Method and system for benchmarking process in advance stage of ship construction

Abstract

The invention provides a ship building preceding stage process benchmarking method and system, and relates to the technical field of ship building. The method comprises the following steps of: determining a procedure benchmarking range of a preceding stage according to requirements; working procedure benchmarking schemes and benchmarking indexes are formulated in combination with a lean production mode; collecting related information data of the process benchmarking scheme and the benchmarking index; analyzing benchmarking index information data, searching process production gaps and analyzing reasons; working procedure production efficiency improvement targets and improvement measures are formulated; and the procedure improvement working condition is evaluated regularly, and a benchmarking scheme of the next procedure is formulated. According to the method, the process benchmarking indexes are constructed by taking the ship construction preceding stage process as an object and combining a lean production mode, the defects of short plates and weak items existing in production of the preceding stage process of benchmarking ship enterprises are deeply analyzed, mutual reference and advantage complementation of the benchmarking ship enterprises are promoted, and the ship construction efficiency and quality are improved.

Description

Technical Field

[0001] The present application relates to the field of shipbuilding technology, and in particular to a process benchmarking method and system for the preliminary stage of shipbuilding. Background Art

[0002] Compared with other industries, shipbuilding has various disadvantages, such as large size of production objects, many varieties, small batches, long production process, and labor-intensiveness, resulting in extensive production and less lean management. Due to the limited number of slipways / docks and piers, the core resources of shipyards, their production rhythm is relatively tight, and the demand for segments is also urgent. Most shipyards outsource more than 30% of the segments to segment processing plants to meet the rhythm of slipways / docks and piers in the shipyard, which has increased the cost of shipbuilding and uncontrollable quality. Therefore, the leading stage of segment manufacturing is usually the bottleneck that restricts shipbuilding. Improving the production efficiency in the leading stage is the key to solving the problem. Summary of the invention

[0003] The purpose of this application is to provide a method for benchmarking the processes in the leading stage of shipbuilding, so as to solve the problem that the current lean production level and production efficiency of the shipyard in the leading stage are not high, and it is difficult to meet the rhythm of the slipway / dock and the wharf. It provides a powerful tool for benchmarking shipbuilding companies to find their shortcomings and weaknesses in the leading stage and analyze the reasons, promotes mutual learning and complementary advantages among benchmarking shipbuilding companies, and improves production efficiency and quality level in the leading stage.

[0004] In order to achieve the above purpose, the technical solution of this application is:

[0005] A method for benchmarking processes in the preliminary stage of shipbuilding comprises the following steps:

[0006] Determine the scope of benchmarking for the processes in the first stage according to the needs;

[0007] Formulate process benchmarking plans and benchmarking indicators in combination with lean production methods;

[0008] Collect relevant information and data on the process benchmarking plan and benchmarking indicators;

[0009] Analyze benchmarking indicator information data to find process production gaps and analyze the causes;

[0010] Formulate process production efficiency improvement goals and improvement measures;

[0011] Regularly evaluate process improvement work and develop next step process benchmarking plan.

[0012] Furthermore, the step of determining the benchmarking scope of the process in the previous stage according to the demand includes:

[0013] The benchmarking scope of the preceding stage processes is determined according to the difficulty coefficient and production rhythm of the ship construction links. The preceding stage process range includes pretreatment process, cutting process, processing process, intermediate group separation process, segmented manufacturing process and segmented painting process. The benchmarking scope selects one or more from the preceding stage process range.

[0014] Further, the pretreatment process is subdivided into two types of structural properties: plates and profiles; and / or the cutting process is subdivided into mainboard parts structural properties, structural parts structural properties, T-row parts structural properties, strip parts structural properties and profile structural properties; and / or the processing process is subdivided into curved plate structural properties, curved structural parts structural properties and curved profile structural properties; and / or the intermediate and sub-assembly process is subdivided into straight T-row structural properties, curved T-row structural properties, sub-assembly structural parts structural properties, intermediate assembly structural parts structural properties, pre-assembly panels and outfitting structural properties; and / or the segmented production process is subdivided into on-tire assembly panel structural properties and segmented structural properties; and / or the segmented painting process is subdivided into two types of structural properties: sandblasting segments and painting segments.

