient manner.

Molded FormsThe new 3D concept modeler, Molded Forms,

enables fast, accurate definition and communi-

cation of ship hull and structure components.

Decks, bulkheads, plates and stiffeners are

linked together by a very robust associative data

model that enables the easy modification and

update of ship models throughout the design.

The object-oriented database is multi-user and

multi-disciplinary, and allows project members to

share data instantly across design disciplines. The

system’s advanced rule engine enables knowl-

edge-based engineering with a high degree of

automation and the elimination of repetitive

modeling tasks. The end result is a shorter lead

time and improved quality of design.

DNV Software is customizing SmartMarine 3D

to work with Nauticus Hull. The integration

between SmartMarine 3D Molded Forms and

Nauticus Hull has enabled a rich data set for

handling compartments, loads and capacity

models. The new system manages the data

necessary for strength assessment of ships and

drawing generation, including:

n Hydrodynamic n 3D modeling n Class rules n Capacity check according to first principles n Life cycle support.

Choosing IntergraphFor us at DNV Software, the major factors that influenced our selection process were Intergraph’s cooperation with the GRAD consortium and the commitment to Windows NT® and Microsoft®.

The proper benchmark is always a must when you are looking for new 3D systems. We chose the Intergraph solutions for three main reasons:

n Openness provided by commercial off-the- shelf system components (operating system, geometry kernel and RDBMS)

n Integration among all the vertical applications involved

n Scalability within SmartMarine Enterprise solutions.

DNV Software team members have worked together with Intergraph personnel from Hampton, Virginia and Huntsville, Alabama for more than 10 years. Our relationship is very strong and we value the Intergraph team’s com-mitment and expertise.

Several reasons serve as proof that Intergraph was a good choice. We took advantage of site licenses for SmartMarine 3D and SmartSketch® for flexibility and conveninence. We use the software for ship 3D modeling, enabling us to consistently perform verifica-tion. Another good reason is that it only took about one month to train our employees to use SmartMarine 3D.

The future of DNV Software is based on a successful implementation of Nauticus Early Design in the market, and working closely with our partners, such as Intergraph, to provide the best possible solutions for our customers.

Elling Rishoff serves as managing director of DNV Software and is based in Oslo, Norway.

www.dnvsoftware.com

“It only took about

one month to train our employees

to use SmartMarine 3D.”

The Marine Industry

Piloting the Seas of ChangeABS prepares today for tomorrown By Christopher J. Wiernicki

14 Insight

Change is the constant. Changes in business and

social philosophy lead to changes in approach,

many of which are based upon changes in tech-

nology. ABS sees the marine industry steadily

moving toward a more holistic interpretation

and application of quality measurements and

safety standards.

ABS is a not-for-profit organization dedicated

to promoting the safety of life and property at

sea and protecting the natural environment. At

ABS, one of the advantages of being a nearly

150-year-old classification organization is that

change is part of our DNA. The challenges may

wear new clothes but they are still the same

underneath.

For example, ABS was originally founded by

the insurance industry to establish and apply

standards for the certification of seafarers at a

time when there was concern over the quality

and supply of appropriately trained personnel. Throughout our history, ABS has constantly been on the leading edge of technical devel-opments that have transformed this industry. Today we stand on this exciting frontier with a slew of challenges and opportunities waiting to be tackled.

Nine significant elements of change will redefine the safety, quality and environmental protection frontier of this industry. In no particular order of importance, I see the following:

1. The trends continue toward larger, more complex, often boundary-pushing projects, mainly within the energy sector, that demand shorter, more intense design cycles.

2. A much greater emphasis is placed on life cycle management because it helps to maximize economic models and minimize business interruption.

3. An increasingly complex, and more domi-nant, regulatory framework is being built, with environmental issues taking a more prominent role.

4. The world’s insatiable demand for energy will see this industry operating in harsher, deeper and more remote environments.

5. The industry must deal with the consequences of the rapid emergence of new shipyards and the addition of an extraordinary amount of new shipbuilding capacity.

