Professional Documents
Culture Documents
Ketchikan Shipyard Improvements Plan Complete
Ketchikan Shipyard Improvements Plan Complete
Improvements
January 2007
Prepared for
Alaska Department
of Transportation
and Public Facilities
and
Alaska Industrial Development
and Export Authority
Prepared by
Tryck Nyman Hayes, Inc.
and
Drydock Systems International, Inc.
In Association with
Alaska Ship & Drydock Company
TABLE OF CONTENTS
1. Executive Summary ....................................................1-11-3
2. Projects Shipyard Use .............................................. 2-12-15
Vessel Repair Market
Vessel New-Build Market
Marine Construction and Other Business
Influential Vessel Characteristics
Shipyard Capacity Considerations
Capacity Analysis Background and Methodology
Capacity Analysis Matrix and Throughput Efficiency Considerations
January 2007
Page TOC-i
January 2007
Page TOC-ii
LIST OF TABLES
January 2007
Table 2-1
Table 2-2
Table 2-3
Table 2-4
Table 2-5
Table 2-6
Table 2-7
Table 2-8
Table 2-9
Table 3-1
EfficienciesRepair Steps
Table 3-2
EfficienciesNew-Build Steps
Table 3-3
Table 3-4
Table 3-5
EfficienciesBusiness Process
Table 3-6
Community Liaison
Table 5-1
Table 6-1
Table 6-2
Table 6-3
Table 6-4
Page TOC-iii
LIST OF FIGURES
1. Existing Site ......................................................................C1.1
2. Proposed Site ................................................................... C1.2
3. Existing Utilities .............................................................. C1.3
4. Sewer, Water, Stormwater ................................................ C1.4
5. Traffic Flow & Circulation .............................................. C1.5
6. Paving & Roadwork......................................................... C1.6
7. Electrical Plan...................................................................E1.1
8. Repair Hall........................................................................ S1.1
9. Operations Office.............................................................. S1.2
10. Production Complex ......................................................... S1.3
11. Production Complex ......................................................... S1.4
12. Assembly Hall................................................................... S1.5
13. Steel Fabrication Shop ...................................................... S1.6
14. Blast & Paint Building...................................................... S1.7
15. Warehouse/HazMat Building.......................................... S1.8
APPENDICES
January 2007
Appendix A
Appendix B
Appendix C
Appendix D
Appendix E
Page TOC-iv
LIST OF DEFINITIONS
New Building Designations:
Repair Hall
Assembly Hall
Production Complex
Steel Shop
Security Building
Substation Building
January 2007
Page TOC-v
LIST OF ABBREVIATIONS
January 2007
3-D
Three Dimensional
ABS
ABWE
ADF&G
ADOT&PF
AIDEA
AISC
AK
Alaska
ASD
AMHS
BCF
CAD
CALM
CIM
CM
Construction Manager
CNC
COA
Chart of Accounts
Comm.
Commissioned
DBP
DI
ductile iron
DSI
EPA
ERP
Est.
Estimate
FAX
Facsimile
FMC
FMLA
FT
Feet
FPSO
Gals
Gallons
GCI
GMP
HDPE
HR
Human Resources
HVAC
IFA
ISO
IT
Information Technology
KV
kilovolt
KVA
kilovolt-amperes
Page TOC-vi
January 2007
LCG
LDF
LED
LLTF
LOA
Length Overall
LR
Lloyds Register
LT
Meter
MARSEC
Maritime Security
MLW
MPDU
MWT
Multi-wheel Transporter
MTO
Made to Order
NC
Numerical Control
NOAA
NPDES
NSF
NSRP
OSHA
OWS
PDA
PFAST
psf
PWT
RFID
ROI
Return on Investment
RRNM
SALM
STIP
Telco
Telecommunications
TNH
TPM
TTS
UAS
UNOLS
USCG
VOIP
WA
Washington
WSF
WWTP
Page TOC-vii
1. EXECUTIVE SUMMARY
This plan represents the culmination of a decade of studies and planning for
the long awaited upgrade and expansion of the Ketchikan Shipyard and
marks the start of a multi-year construction program toward that effort
through local, state and federal funding that has been secured. The plan
outlines the steps for a public-private partnership to make the shipyard a
sustainable, profitable industry in Ketchikan and to create and provide
training for year-around, well-paid jobs for the community and the region.
Ketchikan Shipyard was created to be the primary maintenance facility for
the Alaska Marine Highway System (AMHS) fleet. The shipyard was built
with limited funds and provided a single floating drydock and a small
machine shop to serve the basic needs for vessel repair and maintenance.
Since its inception, the yard has struggled to repair and build vessels without
the benefit of weather protection in a region characterized by extraordinarily
high rainfall, snow and wind. Working under these conditions has been
physically demanding and costly. Early on it was recognized that some sort
of weather protection was needed in order for ship repair and building to be
profitable at this location and is one of the key goals of this expansion
program.
In addition to weather constraints, work in the yard has been seasonal
resulting in large month-to-month swings in labor demand. These wide
fluctuations make it difficult for the shipyard to maintain a local pool of skilled
labor. There are two primary reasons for the seasonal nature of the work:
Except in emergencies, work for AMHS, the yards biggest single client,
is performed during the winter months when demand on their fleet is at
its lowest.
The existing facilities are not adequate to cost effectively build new
vesselswork that can be performed year around.
January 2007
Land level transfer system to move vessels from dry dock to shore and
from shore onto the drydock
Two covered work berths for on shore, indoor repair, conversion or newbuild activities (Repair and Assembly Halls)
Page 1-1
A common goal throughout the project has been to increase the capability
and efficiency of the shipyard to support a business that can grow, become
more competitive and profitable. The planners involved with the project,
over a period of several years have all agreed that added docking capability,
supported by a land level transfer system for moving vessels to covered and
shore-side work berths will provide the backbone for the stated objectives. A
second drydock currently under construction along with associated marine
infrastructure will, in conjunction with the proposed shore-side support
facilities outlined in this plan, accommodate 95 percent of the vessels in the
target market for maintenance and repairs while at the same time allowing
the Ketchikan Shipyard to penetrate the new-build market.
Efficiency of work will be increased by moving the majority of work out of the
weather, arranging the facilities for better work flow and providing workers
and management with updated facility, equipment and systems. These
systems include modern programs, software and training of personnel to
improve shipyard and business processes.
Key elements of the plan call for construction of the following new facilities:
One uncovered work berth for short term or special vessel repair work
New power substation, utility corridors, and expanded waste and storm
water systems
January 2007
Page 1-2
The new floating dock will be positioned at the north end of the shipyard
adjacent to drydock 1; a very good location for work flow. However, wetberthing of vessels on the north side of the yard will be blocked by the new
ship lift and associated grounding-grids used for vessel transfer; this leaves
the yard with limited wet-berthing along the west pier. The shipyard needs
additional wet-berthing and should attempt to acquire the adjacent floating
pier at the south side of the yard.
The Assembly Hall, Production Complex, Steel Shop and Blast and Paint
Buildings will allow the shipyard to meet its new construction objectives.
Unlike much of its vessel repair business which is seasonal, new-build
business provides year round activities and will round out the shipyards
order book and allow it to maintain a trained and qualified workforce.
The resulting expanded and upgraded shipyard will benefit Ketchikan,
Alaska and the surrounding region including:
Short and long term economic benefits to Ketchikan, Alaska and the
nation
Additional funding will be needed to fully realize this plan and the benefits it
offers. The project team has discussed phasing the work with AIDEA and
ASD, and the following work has been identified to be done in the initial
phase(s):
Transfer system acquisition, including modular cradles and one multiwheel transporter
January 2007
Page 1-3
Full Load
Displacement
2132 LT
Estimated
Docking
Displacement
1810 LT
Estimate
LT/FT
Loading
17 LT/FT
235 x 59 x 9
Est. 950 LT
800 LT
7 LT/FT
7680 LT
6530 LT
29 LT/FT
Vessel
Aurora
Year
Comm
1977
Chenega
2005
Columbia
1990
Operating Area
Prince William Sound
(PWS)
PWS (summer), Juneau
Ketchikan (winter)
Southeast WA - AK
Fairweather
2004
Southeast Alaska
235 x 59 x 9
Est. 950 LT
800 LT
7 LT/FT
Kennicott
1998
382 x 85 x 17.5
7500 LT
6375 LT
33 LT/FT
LeConte
1974
Southeast WA AK &
Southcentral AK
Northern Southeast AK
235 x 57 x 14.5
2130 LT
1800 LT
17 LT/FT
Lituya
2004
Ketchikan - Metlakatla
180 x 50 x 10
Est. 1630 LT
1385 LT
14 LT/FT
Malaspina
1963
Southeast WA - AK
408 x 74 x 17
5550 LT
4720 LT
23 LT/FT
Matanuska
1963
Southeast WA - AK
408 x 74 x 17
5550 LT
4720 LT
23 LT/FT
Taku
1963
Southeast AK
352 x 74 x 17
4280 LT
3650 LT
21 LT/FT
Tustumena
1964
296 x 59 x 14.5.
3070 LT
2600 LT
17 LT/FT
January 2007
Page 2-1
Table 2-2 similarly shows the number of USCG vessels currently operating
in Alaskan and regional waters and provides the basic characteristics for
each vessel.
Table 2-2USCG District 13, 14 and 17 Vessels, Motor Vessel Listing and Basic Characteristics
Vessel or Class
Polar Class
Icebreaker - Healy
Polar Class
Icebreakers
Polar Star & Polar
Sea
High Endurance
Cutters Mellon,
Midget, Jarvis &
Rush
Medium
Endurance Cutters
2 Reliance
Year
Com.
1999
1976
1978
Operating Area
Arctic & Antarctic
Regions
Arctic & Antarctic
Regions
Full Load
Displacement
16,000 LT
Estimated Docking
Displacement
14,000 LT
Estimate
LT/FT Loading
55 LT/FT
399 x 84 x 28
13,200 LT
11,750 LT
48 LT/FT
1960s
378 x 43 x 20
3250 LT
2860 LT
13 LT/FT
1960s
210 x 34 x 11
1130 LT
950 LT
8 LT/FT
225 x 46 x 13
2000 LT
1780 LT
16 LT/FT
175 x 36 x 8
850 LT
770 LT
9 LT/FT
87 x 20 x 4
Est. 100 LT
90 LT
3 LT/FT
Seagoing Buoy
Tender 7 WLB
2000
Coastal Buoy
Tender 2 WLM
1998
Coastal Patrol
Boat 7 WPB
2000
The estimated docking displacement and ton per foot loading (or maximum
rated load per foot) are very important when assessing the potential capture
rate for the Ketchikan Shipyard of the vessel market. As described very well
in The Docking Report Volume 5 of March 1994 and Volume 1 July 1993
by Heger Dry Dock Engineers, Inc., all docks should have two rated
capacities, a total load rating and a maximum rated load per foot. The total
load rating is the maximum load the dock can safely lift. An example would
be a 2500 LT floating dock. The maximum load or vessel weight the dock
can lift is 2500 LT. The maximum rated load per foot is the maximum load
per foot along the length of the dock that the docks structure is capable of
safely supporting. For most docks this rating is equal to the total load rating
divided by the length of the dock on which blocks can be placed. For the
floating dock being constructed for this project, this load rating is 18 LT / FT.
The dockmaster must satisfy both of these ratings when deciding whether he
can dock a potential vessel and this will determine whether or not that vessel
can be considered part of the potential market for the shipyard. In order to
do this, the dockmaster must estimate the docking displacement and the
maximum load per foot the vessel on docking blocks will impose onto the
dock. This has been done for the vessels considered herein.
January 2007
Page 2-2
We continue with Table 2-3, which shows the vessels operated by NOAA in
the region.
Table 2-3NOAA Marine Operations Center, Pacific Vessels, Motor Vessel Listing and Basic Characteristics
Vessel
Rainier
Year
Com.
1968
Oscar Elton
Sette
Ronald H. Brown
2003
John N. Cobb
1950
Oscar Dyson
1997
Operating Area
US Pacific / Alaskan
Coastal Waters
PWS (summer), Juneau
Ketchikan (winter)
Worldwide
Full Load
Displacement
1800 LT
Estimated
Docking
Displacement
1530 LT
Estimate
LT/FT
Loading
13 LT/FT
224 x 43 x 15
2300 LT
1950 LT
16 LT/FT
274 x 52.5 x 17
3250 LT
2760 LT
18 LT/FT
93 x 26 x 11
250 LT
210 LT
5 LT/FT
2004
US Pacific Southeast
Alaska Coast
Northern Southeast AK
209 x 49 x 16
2500 LT
2120 LT
18 LT/FT
Fairweather
1968
Southeast AK
231 x 42 x 15.5
1800 LT
1530 LT
13 LT/FT
Miller Freeman
1974
Worldwide
215 x 42 x 21
1920 LT
1630 LT
16 LT/FT
McArthur II
2002
Central Pacific
224 x 43 x 15
1910 LT
1620 LT
13 LT/FT
Often the dockmaster can obtain the docking displacement from the vessel
owner or captain. If not, he can estimate the docking displacement using
industry standard ratios applied to known full load displacement or
deadweight ratings, or he can estimate the docking displacement using
formulas estimating the weight of the water displaced by the hull at the
docking draft.
The maximum rated load per foot imposed by the vessel can also be
estimated using industry standard formula. The formula most often used is:
The maximum weight in tons per foot = [W / L] ( 1 + A / B )
Where W = docking displacement
L = blocking length
A = distance from the center of the blocking to the
vessels longitudinal center of gravity
B=L/6
If the keel bearing length, block locations and the longitudinal center of
gravity for the vessel are not be available, then the dockmaster must
estimate Ton Per Foot loading using industry ratios. These industry ratios
are based upon vessel type and known characteristics. They are given on
the following page for information.
January 2007
Page 2-3
0.7 - 0.80
0.80
0.65 - 0.80
0.75
0.90
0.75
0.70
0.80
0.75
0.85
1.25
1.5
1.3
1.5
1.5
1.3
1.3
1.5
1.2
1.5 to 1.6
Table 2-4 below shows the vessels operated by WSF, which should be
considered in this market.
Table 2-4Washington State Ferries, Motor Vessel Listing and Basic Characteristics
Vessel or Vessel
Class
Jumbo Mark II Class
3 vessels
Jumbo Class
2 vessels
Super Class
4 vessels
Issaquah 130 Class
5 vessels
Evergreen State
Class 3 vessels
Steel Electric Class
4 vessels
Rhododendron
Class 1 vessel
Hiyu Class 1
vessel
Passenger Fast
Ferry Class 2
vessels
Skagit Class 2
vessels
Estimated Full
Load
Displacement
12,000 LT
Estimated
Docking
Displacement
8400 LT
Estimate
LT/FT
Loading
26 LT/FT
Year Com.
1990s
Operating Area
Puget Sound
1970s
Puget Sound
440 x 87 x 16
11,000 LT
8200 LT
26 LT/FT
1960s
Puget Sound
382 x 73 x 19
9600 LT
7200 LT
27 LT/FT
1980s
Puget Sound
328 x 79 x 15.5
7300 LT
5500 LT
24 LT/FT
1950s
Puget Sound
310 x 73 x 16
6500 LT
5000 LT
23 LT/FT
1927
Puget Sound
256 x 73 x 13
4400 LT
3300 LT
18 LT/FT
1947
Puget Sound
228 x 62 x 10
2600 LT
2000 LT
13 LT/FT
1967
Puget Sound
162 x 63 x 11
2000 LT
1600 LT
13 LT/FT
1998, 1999
Puget Sound
143 x 39 x 5
500 LT
370 LT
5 LT/FT
1989
Puget Sound
112 x 25 x 8
400 LT
280 LT
4 LT/FT
The final table showing the vessel market for the shipyard in Ketchikan is
shown on the following page as Table 2-5 Fishing and Other Regional
Vessels. Because of the large volume of these vessels and the lack of
information available on them, the estimated ton per foot is not shown.
January 2007
Page 2-4
Table 2-5Fishing and Other Regional Vessels, Motor Listing and Basic Characteristics
Estimated
Docking
Displacement
Various
Vessels
BC Ferries 34 vessels
Year Com.
1977
Operating Area
Vancouver area north
to Prince Rupert
2002, 2006
Southeaster Alaska
1980s
Alaskan Coastline
out to 3 miles
Lengths 25 to 156.
Crowley Tugs
Various
To 1700 LT
Crowley Barges
Various
3000 LT
Local Tugs
Various
50 ft to 100 ft
To 450 LT
Local Barges
Various
Local Southeast AK
130 ft to 300 ft
To 1100 LT
Fishing Vessels
Various
1350 LT
Various
Worldwide
1600 LT
2600 LT
Using the above tables showing the vessel market we can analyze the
vessel characteristics to determine whether the vessels can be docked on
the floating docks and, therefore, can be considered in the potential market
for the shipyard. The following table shows the results of this analysis.
Table 2-6Vessel Market on ASD Docks 1 & 2, Number of Vessels Estimated for Successful Docking
Vessel Market
AMHS
IFA
Alaska or Washington
Waters
Alaska
100%
Alaska
Bureau of Wildlife
17
100%
Alaska
Port Tugs
24
100%
Alaska
Cargo Barges
18
20
Unknown
Alaska
Fishing
750
26
100%
Alaska
UNOLS / NSF
25
100%
Both
BC Ferries
15
72%
Washington
WSF
21
100%
Washington
USCG
18
88%
Both
NOAA
100%
Both
Totals
887
88
95%
January 2007
Page 2-5
We can see from this table that the shipyard in Ketchikan can capture up to
95 percent of the potential vessel repair market with the existing 430-foot
floating dock and the new 225-foot floating dock. Justification is indeed
demonstrated. The new drydock and expanded facility will allow the
shipyard to penetrate new vessel markets.
MV Susitna
January 2007
Page 2-6
One of the more attractive and secure programs found in this investigation is
the Alaska Region Research Vessel (ARRV) funded by the NSF. This
vessel will be a 236 by 52 by 28 foot research vessel of traditional form and
function with diesel engines. The program targets $98 million for
construction in fiscal year 2007. The vessel design is complete. ASD will
need to tailor their marketing plan to account for work and strategies already
in place.
Tug boats, barges and fishing boats servicing Alaska ports and using
Alaskan waters are also a good market for ASD. Once the
productivity at the yard is increased through the new capabilities and
facility installed by the shipyard expansion project and the training
given and experience gained during the MV Susitna construction,
ASD will be in a much better position to compete with USA and
foreign yards for these vessels.
ARRV Concept
Structural modules (deck house) for offshore wellhead rigs (team with
USA gulf coast, Korean or Japanese build yards)
Single point mooring buoys for offshore industry (team with supplier
such as SBM)
Power barges for American and Far East countries needing power (team
with power generation companies)
Partnering and teaming has become the norm in the marine industry these
past 10 years.
January 2007
Page 2-7
The list of influential characteristics developed herein does not consider the
vessels associated with the existing 430-foot floating dock. This has been
done because the earlier planning work and business plans consider ship
repair and new-build facilities that serve the new 225-foot floating dock. The
very few vessels in the market that can not be docked on the new 225-foot
floating dock will be docked and served by the existing floater as a stand
alone facility. The 430-foot floater is not connected by the transfer system to
the new expansion facility.
January 2007
Page 2-8
Influential Value
250 FT
65 FT
12 FT
2500 LT
85 FT
3/8 inch
Steel
Aluminum
200,000 gals
25,000 gals
1000 gals
4000 7000 HP
250 KW
7 10 persons
4 - 6 inches
6 - 8 FT diameter
It should be noted that vessels longer than 250 feet may well be within the
docking capability of the new 225-foot floating dock. Should the dock be
moved out of the submergence berth and into clear water, vessel overhang
will then be allowed on both ends of the dock. Vessels over 250 feet can
then be docked with the only limitation being the lifting capacity of the
floating dock.
January 2007
Page 2-9
Customer Satisfaction
delivery speed, quality and cost
Business Satisfaction
profitability for the shipyard
owner and operator
January 2007
Page 2-10
January 2007
Page 2-11
January 2007
Page 2-12
January 2007
Page 2-13
Capacity or Throughput
Optimization Factors
Projected Uses
Open-Bay Berth 1
Topside Repair
Post-launch outfitting
Dock Trials
Temporary berthing or vessel lay-up
Open-inspect-repair-testing
Subassembly construction
Production Complex
New Shops and Current
Machine Shop & Extension
January 2007
Page 2-14
January 2007
Page 2-15
January 2007
Page 3-1
January 2007
Page 3-2
January 2007
Page 3-3
January 2007
Page 3-4
The high performance shipyard is designed and outfitted to achieve just-intime repair or construction operations at each workstation. Waste is
minimized when, at each shipyard location, the right people, equipment,
tools, materials and parts, information such as work orders and support
services such as quality assurance, arrive in the right quantity and at the
right time.
