Cochin Shipyard: Solving Mega-Project Bottlenecks
Engineering leadership and resource leveling during a high-stakes 14-day supply chain disruption.
The Core Challenge
SITUATION At Cochin Shipyard, I led the assembly of complex vessel mega-blocks. A supply chain failure delayed high-value steel components by 14 days, threatening a “cold stop” for the dry-dock schedule and risking heavy late-delivery penalties.
TASK I was required to maintain workforce productivity and project momentum without increasing the overtime budget or compromising ISO 45001 safety mandates.
Strategic Actions & Governance
I re-engineered the production sequence by applying principles that I now recognize as core PRINCE2® themes:
Action: Realizing the delay exceeded time tolerances, I implemented Modular Parallel Processing. I shifted the technical workforce from external hull assembly to internal structural outfitting (Phase 3 modules). This maintained 100% labor utilization during the component deficit.
Action: To prevent a total standstill of minor works, I conducted an Inventory Salvage Audit. By repurposing certified off-cut materials for non-structural fittings, I minimized procurement delays and reduced material waste.
Action: Rapid changes in industrial workflow increase accident probability. I introduced a Dynamic Risk Assessment protocol, utilizing 10-minute “Toolbox Talks” to ensure the workforce remained compliant with ISO safety standards despite the shift in sequence.
Impact & Validated Results
Vessel mega-blocks were delivered for dry-docking on the original milestone date.
Achieved through precision repurposing of steel inventory and scrap management.
No Lost Time Injuries occurred during the high-pressure workflow transition.
Professional Evolution:
This experience proved that technical engineering is the “how,” but Governance is the “why.” My transition into formal Project Management—through an MSc and PRINCE2 certification—was the logical step to formalize the high-stakes resource leveling I mastered on the shipyard floor.