6. An adequate number of appropriately trained, experienced personnel are needed to fill ship and shore-side positions.

7. A reassessment must be performed to determine the influence of charterers. For example, the most astute ship owner can adopt a range of measures that may translate into a 10 percent gain in fuel efficiency. The

CLASS SOCIETY pERSpECTIVE: ABS

Special Issue

15Insight

charterer, meanwhile, has the power to affect overall fuel consumption, and the resulting CO2 emissions, by as much as 20 percent. Are they prepared to play their part?

8. At present, the marine industry lags behind many land-based leaders in the adoption of enterprise risk management techniques. That will change.

9. Finally, we are experiencing an unprecedented level of market activity.

If history is our guide, no challenge is insur-mountable, the adjustments will be made, and the encouraging track record of steadily improv-ing safety will be further enhanced.

I would suggest that class remains one of the foundations upon which this industry’s commit-ment to the adoption of superior safety, quality and environmental procedures has been, is and will continue to be based.

I would also suggest that the steady evolution of safety standards is encouraging a convergence in the manner in which the three keystones of safety, quality and the environment are addressed. Safety will increasingly be redefined in the context of risk-superior moves. It should be explicitly addressed and understood.

The demands are such that, in time, an inte-grated, holistic approach will most likely become the accepted method for assessing safety, quality and performance standards. This will be expected of all of us by an increasingly active regulatory regime and a public that has little understanding of the vital contribution that shipping makes to their lives.

What does this mean? For a classification soci-ety, such a holistic approach will more closely meld our core technical competence with our safety, quality and environmental management system capabilities.

Increasingly these approaches will more spe-cifically address the “design board to scrap yard” life cycle impact of the vessel and its operation. When I look ahead, I suggest the next generation of risk-superior moves will be characterized by:

n A convergence of management and mainte-nance systems into a comprehensive enter-prise approach

n The application of risk-based methods and

technologies to support day-to-day decision-

makingn Greater integration of data to support life cycle

management through the wider application of

information technologyn The integration of a vessel’s safety, quality and

environmental procedures and systems from

design and construction over its life cycle.

Class will be expected to play a central role

in these developments. Our rules, which still

form the bedrock of classification services,

have moved from prescriptive to include direct

calculation routines that take into account the

realistic dynamic loads to which a tanker, or

other vessel, is subject over its service life.

We now routinely apply sophisticated risk-

based methodologies to assess new design

concepts, shipboard systems and maintenance

procedures. In the field, risk-based inspections

and reliability-centered maintenance programs

are likely to play a larger role within future clas-

sification requirements.

We are headed in the direction of standards that

more closely reflect actual in-service experience.

But there is still work to be done.

More owners can be expected to adopt sophis-

ticated hull and machinery integrity manage-

ment programs. The programs should provide

comprehensive, yet easy-to-use guidance to the

master and chief engineer that encourages them

to focus maintenance efforts in those areas of

greatest risk.

When I speak of convergence, these mainte-

nance programs are a natural outgrowth of the

International Safety Management (ISM) systems.

I see them as an integral part of the responsible

tanker operator’s Tanker Management and Self-

Assessment (TMSA) program and an auditable

element in the Sire assessments. They will require

IT systems to hold and, when necessary, analyze

the data that can be viewed, and acted upon, by

the superintendent ashore and the ship’s crew

on board.

Ship operators have an ever-increasing need to

record and retain information to:

n Demonstrate compliance to port State inspec-tors, as evidence for underwriters and regula-tory agencies in the event of a mishap

n Build a performance record of machinery items as the basis of a reliability-centered mainte-nance program

n More accurately predict performance and bet-ter plan for routine dry dockings, repairs and renewals.

As a result, the need for a comprehensive, inte-grated suite of software to control these pro-cesses becomes an essential element of respon-sible ship management. At ABS, we constantly try to look over the horizon and anticipate the needs of our clients and the probable increased regulatory demands that will control their, and increasingly our, activities. It is exciting to part-ner with those clients who have a similar stance and frustrating when circumstances contrive to constrain the pace of progress.

Our best response is to work even harder to demonstrate that we are the warp of safety and the weft of quality within the fabric of maritime standards. I look forward to continuing to pro-vide our many other clients with the technical assistance and practical guidance they need to operate more efficiently, more safely and with due respect to the increasingly fragile environ-ment which sustains us all.