The shipyard facilities include physical spaces and connecting utilities,
information and material handling logistics for covered repair, new-build and
other production processes. In addition, shops and offices for support and
business services are provided. Some of the main features are annotated
on the layout drawing below. Facility and shop layouts are designed to
achieve high performance process flows.
January 2007
Page 3-5
January 2007
Gather needed vessel documents in electronic form or convert and hold in a web- or
server-based repository. Reduce courier costs, paper costs, and time.
Gather detailed ship check information using tablet computers with inputs of still photos,
video clips, text, handwritten notes, and audio clips. Share information quickly. Pass
critical information directly to the shipyard for planning and engineering from a remote
location
Use automated estimating features of integrated shipyard management system to improve
bid accuracy and subsequent project management
Use integrated planning and scheduling features of shipyard management system
Integrate ship documentation for more automated repair parts and material purchasing and
material control
10,000 ton and new 2500-ton floating drydock available
Large drydock capable of multiple vessels docked simultaneously
Future use of south berth adds additional pier or wet berth space
Open or three covered repair halls for all-weather work. Repair hall dimensions serve 80
percent of projected market vessel sizes
Moveable covering systems for open land-level berth, floating drydocks, and individual
vessels available for all-weather work
Rapid land-level transfer of vessels and large modular components between repairassembly halls and 2500-ton floating drydock
Lateral vessel movement devices available
Page 3-6
January 2007
Page 3-7
January 2007
Accuracy control measurement technology to set up hull and structural cuts right the first
time and guide repair part fabrication accuracy. Reduces shipfitter manual work.
Advanced, automated high-pressure water jet cutting technology available 2007 to
eliminate pre-cut hot-work interior cleaning and ventilation for access cuts
Advanced portable deck/plate straightener (computer heuristic induction heating) available
2007-2008
Utilidor arrangement gives rapid access to electrical power, portable lighting, air, etc., to set
up cutting, burning, and welding equipment
Portable ventilation and filter system compliant with OSHA and environmental regulations
Steel fabrication-forming center located adjacent to repair halls
Magnet and vacu-lift devices to safely handle damaged and repair parts.
Rapid access to tanks and voids using advanced water-jet cutting available
Automated high pressure water blast with integrated ice crystals or grit for much hull and
tank surface cleaning. System is programmable with magnetic crawler attachment.
Systems are substantially self-cleaning.
Portable trailerized cleaning water disposal suction, filtration and storage
Advanced grit blasting for final cleaning and profile development with rapid grit recovery to
meet environmental and cleanliness requirements
Mobile vacuum sweepers for every-shift final cleanup
State-of-the-art airless and air operated paint application systems on mobile transport
systems for utilidor connections, integrated portable lighting and ventilation systems. Paint
handling and mixing with advanced ergonomic support to handle small totes and large
drums
Rapid transport of removable structural items to and from blast-paint facility located
adjacent to repair halls
Lockout-tagout system integrated into work orders by shipyard management system
Kitted parts, tools, instructions for on-board open-inspect-repair-test with work-order
checklists produced by shipyard management system
Specialty portable shop systems with kitted capabilities positioned near points-of-use on
deck or near vessels in repair halls or dry-docks
Portable temporary storage for removed interference items. Bar-code or re-useable RFID
tags attached during removal process and entered into shipyard management system for
quick find during post-repair restorations
Selected shops located adjacent to the repair halls
Advanced accuracy control measurement by digital photographic and laser scanning
available. Also applicable to hull, structural, pipe repairs.
Portable shop and interference storage features as described above
Selected shops adjacent to the repair halls
Shipyard management system assists planning and scheduling system restoration
sequencing
Interference removed is identified for restoration. ID tags reduce time and errors.
Required quality and safety checks extracted into work orders automatically such as:
gasketing, threaded fastener torques, lockout-tagout clearance requirements, water-tight
boundary requirements, etc.
Mobile and wireless systems described in the ship-check process documents system and
vessel performance.
Rapidly share deficiencies with appropriate shop and technical people for corrections
Shipyard management system holds all work contracted, performed, inspected, tested and
accepted along with all parts, materials and cost information for rapid access if claims or
contract disputes occur.
Page 3-8
New-Build Processes
Efficient vessel new build processes use all of the facilities and many of the
processes that serve repair plus steel fabrication and assembly processes.
The shipyard development plan eliminates older
style, inefficient shipbuilding that built a hull then
used stick building approaches to outfit machinery,
piping and cabling on board the vessel as shown in
the diagram to the left. Now the approach, shown in
the three diagrams below, is to build units or modules
in the Steel Shop and Assembly Hall and install the
pre-assembled and even tested modules, on vessel
blocks. Then the outfitted blocks can come together
like Lego-blocks in the Assembly Hall with good
January 2007
Page 3-9
Steel handling
Fabrication
Forming
January 2007
Increased computing power and integrated 3-D design software such as Ship Constructor allows
rapid product model development in the design stages. While the Ketchikan Shipyard may not do
original design work, they should have use of the technology so that the key stakeholders such as
customer-designer-shipyard-classification agency (such as American Bureau of Shipping) can
optimize design-for-production that can improve delivery, quality and cost.
Sufficient network communications, Internet-telecommunications speed and computing power
moves drawings and specifications documents to save time, courier costs and printing
3-D printing, or a stereo lithography machine, converts a 3-D CAD drawing to a 3-D plastic or resin
model that can be easily visualized. This process facilitates design-for-production and contract
clarity. Major block structure and major outfitting such as propulsion, auxiliary machinery,
deckhouse, etc. arrangement can be optimized and agreed.
3-D product modeling software not only designs hull and structure but also aids design and
integration of distributed systems such as piping, electrical, ventilation, etc.
3-D color-rendered, animated, and 3-D printed displays allow shipyard project managers,
supervisors, and technicians to visualize the structure and its logical modular build sequencing to
more rapidly learn and achieve the production process.
Product model software can convert the design into buildable detailed drawings, bills of materials,
specified processes such as welding procedures and painting systems, etc.
Design software that is interoperable with shipyard management software feeds planning and
scheduling modules, material procurement modules and manpower modules that simplify and
clarify project management and project supervision
Outputs of the design-management system are in the form of Gantt and Pert schedule charts,
integrated resource requirements, and detailed work orders.
Work is scheduled to minimize inventory buildup between workstations and add value in a touch
once approach to avoid excessive re-handling of fabricated units or time spent achieving access
to modules, blocks and the vessel hull. Efficiency is gained by accomplishing the maximum
amount of material handling and outfitting work during the fabrication and assembly process.
A materials yard suitable for storing a buffer quantity of plate, shape and sheet stock materials is
provided. Steel can be purchased with weldable primer in place to minimize on-site corrosion
and improve shop cleanliness. Supply chain development is discussed in the business
improvement section.
Stock handling and transfer process lane is included. Handling technology can include magnets
for steel; vacuum lifters for steel and other materials; and special fork-lift or straddle-crane
systems. Handling choices require volume analysis
Fabrication and assembly is conducted inside a well lighted, utility-equipped and optimally laid out
building with appropriate access doors.
Process lanes with roller conveyors and overhead bridge cranes receive and distribute raw
materialsplate and shape steel
Cutting by computer-controlled machinery is recommended. Cutting machine choices such as
plasma-arc, laser-oxygen for plate and plasma or saw systems for shape materials require size,
volume, accuracy, energy, and complexity analysis. Millimeter accuracy is best practice.
Computer cutting machines can also add laser or ink-type marking that speeds subsequent
outfitting. Automated marking eliminates much manual measurement for locations such as fitting
stiffeners, bracket installation, drilling holes, and visual aids for larger unit-module assembly.
Panel line capability is achieved with semi-automated single-sided SMAW seam welder(s),
stiffener positioner, and double-sided automated FCAW fillet welder. Material handling conveyors
and smaller bridge or jib cranes, or small mobile cranes, can position stiffened panels for addition
of webs and frames and on-unit outfitting of piping, etc. to achieve shop access efficiency. Semiautomated welding equipment speeds joining.
Foundations and utilities for forming and shaping equipment should be positioned. Lighter
forming-shaping equipment locations should be flexible for subsequent rearrangement if required
aided by utilidors. Forming equipment includes: hydraulic press, ironworker, frame bender, plate
roll, etc. Equipment decisions match market analysis requirements for materials size, thickness,
length, etc.
Page 3-10
On board outfitting
January 2007
General fabrication and assembly space with lighting, compressed air, overhead and jib
cranes, electrical grounding grid and platen-level floor are designed for flexible product
operations. Vessel hull units and modules, or other complex products such as modular
can be assembled in this area. The space is large enough for assembly-line work or for
large, complex modules such as engine-auxiliary modules. Jack and roll systems allow
large, outfitted modules to be moved out of the fabrication-assembly hall.
Stiffened panels and other structural units are positioned with cranes, jacks and other
shipfitting tools. A recommended shipfitting tool inventory is in the attachments.
Accuracy control is aided by laser and photogrammetric technology to help fit units into
precise position.
On-unit, on-module, and on-block outfitting most efficiently occurs in the most open and
accessible part of the process in the fabrication-assembly hall. For example, when a
stiffened panel is completed on the panel line, it could have been pre-marked for
installation of piping and electrical brackets then these items welded in place and
outfitting items installed to create the Lego-block of the vessel and achieve close to
touch once construction. The rule of thumb is that: "For every hour of work
accomplished in the shop (i.e., on unit) requires three hours on block and five hours on
board." So every effort to facilitate shop assembly operations is critical to achieve
shipyard efficiencies desired.
Outfitting items such as brackets, pipe sections, valves, pump-motor combinations, etc.
can be added in the open and easy access of the fabrication-assembly hall. The
shipyard material management and scheduling system facilitates items being brought to
the right place at the right time with all appropriate fasteners, gaskets, etc.
Other outfitting items such as sheet metal, joinery items, can be assembled on units and
modules as possible to reduce labor content over on-board outfitting.
A transfer lane to a module-sized blast and paint facility is planned. Creating a proper
surface profile and coating at the unit-module level improves efficiency. Sequencing is
planned so that all steel structure, including foundations, can be prepared and coated
then returned to the fabrication-assembly hall for further outfitting, or moved into the
repair-erection hall for inclusion in block building or vessel conversion work.
Completion of contract-required paint systems in the unit-module phase then requires
only touch-up painting on the vessel.
Heavy-lift multi-wheel transporters or similar low-profile equipment negotiate doorways
and roadways to achieve proper position.
Outfitted units and modules are lifted into place by cranes, or rolled and jacked into place
in the erection process to form vessel blocks.
Module and block size constraints (doors, crane hook heights and lift capacity, multiwheeled transporter capability) inform the design-for-production process.
Portable track welding equipment with one-sided SMAW, joint backing systems, etc.,
performs master butt welds.
Multiple blocks are named grand blocks. A grand block could be the stern or engine
room or midbody section. Grand blocks are joined to become the completed vessel.
Outfitting items can be added on board, with an assembly labor penalty, when
sequencing, physical protection or other reason prevents outfitting in the shop processes.
Final fit and finish, systems joining (pipe joints, cable connections) are also made in this
process.
Details of efficiency systems proposed for repair aid on-board outfitting in the new-build
process.
These steps are similar to the repair and conversion steps and efficiency features listed
above.
Page 3-11
Steps in the new-build process could apply to many other large and complex
products including buoys, modular pumping stations for the gas pipeline,
modules for power generation or refrigerated food storage, HVAC units for
buildings, etc.
Shops
Separate specialty facilities improve the efficiency of the shipyard. Shops designed into the
development plan are shown in floor layout drawings. They include:
Sheet metal shop for ventilation piping, lockers, etc.
Inside machine shop with lathes, milling machines, precision welding, etc.
Hydraulic shops for control components, valves, fittings, etc.
Electrical shops for motors, circuit breakers, etc.
Electronics shops for radar, radios, etc.
Carpentry shops for cabinets, interior doors, etc., of wood, and fiberglass
Pipe shop to bend, flange and join pipe
Blast and paint for module-sized components
Special utilities, bench-mounted machines and test equipment, accumulated special tools
with adequate storage. Some flexibility to re-arrange shop equipment to achieve future
process improvements.
Required environmental conditions of cleanliness, etc.
Fixed and portable lighting
Flexible utility and data connections
Doors sized and located for expected sized items and their transport including fork-lift
trucks, access to freight elevators, etc.
Roadways, parking,
personnel walking access
Areas must be set aside with enough space for vehicle movement to move, turn, and
deliver materials and personnel. Simulation modeling checks can optimize roadway design
and provide space for passing, parking, limited time staging, etc.
Access by emergency vehicles must meet public safety requirements.
Utilities
Water, sewer, electrical, air, etc. in appropriate utilidors and access points allow quick
connections for use with minimum distance to point-of-use.
Where feasible, devices for hose and cable retraction are provided.
Communications, data
networks
Conduit and capability for wired, fiber optic and wireless technology to support: external
and internal telephone system; emergency reporting; shipyard radios; closed-circuit
systems for testing, etc., shipyard data and Intranet; and Internet.
Wired and wireless computer systems
Design, engineering,
planning, scheduling
Several information gathering processes are required that are described in more detail in
Chapter 6 of the development plan
Lean and world-class shipyards employ regular planning and incorporation of ergonomic
practices that save time and reduce technician fatigue.
January 2007
Page 3-12
Movement of large panels between the Steel Shop and Assembly Hall
and within the Assembly Hall
January 2007
Page 3-13
January 2007
Page 3-14
Cradle Module
January 2007
Page 3-15
To demonstrate the flexibility of this system, typical cradle module and block
configurations are shown below for mono-hull and catamaran vessels on the
eight rails spaced at 8 foot centers.
Slender Mono-hull
Catamaran Vessel
The sketch on the left shows a typical arrangement for a mono-hull vessel
with a slender beam of approximately 65 feet, requiring bilge blocks out to
about 40 feet maximum width. There are 34 keel blocks spaced at about 6
foot centers and 18 bilge blocks in two rows at about 18 foot centers. The 6foot keel block spacing is the same as that designed for direct docking on
the floating dock. The maximum load that can be applied to any cradle
module is 108 long tons.
The center sketch shows a typical cradle and blocking arrangement for a
mono-hull vessel with a full beam of up to approximately 85 feet. Bilge block
cradles are positioned on the outer most rail pairs in order to provide the
additional bilge support needed. And at the right is a typical cradle and
blocking arrangement for a catamaran vessel, such as the Chenega or
Fairweather, with cradles and blocks out on the outer pairs to support the
two hulls of the catamarans. Smaller vessels can be docked side by side
using rail pairs as required by their docking plan.
January 2007
Page 3-16
TTS PWT
January 2007
Page 3-17
Cradle Module
January 2007
Transporter
Page 3-18
January 2007
Page 3-19
Power Barges
Power generating barges are becoming very popular by the many countries
finding themselves with old and inadequate shore-powered generating
plants. Shore plants are expensive and susceptible to a host of regulation
and permit requirements that can greatly slow the completion of the facility.
Power generating barges can be constructed remotely and floated into
position offshore or onshore at a fraction of the price and with a much
shorter completion schedule. This can also apply to barge mounted
desalination and even garbage incineration plants.
Should ASD be successful in this market through teaming with power
generation companies, these barges can be fabricated up to the limit of the
capabilities of the new 225-foot floating dock.
Barge panels would be completed in the Steel Shop and then brought into
the Assembly Hall by overhead crane. Once in the Assembly Hall the
panels would be assembled into modules on the rail-supported transfer
cradles using the two overhead cranes. The modules would be joined
together using the transfer cradles.
The power generating machinery could be installed in the Assembly Hall
using ASD labor supervised by the partnering company or it could be
installed at another site. The completed barge would be transferred to the
floating dock on the cradles for launch.
January 2007
Page 3-20
Stores Warehousing
Operations Offices
Business Offices
Business Processes
Business processes include sufficient policies and standard procedures, and
implementing software, computing power and wired-wireless networking to
achieve business requirements. Additional details are in Chapter 6 of this
development plan.
January 2007
Page 3-21
Sufficient seats of 3-D CAD and basic analytical tools for product structures, etc.
Suite of paper and 3-D printing equipment
Standard Operating
Procedures
Electronic versions of all standard shipbuilding and repair procedures; safety and
environmental procedures; facilities operating procedures such as buildings,
drydocks, production equipment, safety, hazard conditions such as storms, etc.
Synthesized build and repair strategy, policy, procedures, best practice
techniques, training and work aids in a modular shipbuilders handbook system.
Modular nature can be produced in paper form, or accessible by the company
network and web-based systems.
Mobile-wireless delivery of information to-from workstations speeds front-line
supervision and technician compliance with work orders.
General ledger, accounts payable, receivable, payroll
Activity-based accounting add-on for overhead and make-buy analysis
Supply chain management (purchasing, receiving), credit-cards, capital asset
decisions, vendor terms and conditions, excess cash management, lines of credit
Cost Accounting
Financial Controls &
Management
Human Resources
Total Performance
Maintenance
Records Archives
Security
Employee Communications
January 2007
Page 3-22
Community Interface
The Ketchikan Shipyard manages an external stakeholders system to
achieve community support and working relationships. The following
elements of community interface are recommended as part of the
development planning process.
Table 3-6Community Liaison
Community Stakeholder
Multiple Stakeholders
Media
Ketchikan Borough
Policy and procedures for newspaper, radio, TV press releases and media
inquiries
Planning and zoning
City of Ketchikan
Abutting Neighbors
State of Alaska
Prospective Employee
Pipeline
Financial
Environmental
Environmental groups
January 2007
Page 3-23
Civil General
The purpose and function of the civil design effort is to provide a graded site
with appropriate stormwater drainage, improved access and circulation for
vehicular and equipment traffic, and reconfigured utilities to support the
planned buildings and site changes. The Ketchikan Shipyard site is
challenging due to its limited size, current utility configurations, and the need
to continue significant shipbuilding operations during construction of future
improvements. The current plan is to re-use appropriate existing utilities
where possible and provide adequate infrastructure to accommodate
flexibility in the implementation of the shipyard improvements.
January 2007
Page 4-1
Civil Utilities
GENERAL
With the addition of new buildings on the site, several utilities will need to be
re-route that can not remain below the foundations of the buildings.
Additionally, the utility changes will provide better service throughout the site
and afford the flexibility for potential changes in the future development
plans for the site. In recognition of the limited funding situation, the existing
utilities will be re-used to the extent possible where prudent and feasible.
Another consideration in the development plan is the need to minimize
impacts to operations in the western portion of the site. Timing and
coordination of the utility outages will need to be scheduled with the shipyard
operator. By creating looped systems, any downtime will be minimized and
is a major reason for the proposed configuration of the utilities. The only
utility modifications to the western portion of the site will be the stormwater
system in the southwest corner.
SANITARY SEWER
The existing onsite sanitary sewer consists of an 8-inch ductile iron (DI)
sewer line that is able to connect to the Municipal system on Tongass
Avenue by gravity flow alone.
The sewer modifications in the development plan were designed to provide
adequate capacity and continue to maintain service without expensive lift
stations or other pressure flow situations. New portions of the sewer will
consist of approximately 1000 lineal feet of 8-inch DI pipe with elevations to
flow via gravity, and connected to the existing system under the new parking
lot in the southeast corner of the site.
January 2007
Page 4-2
WATER
The existing water system consists of 8-inch DI piping running through the
main access road and branching off in a general T-shape through the site.
The new water system will be a looped 10-inch HDPE main, which will
provide redundancy and adequate flow for full development of the site. The
connections at Tongass Avenue will use the 8-inch connections. This will
keep the utility charges at a reasonable level yet maintain adequate system
capacity. By increasing to a 10-inch service throughout the loop, we will be
able to achieve any fire flows in future as well as any user demand
anticipated. The new portions of the system total to about 1,500 lineal feet
of pipe.
STORMWATER
Stormwater is controlled by separate systems around the site and is
primarily serving the western portion of the facility. Only one discharge point
is currently served by an Oily Water Separator (OWS). Some of the areas
served are not currently paved and inlet modifications should be considered
during the planned update to the NPDES permit for stormwater.