[0015] Furthermore, the steps of formulating a process benchmarking plan and benchmarking indicators in combination with a lean production method include:

[0016] Formulate process benchmarking plans and benchmarking indicators;

[0017] Setting up the process benchmarking plan includes benchmarking work objectives, benchmarking ship types, benchmarking scope and content, work plan, organizational structure and safeguard measures;

[0018] The benchmarking indicators include quantity and working time indicators based on ship types and process operation element indicators.

[0019] Furthermore, the quantity and work time index based on the ship type selects the quantity information index, the work time information index, the actual original unit, and the yield rate index as the secondary index; and / or

[0020] The quantity information indicator selects the design quantity as the third-level indicator, and the value of the design quantity is counted from quantity, area, weight, cutting length, groove processing length, welding length and secondary marking length; and / or

[0021] The working time information indicator selects planned working time and actual working time as the third-level indicators; and / or

[0022] The actual original unit is equal to the actual working hours divided by the designed quantity; and / or

[0023] The yield rate index selects outflow defects and in-process defects as the third-level indicators. The outflow defect index refers to the number or location of defective products flowing to the next process, and the in-process defect index refers to the rework time of defective products found in this process.

[0024] Furthermore, the process operation factor indicators select capacity indicators, site indicators, personnel indicators, equipment indicators, and logistics indicators as secondary indicators; and / or

[0025] The capacity indicator is the annual workstation capacity; and / or

[0026] The site indicator selects the site area indicator and the unit area output indicator as the third-level indicators, the site area indicator is equal to the building area corresponding to the workstation, and the unit area output indicator is equal to the annual workstation output divided by the site area; and / or

[0027] The personnel index selects the number of personnel and per capita output as the third-level indicators, the number of personnel index is equal to the annual average number of workers, and the per capita output index is equal to the annual workstation output divided by the number of personnel; and / or

[0028] The equipment index selects configuration status index, equipment availability index, and equipment failure rate index as the third-level index, wherein the configuration status index is the name, specification, and quantity of the main equipment of the workstation, the equipment availability index is equal to the actual working time of the equipment per year divided by the planned working time of the equipment per year multiplied by 100%, and the equipment failure rate index is equal to the actual failure time of the equipment per year divided by the planned working time of the equipment per year multiplied by 100%; and / or

[0029] The logistics index selects the completeness rate index and the logistics form index as the third-level index. The completeness rate index is equal to the number of materials arriving on time divided by the number of materials planned to arrive multiplied by 100%. The logistics form index is a description of the logistics form within and between processes.

[0030] Furthermore, the step of collecting relevant information data according to the process benchmarking scheme and benchmarking indicators includes:

[0031] The process benchmarking scheme is combined with the benchmarking indicators to form at least one benchmarking statistical table, each benchmarking statistical table corresponds to each level of benchmarking indicators of the process in the process range of the preceding stage;

[0032] Collect the benchmarking index data in the preliminary stage of ship construction and fill it in the benchmarking statistical table.

[0033] Furthermore, the steps of analyzing the benchmarking indicator information data to find the process production gap and analyzing the cause include:

[0034] Count the benchmarking index data in the benchmarking statistical table of all benchmarking enterprises of the same ship type, and take the benchmarking enterprises whose benchmarking index data is greater than the preset threshold as benchmarking enterprises;

[0035] For the same benchmarking indicator, the process processing methods of the benchmarking enterprises whose benchmarking indicator data are less than the preset threshold are compared with the process processing methods of the benchmarking enterprises to analyze and find out the reasons for the process production gap.

[0036] Furthermore, the steps of formulating process production efficiency improvement goals and improvement measures include:

[0037] The process production efficiency improvement targets include production capacity per unit area and production capacity per capita;

[0038] The improvement measures include improvement measures, promotion plans, responsible departments, personnel arrangements and time nodes.