Christopher J. Wiernicki is the president and chief operating officer of ABS and is based in Houston, Texas, U.S.

www.eagle.org

ABS is in the process of evaluating Intergraph SmartMarine Enterprise ship models to feed the ABS analysis applications. SmartMarine Enterprise also has the capability to enable ship owners to manage the engineering design basis and optimize operations and mainte-nance throughout the life cycle of a vessel.

The Marine Industry

16 Insight

When it comes to naval architecture and marine engineering and design, Phil Kimball has “been there, done that.” As the executive director of the Society of Naval Architects and Marine Engineers (SNAME), you might say that he is “still doing it.” Throughout his life, Kimball has gained a wealth of knowledge and experience in this field and is very qualified in understand-ing what makes the industry tick.

So, when asked to give his thoughts about the future challenges facing naval architects and the technology and resources used to address these challenges, he was not at a loss for words. “There are no secrets in this industry,” he said. “There are sectors that are doing very well, and there are others that are flat or are in decline.”

Kimball’s background is quite impressive, hav-ing started from a traditional naval architecture and marine design education and background. His career began with mechanical and ocean engineering degrees from Stevens Institute of

Technology followed by graduate study in naval

architecture and marine engineering at the

University of Michigan. After leaving school in

1967 he was employed with various companies

as a ship designer, working on naval vessels as

well as commercial ships, and later on spent

a few years working with a Paris-based clas-

sification society. It was from this position that

he accepted the job as executive director of

SNAME in 1998.

Industry sectors

In analyzing the industry today, Kimball explained

that SNAME classifies it into four different sectors:

large ocean-going ships; government vessels;

small craft and offshore. Each sector is distinct

in terms of the economic vitality and growth

realized from year to year. The large, ocean-going

ships, which include commercial ships, cruise

ships and ferries, are primarily being built outside

the U.S. This sector has been “down” for some

time and probably will never be a major market

for the U.S. again.

The small craft sector is booming – in both brown

water (coastal, lakes and rivers) and blue water

(ocean) markets. Although Kimball points out that

because of the economy there is somewhat less

activity on the recreational side – less sail and

powerboats – but it is still a vibrant industry.

Offshore (exploration, oil rigs, recovery, storage,

etc.) is doing well right now also. Although one

never knows how long that boom period will last,

it has been extremely good for everyone over the

last eight to 10 years and should continue for a

number of years to come.

And, the U.S. Navy sector, which includes subma-

rines to aircraft carriers, has hit bottom according

to Kimball. There are fewer ships, fewer designers

and naval architects than ever, and the Navy is

concerned about this. The naval fleet is 278 ships

today – with 50 more targeted over the next 10

INDUSTRY pERSpECTIVE: SNAME

The Challenges and Promise of U.S. Naval ArchitectureSNAME works to promote marine industry growthn By David Joffrion

Image courtesy Scott Koen.

Special Issue


years, but there are major concerns about the loss of expertise in naval ship design.

So, taking these four sectors into consideration, Kimball feels the outlook and challenges are certainly ever-present. “There are great oppor-tunities out there for naval ship designers, and as long as U.S. war efforts don’t continue to erode those funds, I think you’ll see an increase in naval shipbuilding in the future,” he said.

There is also ample opportunity for medium-to-small vessels that can be built in medium-sized shipyards in the U.S. But, there will be virtually no more large ship construction. There will be some activity but no great numbers – certainly the cost of building a ship internationally can be much more favorable in the Far East than in the U.S. And because offshore is doing well, that sector is looking for naval architects and marine engineers.

“I’ve seen many instances where people have transferred from one sector to another because they see so much opportunity. The offshore area has absorbed those most interested in chang-ing. Of course, we all know the oil patch goes in major cycles, so at some point there will be a dip in that cycle,” Kimball said.

According to Kimball, the U.S. has six large shipyards owned and operated by just two cor-porations, around 30 to 40 medium-sized yards, and hundreds of ”mom and pop” yards along the coasts. The small-to-medium yards continue to have a large workforce in the U.S. – probably as large as any other sector in the world.

“I think we do have a corner on small craft,” he said. “We’ve got the technology and capabilities in steel, aluminum, FRP and composites – it’s still a booming industry.”