The modifications to the existing stormwater system consist of installing
some new piping to allow gravity flow around the proposed building
locations. Other site modifications should be considered in conjunction with
the NPDES permit renewal requirements.
January 2007
Page 4-3
The design vehicle for internal circulation and turning radii was a WB-40 (50foot semi trailer) and is also the design vehicle for firefighting access. This
turning radius will allow typical vehicles onsite to transit to any area without
extraordinary turning maneuvers.
Overall, the site layout was positioned and sized to allow for full access to
the facility from either entrance. This flexibility will allow some segregation
of industrial traffic and personal vehicles. It will also allow for direct flow to
ongoing operations and avoid traffic conflicts.
BUS STOP
As part of the modernization of the shipyard facility, increased use of public
transportation is being emphasized. A new bus stop complete with a shelter
is planned on Tongass Avenue at a centralized location for the site.
January 2007
Page 4-4
Electrical General
The purpose and function of the electrical design effort is to provide
adequate service for current and future loads on the facility. The current
electrical equipment is poorly located and in conflict with building locations in
the development plan. The current location and configuration of the
electrical system is in conflict with the development plan and must be
modified. Alternatives were considered based on the location and costeffectiveness of that alternative. An additional consideration was to loop
portions of the electrical system, which will improve service and provide
redundancy on the site.
Existing Electrical: The existing utility distributions system is powered from
an overhead Ketchikan Utilities owned 34.5KV, 3-phase circuit that runs
along Tongass Avenue. The 34.5KV circuit goes to a riser pole just inside
the site. At this riser pole, the 34.5KV feeder transitions to underground
conduit and goes to a vault approximately 100 feet to the north. The system
then travels approximately 1,000 feet where it terminates at a 3750KVA
transformer. The transformer steps down the power to 12.47KV. At this
location there is a 12.47KV primary meter that meters the entire facility. The
meter feeds a 12.47KV rated switch. This switch feeds a 2000KVA
transformer on the existing drydock and a 2500KVA transformer in the same
yard. The 2500KVA transformer steps the voltage down to 277/480, 3phase and feeds the facilitys main switchgear inside the building. 277/480
volt, 3-phase power is distributed underground from this switchgear,
throughout the remainder of the facility.
Existing Telecommunications: The existing Ketchikan Utilities
telecommunications (telco) circuits also originate on Tongass Avenue and is
distributed underground, in conduit. The first telco vault is adjacent to the
first electrical vault and is similarly sized. The telco system parallels the
electrical distribution feeders and terminates on a backboard within the
electrical building. Presently, the telco feeder consists of 200-pairs, copper
and approximately 5-pairs, fiber and the system is distributed underground
throughout the facility from this point. Fifty pairs of this 200-pair outside
plant go to the AMHS buildings on adjacent property to the south.
Additionally, there is a GCI-owned underground cable television cable that
also terminates in the main electrical building and is distributed throughout
the facility from this point.
January 2007
Page 4-5
A new 3750KVA transformer will be installed at this location and step the
system voltage down to 12.47KV. The electrical system will be metered at
this point with a new 12.47KV primary meter.
A 12.47KV rated switch will be located in this area and will feed a future
transformer for the proposed Steel Shop. In addition, space will be dedicated
for a future capacitor bank. The 12.47KV system will extend underground
from this area, in concrete encased schedule 40 PVC conduit, throughout
the site.
The new distribution will re-feed the Berth 1 shore power, the existing
drydock transformer, a new transformer for the existing Shop 1 and adjacent
buildings as well as the shore power stations on the dock. The new
distribution circuit will then extend towards the south property boundary.
Additional sectional junction cabinets will be installed throughout the system
as necessary to facilitate installation and maintenance.
Along the existing roadway, near the southern boundary of the property, the
distribution system will extend north and terminate at a vault near the
present AMHS warehouse. Additional concrete encased schedule 40 PVC
conduit will continue to the 40 by 40 foot area, so that the circuit can be
extended to make a complete loop in the future. This would provide greater
reliability by enabling the system to be fed from two directions
simultaneously and locally isolate any faults, thereby minimizing any
outages.
ELECTRICAL BUILDING
The 12.47KV distribution will be stepped down to 480, 3-phase power for
utilization. The main building loads will consist of several bridge cranes of
capacities ranging from 75 to 15 ton capacities, lighting, and compressor
power as well as power stations for cord and plug connected power tools
used while working on ships. There will also be requirements for the
accompanying mechanical systems. Some areas, where painting will occur,
will require classified wiring systems. In addition to the building and existing
loads, site lighting will be powered from the new installation.
TELECOMMUNICATIONS
The new telecommunications distribution system will also originate from the
same locations as the existing system and traverse to a new vault in the
same vicinity as the first electrical vault. From this point, the system will
extend underground in concrete encased schedule 40 PVC and roughly
parallel the electrical distribution conduit system.
The AMHS buildings may instead be fed from new circuits originating from
Tongass Avenue. The Ketchikan Utility telco system can also provide cable
television over their lines eliminating the need to bring coaxial cable onto the
facility in a third conduit system.
January 2007
Page 4-6
COORDINATION ISSUES
The existing facility will remain operational during the construction of new
facilities and infrastructure. Temporary overhead electrical and
telecommunications distribution will be required to keep existing facilities
operational while the utility infrastructure is being installed.
This system will be owned by ASD from the 34.5 to 12.47KV step down
transformer. It is understood by ASD and the design team that maintenance
of medium-voltage systems require specialized training, tools and equipment
that is not commonly provided by local electrical contractors. Because of
this, the local electrical utility is often asked to provide emergency assistance
to a system that they do not own. The local utility is not averse to providing
repair and maintenance to ASD; however, in order to make the situation
simpler for all parties concerned, the utility will be consulted throughout the
process so that equipment specified for construction conforms with what the
local utility uses and stocks.
Relocated Facilities
We have utilized existing structures wherever possible. The Machine Shop
is being expanded and the new section will temporarily be used to support
new construction. New buildings are planned for the expanded Rigger,
Piping, Electrical, Steel and Carpentry Shops. These shops will be
established in close proximity to the Ship Repair Hall with direct
communication to that area. An all-purpose Main Tool and Repair Room will
be provided in the same area.
Drydock Systems
The expanded facilities at the Ketchikan Shipyard include a new 225-foot
floating dock. The floating dock was designed by Heger Dry Dock Engineers
and the specifications show the following general characteristics:
January 2007
200' (60.960 M)
4'-6" (1.370 M)
25'-0" (7.620 M)
Overall beam
110'-0" (33.526 M)
90'-0" (27.442M)
87'-4" (26.618 M)
26'-0" (7.925 M)
Page 4-7
The new floating dock will be used with a new Land Level Transfer Facility
(LLTF). The LLTF will allow vessels to be moved to and from the floating
dock to dry berth positions on shore. The LLTF at Ketchikan will use
transfer cradles with high capacity low profile wheels that move on a flat bar
rail installed on the floating dock pontoon deck and on the shore slab. The
transfer cradles are modular and can be arranged and assembled in various
configurations to suit the vessel to be docked or launched. (Chapter 3
Shipyard SupportOffices and Distributed Access)
The docking facility consists of the following major components:
Translation system
Retention systems
The 225-foot floating dock launches and docks all vessels in its
submergence berth. When not in use, the new floating dock is restrained in
position next to the existing 430-foot floating dock using two pipe guide and
gripper assemblies and a trolley assembly at its southeast corner. When in
use in its submergence berth, it is loosely held in position by four wire rope
winches and the trolley assembly, as shown in the sketch above.
Translation and positional control of the dock is done using the four wire
rope winches, the translation trolley and the guide bumper are shown in the
sketch on the following page. The translation trolley rides on and is
restrained by an I-beam installed within a recess in the shore bulkhead.
January 2007
Page 4-8
Transition rails spanning the space between the dock and shore rails
Transfer cradles
Cradle connectors
The floating dock is grounded on landing grids in order to ensure that the
elevation of the pontoon deck is the same as the elevation of the shore slab
and dry berths. Eight transfer rails will be installed on the pontoon deck and
on shore to allow vessels to be transferred in the longitudinal direction to and
from the floating dock and shore berths. Vessels can be transferred to shore
berths 1 or 3 when the floating dock is positioned and grounded on transfer
grid 1. Vessels can be transferred to shore berths 2 or 4 when the floating
dock is positioned and grounded on transfer grid 2.
Once the floating dock is in position and grounded on one of the transfer
grids, portable transition rails must be installed to span the gap between the
rails on the dock and those on shore. Transition rails are shimmed and set
in place to give the best alignment and transition possible so that the wheels
of the transfer cradles can move easily over this connection. Transition rails
need only be placed on the flat bar rails being used for the specific vessel to
be transferred.
January 2007
Page 4-9
The transfer cradles are simple modular units with each having the same
structural configuration. Each module uses four wheels that move on two
rails at 8 foot centers. Because all eight rails on the dock and all rails on
shore are spaced at 8 foot centers, the modular cradles can be positioned
on any two rails. Once the modules are configured and set on rail pairs to
suit the blocking requirements for the vessel, connector bars are installed
between the cradle modules. The connector bars will be of various lengths
or adjustable in length to suit the different spacing needed, and will be
pinned to the cradle modules.
The simple cradles are not self propelled. A tow vehicle will be needed to
move the vessel to and from the floating dock and within the shipyard LLTF.
The maximum tow force required using typical industry wheel assemblies
with sealed, tapered roller bearings moving over level flat bar rail will be,
Max Towing Draw Bar Pull (DBP):
With New / Well Maintained Bearings,
DBP = [2500 LT vessel weight + 50 LT cradle weight] x 0.010 COF =
25.50 long tons
With Old / Poorly Maintained Bearings,
DBP = [2500 LT vessel weight + 50 LT cradle weight] x 0.015 COF =
38.25 long tons
Often this draw bar pull can be provided by an existing crane at the shipyard.
If one is not available then the most economic and efficient tow vehicle is a
used or new airport type tow
vehicle. A suitable one is shown
on the left.
A pipe assembly tow bar will allow the vehicle to pull or push the vessel on
and off the floating dock and within the shipyard.
January 2007
Page 4-10
REPAIR HALL
The Repair Hall will have a clear width of 84 feet (subject to the design of the
structure and the final spacing of the grounding grid), a length of 250 feet
and a clear height of 100 feet. A large door at the seaward end of the
building will provide isolation from the weather. Two 50 ton capacity radiocontrolled overhead bridge cranes will provide full coverage of the entire
building.
Mobile and hanging staging systems will be provided, depending on the
beam of the ship. Work platforms suspended from the bridge cranes will
provide another level of access to hulls.
ASSEMBLY HALL
The Assembly Hall will have a clear width of 84 feet (subject to the design of
the structure and final spacing of the grounding grid), a length of 250 feet
and a clear height of 100 feet. A large door at the seaward end of the
building will provide isolation from the weather. Two 75 ton capacity radio
controlled overhead bridge cranes (one equipped with two 37.5 ton trolleys)
will provide full coverage of the entire building.
January 2007
Page 4-11
MACHINE SHOP
The Machine Shop is the heart of the ship repair business. It must be
equipped with the capability to respond to a wide variety of planned and
emergent tasks.
Most new machine tools sold today are complex, computer driven machines
designed for high volume production. For that reason they are expensive
and require a high degree of technical support. The Machine Shop
equipment required for a ship repair facility is relatively simplewith just
enough capability to satisfy the comparatively infrequent usage encountered
for some of those applications. It is counterproductive to use overly
sophisticated machinery for simple tasks. The solution normally employed
with ship repair yards (and other repair activities) is to acquire good used
equipment of relatively recent vintage. No loss of efficiency results from this
practice.
The shop currently exists as a single bay building with an adjunctive abutting
bay currently planned for construction. A 15-ton bridge crane provides
coverage to the existing shop.
The Machine Shop is currently an operating entity with a collection of old
equipment, much of which is past its useful life and needs replacement. A
shop layout for the Machine Shop has not be developed since it is an
ongoing operation and not particularly sensitive to equipment location. As
new equipment is acquired, it should be placed by the shop foreman.
Guidelines noted below will help efficiency:
The shaft lathe and vertical boring mill should have extra heavy
foundations, isolated from the shop floor
The existing side shop, currently designated Electric Shop, will become
a Tool Room
The machine shop is currently the only covered work area equipped with a
bridge crane. It not only serves as a machine shop but steel fabrication is
performed at one end.
January 2007
Page 4-12
JOINER SHOP
The Joiner Shop provides several routine activities within the shipyard.
Aside from general carpentry services for ships under repair, the shop
fabricates heavy wooden blocking for shoring and drydocking vessels, builds
patterns, templates and layout molds for fitting and forming parts and
performs services in support of yard maintenance.
It is not a high impact shop and is located on the second floor of the shop
complex. This enables the dust collection system to be installed under the
floor.
The machinery to fabricate the heavy blocks and cribbing used for docking
and the transfer of ships is unrelated to other woodworking activities and will
be located at another area. The machinery related to that activity is the ship
saw, the 20-inch planer, and the heavy lumber storage rack.
PIPE SHOP
The Pipe Shop is equipped with equipment to cut, bend, weld, fabricate and
clean pipe assemblies or individual pipe runs in a variety of materials. It is
provided with a generous layout and targeting table with a 1 ton jib crane.
ELECTRICAL SHOP
The Electrical Shop provides support for on-board electrical repairs and
modifications. It also supports in-yard maintenance activities.
Manufacturing is limited to fabrication of wiring harnesses. Electric motors
and other major component rebuilding is not included. These items will be
shipped offsite for repairs.
RIGGERS SHOP
The Rigger Shop maintains an inventory of wire rope on reels and rigging
hardware. It is provided with equipment to fabricate and test slings and
lifting hardware in support of shipyard activities and to fabricate items of a
rigging nature for ship repair demands.
STEEL SHOP
The Steel Shop is configured on the assumption that the bulk of steel parts
will be pre-blasted, pre-primed and precut elsewhere and will be introduced
into the shop ready to fabricate. A plasma plate cutting machine is provided
in order to provide for exceptions to that assumption. Plate and shapes will
be stored in the open area outside the northeast end of the shop. Concrete
sleepers will be provided for storage off-ground. Steel components will be
introduced to the shop be means of a shuttle car. The shuttle car will be
loaded using a magnet bar equipped vehicle such as a Hyster
Once in the shop, a magnet-bar equipped bridge crane will offload the steel
and move it to an appropriate location on the assembly platen where single
and second direction stiffeners can be applied and welded. Larger cranes
will move fabricated panels further down the line where they will be built into
three-dimensional modules. Foundations, clips and brackets, etc., can be
introduced along this line. One of the larger cranes is equipped with two
trolleys to facilitate turnover of modules.
January 2007
Page 4-13
January 2007
Page 4-14
Safety Engineer
Executive Secretary
Environmental Engineer
Finance Manager
Commercial Manager
Admin AssistantFinance
Contracts Manager
Accountant
Chief Engineer
Payroll
Admin AssistantEngineering
Sales Manager
Engineers
Sales Engineer
Engineering Tech
Admin AssistantSales
HR Manager
Customer Offices
IT Manager
QA Manager
Reception
Admin AssistantQA
33
Production Manager
Planner
Admin Assistant
Scheduler
Project Managers
Estimator
Ship Superintendents
Reception
Dock Master
Total in Operations
18
January 2007
Page 4-15
Parking
Parking will be moved from the currently used area (which will become part
of the steel and material lay down area) to an area at the southeastern most
part of the property near Tongass Avenue. The parking lot surface is
currently planned to be graded gravel. There will be room for about 70 cars
in this area. Additional parking may become available on the south side of
the existing AMHS office and south of the entry to the parking lot. This
additional area would allow about 30 additional cars to be parked.
Considering that ASD personnel requirements will gradually increase over
the next several years, perhaps peaking at a little over 100 people, it is
anticipated that the new parking area will serve this growth. Ride sharing
should be encouraged and this should reduce the pressure on parking
space.
The parking lot will be outside the security fence. Personnel will enter the
shipyard though a security checkpoint leading to a pedestrian safe walkway.
Customer Tenancy
Customer tenancy is required for the Ketchikan Shipyard because of the
very limited hotel and short term accommodations within the City of
Ketchikan. This is particularly true during early spring, summer and early fall
when summer visitors crowd the area. While ASD has experienced their
business peaks during the winter months, business must continue year
round without limitations.
Potential users of the planned customer tenancy facility are:
January 2007
Vessel Crews
ABS / LR Surveyors
Page 4-16
Permitting Requirements
The following permit requirements have been identified for the shipyard
expansion project, and are generally described herein:
Alaska and Local Permit and Regulation Requirements for Noise Control
(Noise Control Act of 1972, Quiet Communities Act of 1978, EPA
Guidelines for Margin of Safety and Pile Driving Noise Permit)
January 2007
Page 4-17
Land Acquisition
The land area between the current south boundary and the east-west line
created by the floating pier will become ASD property before this work
begins. This development plan assumes this will occur and the location of
the Business Offices building and new parking lot consider this additional
area to be ASD property.
There is currently an empty lot about one-half acre in size that would be very
beneficial to ASD as a location for the tenancy building or for additional
parking. It is recommended that purchase of this land be considered.
Additional land in the area of the north boundary and the Ketchikan
Municipal Wastewater Treatment Plant (WWTP) would be very beneficial to
the shipyard. However, this change would likely be hotly contested by the
local Ketchikan government and business leaders and is, therefore,
considered not practical.
It would be very beneficial for the fuel pipeline to be extended or re-routed so
that barges could be more easily brought to the north end of the 225-foot
floating dock. Offloading modules, pipe sections or equipment to and from
barges and the new floating dock would provide the shipyard with an
important new capability.
January 2007
Page 4-18
5. SHIPYARD DEVELOPMENT
IMPLEMENTATION PLAN
Implementation Schedule
The implementation schedule for the shipyard expansion work identified in
this development plan is included in Appendix A. This schedule shows work
set in packages that are:
Package 2:
Package 3:
Package 4:
Construction
Package 5:
Phase 1:
Phase 2
Landing Grid 2
Phase 3:
Phase 4:
Phase 5:
Phase 6:
Phase 7:
Steel Shop
January 2007
Page 5-1
8.2 million
16.94 %
$ 14.6 million
30.17 %
1.8 million
3.72 %
4, Phase 1
4.37 million
9.03 %
4, Phase 2
1.5 million
3.1 %
4, Phase 3
2.7 million
5.58 %
4, Phase 4
$ 27.83 million
56.36 %
4, Phase 5
$ 13.01 million
62.0 %
4, Phase 6
11.01 %
4, Phase 7
$ 10.105 million
20.88 %
6.5 million
13.43 %
$112.395 million
232.22 %
Total
5.33 million
Additional local, state and federal funding is being pursued and these added
funds may become available during the 34 month program. In addition, ASD
may decide to obtain additional funds commercially at a bank. The above
does not represent cash flow. Cash flow and funding streams will need to be
completed once the scope and phasing of work for this project have been
determined.
January 2007
Page 5-2
MV Susitna Operations
It will be more difficult to control disruption of MV Susitna construction
operations. The current fast track work being done on Berth 1 is not part of
this development plan, but this work will need to be completed before
serious vessel assembly work can begin. Some module construction work
can be done in the open areas on the east side of the property near the
existing parking lot; however, this area is a natural access route from the
Tongass entrance to Berth 1. Contractors and truckers will need to be
controlled and kept out of this area.
Our estimate of MV Susitna completion is mid 2008. Should this estimate be
accurate, Work Package 3 will be underway. This work includes
underground utilities, earthwork and foundations, site access, paving and rail
installations as well as work on landing grid 2. The earthwork begins about
February 2008 and will need to include the eastern yard area where the MV
Susitna modules will be constructed. This means that by this date the MV
Susitna modules need to be complete with assembly underway in Berth 1.
This 6 month period will need careful planning and coordination in order to
reduce disruption of MV Susitna operations.
January 2007
Page 5-3
January 2007
Handling of blast grit in the repair and assembly halls and in the blast
building
Rain water handling from the large roofs of the new buildings
Page 5-4
LOCAL CONSIDERATIONS
There will be impacts to local Ketchikan life and daily operations of the
population. There will be many benefits as well. Some of these are listed
below:
January 2007
Waterfront view partially blocked by large buildings taller than 100 feet
Page 5-5
Five risks and/or threats to the success of the program were identified and
discussed briefly:
January 2007
Page 6-1
January 2007
Competes
Has a high reputation for the quality of its products and services
Page 6-2
The diagram above illustrates database blocks and data flows shown in blue
that are managed by an integrated shipyard resource management system
that is interoperable with the design-engineering and accounting systems.
