@article{GENERAL,
      author = {Creswell, Paul and McFarlane, Ian},
      url = {http://library.imarest.org/record/7650},
      journal = {Conference Proceedings of INEC},
      title = {Bang Rachan Class Minehunter mission system upgrades:  lessons learnt},
      abstract = {The Royal Thai Navy Bang Rachan Class Minehunters have  been upgraded within a 3 year programme to provide a 15  year life extension with works performed in Royal Thai Navy  Dockyard in Phra Chulachomklao, Bangkok. The life extension  of the platforms includes: replacement Mission System,  upgraded Machinery control and automation for the main  engine together with generator overhauls and a new  electrical distribution system. Extensive hull and deck  repairs on the 1980’s Lürssen built wooden hull  minehunters was an essential activity to ensure success to  the life extension. The mission system replacement provides  new suit of; sonar, command & control system,  autopilot, radar and communications (internal and  external). In addition to the platform works, a new  signature range was supplied to allow acoustic and magnetic  ranging pre and post upgrade, to ensure signature  compliance. Lessons learnt on the programme broadly fall  into 2 categories, those pre-contract in the bidding and  negotiation phase and those during the execution of the  contract. A taut bid timeline denied the ability to fully  identify the required specifications and boundaries of the  task associated with the platform. This early lack of  clarity cascaded through the project.<br>
The key lessons  learnt during the programme execution were:<br>
- Ensuring  clear communications across language barriers between all  parties<br>
- Defining exact supplier specifications and  supply chain timescales and ensuring the supplier  understood andaccepted these<br>
- Accessing appropriate  levels of skilled personnel for the technically demanding  aspects of the programme<br>
- Managing and planning for  emergent work caused by the aging nature of the platforms,  particularly theirwooden construction.<br>
Some of the  methods used to counter and solve issues encountered  were:<br>
- Open communication particularly when problems  arise, early flagging of issues usually means they can  befixed before they develop<br>
- Ensuring well understood  and accepted scope of works providing known boundaries and  interfaces (both withcompanies and equipment)<br>
- Ongoing  use of ‘plan on a page’ to provide  communication up and down the supply chain, and  internally,allowing everyone to understand the current  status, short term plans, and their delivered value to  theprogramme<br>
- Close scrutiny of suppliers:– key  to understanding bought in equipment / services, maturity,  and wherenecessary embedding Thales staff where challenges  were being encountered<br>
- Rigorous integration and test  strategy for acceptance prior to delivery, and then  adoption of an incrementalacceptance strategy with the  customer before final handover<br>
- Introduction of  suitably qualified and experience personnel and appropriate  in country training<br>
- Adopting an approach of  “spend to save” early in the programme –  something that proved to be far cheaperand quicker to  realise costs early solving issues before they became major  problems later in the project<br>
- Continual consideration  of signatures (acoustic, magnetic, electromagnetic) and the  impact of any tasks ordecisions on these.},
      number = {GENERAL},
      recid = {7650},
      address = {2020-10-05},
}