Sophisticated toolsKimball keeps up-to-speed about the technolo-gies available for naval architects and marine engineers through his position with SNAME. “A naval architect today can use these software tools quite effectively.

“I’ve had discussions with academic people about some of the problems in teaching. There is a tug between teaching basic principles of design and naval architecture versus teaching them how to use the programs. Most professors

feel students should be grounded in the basic principles before they start using these software programs,” he said.

As for the future, Kimball reiterates that engi-neering software has become very sophisti-cated and the various modeling, computational fluid dynamics (CFD) and design programs will remain commonplace. With open architectures, synchronized European and American standards and integrated software programs, the future is one of interoperability and sharing.

“Although it’s here today, I see common oper-ating protocols and a big shift toward virtual meetings between owners, engineers, ship-yards and classification societies – actually designing more or less ‘virtually.’ This global connectivity will save time and money and be easier for everyone,” he said.

Student outreachIn meeting the challenge of trying to keep the industry vibrant and attracting young people into the profession, Kimball says that SNAME is actively engaged in outreach to interest young people in grades K-12 in engineering in general and naval and marine architecture, specifically.

A few years ago SNAME started a program with the U.S. Navy called National Naval Responsibility in Naval Engineering. This included brochures and videos for distribution to the general public to build attention and help introduce the pro-fession to future engineers. SNAME members were encouraged to reach out to local schools through their guidance counselors, career days, and presentations to students and this has met great success.

Also, SNAME recently engaged with the Office of Naval Research (ONR) on a grant to work closely with the Massachusetts Institute of Technology (MIT) to develop a project for students to learn about the principles of engineering by building a model of a remotely operated vehicle (ROV). As part of the program, the schools’ science teachers receive training provided at seminars led by MIT to help them understand the prin-ciples and what to teach.

Students assemble the ROVs and test them in pools and ponds across the country. The kids are having a wonderful time with it and SNAME even has a dedicated staff member who oversees the program. This employee gives presentations on the concept and delivers the kits with all the parts needed – 65 parts in all – to build an ROV in approximately three to five hours.

“The ROV program has created a tremendous amount of interest around the country. It’s now to the point we just can’t keep up with it,” Kimball said. “Part of our mission at SNAME is to advance the science and engineering of our profession through collaborative research among members and technology and research programs. And this student program is right in-line with our mission.”

SNAME has approximately 8,500 members as well as approximately 1,200 student members studying at 27 universities offering naval archi-tecture curriculums. Kimball thinks that the group is on the right track to help the profession in all sectors by engaging today’s youth.

Although schools are graduating fewer engi-neers in all disciplines, job prospects are very promising for most sectors in naval architecture and marine engineering. “Tomorrow’s graduates will have no problems getting jobs with these types of degrees,” concluded Kimball.

David Joffrion is a contributing editor for Insight based in Huntsville, Alabama, U.S.

www.sname.org

phil Kimball


DID YOU KNOw?

Intergraph SmartMarine Enterprise Boosts ProductivitySolutions manage data through the marine life cyclen By Tom Szoka

Advances in the software tools available to shipbuilding, marine engineering and pro-duction organizations have enabled them to move forward. While these trends are likely to continue, they will only produce step-wise improvements in their vertical segment.

To achieve major productivity breakthroughs, manage the accelerated speed of changes and provide significant returns on investment in technology and tools, a broader, more horizontal strategy is needed that extends the domain across engineering, business, material management, and production systems.

Given the scope of such a task, no single product or vendor will likely address all the requirements. What is needed is a scalable, open solution that can serve as an integration and data repository platform such that global project information cannot only be created, but managed in a controlled and integrated manner throughout the project life cycle.

Effective ERP implementationA growing trend in the shipbuilding industry is for shipbuilders to implement enterprise resource planning (ERP) systems like SAP®. One of the keys to effective ERP implementation in a shipyard is effective data exchange and integration between ERP elements of work planning and material management, engi-neering and design systems, and production systems like nesting and shop floor manage-ment. Effective integration can yield up to an 8x benefit to that derived from automation alone (see Reference 1, page 19). This article will outline production-proven methodologies for implementing effective data exchange and integration between ERP, engineering and design, and production systems.

