Development of a Cost Effective Organization Model for the Shipbuilding Welder Labor Workforce

For the past twenty-five years, the United States shipbuilding industry has experienced a slow decay in both hiring and retaining critical skilled professionals. One of the most critical skills required to fabricate a ship is welding, as welders play a major role in shipbuilding, from pre-fabrication to delivery. Many factors can be identified with the cause of this reduction in the welder workforce. These factors include technology enhancement, outsourcing, growth of optional career opportunities, and family pressure. The latter factor is identified as playing a role in reducing initial accessions within the Department of Defense. This phenomenon is not unlike the pressures that potential welders receive from their own families. Shipbuilding is a demanding profession, requiring a level of mental and physical toughness not necessarily found in most manufacturing industries. Under the best conditions, commercial welding is challenging; it requires manual dexterity and mental visualization skills, as well as years of experience. Given the existing conditions in most shipyards, marine welding is even more challenging. Yet, the expectations of first-time, perfect quality is a hard requirement. For years, shipyards around the country relied upon third- and fourth-generation welders to replace their ranks caused by attrition. But due to the factors presented, these companies must employ new strategies to combat losses in its workforce. One such strategy is to better define requirements traceable to period and cumulative scope of work, and to formulate a more responsive organizational structure to meet this need so that the right number and the right skill sets can be targeted for recruiting and retention goals. This thesis identifies attributes within military organizations that could aid in the development of a similar organizational model for use in shipbuilding. The original document contains color images.