Various vendors provide appropriate software systems that are or can be
optimized for shipyards.
January 2007
Page 6-3
Management of the
contract and shipyard
resources (including
overhead) as a project
to achieve delivery,
quality and cost
parameters
January 2007
Receive customer
payment usually on
completion of
contractually agreed
milestones
Continuous and final
comparison of the actual
project to the estimated
and bid project to
determine profitability
and plan future
improvement
Parametric formulas
Page 6-4
Planning and scheduling assumes that cost estimates are accurate and that
milestones, which are the performance measurements that earn progress
payments specified in the contract, are logical and achievable. Milestones
sometimes refer to the start or completion of an activity. Sometimes, they
may be merely calendar dates. Project management is responsible for
verifying or establishing milestones, monitoring completion, and reporting
truthfully on whether milestones were successfully completed or
encountered problems. When serious problems are encountered, it is
necessary to correct the problems before reporting completion of the
milestone.
January 2007
Page 6-5
Once a project schedule is in place, team members are aware of their roles
in controlling it and the project manager has established a communication
system between team members and groups within the production
organization. Then the project manager will follow a systematic update
process. Updating the schedule on a regular basis and comparing it with the
baseline ensures that resources are used effectively, project costs are
monitored against budget, and all stakeholders kept abreast of actual
duration and costs so that contingency planning can be initiated if
necessary. The project planning software is used in combination with other
applications to help assess project goals from a program-wide perspective
such as integrating logistics, testing, etc.
Communication System
The complexity of a shipyard and its multiple repair or new-build projects
requires good communications. There are several levels of communications
that require both technology and standard procedures. Communications
systems require sufficient accuracy, speed, reliability and security to serve
stakeholders.
Policies, procedures and practice are needed to get optimum results
from communications systems and avoid their abuse. Communications
systems and their use are major bridges that align the shipyards
technical systems (facilities, equipment, etc.) and the social systems
(organization, management, supervision, teams, personal and
company morale, etc.)
External communications: External stakeholders such as customers,
vendors, suppliers, subcontractors, employees away from the shipyard
and many others need standard, common systems such as wired and
wireless telephone, FAX, courier services, and Internet-enabled
communications such as email, VOIP, and website
connections. Development planning will integrate
How do we communicate?
shipyard needs on a space and person served basis to
WHAT WOULD HAPPEN IF YOUR PEOPLE SAID.....
achieve business requirements.
What needed to be said, when it needed to be said,
to whom it needed to be said?
How much money would you save?
How much time?
PEOPLE WANT TO HEAR AND TO BE HEARD.
They need to know where they stand, how they add
value.
January 2007
Official voice via phones, 2-way and multi-channel radios, special phone
systems such as on the drydock, and face-to-face
Data, information, still and video imagery about individuals, work orders,
parts, machines, maintenance, specifications, drawings, etc.
Paper-based or other physical copies such as tape recordings
Transmittable electronic files
Information exchange such as bar-code, magnetic strip, RFID,
etc.
Sensors such as fire, smoke, vessel draft, freezing, etc.
Fixed location terminals (computers or communications sets) or mobilewireless (smart phones, PDA, tablet, notebook computers)
Page 6-6
Shared visual systems ranging from bulletin boards, signs, businesstype score and information boards (LED lettering, etc.), posters,
newsletters and flyers, etc.
Informal but powerful systems such as the rumor mill, graffiti,
suggestion systems, etc.
Recommended communications systems keyed to fixed locations and jobs
with mobile communications requirements are included as an attachment.
Pointers to suggested best-practices for policies, procedures and emerging
technologies such as critical equipment monitoring, etc. are provided.
January 2007
Page 6-7
It is, of course, vital that the design for production effort starts early in the
design process for new-build and the estimating-planning process for repair.
The designer and estimator-planner have the greatest influence on the cost
of the vessel project during the earliest design stages when parts, materials
and equipment and the basic project configuration are being decided. The
influence of the designer or estimator-planner on cost drops off rapidly in the
later design-build and repair stages.
Concurrent Engineering
Changes in production systems have led to corresponding changes in
technical systems. The technical function must now provide information in a
different time scale and sequence, and in a different format. One particularly
effective technique, which facilitates the integration of design and
production, is concurrent engineering. The process of concurrent
engineering allows the development of a design or repair plan to be
undertaken simultaneously by several engineers of various disciplines thus
facilitating time compression during the product development process. The
use of modern database technology also allows large volumes of data and
information to be made available to the designer at the earliest stages of the
design process. This data can consist of detailed production related
information the designer can use to construct design models that are
production friendly.
Product Modeling
The capture of such information requires design and estimate/bid/planning
information to be represented in a product model that may be shared
throughout the design, manufacturing, build, repair, and operational phases
of the product. Such a computer based model is referred to as an Electronic
Product Model Database and consists of text information that fully describes
the product or repair specification and 3-D multidiscipline CAD geometry that
defines the location, orientation and relationship between the component
parts of the product. Also incorporated is the management data required for
production planning and material management.
January 2007
Page 6-8
January 2007
Page 6-9
Able to smoothly transform conventional design process to systembased design process (e.g., structural design through conventional
symbolic style drawings, automatic generation of pipe bending
instructions from the three dimensional model)
January 2007
Page 6-10
January 2007
Page 6-11
January 2007
Page 6-12
Maintenance Program
The shipyard has an existing maintenance program. The existing program
should be expanded to include all new facilities, production equipment and
tooling.
All predictive, preventive, and corrective maintenance requirements can be
extracted from technical publications provided by vendors and including in
the shipyards maintenance library.
To achieve desired efficiency improvements, the philosophy of Total
Productive Maintenance (TPM) should be incorporated. This maintenance
approach seeks to engage all levels and functions at the shipyard with
critical subcontractors/suppliers to maximize the overall effectiveness of
production equipment. This method further tunes up existing processes and
equipment by reducing mistakes and accidents. Whereas maintenance
departments are the traditional center of preventive maintenance programs,
TPM seeks to involve workers in all departments and levels from the plantfloor to senior executives to ensure effective equipment operation.
A diagram of TPM implementation is shown on the following page. This
diagram is included in the book, TPM for the High Performance Factory,
Innovative Methods and Worksheets for Equipment Management, by
Kenichi Sekine and Kiesuke Aral, Productivity Press, ISBN 1-56327-191-5.
January 2007
Page 6-13
January 2007
Page 6-14
High-performance and
self managed teams
Group
Technology
Organizational Knowledge
Base
Structure
Management Goals
Leadership
Culture
Communications
People
Training Program
Shared & Visual Info.
Standard Procedures
Linking Functions
Quality Mgt System
Organization Learning
WWW & INTRANET
E-Commerce (to external)
Expert Systems
Kaizen System
Purchasing
Cost
Estimating
Planning
Scheduling
Accounts
Payable
Drawing
Control
Manpower
Control
Material
Control
Accounting
Systems
Accounts
Receivable
Performance
Reporting
Customer
Billings
Time Charges
January 2007
Page 6-15
Cost accounting
January 2007
Page 6-16
COST ACCOUNTING
Complexity of multi-contract repair and new-build projects requires both
traditional accounting for managerial and financial information and additional
details for job-costing, activity-based costing, and other features. Many full
featured accounting systems are available. An example that is used by
other shipyards and interoperable with many functional modules is Great
Plains, a Microsoft product. Some basic modules of Great Plains that should
be considered are:
Accounts Payable
Accounts Receivable
General Ledger
Asset Accounting
Since the mid 1990s, the concept of Activity-Based Costing has expanded in
manufacturing cost accounting. This concept is an expansion of job costing
that allows cost centers functions to be attributed to their application. For
example, a rental crane could be more easily attributed to projects where it
is actually used with the idle time attributed to overhead. Administration,
management, and even craft trade shops attribution of cost to specific
contracts and projects gives much more accurate cost data for use in billing
and future contract development (estimating and bidding). Software
customized for quickly determining make-buy or lease-buy decisions for
equipment and skilled people is available.
January 2007
Page 6-17
Remarks
Input to payroll.
Can be automated or have limited entry from
paper files.
Wages
Salary
Input to payroll
Insurance, regulatory factors such as FMLA.
Can be paper-based with key information
semi-automated.
Employee Scheduling
Employee Qualifications
Talent Management
Employee Development
Health Records
January 2007
Description/use
Employee
Demographics
Page 6-18
COMMUNICATIONS SYSTEMS
Shipyards need a range of communications for company-wide and project
management purposes, along with individual and group operational
functions. Table 6-3 lists some criteria for selecting system elements.
Communications are implemented by company policy and procedures with
good supervision, management, and executive oversight.
Remarks
Wireless radio
Web site
External and intranet
Signage
Visual factory
Printed materials
January 2007
Description/Use
Standard telephones
Page 6-19
January 2007
Page 6-20
January 2007
Page 6-21
Acquisition
80,000
Installation
Training
28,200
1,500
1,000
100,000
40,000
4,600
10,000
460
90,000
40,000
9,000
25,000
5,000
2,500
5,000
1,000
500
January 2007
Page 6-22
Table 6-4Ketchikan Shipyard Business Support Assets and Estimated Costs (continued)
Business Support Assets
Communications
Standard telephone system
Wireless radio system
Special function phone system
Data network system
Data network terminals
Web site design
Signage system - regulatory
Visual factory sign/display system
Printed materials systems
Acquisition
Installation
Training
25,000
10,000
3,000
25,000
25,000
7,500
2,500
10,000
40,000
500
500
250
3,000
2,500
1,000
1,000
2,500
2,500
1,000
300
2,500
2,500
750
250
1,000
4,000
7,500
1,500
750
90,000
10,000
9,000
400,000
100,000
40,000
1,250,000
62,500
12,000
6,000
5,000
5,000
20,000
1,200
600
500
500
2,000
1,534,950
162,560
January 2007
952,600
Page 6-23
7. PROJECT COSTS
Cost estimates have been prepared for the various facilities identified as part
of the proposed expansion. These estimates are considered to be fair
market value and not necessarily the lowest price in a competitive bid. The
prices are based on public works-type contracts and do not reflect
efficiencies of scale that might be realized by grouping projects; in other
words, these are stand-alone estimates. The prices have been adjusted for
inflation based on Fall 2008 being the midpoint of all of the work and a 5
percent annual inflation for Alaska construction. Some allowance is included
for site congestion; although specific work conditions at the time of
construction may have an additional impact on costs. An allowance of 15
percent has been added to cover design, construction and general
administration of the projects. Finally, contingencies have not been included
due to lack of detail at the planning level.
The following is a summary of the costs by facility. A detailed estimate is
included as Appendix B.
Facilities
(000)
Site Development
Tools/Equipment/Furniture
(000)
$5,905
Repair Hall
$24,600
Assembly Hall
$22,300
Production Complex
$18,100
$245
Operations Offices
$2,800
$162
Business Offices
$6,600
$325
$11,900
$365
Steel Shop
Blast Building
$2,900
Paint Building
$2,400
$1,10000
$900
$552
$6,201
The above costs are based on industrial-type structures associated with ship
building and repair for the class of vessels in the target market. The prices
reflect local building code requirements and regional environmental loads
including wind, snow and seismic. The following paragraphs provide a
general description of the buildings.
January 2007
Page 7-1
Production Complex
The Production Complex will be a three-story steel framed building adjoining
the west wall of the Assembly Hall. Depending on the sequence of
construction, the Production Complex may be constructed before the
Assembly Hall and, therefore, will have to be a self-supporting structure, in
which case the building will be a steel braced-frame. In addition to shops,
the building will house offices, conference rooms, cafeteria, and locker
rooms. The ground floor will be concrete slab-on-grade and the upper floors
will be composite steel beam and concrete slab construction. Shop floors
should be designated for 125 pounds per square foot (psf) or forklift loads,
whichever is greater. Inasmuch as assembly areas should be designed for
100 psf, it is suggested that 125 psf be used throughout the building in case
the shop areas are expanded in the future. If the Production Complex is
erected concurrently with the Assembly Hall, it may be possible to use a
common column line and distribute lateral loads between the two areas.
The roof of the Production Complex is much lower than the Assembly Hall
and, therefore, will have to be designed for snow drifts, plus the snow load
from the Assembly Hall roof which sheds onto it.
Production Office
The Production Office will be a 30 by 60 foot three-story, steel-framed
structure. This building will be constructed above existing sheet pile cells
and, therefore, will require pile supports to avoid potential settlement. The
ground floor will be a slab-on-grade; the upper floors will be a composite
steel beam and concrete slab.
January 2007
Page 7-2
Business Offices
The Business Offices will be a steel braced frame structure located on a
steep riprapped embankment along South Berth and will be founded on
piling. Because of the variable unsupported length of the piling, the design
will have to address the resulting lateral torsion. The floors in the building
will be of composite steel and concrete construction. The roof will be framed
with steel wide-flange girders and bar joists. We anticipate the exterior walls
will be of metal stud window-wall construction.
Other Buildings
Other structures, including the blast and paint buildings and the hazardous
materials storage structure, will be of steel frame construction with spread
footings and concrete slabs on grade. Pre-engineered metal structures that
satisfy the operational and structural requirements should be considered for
these buildings.
January 2007
Page 7-3
Contracting Methods
Consideration should be given to the use of a Construction Management at
Risk (CM at Risk) approach to develop the facilities for the proposed
expansion. Under CM at Risk, a public owner pre-qualifies and selects a
Construction Manager (CM) during the design phase. The CM provides
planning, estimating, scheduling and other consulting services to the Owner
and Engineer/Architect during the design phase. When the design is near
completion, the CM and the awarding authority negotiate a Guaranteed
Maximum Price (GMP) and schedule. The CM then acts as the general
contractor during construction of the project and pre-qualifies and procures
all of the construction trade contractors that will perform the work. The CM
is required to share all cost information with the public owner so that an
informed public owner will only pay for the cost of the work plus an agreed
fee for the CM up to the GMP.
Under CM at Risk, a public agency may benefit by:
January 2007
The ability to "fast track" the start of construction by bidding early trade
contracts, which the CM will ultimately incorporate into the final GMP.
The right and responsibility to monitor and audit the construction costs of
the project to ensure the owner pays only the costs of the work plus the
agreed fee to the CM.
Page 7-4
8. REFERENCES
Development Plan References
Ship Production (2nd Edition), Richard Lee Storch et. al, Cornell Maritime
Press, 1995
Creating the Lean Shipyard, IBM, 2002
Design for Production Manual, 2nd Edition Vol 1-3, National Shipbuilding
Research Program, July 1999
Shipyard Training Program Guide, National Shipbuilding Research Program,
December 1999
Shipyard Cost Estimating, SPAR Associates, 2003
Shipyard Material Control, SPAR Associates, 2002
Cost Savings Using Modular Construction Methods & Other Common
Sense, SPAR Associates, 1998
Planning New Construction & Major Ship Conversions, SPAR Associates,
2004
Shipyard Evaluation for Ergonomic Practices and Applications, National
Shipbuilding Research Program, July 2004
Productivity Improvements at the SENESCO Shipyard, Gebhardt & Jarvis,
Journal of Ship Production, August 2003
January 2007
Page 8-1
January 2007
Page 8-2
lighting and switches shall be explosion proof. (Note: Supplementary lighting to working
levels, as required( not a part of this task)--will be provided by portable fixtures).
External lighting shall be mounted on the Structure to provide illumination for vessel
transfer from the floating drydock to the Structure and to the adjacent repair berth to the
east as well as adjacent access roads and open yard space. Aviation warning lights shall
meet FAA regulations.
5.0 Climate Control
A minimal amount of heating shall be required to maintain an internal temperature of 50
degrees F during winter months in Ketchikan.
Exhaust fans shall be located at the south end of the Structure to remove the volatile
effluents from the painting process. These shall be of explosion proof design. Sizing
shall be by detailed designer.
6. Cranes
There shall be two overhead bridge cranes which will span the width of the Structure.
Each will have a 50 ton lifting capacity. They shall travel the length of the Structure on
crane rails attached to the main building structural columns.
Cranes shall be rated for indoor usage, infrequent cycling. Speeds of bridge, trolley and
hoist shall be determined during discussions with prospective suppliers and will be
specified in a crane procurement document to be developed later.
As noted previously, maximum crane hook height shall be 100 feet. Cranes will be radio
controlled. Maintenance access to cranes shall be included in structural design.
7. Grit Recovery System
A recovery system for spent steel grit shall be installed in the floor of the Structure. This
will require a steel grating covered trench running nearly the full length of the Structure,
located on both sides of the floor with a communicating tunnel running laterally near the
mid-point of the Structure and continuing outside and to the west of the Structure where a
grit recovery system shall be provided.
Preliminary discussions with the firm of Norton Abrasives indicates that a screw-auger
system is best suited for moving this grit. It is suggested that a proprietary contract with
that firm would be beneficial to the project to enable details to be developed and
integrated into the structural design.
8. Utilities
8.1 Electrical 480V 60Hz power will be run to the battery limit of the Structure.
Distribution within the Structure will include 480V 3Ph; 240V 1Ph; 240V 3Ph and 120V
power. Outlets for each shall be located at each building column, not to exceed 25 feet in
spacing.
8.2 Lighting- Previously described
8.3 Compressed Air- Dried compressed air connections shall be located at each building
column, not to exceed 25 feet in spacing. Each connection station shall provide a
manifold for 6 individual hose hookups plus a 1 inch connection to serve a remote
manifold. Pressure at nozzle- minimum 120 psi.
8.4 Potable Water- Potable water spigots and drinking fountains shall be provided along
both N/S internal walls at 50 foot intervals.
8.5 Fire Mains- Using potable water, fire mains and connections shall be provided per
Code.
8.6 CommunicationsTelephone- at 50 foot intervals along each N/S wall
P.A. System- Two speakers, one at each end of structure
Fire Alarms- Per Code
Fiber Optics Terminals for data systems shall be placed at 50 foot intervals
along each N/S wall.
9. Portals
Aside from the previously noted north-end Mega-Door, the following portals shall be
provided:
South-end
West-side
East-side
Contacts:
Mega-Door
Norton Abrasives
www.megadoor.com
www.nortonsandblasting.com
north as well as adjacent access roads and open yard space. Aviation warning lights shall
meet FAA regulations.
5.0 Climate Control
A minimal amount of heating shall be required to maintain an internal temperature of 50
degrees F during winter months in Ketchikan.
Exhaust fans shall be located at the south end of the Hall to remove the volatile effluents
from the painting process. These shall be of explosion proof design. Sizing shall be by
detailed designer.
6. Cranes
There shall be two overhead bridge cranes that span the width of the Hall, each will have
a 75 ton lifting capacity. One crane shall have a single 75 ton hook and trolley, the other
crane will have two 37.5 ton hooks and trolleys. They shall travel the length of the Hall
on crane rails attached to the main building structural columns.
Cranes shall be rated for indoor usage, moderate cycling. Speeds of bridge, trolley and
hoist shall be determined during discussions with prospective suppliers and will be
specified in a crane procurement document to be developed later.
As noted previously, maximum crane hook height shall be 100 feet. Cranes will be radio
controlled. Maintenance access to cranes shall be included in structural design.
7. Utilities
7.1 Electrical 480V 60Hz power will be run to the battery limit of the Hall.
Distribution within the Hall will include 480V 3Ph; 240V 1Ph; 240V 3Ph and 120V
power. Outlets for each shall be located at each building column, not to exceed 25 feet in
spacing.
7.2 Lighting- Previously described
7.3 Compressed Air- Dried compressed air connections shall be located at each building
column, not to exceed 25 feet in spacing. Each connection station shall provide a
manifold for 6 individual hose hookups plus a 1 inch connection to serve a remote
manifold. Pressure at nozzle- minimum 120 psi.
7.4 Potable Water- Potable water spigots and drinking fountains shall be provided along
both N/S internal walls at 50 foot intervals.
7.5 Fire Mains- Using potable water, fire mains and connections shall be provided per
Code.
7.6 CommunicationsTelephone- at 50 foot intervals along each N/S wall
P.A. System- Two speakers, one at each end of structure
Fire Alarms- Per Code
Fiber Optics Terminals for data systems shall be placed at 50 foot intervals
along each N/S wall.