Required data exchangesFigure 1 outlines the effective data exchanges that will be the basis of the discussion.

Arrows marked with 1 represent the exchange between materials management and design systems. A major source for Bills of Material (BOM) in a typical shipyard is from design tools. Arrow 1a represents that exchange. For any effective data exchange to ERP’s material management system, there must be synchro-nization from the design tool’s material codes and ERP’s material codes. The arrow marked 1b represents the synchronization of material codes with ERP.

Arrows 2 represent the exchange between production applications like pipe fabrication, plate nesting and profile nesting. These appli-cations create BOM (arrow 2a) and require synchronization of material codes (arrow 2b).

Arrow 3 represents publishing data from design to production applications. This exchange includes part information and geometry for plate and profile nesting and piping materi-als and connectivity for fabrication. The data exchanged inherits material codes from ERP.

Arrow 4 represents the publishing of top-down early design production planning information to seed the work breakdown structure (WBS) in the ERP project services system.

Arrow 5a represents WBS information pub-lished from ERP to detailed design tools so the detailed design tools can do further bottom-up assembly planning. Arrow 5b represents WBS published from ERP to production systems.

Arrow 6 represents data exchange between design tools – for example, functional-to-detailed design for hull structure and outfitting piping.

Managing data exchangesConsider exchanges 1 through 5 in the context of steel plates. Exchange 1a and 3 contain duplicate information but for different contexts. In the case of 1a, early in the design cycle, the exchange is primarily for refining steel estimates. Later it provides detailed BOM information in the context of WBS (5a). Exchange 3 contains the same information that each individual part contained in 1a, plus the additional geometric information required for nesting. However, the detailed “bottom-up” assembly information exchanged in 1a is not required during number 3 data exchange. 2a contains the individual parts from 3 plus the additional plate and profile stock information.

Three conditions exist in this scenario:

n Three systems (design, production and ERP) share common information about steel.

n The shared information needs to stay consistent.

n Each system needs to add, modify and delete its data throughout the project life cycle while maintaining consistency.

Data exchanges for arrow 6 in Figure 1 often have the same conditions.

A solution to ensuring data exchanged is complete, consistent and correct is to have a common technical data and document repository as in Figure 2 with the data exchanges from Figure 1 moving in and out of the common repository as a central hub rather than point- to-point exchanges.

Common data and document repository characteristicsIn order for the common data and document repository to be effective in maintaining complete,

Figure 1 – Data exchanges


consistent and correct data, it must contain the following characteristics:

n Integration with leading ERP, design and production tools out of the box to reduce implementation costs and the time to productivity

n Open and extensible to enable exchange with data and documents with other vendors’ design and production tools and in-house systems

n Provide change information – what specifi-cally changed, who changed it and when – all in an easy-to-understand context.

Material management integrationsThere are three parts to material management integrations from the scenario presented in Figure 1:

n BOMs from design and production tools contain correct material codes for ERP (1b, 2b from Figure 1)

n BOM information from design and production tools to ERP (1a, 2a from Figure 1)

n BOMs contain work breakdown consistent with ERP (5a, 5b from Figure 1).

These parts must contain the required characteristics of:

n Standard integrations “out of the box”

n Open and extensible

n Manage change.

Material catalog synchronizationEach piece of the integration triad – ERP, design and engineering, and production – require different material information for their tools. Let’s consider two examples from hull and outfitting: steel plates and valve information (Figure 3).

In both examples and for most materials, the ERP system contains information for purchasing that is not explicitly required in design and production tools. In both examples and for most

materials, there must be a way of identifying materials that are common to more than one application. This is indicated by the overlaps of all three circles with material code in the middle.

In the case of plate parts, raw stock sizes (length and width) are required for nesting while this data is not widely used in design applications. The overlap between nesting and 3D CAD includes material, grade and thickness. No additional information is required in 3D CAD.

In the case of valves, 3D information is required for 3D CAD while all information required for intelligent P&ID is contained in the overlap between 3D CAD and intelligent P&ID. Examples of characteristics include valve types and sizes.