[0039] On the other hand, a shipbuilding pre-stage process benchmarking system is provided, the system comprising:

[0040] The benchmarking scope acquisition module is used to determine the benchmarking scope of the previous stage process according to the needs;

[0041] Benchmarking division module, used to formulate process benchmarking schemes and benchmarking indicators in combination with lean production methods;

[0042] A data collection module, used to collect relevant information and data of the process benchmarking plan and benchmarking indicators;

[0043] Benchmarking analysis module, used to analyze benchmarking indicator information data to find process production gaps and analyze the causes;

[0044] Improvement management module, used to formulate process production efficiency improvement goals and improvement measures;

[0045] The regular maintenance module is used to regularly evaluate the process improvement work and formulate the next process benchmarking plan.

[0046] This application proposes a process benchmarking method and system for the preliminary stage of shipbuilding. Through benchmarking, the weak points in the site, personnel, equipment, logistics and other aspects that need to be improved are found, the causes of the shortcomings are deeply explored, and effective improvement measures are formulated and implemented to promote the improvement of production efficiency and quality in the preliminary stage of shipbuilding. In view of the general demand for improving production efficiency in the preliminary stage of shipbuilding and marine enterprises, benchmarking based on the distribution of material quantities and working hours of processes / workstations is carried out. Combined with the analysis of operating factors such as site, personnel, equipment, logistics, etc., a plan to improve process production efficiency is formulated to provide support for rhythmic and just-in-time production. Taking the process in the preliminary stage of shipbuilding as the object, the process benchmarking indicators are constructed in combination with the lean production method, and the shortcomings and weaknesses of the production of the preliminary stage processes of the benchmarked shipbuilding enterprises are deeply analyzed, so as to promote mutual learning and complementary advantages among the benchmarked shipbuilding enterprises and improve the efficiency and quality of shipbuilding. BRIEF DESCRIPTION OF THE DRAWINGS

[0047] Figure 1This is a flow chart of the process benchmarking method for the preliminary stage of shipbuilding of this application.

[0048] Figure 2 This is a structural block diagram of the process benchmarking system for the preliminary stage of shipbuilding in this application. DETAILED DESCRIPTION

[0049] The technical solution of the present application will be described clearly and completely below in conjunction with the accompanying drawings. Obviously, the described embodiments are part of the embodiments of the present application, rather than all of the embodiments. Based on the embodiments in the present application, all other embodiments obtained by ordinary technicians in this field without creative work are within the scope of protection of the present application.

[0050] like Figure 1 As shown, the present application discloses a process benchmarking method for the preliminary stage of shipbuilding, comprising the following steps:

[0051] Step S1) Determine the benchmarking scope of the process in the previous stage according to the demand;

[0052] Step S2) Formulate a process benchmarking plan and benchmarking indicators in combination with the lean production method;

[0053] Step S3) collecting relevant information and data of the process benchmarking scheme and benchmarking indicators;

[0054] Step S4) Analyze the benchmarking indicator information data to find the process production gap and analyze the reasons;

[0055] Step S5) Formulate process production efficiency improvement goals and improvement measures;

[0056] Step S6) Regularly evaluate the process improvement work and formulate the next process benchmarking plan.

[0057] The following is a detailed explanation of each step of the process benchmarking method for the preliminary stage of ship construction.

[0058] Furthermore, the step S1 of determining the benchmarking scope of the process in the preceding stage according to the demand includes:

[0059] The benchmarking scope of the preceding stage processes is determined according to the difficulty coefficient and production rhythm of the ship construction links. The preceding stage process range includes pretreatment process, cutting process, processing process, intermediate group separation process, segmented manufacturing process and segmented painting process. The benchmarking scope selects one or more from the preceding stage process range.