8. Portals
Aside from the previously noted north-end Mega-Door, the following portals shall be
provided:
South-end
West-side
East-side
9. Other Requirements
9.1 Ladder Access- Caged ladders from the floor to a point 50 feet above the floor shall
be provided at each structural column for access to a work platform which may be hung
from the columns. (sketch attached).
9.2 Column Design- It is important to maximize the internal clear width of the
Structure. Every effort shall be made to minimize the encroachment of structure on this
dimension.
10. Disclaimer
The detail designer shall be responsible for compliance with all applicable local, State of
Alaska and Federal Codes pertaining to this job.
11. References
Figure C1.2
Figure S1.5
Contacts:
Mega-Door
www.megadoor.com
Production Complex
1.0 General Description
The Production Complex shall be a three-story structure that abuts and communicates
with the Ship Assembly Hall on its west side. The ground floor will contain toilet and
locker facilities for male and female workers as well as the Main Tool Room where
portable tools and equipment are stored, repaired and disbursed. It will also contain the
Pipe Shop and the Sheet Metal/Light Steel Shops.
The second floor will contain the Cafeteria/Meeting Room, a kitchen, the Electrical Shop
and the Joiner Shop.
The third floor will contain production and technical support offices and conference
rooms.
2.0 Location
Subject to detailed site survey, the Production Complex shall be located approximately as
shown on Figure C1.2 Proposed Site Plan: Master Layout.
3.0 Dimensions
The Production Complexs external plan view dimensions shall be 70 feet in width by
210 feet in length.
Clear height on the ground floor shall be 20 feet, clear height on the second floor shall be
12 feet in height and the third floor shall be 10 feet in height.
4.0 Lighting
Lighting levels in shop areas shall be 85 foot candles. Lighting level in cafeteria/meeting
room shall be 65 foot candles, lighting level in office areas shall be 85 foot candles.
5.0 Cranes
Jib cranes of 1 ton capacity may be mounted from the main structure of the Steel
Assembly Hall in ground level shops.
6.0 Climate Control
A minimal amount of heating shall be required to maintain shop areas at an internal
temperature of 55 degrees F during winter months in Ketchikan. Offices and cafeteria
shall maintain an internal temperature of 65 to 70 degrees during winter months in
Ketchikan.
7.0 Utilities
7.1 Electrical
120 VAC power outlets shall be provided to the restrooms, cafeteria/meeting
rooms, and office areas as well as all other areas
240 VAC single phase power shall be supplied to the kitchen, the Main Tool
Room and all shops.
240 VAC three phase power shall be supplied to the Main Tool Room and all
shops
480 VAC power shall be supplied to all shops.
7.2 Lighting- Previously described
7.3 Compressed Air- At least four conveniently placed compressed air manifold
connection points shall be supplied to the Main Tool room and to each shop area.
Each manifold shall have four individual hose connection spigots.
7.4 Potable Water- Potable water shall be supplied to each area. Drinking
fountains shall be provided in each shop and office area and in the
cafeteria/meeting room.
7.5 Fire Mains- Using potable water, fire mains and connections shall be
provided per Code.
7.6 CommunicationsTelephone- in each office, in the open office
P.A. System- Speakers in each separate area
Fire Alarms- Per Code
Fiber Optics Terminals for data systems shall be provided in each shop
area and in the office area.
3.0 Dimensions
The Steel Fabrication Shops external plan view dimensions shall be 70 feet in width by
400 feet in length. The structure shall be equipped with three overhead bridge cranes
(described below). The clear height under the hooks of those cranes shall be 40 feet.
A lean-to type structure shall be provided on the north side of the Steel Fabrication Shop
as shown on the attached drawing and as described below.
Blasting and painting enclosures shall be provided at the junction of the Steel Fabrication
shop and the Ship Assembly Hall as shown on the layout drawing and as described
below.
4.0 Lighting
Translucent panels in walls and roof may be used to supplement artificial lighting levels
during daylight hours. Artificial lighting shall be provided to generate a level of 65 foot
candles throughout the structure.
External lighting shall be mounted on the structure to provide security level illumination
for adjacent areas.
5.0 Climate Control
A minimal amount of heating shall be required to maintain an internal temperature of 45
degrees F during winter months in Ketchikan.
6. Cranes
There shall be three overhead bridge cranes that span the width of the structure.
-One will have a lifting capacity of 15 tons and will be equipped with a magnet
bar for handling steel plates and grabs for handling structural shapes.
-One will have a lifting capacity of 40 tons and will be equipped with a single
hook and trolley
-One will have a lifting capacity of 40 tons and will be equipped with two 20 ton
hooks and trolleys.
They shall travel the length of the structure on crane rails attached to the main building
structural columns. Cranes shall be rated for indoor usage, frequent cycling. Speeds of
bridge, trolley and hoist shall be determined during discussions with prospective
suppliers and will be specified in a crane procurement document to be developed during
the design phase.
As noted previously, maximum crane hook height shall be 40 feet. Cranes will be
pendant controlled. Maintenance access to cranes shall be included in the structural
arrangement and design.
7. Utilities
7.1 Electrical 480V 60Hz power will be run to the battery limit of the Steel Fabrication
Shop. Distribution within the shop will include 480V 3Ph; 240V 1Ph; 240V 3Ph and
120V power. Outlets for each shall be located at each building column, not to exceed 25
feet in spacing.
7.2 Lighting- Previously described
7.3 Compressed Air- Dried compressed air connections shall be located at each building
column, not to exceed 25 feet in spacing. Each connection station shall provide a
manifold for 6 individual hose hookups. Pressure at nozzle shall be a minimum of 120
psi.
Compressed air piping and connections shall be provided to the Module Blast and Paint
Enclosures. The arrangement and details are to be provided by blast and paint system
suppliers.
7.4 Potable Water- Potable water spigots and drinking fountains shall be provided along
the north internal walls at 50 foot intervals.
7.5 Fire Mains- Using potable water, fire mains and connections shall be provided per
NFPA and local Codes.
8. Portals
West endSouth sideEast end
North side
9. Lean-to Structure
A lean-to type structure, 20 feet in width and feet in length shall be provided on the
north side of the Steel Fabricating Shop as shown as shown on the attached layout
drawing. The internal clear height of this sub-structure shall be 12 feet. Roll-up doors
shall be provided for the vehicle storage portion, a personnel door and an 8 foot by 8 foot
roll up door shall be provided at each end of the lean-to as shown on the layout drawing.
10. Paint Enclosure
The Paint Enclosure shall be a shell structure 60 feet long by 40 feet wide by 45 feet in
height. As noted above, roll up doors shall be provided at each end as shown on the
layout drawing. The internal lighting, fume collection system and wall structure shall be
a separate purchase and shall be installed by the system supplier.
Close liaison between the Paint Enclosure supplier and building designer is required.
11. Blast Enclosure
The Blast Enclosure shall be a shell structure 60 feet long by 40 feet wide by 45 feet in
height. As noted above, a roll up door shall be provided at the south end (Steel
Fabrication Shop end) as shown on the layout drawing.
The internal walls, lighting, dust collecting system, under-floor grit recovery system and
grit reprocessing system shall be a separate purchase and shall be installed by the system
supplier.
Trenches for a grit recovery system are required.
Enclosure supplier the building designer is required.
12. Disclaimer
The detail building designer shall be responsible for compliance with all applicable local,
State of Alaska and Federal Codes pertaining to this job.
13. References
Figure C1.2
Figure S1.6
Contacts:
Mega-Door
Norton Abrasives
www.megadoor.com
www.nortonabrasives.com
Introduction
A fundamental assumption underlying this Workforce Strategy and Blueprint for the
Ketchikan Shipyard is that public and private investment is being made to achieve three
key enduring goals:
The shipyard operating company has risk reduction and incentive to continue
viability and improve profitability under terms of its 30-year operating
agreement;
The viable operating company provides expanded and improved ship repair
services and new-build products so that Alaskas maritime industry can also
grow and flourish; and
The shipyard and related industrial growth creates and sustains good paying jobs
for Alaskans measured in terms of ability to own a house and support a family.
This project can help validate the Ketchikan shipyard production capabilities.
Expansion and improvement of the Ketchikan
shipyard implies creation of 200 new jobs at the
shipyard over a 5-7 year period and integration
of several subcontracting firms and/or a
contract/lease labor pool.
The Ketchikan Shipyard is a catalyst for marine
growth and is poised to help build Ketchikans
maritime future. The graphic illustrates that
Alaska has the nations longest coastline. The
window of work opportunity includes larger onland, on-sea, and intermodal projects in planning, such as expansion and modernization
of the Alaska Marine Highway System, the Alaska Inter-Island Ferry Authority, the
Gravina Island access project and the Alaska natural gas pipeline. These maritime-
The shipyard and the University of Alaska Ketchikan collaborated in 2002 to win
a $500,000 US DOL-ETA grant to design and develop the first phase of the
Alaska Shipyard System for Education and Training (ASSET). The ASSET
program design is based on NSRP 527 Shipyard Training Program Guide and the
NSRP Skill Standards system. The ASSET program resulted in acquisition of a
learning center (trailer) on shipyard property and delivery of hundreds of learning
activities. Learning activities support an apprentice program for surface
preparation and coating and provides a portion of required safety, health and
environmental training.
The ASSET program and shipyard management has used company resources
along with some Alaska DLWD STEP funding to develop subject matter experts
who are becoming company trainers for specific skill areas such as hazardous
materials handling and disposal, crane operations and safety. An ASSET II
program funded by US DOL-ETA for 2006-2007 will further develop capacity to
train shipbuilding supervisors and technicians.
Mandatory regulatory training such as safety, health, and environmental has been
a key priority of shipyard management.
The overall productivity, quality, safety and reliability of the Ketchikan Shipyard
is equal to competitive shipyards of a comparable size in the lower 48 states.
Succession plan to replace key supervisors and managers nearing retirement age.
Skills inventory and management system linked to improved and expanded
shipyard processes and workstation operations. The interim work of E-Craft has
been analyzed for workforce requirements but skill standards for some new types
of work do not yet exist.
Organizational structure and procedures to integrate contract labor and
subcontract firm employees into the total workforce.
Leadership and supervision courses and coaching system to help employees make
transition from journeyman (individual) jobs to team leadership, supervision and
management.
Workforce personal recognition program, employee suggestion program, and
culture of continuous improvement toward high workforce retention and lean or
waste-free processes.
Modern shipyard management system to integrate labor, materials and
workstation planning and associated activity-based accounting system with
related human resources modules. Data and information about people is gathered,
stored and analyzed in ad-hoc systems not readily available to immediate
supervisors.
Repair and fabrication standards configured with job breakdown structure that
help new and upgrading employees to learn important steps and key points of
jobs. While on-the-job instruction and learning occurs, it is not structured in ways
that accelerate learning, assess learning progress or certify workers for jobs except
for those required by external authority such as OSHA or American Welding
Society.
Working relationships with the communitys workforce preparation system
including K-12 education; post-secondary learning through the University of
Alaska Southeast, Ketchikan campus; and local job center.
Learning system that better meets the demands of shipyard production. The
ASSET program developed many useful entry-level courses but few are
configured for recurring electronic delivery by shipyard subject matter experts.
The Ketchikan Shipyard has functioned profitably and satisfied customers for over 12
years. The companys relationship with its landlord, the Alaska Industrial
Development and Export Authority (AIDA) has been on a year-to-year basis since the
shipyard began operations in 1987. The first two shipyard operators did not continue.
The current operator, Alaska Ship and Drydock operated on an annual contract basis
from 1994 until late 2005 when a 30-year operating agreement was put in place. The
shipyard is now poised to close the workforce gaps as part of an overall 5-7 year
management-led effort for planning the shipyard business/improvement interface and
coordination for the larger and enduring enterprise. Workforce development is
consistent with planned shipyard improvement and expansion work and transition
from business as a series of annual projects to an enduring business.
5. Achieve and improve critical supervisor and technician skills by using limited
grant funds to create course modules with re-useable learning objects (text,
graphics, photos, video-clips, audio-clips, etc.). A start on this short-term strategy
was begun in May 2006 by re-programming an existing ADLWD STEP grant
G00002781 with UASK to develop capacity for new learning module
development. These funds procured needed software, Moodle web site access,
lesson adaptation, imagery and editing for five supervisory modules. The
framework used came from the Training Within Industry program, the effort used
10
Fully understand and agree on the six critical components of successful ASDAIDEA (and stakeholders) public-private partnership. See National Council
for Public Private Partnerships http://ncppp.org/
Represent and understand the shipyard expansion, E-craft, etc., plan
complexity as integrated and concurrent factors functioning over five years.
The key factors include: continuity of the existing repair business; master
planning for the improved/expanded shipyard; optimized coordination of
repair plus E-Craft plus new yard construction work; new customer
development for repair and new build contracts; management staff and
workforce development for the larger yard (200 job growth); and planning for
private investment. Representation of a complex project requires using a
simulation model that concurrently includes all stakeholder interests.
Work to understand the overall shipyard expansion trajectory and schedule
from early 2006 through 2011, synthesize all stakeholder-perceived concerns,
impacts or interferences, resolve to work through critical decisions-actionsmilestones,
Plan a series of public relations events that shine a light of both promise and
accountability on all stakeholders.
These six short term strategies could define the numbers and skill attributes of the
Ketchikan Shipyard workstations and their functional jobs. The strategies could provide
some initial tools to begin closing skill gaps through hiring, and training activities. The
strategies can help reduce enterprise risk and build critical support.
11
Raising the industry image so that job seekers and job changers will consider
shipbuilding and repair careers. Children begin to exclude industries and
jobs beginning in elementary school. The No Child Left Behind Act rhetoric
implies that all must go to college, despite the fact that nearly three-quarters of
Americans do not earn a 4-year degree by age 30. Shipbuilding, and its
cousins heavy manufacturing and construction, are not careers the average K12 teacher and guidance counselor advocate. The low industry image is
LEAN SHIPBUILDING
GOAL
WORLD CLASS SHIPBUILDING
JUST IN TIME
"THE RIGHT PART, RIGHT
TIME, IN THE RIGHT AMOUNT"
TAKT TIME (PACEMAKER)
EFFICIENT FLOW
PULL SYSTEM
LEVEL & BALANCED
SCHEDULES
BUILT IN QUALITY
LEARNING
ORGANIZATION
DESIGNED AND BUILT
BY FLEXIBLE, CAPABLE,
HIGHLY MOTIVATED
PEOPLE
CONTINUOUS
IMPROVEMENT
ACCURACY CONTROL
LABOR-MACHINE BALANCING
IN-CONTROL PROCESSES
VISUAL CONTROL
WORKER SELF-QUALITY
CONTROL ERROR PROOFING
12
13
14
A comprehensive methodology to include all six functional physical and operational asset
sets into the master planning process was submitted in April, 2006. The master planning
process outlined in a scoping meeting on June 2, 2006 in Anchorage continues to focus
most attention on the physical facilities and does not explicitly recognize the need for
business viability and its related improvements in management, workforce, knowledge
base, organizational structure and other operational factors. The current shipyard
operator is currently excluded from peer status with the landlord, AIDEA, and the
Federal Highway funds administrator ADOT/PF in the master planning process.
ASD leaders and consulting master planners have emphasized the need for businessoriented master planning. There is provision in the DOT master planning RFP ARTICLE
B4 - ADDITIONAL PROVISIONS to describe or refer to elements of planning completed in
the past, such as the 1999 Revised Ketchikan Shipyard Development Plan and industryrecognized shipyard planning literature. Additional support from ADLWD Division of
Business Partnerships for organizational, management, and workforce development as a
capitalized operating expense in the master planning process may be very helpful.
Business plan design: the core business plan must ensure that sufficient people with
passion, skills and discipline are available to operate the enterprise.
15
16
17
Identify
High Demand
Manufacturing
Processes/
Worker Assessment
Shipyard
Materials
& Work
Flow
Team
Building
Structured
On-the-Job
Training
Quality &
Standards
Measuring
&
Accuracy
Fabrication Assembly
ASD
Business
Economics
Repair
Hand
Tools &
Equipment
Care
Material
Handling
&
Logistics
Computers
&
Information
Systems
Support
Fitting
Basics &
Accuracy
Ship
building &
Repair
Tools
Crane,
Forklift &
Basic
Rigging
Profile Line
& Iron
Worker
Operation
Automated
Plate
cutting
Panel
Line
Stations
Brake
Press
Dry-Dock
Operator
Basic
Repair
NDT &
Advanced
Quality
Assurance
Vessel
Electrical
Team
Leadership/
Supervision/
SOJT
Coach
Advanced
Welding
Cutting
Gouging
Vendor or
Factory
Schools
Structural
Foundations
& Vessel
Outfitting
Workstation
Safety
Programs
Basic Pipe
Fitting
Corrosion
Control
Advanced
Material
Handling
&
Logistics
Track
welders &
plasma
cutting
Workstation
Computers
&
Information
Systems
Barge
movement
& launch
Future
Needs
Manufacturing Technician
Career Ladder Training
Classroom Topics, OJT and Factory-Vendor-College Training 2-5 year term Apprentice Concepts
Shipwright
Leadership
Program
Project
Manager
Program
Fabrication
Master
Quality &
Standards
Master
Safety,
Health,
Environmental
Master
Repair
Master
Shipfitter
Master
Welding
Master
Pipefitter
Master
Inside
Machinery
Master
Outside
Machinery
Master
Marine
Design for
Production
Master
Mechanical
or Electrical
Maintenance
Master
Material
Resources
Master
Material
Handling
Master
Shipyard
Admin &
Networks
Master
Other
management
positions
Future
Needs
Direct stakeholders in the Ketchikan Shipyard include the Alaska Industrial Development
and Export Authority and Alaska Ship & Drydock. Stakeholders in Ketchikans
workforce include the University of Alaska-Ketchikan campus and the Alaska
Department of Labor and Workforce Development.
Initial recommendations for this long term MOU will begin to take shape at the
commencement of ASSET II. Lessons learned during ASSET II will provide guidance to
the final form of the Long Term Training MOA. A logical relationship between the
worlds of learning and employment, shown in the figure, can be embedded in MOU
design.
The long-term MOU could design the workforce development system shown in Section
Three and dig into the details of an education, training and structure on-the-job training
program that shared teaching responsibilities between the shipyard, UASK, and AVTEC
or other organization. A sample program to empower a shipyard career path is shown on
page 18.
Functional Element
Master Planning
Process by a MultiDisciplinary Team
Stakeholder
Conference
(recommended)
Description
Methodology for integrating facilities,
business processes and information
systems, production equipment and tooling,
organization design, workforce development
and other factors along with ongoing repair
and E-Craft (and other vessel) production
Fully understand and agree on the six
critical components of successful ASDAIDEA (and stakeholders) public-private
Timing
RFP April 2006
NTP June 2006
Final Master Plan January
2007
19
Description
partnership. Represent the shipyard
expansion, E-craft, etc., plan complexity as
integrated and concurrent factors
functioning over five years. Achieve
stakeholder understanding and consensus
of the master planning process.
Floating dry-dock, transfer grid system and
relieving slab. $12 million project.
Timing
Plan 2006
Implement and improve
2007-2011
Concurrent
2006-2011
20
21
The cubic diagram titled Regional System Framework is a way to think about building
momentum toward an industry collaborative that supports shipyard sustainability. This
model suggests that common problems (needing resources) and issues (needing research
and deliberation), such as workforce development or financing, are faced by a matrix of
organizations such as the shipyard and its customers and suppliers. Common problems
and issues can be connected with new knowledge, shared or fresh resources, and leaders
passionate, skilled and disciplined to build Alaskas future. Measurable results can be
accelerated when facilitated toward win-win results by a strategic broker. A rich case
history of industry cluster theory and practice is documented by scholars, studies by the
National Governors Association and others. Principles of public-private partnership can
help guide policy and procedures to start right and stay strong.
Advantages:
Organization matrix
Businesses
Non-profits
Government
Collaborative
projects
Matrix of common
problems & issues
resource issuesnatural, financial &
human
technical-social
regulatory
quality of life & jobs
leadership
Ship repair in Ketchikan is cyclic and seasonal. The peak of ship repair is in the winter
when commercial and government vessels have a reduced operating schedule.