The Intergraph SmartMarine Enterprise offers SmartPlant Reference Data to manage and synchronize catalogs between ERP and design and production systems. SmartPlant Reference Data is a Web-based application that offers a single database catalog for all disciplines and tools. It contains standard integrations to

Intergraph and AVEVA design tools (Figure 4), and SAP MM.

SmartPlant Reference Data is configurable with supported input/outputs in Microsoft Excel, XML, comma delimited, etc.

Design and production BOM to ERPAs discussed, exchange 1a (design BOM to ERP) and 3 (design nesting information to nesting) from Figure 1 contain duplicate information but for different contexts. Early in the design cycle, exchanges 1a and 3 could be combined to provide more detailed material estimates to ERP, offer bottom-up assembly information, and provide nesting information without mark- ing lines and beveling for pre-nesting. The data from 2a is combined with 1a to provide ERP with a complete picture of parts to be cut and where they fit in the assembly hierarchy.

SmartMarine Enterprise offers the Web-based Engineering & Procurement Interface (E&PI) module for SmartPlant Materials to manage BOM from various sources, consolidating them and providing information to procurement.

The E&PI module allows BOM verification and the addition of information before sending to procurement, including:

n Check items against catalog

n Check data consistency

n Using rules, calculate attribute values and adjust bulk quantities

n Create material summaries into requisition packages with attached documents and vendor document requests.

Figure 3 – Steel plates and valve material requirements

Figure 4 – AVEVA integration

Figure 2 – Data exchanges with common repository


DID YOU KNOw?E&PI contains standard integrations to Intergraph and AVEVA design tools and SAP. The same clients that use SmartPlant Reference Data’s AVEVA integration use the E&PI integration. The SAP integration allows you to preset SAP mandatory fields with defaults like network activity code, job type, material group, general ledger and more.

Of the 40 E&PI implementations, 22 include interfaces to ERP (Figure 5).

The E&PI module manages change with the following functions:

n Send individual BOMs and/or grouped materials to procurement, for example, group by block

n Summarize bulk materials into requisition packages

n Manage different phases of BOMs like esti-mate, final design and revisions

n Track what came from the design system and what was sent to procurement

n Manage changes and compare phase/revi-sions to items sent to procurement

n Analyze change to enable faster decisions.

Work Breakdown Structure IntegrationConsistent WBS information is required for effective production design and exchange of BOM information.

Intergraph SmartMarine Enterprise has a general purpose application for managing exchanges of information like WBS called SmartPlant Foundation. SmartPlant Foundation comes with a built-in data model for WBS, and Intergraph’s design tools support exchange to/from this data model. This WBS exchange is used in production at plant design and owner companies like Chiyoda, Dow Chemical and Air Products.

Smart Integration FrameworkSmartPlant Foundation allows data exchange in a variety of ways, but the preferred meth-odology is through the Smart Integration Framework. Smart Integration provides an effective way of maintaining complete, consis-tent and correct data across software systems and applications.

The framework includes open, extensible com-mon schema and documented, supported soft-ware components for publishing and retrieval of data and documents. Implementations of the software components in the framework are called adapters. All of the Intergraph tools in the SmartMarine Enterprise like SmartMarine 3D and SmartPlant Materials come with sup-ported adapters that use the same software toolkit available for customers and other software vendors.

The following features come automatically to applications that integrate using the Smart Integration Framework:

n Security and audit gives you full history of all data changes with the ability to “turn the clock back in time” to see what the project looked like at any point. You can configure the system to only allow users with appro-priate privileges to publish, retrieve, view or manipulate data.

n Integrated document management with SmartPlant Foundation’s document manage-ment capabilities is available.

n Relationships between drawings and docu-ments are published with their associated data. Figure 6 shows the relationship between equipment in SmartPlant Foundation, its drawing and individual graphic elements within the drawing. In this example, if the equipment item also appeared in the equip-ment location drawing that came from SmartMarine 3D, Smart Integration would

have automatically created the relationship from the equipment item to that drawing.

n Intelligent comparisons of document revisions can be made at the data level. Figure 7 shows a comparison of two revisions of the same schematic indicating items that were added, modified and deleted, all the way down to individual attributes on specific items.

Additional value: workflow and appletsUp to this point, we have focused on the three common data and document repository characteristics that “must exist” for effective management:

n Standard integrations “out of the box”

n Open and extensible

n Easily and effectively manage change.