[0060] Further, the pretreatment process is subdivided into two types of structural properties: plates and profiles; and / or the cutting process is subdivided into mainboard parts structural properties, structural parts structural properties, T-row parts structural properties, strip parts structural properties and profile structural properties; and / or the processing process is subdivided into curved plate structural properties, curved structural parts structural properties and curved profile structural properties; and / or the intermediate and sub-assembly process is subdivided into straight T-row structural properties, curved T-row structural properties, sub-assembly structural parts structural properties, intermediate assembly structural parts structural properties, pre-assembly panels and outfitting structural properties; and / or the segmented production process is subdivided into on-tire assembly panel structural properties and segmented structural properties; and / or the segmented painting process is subdivided into two types of structural properties: sandblasting segments and painting segments.

[0061] The step S2 of formulating a process benchmarking scheme and benchmarking indicators in combination with a lean production method includes:

[0062] Formulate process benchmarking plans and benchmarking indicators;

[0063] Setting up the process benchmarking plan includes benchmarking work objectives, benchmarking ship types, benchmarking scope and content, work plan, organizational structure and safeguard measures;

[0064] The benchmarking indicators include quantity and working time indicators based on ship types and process operation element indicators.

[0065] Among them, the lean production concept is used to formulate process benchmarking plans and benchmarking indicators.

[0066] Furthermore, the quantity and work time index based on the ship type selects the quantity information index, the work time information index, the actual original unit, and the yield rate index as the secondary index; and / or

[0067] The quantity information indicator selects the design quantity as the third-level indicator, and the value of the design quantity is counted from quantity, area, weight, cutting length, groove processing length, welding length and secondary marking length; and / or

[0068] The working time information indicator selects planned working time and actual working time as the third-level indicators; and / or

[0069] The actual original unit is equal to the actual working hours divided by the designed quantity; and / or

[0070] The yield rate index selects outflow defects and in-process defects as the third-level indicators. The outflow defect index refers to the number or location of defective products flowing to the next process, and the in-process defect index refers to the rework time of defective products found in this process.

[0071] Furthermore, the process operation factor indicators select capacity indicators, site indicators, personnel indicators, equipment indicators, and logistics indicators as secondary indicators; and / or

[0072] The capacity indicator is the annual workstation capacity; and / or

[0073] The site indicator selects the site area indicator and the unit area output indicator as the third-level indicators, the site area indicator is equal to the building area corresponding to the workstation, and the unit area output indicator is equal to the annual workstation output divided by the site area; and / or

[0074] The personnel index selects the number of personnel and per capita output as the third-level indicators, the number of personnel index is equal to the annual average number of workers, and the per capita output index is equal to the annual workstation output divided by the number of personnel; and / or

[0075] The equipment index selects configuration status index, equipment availability index, and equipment failure rate index as the third-level index, wherein the configuration status index is the name, specification, and quantity of the main equipment of the workstation, the equipment availability index is equal to the actual working time of the equipment per year divided by the planned working time of the equipment per year multiplied by 100%, and the equipment failure rate index is equal to the actual failure time of the equipment per year divided by the planned working time of the equipment per year multiplied by 100%; and / or

[0076] The logistics index selects the completeness rate index and the logistics form index as the third-level index. The completeness rate index is equal to the number of materials arriving on time divided by the number of materials planned to arrive multiplied by 100%. The logistics form index is a description of the logistics form within and between processes.

[0077] The quantity and working time indicators based on the ship type are for the benchmark ship type. The process operation element indicators are not related to the ship type, and the relevant information does not need to be broken down into the benchmark ship type.

[0078] Based on the physical quantity and labor time indicators of the ship type, physical quantity information, labor time information, actual original unit, and yield rate are selected as secondary indicators, as shown in Table 1.

[0079] Table 1

[0080]

[0081]

[0082] The process operation factor indicators select production capacity, site, personnel, equipment, and logistics as secondary indicators, as shown in Table 2.