Shipbuilding is cyclic depending on customers needs, timing and their financing. The
limited capacity in Ketchikan has sent many precious Alaska dollars for both repair and
new construction to shipyards in the lower 48 states. The Ketchikan Shipyard must proactively seek stakeholder collaboration. For example, the construction industry and
particularly marine construction peak is in the summer when shipyard repair work is at a
22
Estimated amounts
Management
2006-2007 $50,000
Project implementation
supervision and integration of
improvements with ongoing repair
and new construction work
2006-2010
Initial learning of new technology
and related process
improvements.
2006-2011
Management
2006 $90,000
2007 $96,000
2008 $70,500
2009 $70,500
2010 $70,500
Management total $45,000
Technicians total $132,300
2006 $15K
2007 $6K
2008 $6K
2009 $6K
2010 $6K
$21K
$16.8K
$21K
$31.5K
$21K
2. ADLWD Division of Business Partnerships can monitor and collaborate with work
under the proposed US DOL-ETA grant to UASK anticipated July1, 2006 through
June 30, 2007 to develop capacity for an ASSET II system for new and incumbent
23
24
25
References:
1. Department of Labor and Workforce Development Division of Business
Partnerships STEP Grant 6-631
2. State of Alaska, Department of Transportation and Public Facilities, RFP
Number: 36863033 Revised Ketchikan Shipyard Development Plan
3. Storch et. al., Ship Production, 2nd Edition, Cornell Maritime Press, 1995
4. IBM, Creating the Lean Shipyard, 2002
5. NSRP 0538 Design for Production Manual, 2nd Edition Vol 1-3 July 1999
6. NSRP 527 Shipyard Training Program Guide
7. NSRP Skill Standards system.
8. Shipyard Master Planning Methodology L. P. Gebhardt, April, 2006
26
27
30
Prepared for:
Tryck Nyman Hayes, Inc.
911 W. 8th Avenue, #300
Anchorage, Alaska 99501
907.279.0543
Budget Estimate
Documents
Misc 1 Line Plans of Facilities
Narrative Description of Facilities and Systems
Reference Drawing to work in progress
Final Report
January 2007
Budget Estimate
Final Report
January 2007
Estimated
Cost
Cost Plus
Contractors
Markup
$/SF
1 LS
25,000 SF
25,000 SF
$3,564,028
$14,844,350
$13,439,841
$4,365,934
$18,184,329
$16,463,805
---------$983.77
$890.69
$5,904,926
$24,594,305
$22,267,297
52,500
5,400
13,500
25,100
3,600
3,600
2,100
SF
SF
SF
SF
SF
SF
SF
$10,923,448
$1,712,319
$3,977,668
$7,175,488
$1,758,819
$1,456,205
$641,671
$13,381,224
$2,097,591
$4,872,643
$8,789,973
$2,154,553
$1,783,851
$786,047
$344.73
$525.37
$488.17
$473.64
$809.45
$670.18
$506.25
$18,098,105
$2,836,992
$6,590,250
$11,888,438
$2,914,033
$2,412,659
$1,063,129
1 LS
$547,000
$670,075
$906,276
$906,276
$60,040,837
$73,550,025
Description
SITEWORK
REPAIR HALL (BERTH NO.
ASSEMBLY HALL (BERTH
NO. 3)
PRODUCTION COMPLEX
OPERATIONS OFFICES
BUSINESS OFFICES
STEEL SHOP
BLAST BUILDING
PAINT BUILDING
HAZMAT STORAGE BLDG
EXPANSION
FLOATING WASTE
TREATMENT PLANT
Subtotal:
Contractor Markup
General Requirements
Bond & Insurance
Overhead
Profit
Subtotal Contractors Costs
22.5%
10.0%
2.5%
6.0%
4.0%
15.0%
$11,032,504
10.0%
10.3%
$7,355,003
$7,538,878
Estimating Contingency:
Escalation For Inflation:
Annual Escalation Rate
Project Cost
Project Cost
$99,476,409
$13,509,188
$73,550,025
24 Mths
5.0%
$99,476,409
Summary Page 1 of 1
Budget Estimate
Final Report
January 2007
Description
1 SITEWORK
2
3
Site Development
4
Primary Access
5
Remove Existing Pavement
6
Asphalt Pavement
7
Leveling Course
8
Classified Fill
9
10
Secondary Access
11
Paved Area
12
Asphalt Pavement
13
Leveling Course
14
Classified Fill
15
16
Utility Way
17
Paved Area
18
Area Removed
19
Remove Existing Pavement
20
Asphalt Pavement
21
Leveling Course
22
Classified Fill
23
24
Production Complex
25
Paved Area
26
Asphalt Pavement
27
Leveling Course
28
Classified Fill
29
30
Work Surface
31
Paved Area
32
Asphalt Pavement
33
Leveling Course
34
Classified Fill
35
Grade Existing Surface
36
37
Modular Storage
38
Paved Area
39
Asphalt Pavement
40
Leveling Course
41
Classified Fill
42
Grade Existing Surface
43
44
45
46
47
48
49
50
51
Ketchikan Shipyard Improvements Final ROM Estimate R1.xls / 1/11/2007 / 2:05 PM
Unit
Total
Costs
Cost
Qty
UNITS
498
138
306
1,224
SY
TONS
TONS
TONS
$5.00
$60.00
$20.00
$15.00
$2,492
$8,260
$6,119
$18,356
2,440
41
90
362
SF
TONS
TONS
TONS
$59.99
$20.00
$15.00
$2,440
$1,808
$5,423
13,805
13,805
1,534
230
511
2,045
SF
SF
SY
TONS
TONS
TONS
$5.00
$60.00
$20.00
$15.00
$7,669
$13,805
$10,226
$30,677
9,279
155
344
1,375
SF
TONS
TONS
TONS
$60.00
$20.00
$15.00
$9,279
$6,873
$20,620
6,652
74
246
985
739
SF
TONS
TONS
TONS
SY
$60.00
$20.00
$15.00
$20.00
$4,435
$4,927
$14,782
$14,782
18,890
315
700
2,799
2,099
SF
TONS
TONS
TONS
SY
$60.00
$20.00
$15.00
$20.00
$18,890
$13,993
$41,979
$41,979
Estimate Page 1 of 19
Budget Estimate
Final Report
January 2007
Description
Bus Stop
Paved Area
Asphalt Pavement
Leveling Course
Classified Fill
Curb & Gutter Type I
Traffic Markings - 4" Solid White
Shelter
Wood Framed
Power
Bench
Bus Stop Sign
Trash Can
Qty
UNITS
1,291
22
48
191
168
120
SF
TONS
TONS
TONS
LF
LF
Unit
Total
Costs
Cost
$60.00
$19.99
$15.00
$40.00
$3.00
$1,291
$956
$2,869
$6,720
$360
$87.00
$2,730.00
$1,300.00
$240.00
$1,373.00
$26,100
$2,730
$1,300
$240
$1,373
1,000 FT
5 EA
$168.04
$4,110.80
$168,040
$20,554
2 EA
1,530 FT
$1,185.50
$165.04
$2,371
$252,513
210 FT
2 EA
$82.57
$1,989.50
$17,340
$3,979
Storm Drainage
18" Storm Drain Piping, 3'Burial Depth
Drop Inlets
Oil Water Separator
275
3
2
LF
EA
EA
$64.33
$1,725.33
$38,253.00
$17,691
$5,176
$76,506
1
1
4
1
12
12
EA
EA
EA
EA
EA
EA
$43,324.00
$52,417.00
$6,708.75
$9,958.00
$18,408.67
$3,008.42
$43,324
$52,417
$26,835
$9,958
$220,904
$36,101
1
2
1
450
EA
EA
EA
FT
$184,146.00
$123,053.00
$48,439.00
$42.94
$184,146
$246,106
$48,439
$19,323
12,000
FT
$45.31
$543,745
4,000
4,000
FT
FT
$36.79
$10.91
$147,173
$43,635
Utilities
Sewer
8 Inch Ductile Iron Pipe
4ft Dia. Manholes
Water
10" To 8" Reducer - SDR11
10" HDPE SDR11 - Driscopipe 8700 Series
Site Electrical
3750KVA PAD MOUNT TRANSFORMER, 34.5KV:12.5KV
S&C PME-12 PAD MOUNTED SWITCH
CABLE JUNCTION PEDESTAL CABINETS
12.5KV METERING PEDESTAL
UTILITY VAULT COMPANY CONCRETE VAULT
CONCRETE PADS VARIOUS DIMENSIONS FOR ABOVE
EQUIPMENT
2500KVA TRANSFORMER 12.5KV:480VOLT
1000KVA TRANSFORMER 12.5KV:480VOLT
150KVA TRANSFORMER 12.5KV:480VOLT
OKONITE, 35KV-345 MIL WALL, 100% INSUL. 1/0
STRANDED Cu.
OKONITE, 15KV - 220 MIL WALL 133% INSUL, 4/0
STRANDED Cu
5" SCHEDULE 40 RIGID PVC CONDUIT
4/0 BARE Cu STRANDED
300
1
1
1
1
SF
LS
EA
EA
EA
Estimate Page 2 of 19
Budget Estimate
Final Report
January 2007
Description
Qty
UNITS
Total
Costs
Cost
LOT
$98,782.00
$98,782
1
6
5
1
7
16
2,500
10,000
2,500
700
700
2,500
2,500
500
EA
EA
EA
EA
EA
EA
FT
FT
FT
FT
FT
FT
FT
FT
$13,215.00
$5,978.67
$3,595.80
$2,946.00
$1,342.86
$270.38
$26.01
$14.05
$4.68
$56.69
$26.01
$35.13
$22.20
$33.33
$13,215
$35,872
$17,979
$2,946
$9,400
$4,326
$65,036
$140,485
$11,688
$39,680
$18,210
$87,823
$55,510
$16,667
Site Lighting
Site Lighting, Pole Mtd (2) Luminaires
12
EA
$6,832.58
$81,991
Site Security
Site Camera - Allowance, Pole Mtd, WP Housings
10
EA
$17,187.30
$171,873
3,500
LF
$40.00
$140,000
LS
$22,516.00
$22,516
Unit
$3,564,028
Estimate Page 3 of 19
Budget Estimate
Final Report
January 2007
Description
150
151 REPAIR HALL (BERTH NO. 2)
152
153
Substructures
154
Structural Exc/Backfill 3'
155
156
Relieving Slab, Pile Supported
157
Cast-in-Place Concrete
158
Resteel
159
H-Piling, Furnish
160
H-Piling, Drive
161
Spot Drains
162
Drainage Piping
163
Tracks
164
Miscellaneous Hardware
165
166
Concrete Slab
167
Excavation, Remove and Dispose
168
Classified Fill D1
169
Precast Concrete Grade Beams
170
Cast-In-Place Concrete
171
Resteel
172
Concrete Utilidors
173
Drainage Trenches
174
Drainage Piping
175
Steel Rail
176
Concrete Pits
177
30-Inch CMP
178
Service Accesses
179
180
Foundations
181
Piling HP12x57 Furnish
182
Piling HP12x57 Drive
183
184
Aprons 16"
185
186
Structures
187
Structural Frame
188
189
Exterior Enclosure
190
Pre-Insulated Metal Panels
191
Windows Or Translucent Panels
192
Doors, Personnel
193
OH Sectional 12x12
194
Doors, Equipment
195
80x100
196
197
Roofing
198
Pre-Insulated Metal Panels
199
200
Qty
UNITS
25,000
SF
3,125
CY
1,620
150
20,833
48
48
7
100
144
1
23,200
890
2,811
1,856
400
56,000
400
2,052
100
1,856
3
150
21
Total
Costs
Cost
$21.75
$67,969
SF
CY
LBS
EA
EA
EA
LF
LF
LS
$671.64
$2.86
$3,600.00
$3,369.35
$362.57
$43.50
$181.25
$14,500.00
$100,746
$59,486
$172,800
$161,729
$2,538
$4,350
$26,100
$14,500
SF
CY
TONS
LF
CY
LBS
LF
LF
LF
LF
EA
LF
EA
$14.50
$20.00
$362.50
$671.64
$2.86
$491.60
$53.47
$75.23
$181.25
$19,667.67
$72.50
$1,087.52
$12,905
$56,227
$672,800
$268,657
$159,900
$196,641
$109,720
$7,523
$336,400
$59,003
$10,875
$22,838
$671.64
$2.71
$3,600.00
$100,746
$1,359,014
$396,000
$47.50
$118,758
TONS
$4,760.59
$4,117,907
62,000
2,000
10
1
SF
SF
EA
EA
$14.97
$68.56
$2,502.50
$3,500.00
$927,929
$137,125
$25,025
$3,500
EA
$444,754.00
$444,754
25,087
SF
$14.97
$375,461
150
501,600
110
Unit
2,500
865
CY
LBS
EA
SF
Estimate Page 4 of 19
Budget Estimate
Final Report
January 2007
Description
Interior Construction
Partitions
Ceiling Lids
Doors
Finishes
Unit
Total
UNITS
Costs
Cost
50
500
8
25,000
LF
SF
EA
SF
$13.06
$19.65
$2,401.75
$3.60
$653
$9,826
$19,214
$90,000
LS
$495,500.00
$495,500
$3,607.30
$274.35
$35.00
$5.00
$5.76
$24,261.00
$144,292
$109,738
$875,000
$125,000
$143,966
$24,261
$439.47
$4.83
$7.15
$1.19
$450.00
$0.25
$0.50
$703,155
$120,673
$178,753
$29,743
$900
$6,250
$12,500
$425,000.00
$570,000.00
$230,000.00
$425,000
$570,000
$230,000
Qty
Conveying
OH Bridge Crane Including Rails
Mechanical
Plumbing
Trench Drains
HVAC, Industrial Building
Controls, Industrial Bldg
Fire Protection
Fire Pump
40
400
25,000
25,000
25,000
1
FIX
LF
SF
SF
SF
EA
Electrical
Service
Power Distribution
Lighting
FA (Detection and Ducts, Full Annunciation)
Telecomm
PA Systems
Security Systems
1,600
25,000
25,000
25,000
2
25,000
25,000
AMP
SF
SF
SF
EA
SF
SF
Equipment
Reclaim System
Dust Collection (Entire Bldg)
Exhaust Banks (Entire Bldg)
1
1
1
EA
EA
EA
$14,844,350
Estimate Page 5 of 19
Budget Estimate
Final Report
January 2007
Description
252
253 ASSEMBLY HALL (BERTH NO. 3)
254
255
Substructures
256
Structural Exc/Backfill 3'
257
Concrete Slab
258
Excavation, Remove and Dispose
259
Classified Fill D1
260
Precast Concrete Grade Beams
261
Cast-In-Place Concrete
262
Resteel
263
Service Accesses
264
265
Foundations
266
Perimeter Walls
267
Piling HP12x57 Furnish
268
Piling HP12x57 Drive
269
270
Structures
271
Structural Frame
272
273
Exterior Enclosure
274
Pre-Insulated Metal Panels
275
Windows Or Translucent Panels
276
Doors, Personnel
277
OH Sectional 12x12
278
Doors, Equipment
279
80x100
280
60x100
281
48x40
282
283
Roofing
284
Pre-Insulated Metal Panels
285
286
Interior Construction
287
Partitions
288
Doors
289
Finishes
290
291
Conveying
292
OH Bridge Crane
293
294
295
296
297
298
299
300
301
302
Qty
UNITS
Total
Costs
Cost
25,000
SF
3,125
25,000
890
3,029
2,000
570
79,800
21
CY
SF
CY
TONS
LF
CY
LBS
EA
$21.75
$67,969
$14.50
$36.25
$362.50
$671.65
$2.86
$1,087.52
$12,905
$109,819
$725,000
$382,838
$227,859
$22,838
CY
SF
LBS
EA
$671.64
$60.95
$2.71
$3,600.00
$100,746
$146,285
$1,359,014
$396,000
TONS
$4,760.59
$4,117,907
54,080
2,000
10
1
SF
SF
EA
EA
$14.97
$68.56
$2,502.50
$3,500.00
$809,396
$137,125
$25,025
$3,500
1
1
1
EA
EA
EA
$444,754.00
$271,105.00
$116,395.00
$444,754
$271,105
$116,395
25,087
SF
$14.97
$375,461
50
8
25,000
LF
EA
SF
$13.06
$2,401.75
$3.31
$653
$19,214
$82,790
LS
$659,250.00
$659,250
150
2,400
501,600
110
Unit
865
Estimate Page 6 of 19
Budget Estimate
Final Report
January 2007
Description
Qty
UNITS
Mechanical
Plumbing
Trench Drains
HVAC, Industrial Building
Controls, Industrial Bldg
Fire Protection
Fire Pump
40
400
25,000
25,000
25,000
1
FIX
LF
SF
SF
SF
EA
Electrical
Service
Power Distribution
Lighting
FA (Detection and Ducts, Full Annunciation)
Telecomm
PA Systems
Security Systems
1,600
25,000
25,000
25,000
2
25,000
25,000
AMP
SF
SF
SF
EA
SF
SF
Unit
Total
Costs
Cost
$3,607.30
$274.35
$35.00
$5.00
$5.76
$24,261.00
$144,292
$109,738
$875,000
$125,000
$143,966
$24,261
$584.55
$6.51
$9.61
$1.60
$585.00
$0.33
$0.65
$935,281
$162,698
$240,184
$40,028
$1,170
$8,125
$16,250
Equipment
Estimated By Others
$13,439,841
Estimate Page 7 of 19
Budget Estimate
Final Report
January 2007
Description
354
355 PRODUCTION COMPLEX
356
357
Substructures
358
Structural Exc/Backfill 3'
359
Concrete Slab On Grade 6"
360
Perimeter Foundations
361
Column Footings 6x6
362
363
Structures
364
Columns
365
Floor Framing
366
Composite Floor Decks
367
Roof Structure
368
369
Exterior Enclosure
370
Pre-Insulated Metal Panels, Office Bldg
371
Windows
372
Doors, Personnel
373
Entrances
374
375
Roofing
376
Pre-Insulated Metal Panels
377
378
Interior Construction
379
Partitions
380
Doors
381
Finishes
382
383
Conveying
384
Elevator 3 Stop
385
386
387
388
389
390
391
392
393
394
395
396
397
398
399
400
401
402
403
404
Ketchikan Shipyard Improvements Final ROM Estimate R1.xls / 1/11/2007 / 2:05 PM
Qty
UNITS
Unit
Total
Costs
Cost
52,500
SF
2,333
17,500
640
32
CY
SF
LF
EA
$21.75
$16.56
$296.44
$1,972.41
$50,750
$289,858
$189,721
$63,117
53
210
35,000
17,561
TONS
TONS
SF
SF
$4,760.59
$4,760.57
$15.34
$25.87
$249,931
$999,720
$536,859
$454,339
28,800
3,456
2
4
SF
SF
EA
EA
$32.01
$68.56
$2,502.50
$7,500.00
$921,883
$236,953
$5,005
$30,000
17,561
SF
$14.97
$262,826
4,472
128
52,500
LF
EA
SF
$12.98
$2,401.79
$12.00
$58,060
$307,429
$630,000
EA
$80,000.00
$80,000
Estimate Page 8 of 19
Budget Estimate
Final Report
January 2007
Description
Qty
Unit
Total
UNITS
Costs
Cost
Mechanical
Plumbing
HVAC, Office Bldg
Controls, Office Bldg
Fire Protection
45
52,500
52,500
52,500
FIX
SF
SF
SF
$3,607.33
$44.80
$7.00
$4.80
$162,330
$2,352,000
$367,500
$251,940
Electrical
Service
Power Distribution
Lighting
FA (Detection and Ducts, Full Annunciation)
Telecomm
PA Systems
Security Systems
1,000
52,500
52,500
52,500
210
52,500
52,500
AMP
SF
SF
SF
EA
SF
SF
$584.55
$9.10
$11.30
$2.60
$1,950.00
$0.98
$3.25
$584,552
$477,750
$593,112
$136,500
$409,500
$51,188
$170,625
Equipment
Estimated By Others
$10,923,448
Estimate Page 9 of 19
Budget Estimate
Final Report
January 2007
Description
456
457 OPERATIONS OFFICES
458
459
Substructures
460
Structural Exc/Backfill 3'
461