This section will focus on the two features that enhance “must exist” characteristics: work-flow engine and enabling new applications.

Intergraph’s SmartPlant Foundation comes with a workflow engine that allows you to model work processes which can enhance the ability to effectively manage change. SmartPlant Foundation’s open architecture allows clients to easily integrate work pro-cesses with workflows in ERP. Figure 8 shows a graphical view of a typical workflow along with a checklist that can be associated with a step. This same interface enables users and managers to see the status of tasks to deter-mine where the bottlenecks are and what is behind schedule.

The engine can be configured to notify users of tasks to be done within SmartPlant Foundation with an option to have notifications done via email. It also includes the ability to attach drawings, documents or other data objects to

Figure 5 – SmartPlant Materials E&PI and ERP integration

Figure 6 – Relationships between data and docu-ments in SmartPlant Foundation

Figure 7 – Comparing the data and visual represen- tation of two document revisions


the workflow. Workflows are fully auditable as per the rest of objects, documents and data in SmartPlant Foundation.

An additional value is to have elements of the SmartMarine Enterprise solution plug and play into a larger enterprise application to further enhance user experience in terms of manag-ing change and seeing the bigger picture. In support of this value, SmartMarine Enterprise comes fully equipped with components that can plug into SAP’s NetWeaver® portal. This permits the exchange of critical data with instances of the SAP Business Suite family of solutions and is integrated successfully with business functions exposed through the SAP NetWeaver portal.

Figure 9 shows an example of a NetWeaver portal using SmartPlant Foundation’s 3D model to navigate from individual elements in the 3D model to data in SAP data and a reliability system.

Conclusionsn Implementing ERP provides an opportunity

for shipyards to transform their businesses

n A major aspect of the ERP implementation and business transformation is providing effective data exchange and integration between design, production and ERP

n Implementing a common data and document repository is an effective way to ensure data exchange is complete, consistent and correct

n For the common data and document reposi-tory to be effective in maintaining complete, consistent and correct data, it must contain the following characteristics:

– Integration with leading ERP, design and production tools out-of-the-box to reduce implementation costs and reduce the time to productivity

– Open and extensible to enable exchange with data and documents with other

vendors’ design and production tools and in-house systems

– Provide information that change occurred, what specifically changed, who changed it and when, all in an easy-to-understand context

n SmartMarine Enterprise contains all of the elements required to support integration between ERP, design and production and has successfully demonstrated these capabilities at client sites around the world.

Reference: 1. Guidelines for Specifying Integrated Computer-Aided Engineering Applications for Electric Power Plants, EPRI (Electric Power Research Institute) report NP-5159M, Research Project 2514-3, May 1987

Tom Szoka serves as vice president at Intergraph Process, Power & Marine.

www.intergraph.com

Figure 8 – Workflow configuration in SmartPlant Foundation

Figure 9 – Intergraph SmartMarine Enterprise ele-ments playing in SAP NetWeaver portal

SmartMarine® Enterprise – Gain project, schedule, and cost benefits through your complete life cycle

Choose a solution that supports concept design through operations. Intergraph offers best-in-class, standalone applications for materials management and project controls; 3D modeling and visualization; and information management. Take advantage of integrating these applications to gain even greater benefits.

Optimize and streamline your workflows Reach project completions more quickly and more accurately at less cost. The seamless integration between Intergraph’s software solutions helps you achieve data integrity while improving work processes. Take advantage of the newest tech-nology in 30 years, built in response to the needs of end users like you.

Share your data with project stakeholders Benefit from clear, concise, and complete data that you can communicate to managers, vendors, suppliers, and operators as part of an integrated value system. Enhance data sharing of the physical interface and promote change management between contractors, especially between hull and topsides contractors. Take advantage of our integrated data model and materials optimization to build bigger, better marine assets more quickly and easily than ever before.

www.intergraph.com/smartmarine3d

The new wave in marine design, construction & operation

Intergraph, the Intergraph logo, and SmartMarine are registered trademarks of Intergraph Corporation. © 2009 Intergraph Corporation. 6/09 PPM-US-0077A-ENG

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