[0083] Table 2

[0084]

[0085]

[0086] Furthermore, the step S3 of collecting relevant information data according to the process benchmarking scheme and benchmarking indicators includes:

[0087] The process benchmarking scheme is combined with the benchmarking indicators to form at least one benchmarking statistical table, each benchmarking statistical table corresponds to each level of benchmarking indicators of the process in the process range of the preceding stage;

[0088] Collect the benchmarking index data in the preliminary stage of ship construction and fill it in the benchmarking statistical table.

[0089] Furthermore, the step S4 of analyzing the benchmarking indicator information data to find the process production gap and analyze the cause includes:

[0090] Count the benchmarking index data in the benchmarking statistical table of all benchmarking enterprises of the same ship type, and take the benchmarking enterprises whose benchmarking index data is greater than the preset threshold as benchmarking enterprises;

[0091] For the same benchmarking indicator, the process processing methods of the benchmarking enterprises whose benchmarking indicator data are less than the preset threshold are compared with the process processing methods of the benchmarking enterprises to analyze and find out the reasons for the process production gap.

[0092] Furthermore, the step S5 of formulating process production efficiency improvement goals and improvement measures includes:

[0093] The process production efficiency improvement targets include production capacity per unit area and production capacity per capita;

[0094] The improvement measures include improvement measures, promotion plans, responsible departments, personnel arrangements and time nodes.

[0095] In one embodiment, Figure 2 As shown, a shipbuilding pre-stage process benchmarking system 10 is provided, comprising: a benchmarking range acquisition module 1, a benchmarking division module 2, a data collection module 3, a benchmarking analysis module 4, an improvement management module 5 and a regular maintenance module 6.

[0096] The benchmarking range acquisition module 1 is used to determine the benchmarking range of the preceding stage process according to requirements.

[0097] The benchmarking division module 2 is used to formulate process benchmarking plans and benchmarking indicators in combination with lean production methods.

[0098] The data collection module 3 is used to collect relevant information data of the process benchmarking plan and benchmarking indicators.

[0099] The benchmarking analysis module 4 is used to analyze the benchmarking indicator information data to find the production process gap and analyze the reasons.

[0100] The improvement management module 5 is used to formulate process production efficiency improvement goals and improvement measures.

[0101] The regular maintenance module 6 is used to regularly evaluate the process improvement work status and formulate the next process benchmarking plan.

[0102] In the above-mentioned shipbuilding construction process benchmarking system, through benchmarking, the weak points in the site, personnel, equipment, logistics and other aspects that need to be improved urgently are found, the causes of the shortcomings are deeply explored, and effective improvement measures are formulated and implemented to promote the improvement of production efficiency and quality in the first stage of shipbuilding. In view of the general demand for improving production efficiency in the first stage of shipbuilding and marine enterprises, benchmarking based on the distribution of material quantity and working hours of processes / workstations is carried out, and combined with the analysis of operating factors such as sites, personnel, equipment, and logistics, a plan to improve process production efficiency is formulated to provide support for rhythmic and just-in-time production. Taking the process of the first stage of shipbuilding as the object, the process benchmarking indicators are constructed in combination with the lean production method, and the shortcomings of the production of the process in the first stage of the benchmarking shipbuilding enterprises are deeply analyzed to promote mutual learning and complementary advantages among the benchmarking shipbuilding enterprises to improve the efficiency and quality of shipbuilding.

[0103] For the specific definition of the shipbuilding pre-stage process benchmarking system, please refer to the definition of the shipbuilding pre-stage process benchmarking method mentioned above, which will not be repeated here. Each module in the above-mentioned shipbuilding pre-stage process benchmarking system can be implemented in whole or in part through software, hardware and their combination. The above-mentioned modules can be embedded in or independent of the processor in the computer device in the form of hardware, or can be stored in the memory of the computer device in the form of software, so that the processor can call and execute the operations corresponding to the above modules.