Concrete Slab On Grade 6"
462
Pile Caps
463
Piling
464
465
Structures
466
Columns
467
Floor Framing
468
Composite Floor Decks
469
Roof Structure
470
471
Exterior Enclosure
472
Pre-Insulated Metal Panels, Office Bldg
473
Windows
474
Doors, Personnel
475
Entrances
476
477
Roofing
478
Pre-Insulated Metal Panels
479
480
Interior Construction
481
Partitions
482
Doors
483
Finishes
484
485
Conveying
486
Elevator 3 Stop
487
488
489
490
491
492
493
494
495
496
497
498
499
500
501
502
503
504
505
506
Ketchikan Shipyard Improvements Final ROM Estimate R1.xls / 1/11/2007 / 2:05 PM
Unit
Total
Costs
Cost
Qty
UNITS
5,400
SF
240
1,800
12
48
CY
SF
EA
EA
$21.75
$5,220
$3,515.67
$5,504.79
$42,188
$264,230
5
22
3,600
1,806
TONS
TONS
SF
SF
$4,760.93
$4,760.65
$15.34
$25.87
$25,709
$102,830
$55,220
$46,731
8,100
1,215
2
4
SF
SF
EA
EA
$32.01
$68.56
$2,502.50
$7,500.00
$259,279
$83,304
$5,005
$30,000
1,806
SF
$14.97
$27,032
460
13
5,400
LF
EA
SF
$12.98
$2,401.77
$12.00
$5,970
$31,223
$64,800
EA
$80,000.00
$80,000
Estimate Page 10 of 19
Budget Estimate
Final Report
January 2007
Unit
Total
Description
Qty
UNITS
Costs
Cost
Mechanical
Plumbing
HVAC, Office Bldg
Controls, Office Bldg
Fire Protection
18
5,400
5,400
5,400
FIX
SF
SF
SF
$3,607.28
$39.20
$7.00
$4.80
$64,931
$211,680
$37,800
$25,914
Electrical
Service
Power Distribution
Lighting
FA (Detection and Ducts, Full Annunciation)
Telecomm
PA Systems
Security Systems
43
5,400
5,400
5,400
22
5,400
5,400
KW
SF
SF
SF
EA
SF
SF
$1,235.00
$9.10
$11.30
$2.60
$1,950.00
$0.98
$3.25
$53,352
$49,140
$61,006
$14,040
$42,900
$5,265
$17,550
Equipment
Estimated By Others
$1,712,319
Estimate Page 11 of 19
Budget Estimate
Final Report
January 2007
Description
558
559 BUSINESS OFFICES
560
561
Substructures
562
Structural Exc/Backfill 3'
563
Pile Caps
564
Piling
565
566
Structures
567
Columns
568
Floor Framing
569
Composite Floor Decks
570
Roof Structure
571
572
Exterior Enclosure
573
Glass Curtainwall System
574
Doors, Personnel
575
Entrances
576
Soffit Enclosure Panels
577
578
Roofing
579
Membrane Roofing
580
581
Interior Construction
582
Partitions
583
Doors
584
Finishes
585
586
Conveying
587
Elevator 3 Stop
588
589
590
591
592
593
594
595
596
597
598
599
600
601
602
603
604
605
606
607
608
Ketchikan Shipyard Improvements Final ROM Estimate R1.xls / 1/11/2007 / 2:05 PM
Qty
UNITS
Unit
Total
Costs
Cost
13,500
SF
600
12
18
CY
EA
EA
$21.75
$3,515.67
$6,470.50
$13,050
$42,188
$116,469
14
108
13,500
4,516
TONS
TONS
SF
SF
$4,760.37
$4,760.56
$15.34
$25.87
$64,265
$514,140
$207,075
$116,832
11,880
2
4
4,500
SF
EA
EA
SF
$75.00
$2,502.50
$7,500.00
$29.90
$891,000
$5,005
$30,000
$134,528
4,516
SF
$15.00
$67,734
1,150
33
13,500
LF
EA
SF
$12.99
$2,401.76
$12.00
$14,934
$79,258
$162,000
EA
$80,000.00
$80,000
Estimate Page 12 of 19
Budget Estimate
Final Report
January 2007
Description
Qty
Unit
Total
UNITS
Costs
Cost
Mechanical
Plumbing
Roof Drainage
HVAC, Office Bldg
Controls, Office Bldg
Fire Protection
18
4,516
13,500
13,500
13,500
FIX
SF
SF
SF
SF
$3,607.28
$0.88
$44.80
$7.00
$4.80
$64,931
$3,992
$604,800
$94,500
$64,784
Electrical
Service
Power Distribution
Lighting
FA (Detection and Ducts, Full Annunciation)
Telecomm
PA Systems
Security Systems
108
13,500
13,500
13,500
54
13,500
13,500
KW
SF
SF
SF
EA
SF
SF
$1,235.00
$9.10
$11.30
$2.60
$1,950.00
$0.98
$3.25
$133,380
$122,850
$152,515
$35,100
$105,300
$13,163
$43,875
Equipment
Estimated By Others
$3,977,668
Estimate Page 13 of 19
Budget Estimate
Final Report
January 2007
Description
660
661 STEEL SHOP
662
663
Substructures
664
Structural Exc/Backfill 3'
665
Concrete Slab On Grade 12"
666
Perimeter Foundations
667
Column Footings 3 CY/EA
668
669
Structures
670
Structural Frame, Pre-Engineered Building
671
672
Exterior Enclosure
673
Pre-Insulated Metal Panels
674
Windows
675
Doors, Personnel
676
Doors, Equipment
677
70x40
678
679
Roofing
680
Pre-Insulated Metal Panels
681
682
Interior Construction
683
Partitions
684
Doors
685
Finishes
686
687
Conveying
688
OH Bridge Crane
689
OH Bridge Crane
690
OH Bridge Crane (2x20)
691
692
693
694
695
696
697
698
699
700
701
702
703
704
705
706
707
708
709
710
Ketchikan Shipyard Improvements Final ROM Estimate R1.xls / 1/11/2007 / 2:05 PM
Qty
UNITS
Unit
Total
Costs
Cost
25,100
SF
3,138
25,100
820
42
CY
SF
LF
EA
$21.75
$33.14
$296.43
$2,873.48
$68,241
$831,840
$243,075
$120,686
25,100
SF
$69.00
$1,731,900
41,000
1,230
8
SF
SF
EA
$15.00
$68.56
$2,502.50
$615,000
$84,332
$20,020
EA
$165,285.00
$330,570
25,187
SF
$15.00
$377,805
50
8
25,100
LF
EA
SF
$13.06
$2,401.75
$3.31
$653
$19,214
$83,122
1
1
1
EA
EA
EA
$204,800.00
$204,800.00
$204,800.00
$204,800
$204,800
$204,800
Estimate Page 14 of 19
Budget Estimate
Final Report
January 2007
Description
Qty
UNITS
Mechanical
Plumbing
HVAC, Industrial Building
Controls, Industrial Bldg
Fire Protection
Fire Pump
20
25,100
25,100
25,100
1
FIX
SF
SF
SF
EA
Electrical
Service
Power Distribution
Lighting
FA (Detection and Ducts, Full Annunciation)
Telecomm
PA Systems
Security Systems
1,000
25,100
25,100
25,100
2
25,100
25,100
AMP
SF
SF
SF
EA
SF
SF
Unit
Total
Costs
Cost
$3,607.30
$35.00
$5.00
$5.76
$24,261.00
$72,146
$878,500
$125,500
$144,542
$24,261
$439.47
$4.83
$7.15
$1.19
$450.00
$0.25
$0.50
$439,472
$121,155
$179,468
$29,861
$900
$6,275
$12,550
Equipment
Estimated By Others
$7,175,488
Estimate Page 15 of 19
Budget Estimate
Final Report
January 2007
Description
762
763 BLAST BUILDING
764
765
Substructures
766
Structural Exc/Backfill 3'
767
Concrete Slab On Grade 12"
768
Perimeter Foundations
769
Column Footings 6x6
770
Grit Recover Trench
771
772
Structures
773
Structural Frame
774
775
Exterior Enclosure
776
Pre-Insulated Metal Panels
777
Doors, Personnel
778
Doors, Equipment
779
45x45
780
781
Roofing
782
Pre-Insulated Metal Panels
783
784
Interior Construction
785
Finishes
786
787
Mechanical
788
HVAC, Industrial Building
789
Controls, Industrial Bldg
790
Fire Protection
791
792
Electrical
793
Service
794
Power Distribution
795
Lighting
796
FA (Detection and Ducts, Full Annunciation)
797
Telecomm
798
Security Systems
799
800
Equipment
801
Blast Enclosure & Recycling
802
Estimate Provided By TNH
803
804
805
806
807
808
809
810
Subtotal: BLAST BUILDING: Cost based on 3,600 SF
811
Average Unit Price for this division is: $488.56 per SF
812
Ketchikan Shipyard Improvements Final ROM Estimate R1.xls / 1/11/2007 / 2:05 PM
Unit
Total
Costs
Cost
Qty
UNITS
3,600
SF
450
3,600
240
12
135
CY
SF
LF
EA
LF
$21.75
$33.14
$296.44
$1,972.75
$345.54
$9,788
$119,308
$71,146
$23,673
$46,648
3,600
SF
$63.25
$227,700
8,775
2
SF
EA
$15.00
$2,502.50
$131,625
$5,005
EA
$122,760.50
$245,521
3,612
SF
$15.00
$54,187
3,600
SF
$3.31
$11,922
3,600
3,600
3,600
SF
SF
SF
$35.00
$5.00
$4.80
$126,000
$18,000
$17,276
29
3,600
3,600
3,600
2
3,600
KW
SF
SF
SF
EA
SF
$900.00
$4.83
$7.15
$1.19
$450.00
$0.50
$25,920
$17,377
$25,740
$4,283
$900
$1,800
$575,000.00
$575,000
LS
$1,758,819
Estimate Page 16 of 19
Budget Estimate
Final Report
January 2007
Description
813
814 PAINT BUILDING
815
816
Substructures
817
Structural Exc/Backfill 3'
818
Concrete Slab On Grade 12"
819
Perimeter Foundations
820
Column Footings 5x5
821
822
Structures
823
Structural Frame
824
825
Exterior Enclosure
826
Pre-Insulated Metal Panels
827
Doors, Personnel
828
Doors, Equipment
829
45x45
830
831
Roofing
832
Pre-Insulated Metal Panels
833
834
Interior Construction
835
Finishes
836
837
Mechanical
838
HVAC, Industrial Building
839
Controls, Industrial Bldg
840
Fire Protection
841
842
Electrical
843
Service
844
Power Distribution
845
Lighting
846
FA (Detection and Ducts, Full Annunciation)
847
Telecomm
848
Security Systems
849
850
Equipment
851
Paint Enclosure & Filters
852
Estimate Provided By TNH
853
854
855
856
857
858
859
860
861
Subtotal: PAINT BUILDING: Cost based on 3,600 SF
862
Average Unit Price for this division is: $404.50 per SF
863
Ketchikan Shipyard Improvements Final ROM Estimate R1.xls / 1/11/2007 / 2:05 PM
Unit
Total
Costs
Cost
Qty
UNITS
3,600
SF
450
3,600
240
12
CY
SF
LF
EA
$21.75
$33.14
$296.44
$1,475.58
$9,788
$119,308
$71,146
$17,707
3,600
SF
$63.25
$227,700
8,775
2
SF
EA
$15.00
$2,502.50
$131,625
$5,005
EA
$122,760.50
$245,521
3,612
SF
$15.00
$54,187
3,600
SF
$3.31
$11,922
3,600
3,600
3,600
SF
SF
SF
$35.00
$5.00
$4.80
$126,000
$18,000
$17,276
29
3,600
3,600
3,600
2
3,600
KW
SF
SF
SF
EA
SF
$900.00
$4.83
$7.15
$1.19
$450.00
$0.50
$25,920
$17,377
$25,740
$4,283
$900
$1,800
$325,000.00
$325,000
LS
$1,456,205
Estimate Page 17 of 19
Budget Estimate
Final Report
January 2007
Description
Qty
UNITS
864
865 HAZMAT STORAGE BLDG EXPANSION
2,100 SF
866
867
Substructures
868
Structural Exc/Backfill 3'
263 CY
869
Concrete Slab On Grade 6"
2,100 SF
870
Perimeter Foundations
190 LF
871
Column Footings 5X5
10 EA
872
873
Structures
874
Structural Frame
2,100 SF
875
876
Exterior Enclosure
877
Pre-Insulated Metal Panels
1,015 SF
878
Doors, Personnel
2 EA
879
Doors, Equipment
880
45x45
2 EA
881
882
Roofing
883
Pre-Insulated Metal Panels
2,107 SF
884
885
Interior Construction
886
Finishes
2,100 SF
887
888
Mechanical
889
HVAC, Industrial Building
2,100 SF
890
Controls, Industrial Bldg
2,100 SF
891
Fire Protection
2,100 SF
892
893
Electrical
894
Service
17 KW
895
Power Distribution
2,100 SF
896
Lighting
2,100 SF
897
FA (Detection and Ducts, Full Annunciation)
2,100 SF
898
Telecomm
2 EA
899
Security Systems
2,100 SF
900
901
Equipment
902
Estimated By Others
903
904
905
906
907
908
909
910
911
912
Subtotal: HAZMAT STORAGE BLDG EXPANSION: Cost based on 2,100 SF
913
Average Unit Price for this division is: $305.56 per SF
914
Ketchikan Shipyard Improvements Final ROM Estimate R1.xls / 1/11/2007 / 2:05 PM
Unit
Total
Costs
Cost
$21.75
$16.56
$296.45
$1,475.80
$5,710
$34,783
$56,325
$14,758
$41.42
$86,984
$15.00
$2,502.50
$15,225
$5,005
$122,760.50
$245,521
$15.00
$31,609
$3.31
$6,954
$35.00
$5.00
$4.80
$73,500
$10,500
$10,078
$900.00
$4.83
$7.15
$1.19
$450.00
$0.50
$15,120
$10,136
$15,015
$2,498
$900
$1,050
$641,671
Estimate Page 18 of 19
Budget Estimate
Final Report
January 2007
Description
Qty
UNITS
915
916 FLOATING WASTE TREATMENT PLANT
917
1 LS
918
Treatment System
919
Waste Filter Press
1 LS
920
Barge 30'x60'x10'
1 LS
921
4" HDPE Pipe with Valves & Fittings
700 LF
922
Process Oil/Water Separator
1 EA
923
Miscellaneous
1 EA
924
925
926
927
928
929
930
931
932
933
934
935
936
937
938
939
940
941
942
943
944
945
946
947
948
949
950
951
952
953
954
955
956
957
958
959
960
961
962
963
Subtotal: FLOATING WASTE TREATMENT PLANT: Cost based on 1 LS
964
Average Unit Price for this division is: $547000.00 per LS
965
Ketchikan Shipyard Improvements Final ROM Estimate R1.xls / 1/11/2007 / 2:05 PM
Unit
Total
Costs
Cost
$45,000.00
$15,000.00
$400,000.00
$60.00
$30,000.00
$15,000.00
$45,000
$15,000
$400,000
$42,000
$30,000
$15,000
$547,000
Estimate Page 19 of 19
Quantity
Description
Furniture
Standard 10 x 10 Cubicle Desk
Standard 10 x 10 Cubicle Book Case
Standard Cubicle Chair
Special Size Cubicle Desk
Special Size Cubicle Book Case
Mid Manager Chair
Sr Manager Desks
Sr Manager Credenza Stack
Sr Manager File Cabinets
Sr Manager Chairs
Receptioonist Desk
Sound Absorbing 4 ft Cubicle Walls
Safety Glass Wall Sections
Waiting Room Sofa
Waiting Room / Area Chairs
Waiting Room / Area Tables
Waiting Room Display Cases
Conference Room Table Modules
Conference Room Chairs
Lunch Room Table Modules
Lunch Room Chairs
Lunch Room Counters & Cabinets
Library Bookselves
Metal File Cabinets
Locking Metal File Cabinets
Sliding Files
23
23
26
5
5
5
6
6
6
6
1
410 LF
230 LF
1
6
5
2
6
28
4
40
15 LF
10
20
4
20 LF
IT / Communications
Network Main Frame
Desk CPUs % LCD Monitors
UPS Units
Laptop Computers
Desk Phones - Standard
Desk Phones - Manager
Lazerjet Printers
Color Lazerjet Printers
Scanners
Copiers
LCD TV & CD Players for Confernce
LED Projects for Conference
1
26
26
6
30
6
12
2
10
3
3
3
Miscellaneous
Refrigerators
Administration Building.xls
Cost
$23,000
$11,500
$6,500
$6,000
$3,000
$1,500
$12,000
$9,000
$3,000
$3,000
$3,000
$28,700
$46,000
$1,500
$1,800
$600
$1,000
$6,000
$8,400
$8,000
$4,000
$4,000
$1,500
$2,000
$1,000
$8,000
$25,000
$39,000
$1,300
$12,000
$1,500
$600
$6,000
$4,000
$500
$15,000
$3,000
$3,600
$1,000
11/28/20062:08 PM
Coffee Machines
Microwaves
Sink w/ fixtures & disposal
Water Dispensers
Small Trash Cans
Large Lunch Room Trash Cans
Picture Frames
Total Estimate
Administration Building.xls
4
2
1
3
50
3
20
$4,000
$200
$500
$400
$1,000
$600
$2,000
$325,200
11/28/20062:08 PM
Quantity
Reel Rack
Benches
Shelves, Cabinets
Bench Grinder
Drill Press
Crimper
Belt Sander
several
subtotal
Contingency, Omissions
Total
Description
6
as required
1 dual 8" wheels
1 1/2" chuck
1
1 4" Belt
Model
Manufacturer* Cost
Self Mfr.
Self Mfr.
Self Mfr.
Delta
354170 Jet
$2,000
$6,000
$3,000
$600
$1,100
$350
$800
$13,850
$2,150
$15,000
15%
*or equal
Electrical Shop.xls
11/28/20062:13 PM
Quantity
Description
1
1 Up to 1"
1
various
1
1 dual 10" wheels
1 1/2" chuck
1
1 40 gallon
2
Model Manufacturer*
HTB Schroeder
PMH 25 HP Techmaflex
Hytorc
various
Powermatic
1016W Baldor
354170 Jet
Enerpac
Neico
self mfr
Cost
$60,000
$4,000
$600
$2,000
$1,400
$1,200
$1,100
$600
$500
$2,000
$73,400
$11,000
$85,000
15%
*or equal
Hydraulic Shop.xls
11/28/20062:13 PM
Quantity
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
6
1
1
1
15%
Description
Model
36"
20"
1791296
10"
66
14" 1791216K
8" 1610077K
7"
1/2"
354170
16"
5'
C4
2"
48"
4224
custom
3 HP 28" x 30"
1270113
12" dia x 6" belt 1791291K
10" Dual wheel
Manufacturer*
Crescent
Powermatic
Powermatic
Powermatic
Powermatic
Woodmaster
Jet
Delta
Safety Speed Cut
Powermatic
Powermatic
Air Handl. Syst.
Powermatic
Powermatic
Baldor
Tormek
Self Mfr
Self Mfr
Self Mfr
Self Mfr
Cost
used only
$1,700
$1,500
$1,100
$1,400
$1,000
$1,100
$1,500
$4,000
$2,000
$11,000
$20,000
$3,200
$1,300
$1,000
$1,000
$6,000
$1,500
$1,500
$1,500
$60,000
$9,000
$69,000
11/28/20062:12 PM
Description
52' x 30" to 36"
16' X 48" over gap
1 1/8" capacity
use existing
10' x 16"
1/8" - 1 1/4"
48" table
use existing Victor
4" x 4"
8" x 30"
48"
24"
Model
MA series
1200HD
MA Series
L-1216
8027
1 ton each
8" x 18"
modify existing
Jan-32
CSG-818
Darex E-90
Manufacturer*
Summit
Clausing
Powermatic
Clausing
Mitts & Merrill
King
$12,000
$8,000
80,000
Buffalo
Dumore
Powermatic
Powermatic
Clausing
Self mfr.
Self mfr.
Self mfr.
Self mfr.
