In the heart of Europe, a battle for maritime supremacy is underway, and it’s not just about building bigger or faster ships. The stakes are higher, the challenges more complex, and the solutions more innovative than ever before. At the forefront of this battle is Zoran Kunkera, a business consultant from Leaera Ltd. in Zagreb, Croatia, who is redefining how shipyards can stay competitive in a world dominated by Asian giants. His latest research, published in the journal ‘Machines’ (translated from Croatian), offers a roadmap for European shipbuilders to transform their operations into smart, sustainable, and profitable ventures.
The European shipbuilding industry is at a crossroads. While it holds a significant share of the high-value ship market, particularly in cruise ships, it’s losing ground in terms of volume. The Asian “trio” of China, South Korea, and Japan command a staggering 86% of the market share in ship deliveries measured by compensated gross tonnage. To maintain its edge, the European industry must embrace digital and green transformations, a challenge that Kunkera and his team have tackled head-on.
The crux of their strategy lies in the implementation of Lean tools, a methodology that has proven successful in various industries but has yet to be fully harnessed in the complex world of shipbuilding. “The introduction of Lean tools is not just about improving efficiency,” Kunkera explains. “It’s about creating a culture of continuous improvement that permeates every aspect of the shipbuilding process.”
The model developed by Kunkera and his team is designed to be adaptable, regardless of the organizational structure of the shipyard. It focuses on the simultaneous development of at least three shipbuilding projects, transforming the shipbuilding processes through the entire Lean lifecycle within one project realization cycle. This approach not only reduces implementation costs but also ensures that the Lean culture is deeply ingrained in the operations.
The implications for the energy sector are significant. As the world moves towards greener energy solutions, the demand for specialized ships, such as those for offshore wind farm maintenance or hydrogen transport, is set to rise. European shipyards, with their expertise in high-value, complex vessels, are well-positioned to meet this demand. However, they must first overcome the challenges of Lean implementation.
Kunkera’s model offers a promising solution. By focusing on the main shipbuilding processes that contribute the most to the product’s value, and by involving project managers and stakeholders from the outset, it ensures that the Lean transformation is both effective and sustainable. Moreover, the model’s adaptability means that it can be applied to other industries with similar characteristics, further broadening its impact.
The research also highlights the importance of top management’s commitment to change management. As Kunkera puts it, “The success of the Lean transformation depends on the willingness of the top management to drive the change. It’s not just about implementing new tools; it’s about fostering a new mindset.”
As European shipyards grapple with the challenges of maintaining their competitiveness, Kunkera’s research offers a beacon of hope. By embracing Lean tools and fostering a culture of continuous improvement, they can transform their operations into smart, sustainable, and profitable ventures. The future of European shipbuilding may well depend on it. The research, published in ‘Machines’ (translated from Croatian), is a significant step towards this future, offering a roadmap for shipyards to navigate the complex waters of digital and green transformations.