[0104] This application proposes a process benchmarking management method and system for the preliminary stage of shipbuilding. Through benchmarking, it finds the weak points in the site, personnel, equipment, logistics and other aspects that need to be improved urgently, digs deep into the causes of the shortcomings, formulates and implements practical and effective improvement measures, and promotes the improvement of production efficiency and quality in the preliminary stage of shipbuilding. In view of the general demand for improving production efficiency in the preliminary stage of shipbuilding and marine enterprises, it conducts benchmarking based on the distribution of material quantities and working hours of processes / workstations, combines the analysis of operating factors such as sites, personnel, equipment, logistics, etc., and formulates a plan to improve process production efficiency to provide support for rhythmic and just-in-time production. This application takes the process in the preliminary stage of shipbuilding as the object, combines the lean production method to construct process benchmarking indicators, deeply analyzes the shortcomings and weaknesses of the production of the preliminary stage processes of the benchmarked shipbuilding enterprises, promotes mutual learning and complementary advantages of the benchmarked shipbuilding enterprises, and improves the efficiency and quality of shipbuilding.

[0105] Finally, it should be noted that the above embodiments are only used to illustrate the technical solutions of the present application, rather than to limit it. Although the present application has been described in detail with reference to the aforementioned embodiments, those skilled in the art should understand that they can still modify the technical solutions described in the aforementioned embodiments, or replace some or all of the technical features therein with equivalents. However, these modifications or replacements do not cause the essence of the corresponding technical solutions to deviate from the scope of the technical solutions of the embodiments of the present application.

Claims

1. A process benchmarking method for the preliminary stage of shipbuilding, characterized in that: The following steps are involved: Determine the scope of benchmarking for the processes in the first stage according to the needs; Formulate process benchmarking plans and benchmarking indicators in combination with lean production methods; Collect relevant information and data on the process benchmarking plan and benchmarking indicators; Analyze benchmarking indicator information data to find process production gaps and analyze the causes; Formulate process production efficiency improvement goals and improvement measures; Regularly evaluate process improvement work and develop next step process benchmarking plan.

2. The process benchmarking method for the preliminary stage of shipbuilding according to claim 1 is characterized in that: The step of determining the scope of the process benchmarking in the first stage according to the requirements includes: The benchmarking scope of the preceding stage processes is determined according to the difficulty coefficient and production rhythm of the ship construction links. The preceding stage process range includes pretreatment process, cutting process, processing process, intermediate group separation process, segmented manufacturing process and segmented painting process. The benchmarking scope selects one or more from the preceding stage process range.

3. The process benchmarking method for the preliminary stage of shipbuilding according to claim 2 is characterized in that: The pretreatment process is subdivided into two types of structural properties: plates and profiles; and / or the cutting process is subdivided into main board parts structural properties, structural parts structural properties, T-row parts structural properties, strip parts structural properties and profile structural properties; and / or the processing process is subdivided into curved plate structural properties, curved structural parts structural properties and curved profile structural properties; and / or the intermediate and small group assembly process is subdivided into straight T-row structural properties, curved T-row structural properties, small group structural parts structural properties, intermediate assembly structural parts structural properties, pre-assembly panels and outfitting structural properties; and / or the segmented production process is subdivided into on-tire assembly panel structural properties and segmented structural properties; and / or the segmented painting process is subdivided into two types of structural properties: sandblasting segments and painting segments.

4. The process benchmarking method for the preliminary stage of shipbuilding according to claim 1 is characterized in that: The steps of formulating a process benchmarking plan and benchmarking indicators in combination with a lean production method include: Formulate process benchmarking plans and benchmarking indicators; Setting up the process benchmarking plan includes benchmarking work objectives, benchmarking ship types, benchmarking scope and content, work plan, organizational structure and safeguard measures; The benchmarking indicators include quantity and working time indicators based on ship types and process operation element indicators.