Christen
Clausing
DoAll
Thorvie
Pedrazolli
$8,000
$1,000
$700
$500
$11,000
$1,500
$2,500
$2,500
$2,000
$900
$9,000
$3,000
$3,000
$4,000
$380,000
$38,000
$418,000
10%
Rotaline
Pilgrim
SKF
20%
Grand Total
Cost
$275,000
$34,000
$1,200
$1,000
$1,200
$2,500
$1,500
$5,900
$1,200
$7,100
$425,100
Ketchikan MS Equip.xls
11/28/20062:09 PM
D1
D2
D3
D4
D5
D6
D7
D8
D9
D10
D11
D12
D13
D14
Description
Land Based Lift and
Transfer Equipment
Transfer Cradle Sets for
Use with Floating Dock
(modular cradle of up to
160 ft blocking length
each)
Tow Vehicle w/ tow bar
(30 ton DBP)
Wood Blocking
Assemblies
TTS PWT Units 90 ton
ea. With portable power &
control unit
Transfer Cradles for
Module movements with
PWTs
Mobile Crane 40 ton
Fork Lift 10 ton
Fork Lift 5 ton
EOT 75 T, 85 ft span
cranes in Ship Repair Hall
Quantity
Unit
Rate
Sets
770,000
2,310,000
EA
380,000
380,000
LS
Lot
15,000
Set
2,200,000
EA
1
1
1
2
EA
EOT 50 T, 85 ft span
cranes in Ship Assembly
Hall
EOT 40 T, 65 ft span
cranes in Fabrication
Shop
EOT 15 T, 65 ft span
crane in Fabrication Shop
EA
EA
EA
6
2
EA
EA
22,500
Cost in US$
45,000
600,000
260,000
100,000
In
Facilities
Estimate
In
Facilities
Estimate
In
Facilities
Estimate
In
Facilities
Estimate
10,200
65,000
61,000
130,000
Acquisition
100,000
6,201,000
Quantity
Description
Furniture
Standard Desk
Drawing Board
Standard Book Case
Standard Office Chair
Drawing Board Chair
Guest Chairs
Sr Manager Desks
Sr Manager Credenza Stack
Sr Manager File Cabinets
Sr Manager Chairs
Receptioonist Desk
Safety Glass Wall Panels
Conference Room Table Modules
Conference Room Chairs
Metal File Cabinets
Locking Metal File Cabinets
15
15
15
15
15
15
2
2
2
2
1
290
2
8
20
4
IT / Communications
Network Connection
Desk CPUs % LCD Monitors
UPS Units
Laptop Computers
Desk Phones - Standard
Desk Phones - Manager
Lazerjet Printers
Color Lazerjet Printers
Scanners
Copiers
1
17
17
2
16
2
12
2
10
2
Miscellaneous
Refrigerators
Coffee Machines
Microwaves
Water Dispensers
Small Trash Cans
Interior Doors
2
2
1
2
20
20
Total Estimate
Operations Building.xls
Cost
$7,500
$12,000
$1,500
$4,500
$6,000
$3,000
$4,000
$3,000
$1,000
$1,000
$1,000
$50,000
$2,000
$2,400
$2,000
$1,000
$5,000
$25,000
$800
$4,000
$800
$200
$6,000
$4,000
$500
$10,000
small units
automatic industrial type
large basic units
$400
$1,000
$100
$300
$300
$2,000
$162,300
11/28/20062:10 PM
Quantity
Model
Description
1
1
1
1
1
1
2
1
1
Model 535
BS-260M
set
No. 2
GN 6 DE
Model 258
Mini Pro
1
1
1
1
6
1
4
3
3
2
1
1
1
354170
1216W
BS1400
S6MS
1/2" chuck
Dual 12" wheels
14" 3/4 HP
6" x 48" belt
1 or 2
Maxstar 300
Millermatic 210
F-60
FEW
YAL
6"
7 22.5 inch, horn
15' arm
1/2 to 5 ton
1 ton
Manufacturer*
Ridgid
Baileigh
Ridgid
Hossfeld #2
Scotchman
Ridgid
Self Mfr
Self Mfr
Pandjiris
Self Mfr
Jet
Baldor
Ridgid
Kalamazoo
Lincoln
Miller
Miller
Self Mfr
Ridgid
Peddinghaus
Self Mfr
Yale
Yale
Cost
$1,500
$8,000
$1,000
$10,000
$6,500
$2,500
$2,000
$2,500
$4,500
$2,500
$1,100
$2,000
$1,500
$1,600
$2,200
$3,000
$8,000
$3,000
$1,500
$1,500
$1,000
$350
$1,000
$69,000
$6,900
$75,900
10%
*or equal
11/28/20062:10 PM
Quantity
1
1
1
Description
Model
Manufacturer*
Q6000
Promec
SlingMax
Various
Self Mfr.
Jet
Baldor
Powermatic
Ridgid
Ridgid
10"
as reqd
1
1/2" chuck
1
10"
1 6" belt, 12" disc
1
1
354170
31A
8
Cost
$10,000
$8,000
$800
$4,000
$1,100
$900
$1,200
$350
$300
$26,650
$4,000
$31,650
15%
*or equal
11/28/20062:10 PM
Quantity
Description
1 30" x 20 ga
1 73" x 12 ga
1 69" x 20 ga
1
1
1
1
1
Model
55
612
392
585
299
24
100
985
As reqd
1 dual 10" wheels
1 1/2" Chuck
1 2 HP
1
4
10%
Model 20
Manufacturer*
Pexto
Pexto
Pexto
Pexto
Pexto
Pexto
Pexto
Pexto
Pexto
Baldor
Powermatic
Pittsburgh Lock
self mfr.
Cost
$5,000
$13,600
$4,000
$1,400
$3,000
$1,000
$1,100
$1,000
$1,500
$800
$1,200.00
$10,000
$2,500
$4,000
$50,000
$5,000
$55,000
11/28/20062:11 PM
Quantity
Description
1
1
1
1
8
1
1
1
1
2
1
1
1
1
1
2
8
2
2
1
Model
1/2" x 10'
1050
1/2" x 10' SIHR Series
1/2" x 10'
175-12
6"
1050
4'x4'
10' x 20'
#3
10' x 20'
6 ton
50 ton
MIG Semi-Auto
Twin Sub-Arc
Auto Seam Welder
12
custom
3 HP Mod. S612V
Pul-Jak 10
1/2" chuck
354170
Manufacturer* Cost
Americor
Carell
Durma
Peddinghaus
Acorn
Torchmate
Self Mfr.
Self Mfr.
Self Mfr.
Miller
Miller
Miller
Ridgid
Armil
Lincoln
Bug-O
Scotsman
Kalamazoo
Miller
Bug-O
Bug-O
Baldor
Jet
$48,000
$90,000
$45,000
$17,000
$16,000
$22,000
$5,000
$3,500
$15,000
$10,000
$10,000
$10,000
$800 each
$12,000
$4,000
$3,500
$5,000
$1,200
$1,500
$2,000
$6,000
$1,200
$1,100
$330,500
$33,000
$363,500
10%
*or equal
State of Alaska
Department of Transportation
Request for Quotation
Date:
Code:
Yard E02
Item:
3 Ton Forklift
Quantity:
One (1)
Description:
Specification:
Dimensions:
Load Capacity:
Forks:
Power System:
Transmission:
Max Travel Speed:
Max Lift Speed:
Max FL Gradient:
Basic R.A. Stack:
Turning Radius:
Accessories:
Control Pedals:
Instrumentation:
Lights:
Seat:
Safety Features:
Options:
Dual battery
Rain proof overhead guard and wind shield with wipers
Lead Time:
Installation:
Training:
State of Alaska
Department of Transportation
Request for Quotation
Date:
Code:
Yard E07
Item:
5 Ton Forklift
Quantity:
One (1)
Description:
Specification:
Dimensions:
Load Capacity:
Forks:
Power System:
Transmission:
Max Travel Speed:
Max Lift Speed:
Max FL Gradient:
Basic R.A. Stack:
Turning Radius:
Accessories:
Control Pedals:
Instrumentation:
Lights:
Seat:
Safety Features:
Options:
Dual battery
Rain proof overhead guard and wind shield with wipers
Lead Time:
Installation:
Training:
State of Alaska
Department of Transportation
Request for Quotation
Date:
Code:
Yard E06
Item:
Quantity:
One (1)
Description:
Specification:
Dimensions:
Track Extension:
Load Capacity:
Boom:
Boom Head:
Counterweight:
Load Moment:
Swing:
Power System:
Cab:
Accessories:
Control:
Instrumentation:
Lights:
Safety Features:
Options:
Dual battery
30 ft boom extension with nylon sheaves
Lead Time:
Installation:
Training:
State of Alaska
Department of Transportation
Request for Quotation
Date:
Code:
Yard E08
Item:
Quantity:
One (1)
Description:
Specification:
Configuration:
Hoist Speed:
Trolley Speed:
Lift Height:
Bridge Speed:
Load Capacity:
Hoist Duty Cycle:
Bridge Wheel Size:
Trolley Wheel:
Wheel Hardness:
Rail:
double girder
about 2 / 12 fpm (2 speed)
about 65 fpm
35 ft.
about 100 fpm
30,000 lbs.
H-4
10 inch
8 inch
280 BHN
ASCE 100
Accessories:
Control:
Instrumentation:
Safety Features:
Options:
Audible warning
Quote:
Lead Time:
Installation:
Training:
Service:
State of Alaska
Department of Transportation
Request for Quotation
Date:
Code:
Yard E09
Item:
Quantity:
One (1)
Description:
Specification:
Configuration:
Hoist Speed:
Trolley Speed:
Bridge Speed:
Lift Height:
Load Capacity:
Hoist Duty Cycle:
Bridge Wheel Size:
Trolley Wheel:
Wheel Hardness:
Rail:
double girder
about 2.6 / 16 fpm (2 speed)
about 65 fpm
about 100 fpm
35 ft.
80,000 lbs.
H-4
10 inch
8 inch
280 BHN
BETH135
Accessories:
Control:
Instrumentation:
Safety Features:
Options:
Audible warning
Quote:
Lead Time:
Installation:
Training:
Service:
State of Alaska
Department of Transportation
Request for Quotation
Date:
Code:
Yard E10
Item:
Quantity:
One (1)
Description:
Specification:
Configuration:
Hoist Speed:
Trolley Speed:
Bridge Speed:
Lift Height:
Load Capacity:
Hoist Duty Cycle:
Bridge Wheel Size:
Trolley Wheel:
Wheel Hardness:
Rail:
double girder
about 1.3 / 8 fpm (2 speed)
about 65 fpm
about 100 fpm
35 ft.
80,000 lbs.
H-4
12 inch
10 inch
280 BHN
ASCE 80
Accessories:
Control:
Instrumentation:
Safety Features:
Options:
Audible warning
Lead Time:
Installation:
Training:
Service:
State of Alaska
Department of Transportation
Request for Quotation
Date:
Code:
Yard E10
Item:
Quantity:
One (1)
Description:
Specification:
Configuration:
Hoist Speed:
Trolley Speed:
Bridge Speed:
Lift Height:
Load Capacity:
Hoist Duty Cycle:
Bridge Wheel Size:
Trolley Wheel:
Wheel Hardness:
Rail:
double girder
about 1.3 / 8 fpm (2 speed)
about 65 fpm
about 100 fpm
75 ft.
150,000 lbs.
H-4
12 inch
10 inch
280 BHN
ASCE 80
Accessories:
Control:
Instrumentation:
Safety Features:
radio
hour meter
spring return control buttons
fail safe brakes
over travel limits
weight overload switch
Options:
Audible Warning
Pendant back-up to radio control
Lead Time:
Installation:
Training:
Service:
State of Alaska
Department of Transportation
Request for Quotation
Date:
Code:
Yard E11
Item:
Quantity:
One (1)
Description:
Specification:
Configuration:
Hoist Speed:
Trolley Speed:
Bridge Speed:
Lift Height:
Load Capacity:
Hoist Duty Cycle:
Bridge Wheel Size:
Trolley Wheel:
Wheel Hardness:
Rail:
double girder
about 1.3 / 8 fpm (2 speed)
about 65 fpm
about 100 fpm
75 ft.
150,000 lbs.
H-4
12 inch
10 inch
20 BHN
ASCE 85
Accessories:
Control:
Instrumentation:
Safety Features:
radio
hour meter
spring return control buttons
fail safe brakes
over travel limits
weight overload switch
Options:
Audible warning
Pendant back-up to radio control
Quote:
Lead Time:
Installation:
Training:
Service:
State of Alaska
Department of Transportation
Request for Quotation
Date:
Code:
Yard E05
Item:
Quantity:
Description:
Wheel Assemblies:
Special low profile, high capacity wheel assemblies shall be
provided to allow minimal cradle height and repeated immersions
in seawater with no ill-effects. The wheel assemblies shall use
machined hardened shafts and tapered roller bearings such that the
maximum draw bar pull required for towing of the loaded cradle
on the level flat bar rails does not exceed one percent (1%) of the
total load + cradle weight. The bearings shall be sealed to prevent
ingress of seawater.
The body of the wheel assembly shall be ductile iron of sufficient
hardness to successfully work harden with the flat bar rail. The
wheel assemblies must be proven in service in similar shipyards
and shall be certified by Lloyds Register at their stated capacity.
Specification:
Accessories:
Options:
By Supplier
Installation:
Training:
State of Alaska
Department of Transportation
Request for Quotation
Date:
Code:
Yard E10
Item:
Quantity:
Six (6)
Description:
One (1) Ton Jib Crane, wall bracket mount, 16 ft span, indoor use,
pendant control.
Specification:
Configuration:
Rotation:
Hoist Speed:
Trolley:
Lift Height:
Load Capacity:
Accessories:
Control:
Instrumentation:
Safety Features:
Options:
By Supplier
Installation:
Training:
Service:
State of Alaska
Department of Transportation
Request for Quotation
Date:
Code:
Yard E03
Item:
Quantity:
One (1)
Description:
Specification:
Dimensions:
Gross Weight:
Drawbar Pull:
Ground Clearance:
Turning Radius:
Engine:
Fuel Tank:
Transmission:
Axles:
Tires:
Brakes:
Hitches:
Cab:
Accessories:
Lights:
Safety Features:
Options:
Lead Time:
Installation:
Training:
State of Alaska
Department of Transportation
Request for Quotation
Date:
Code:
Yard E04
Item:
Quantity:
Four (4)
Description:
Specification:
Dimensions:
Max Work Height:
Max Outreach:
Time to Full Height:
Load Capacity:
Jib:
Steel Cage Size:
Power:
Tires:
Unit Weight:
Accessories:
Controls:
Safety Features:
Options:
Quote:
Lead Time:
Installation:
Training:
State of Alaska
Department of Transportation
Request for Quotation
Date:
Code:
Yard E01
Item:
Multi-Wheel Transporter
Quantity:
Four (4)
Description:
Specification:
Dimensions:
Gross Weight:
Load Capacity:
Power System:
Drive:
Wheel Assemblies:
Wheel Diameter:
Lift Height Frame:
Transfer Speed:
Max Gradient:
Max Tire Load:
Accessories:
Control System:
Control Mode 1:
Control Mode 2:
Safety Features:
Options:
Lead Time:
Installation:
Training:
APPENDIX E
Checklists for Facility Layout
Impacts on Capacity and Throughput Efficiency
Major
Minor
Non
Category
Concern Concern
Issue
Comments / Ideas / Suggestions
Technology of Equipment on the Repair/Production Halls or Shop Floor
Consecutive operations are not performed on
multi-function equipment
Low utilization of key machines and work
centers
High cycle time of bottleneck machines
Difficulty in relocating equipment to design a
flexible facility layout
Alternative machines are not available for
bottleneck operations
Expansion and Reconfigurability of the Existing Facility
Capacity requirements not fulfilled by
available equipment
Limited planning for replacing equipment and
upgrading current technology
Limited ability to expand or modify the
existing building for a new facility layout
Measures of Flexibility for the Existing Layout
Lack of Flexibility
Most machines cannot perform a variety of
operations
The material handling system cannot serve
a variety of routings
Majority of products or services cannot be
produced using alternative routings
Current facility could not accommodate
new products/parts
New designs and routings for existing
products or services cannot be
accomplished
Current facility cannot accommodate
increases in production volumes
Current facility could not be expanded
easily to add new machines and products
or services
Pillars and columns create space and fit
constraints
Doors and roadway size or location constrain
material movement
Placement of equipment is limited by ceiling
height in the facility
Placement of equipment is limited by the load
bearing capacity of the floor
Many machines are too bulky to be relocated
quickly
Levels of Raw Material, Work in Progress, and Completed Parts/Components Inventories
High levels of raw materials, WIP, and
finished parts/components inventories taking
up space
Inefficient communications processes for
WIP tracking and control
Existing material handling equipment not
suited for moving small batches
Parts and material storage containers/spaces
E-1
APPENDIX E
Checklists for Facility Layout
Impacts on Capacity and Throughput Efficiency
Major
Minor
Non
Category
Concern Concern
Issue
contribute to large batch sizes
Utilization of Shop Floor and (Vertical) Storage Space
Inefficiency and inaccuracy of current
methods for space requirements planning
Low utilization of available floor space and
unused/free areas
Much floor space occupied by work in
progress, scrap, obsolete and inactive
materials or parts
Poor utilization of overhead/vertical space for
storage
Poor utilization of racks used for vertical
storage
Excess floor space allocated to storage racks
for WIP, incoming and outgoing materials
Current Equipment and Facility Layout
Walls and partitions obstruct ability to see
WIP in front of other machines
No planned approach to relocating existing
equipment
Machines and departments that are related
by flow are scattered in the shipyard
Consecutive shop operations are scattered in
the shipyard
Spacing between adjacent machines or
shops is unsatisfactory
Suitability of product and cellular layouts has
not been explored
Support services are not located near the
manufacturing or repair center
Operators spend too much time traveling for
supplies, materials, tools, etc.
Machine footprints (area around each
machine or shop) are not well planned
Flow of Materials, Equipment, Personnel, Etc.
Material and parts flows appear to be very
chaotic with much backtracking and
crossflows
The cycle times of consecutive machines or
shops are not balanced
Material handling equipment is not signaled
just in time by different operators
Current routings have not been evaluated
and standardized for product or repair
similarities
Material movement between machines or
shops is delayed due to late arrival of forklifts
or other transporters
Routings do not have alternative machines to
handle breakdowns.
Travel Distances Between Machines, Shops, and Support or Buffer Areas
Cycle times to complete jobs are significantly
high
Machines or shops become idle because
E-2
APPENDIX E
Checklists for Facility Layout
Impacts on Capacity and Throughput Efficiency
Major
Minor
Non
Category
Concern Concern
Issue
operators leave to get tools, materials,
gages, etc.
Machines and operators remain idle due to
non-arrival of scheduled batches
Long travel distances for forklift trucks,
orders, and shopfloor operators
Forklift trucks are called upon too many times
in the process flow of an order
Limited communications and scrap and
machine status due to inter-machine
distances
Design of the Material Handling Aisles or Roadways
Aisles and storage locations are not clearly
marked on the shop floor or shipyard
Aisles or roadways are crooked whereby line
of sight is obstructed
Aisles or roadways are cluttered/blocked by
WIP or materials
The lengths and widths of aisles or roadways
were not planned using acceptable standards
Flow of Information form Project/Production Control and Scheduling
Incorrect orders are delivered at various
machines, shops or workstations
Changes in order priorities, etc., are not
received in time by technicians/operators
Changes in shop floor status (machine
breakdowns, absent operators, etc.) are
delyated
Order priorities and due dates are not
provided to shop floor operators
Miscellaneous Criteria for Assessment
Studies to Optimize the Layout and
Ergonomics of Each Workstation Area are
not done
Machine location and orientations prevent
visual tracking and just-in-time transfers of
parts and repair objects
Data on routings production volumes,
shipyard lists, etc., is unavailable or outdated
Idle or underutilized equipment exists in the
shipyard
E-3
Checklist of Shipyard
Functions: Information
Gathering, Administration,
and Production
Activity
Current
Information Generation
Marketing, sales, proposal
development
Establishing customer
requirements - Design
concepts; Repair shipcheck;
Estimating
Writing/obtaining technical
specifications
4
5
Resource planning
Make/buy strategy development
Build/repair strategy
development
7
8
9a
9b
10
11
12
From Customers
From Vendors
Basic design
Functional design
Project management and work
order mointoring
13
Material requirements
Organization
Business Administration
Integrated resource
management
14
14a
14b
14c
14d
14e
14f
Internal communications
Financial Management
People management
Supervision
2007
2008
2009
2010
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
31
32
33
Tank/space cleaning
Surface preparation and
coating
34
35
35a
Machine
35b
Hydraulic
35c
Electrical-Electronic
35d
Carpentry-Joiner
35e
35f
36
Sheet Metal
Subassembly blast-paint
Hull repair or conversion
activities in dock or dockside
37
38
39
40
41
2007
2008
2009
2010