5. The process benchmarking method for the preliminary stage of shipbuilding according to claim 4 is characterized in that: The said ship-type-based physical quantity and labor time index selects physical quantity information index, labor time information index, actual original unit, and yield rate index as secondary indicators; and / or The quantity information indicator selects the design quantity as the third-level indicator, and the value of the design quantity is counted from quantity, area, weight, cutting length, groove processing length, welding length and secondary marking length; and / or The working time information indicator selects planned working time and actual working time as the third-level indicators; and / or The actual original unit is equal to the actual working hours divided by the designed quantity; and / or The yield rate index selects outflow defects and in-process defects as the third-level indicators. The outflow defect index refers to the number or location of defective products flowing to the next process, and the in-process defect index refers to the rework time of defective products found in this process.

6. The process benchmarking method for the preliminary stage of shipbuilding according to claim 4 is characterized in that: The process operation factor indicators select capacity indicators, site indicators, personnel indicators, equipment indicators, and logistics indicators as secondary indicators; and / or The capacity indicator is the annual workstation capacity; and / or The site indicator selects the site area indicator and the unit area output indicator as the third-level indicators, the site area indicator is equal to the building area corresponding to the workstation, and the unit area output indicator is equal to the annual workstation output divided by the site area; and / or The personnel index selects the number of personnel and per capita output as the third-level indicators, the number of personnel index is equal to the annual average number of workers, and the per capita output index is equal to the annual workstation output divided by the number of personnel; and / or The equipment index selects configuration status index, equipment availability index, and equipment failure rate index as the third-level index, wherein the configuration status index is the name, specification, and quantity of the main equipment of the workstation, the equipment availability index is equal to the actual working time of the equipment per year divided by the planned working time of the equipment per year multiplied by 100%, and the equipment failure rate index is equal to the actual failure time of the equipment per year divided by the planned working time of the equipment per year multiplied by 100%; and / or The logistics index selects the completeness rate index and the logistics form index as the third-level index. The completeness rate index is equal to the number of materials arriving on time divided by the number of materials planned to arrive multiplied by 100%. The logistics form index is a description of the logistics form within and between processes.

7. The process benchmarking method for the preliminary stage of shipbuilding according to claim 1 is characterized in that: The step of collecting relevant information data according to the process benchmarking scheme and benchmarking indicators includes: The process benchmarking scheme is combined with the benchmarking indicators to form at least one benchmarking statistical table, each benchmarking statistical table corresponds to each level of benchmarking indicators of the process in the process range of the preceding stage; Collect the benchmarking index data in the preliminary stage of ship construction and fill it in the benchmarking statistical table.

8. The process benchmarking method for the preliminary stage of shipbuilding according to claim 7 is characterized in that: The steps of analyzing the benchmarking indicator information data to find the process production gap and analyzing the cause include: Count the benchmarking index data in the benchmarking statistical table of all benchmarking enterprises of the same ship type, and take the benchmarking enterprises whose benchmarking index data is greater than the preset threshold as benchmarking enterprises; For the same benchmarking indicator, the process processing methods of the benchmarking enterprises whose benchmarking indicator data are less than the preset threshold are compared with the process processing methods of the benchmarking enterprises to analyze and find out the reasons for the process production gap.

9. The process benchmarking method for the preliminary stage of shipbuilding according to claim 1 is characterized in that: The steps of formulating process production efficiency improvement goals and improvement measures include: The process production efficiency improvement targets include production capacity per unit area and production capacity per capita; The improvement measures include improvement measures, promotion plans, responsible departments, personnel arrangements and time nodes.

10. A shipbuilding pre-stage process benchmarking system, characterized in that: The system comprises: The benchmarking scope acquisition module is used to determine the benchmarking scope of the previous stage process according to the needs; Benchmarking division module, used to formulate process benchmarking schemes and benchmarking indicators in combination with lean production methods; A data collection module, used to collect relevant information and data of the process benchmarking plan and benchmarking indicators; Benchmarking analysis module, used to analyze benchmarking indicator information data to find process production gaps and analyze the causes; Improvement management module, used to formulate process production efficiency improvement goals and improvement measures; The regular maintenance module is used to regularly evaluate the process improvement work and formulate the next process benchmarking plan.

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