How 3D Models Are Transforming Ship Design
NYK Line’s announcement of “Pioneering the Future of New Ship Design with 3D Models” might seem like a specialized initiative within the shipping industry. However, this case offers profound insights into the relationship between management and IT.
Traditionally, ship design has centered around 2D drawings. The blueprints that determine a ship’s shape consist of vast numbers of paper sheets or CAD data, requiring immense time and cost for coordination and revisions among designers. By introducing 3D models, the entire ship can be visualized from the design stage, enabling real-time interference checks and strength calculations for each component.
The essence of this change is not mere “digitalization.” It is the implementation of “Management IT,” which redefines the design process itself and enhances the speed and accuracy of management decisions.
The Impact of Aligning Business and IT Strategies
According to a survey by Cybozu, 54% of large companies position their IT strategy within their business strategy. This figure indicates that nearly half still treat the two as separate entities.
The NYK Line case vividly illustrates the importance of this “positioning.” The company views the introduction of 3D models not merely as a replacement for design tools, but as a strategy encompassing improved ship management efficiency and the utilization of operational data.
For example, ships designed with 3D models can use that data for maintenance even after construction. The precise location of onboard piping and wiring can be identified, eliminating the need for on-site surveys during repairs or renovations. Furthermore, by comparing operational data with design data, fuel efficiency can be improved and maintenance schedules optimized.
In other words, an IT strategy that considers the entire lifecycle—from design through operation, management, and decommissioning—aligns with the business strategy.
The Risk of Management Not Defining IT
Conversely, what risks do companies face when they fail to position IT strategy within their business strategy?
First, the purpose of IT investment becomes ambiguous. Projects initiated with just a rallying cry of “Let’s advance DX somehow” proceed with different interpretations across departments, resulting in a proliferation of disparate systems.
For instance, the sales department might introduce a CRM to boost revenue, the manufacturing department might implement an MES (Manufacturing Execution System) to improve production efficiency, and the administration department might upgrade the accounting system to cut costs. While each decision may be sound individually, the lack of overall integration leads to data silos.
I call this state “fragmentation of objective functions.” When IT objectives differ by department, optimization at the overall management level becomes impossible, and the return on investment becomes unmeasurable.
The Value of “Integration” Demonstrated by 3D Models
NYK Line’s adoption of 3D models is an excellent example of preventing this “fragmentation.” By using design data directly as management data, the design, operations, and management departments can all share the same data.
Specifically, the following effects can be expected:
First, the impact of design changes is immediately communicated to all departments. Previously, even after revising drawings, there was a time lag before the information reached the field. With 3D models, changes are centrally managed, and all relevant personnel can access the latest information.
Second is the secondary use of data. The 3D model created during design can be used to generate parts lists, work instructions, and even support maintenance tasks using AR (Augmented Reality).
Third is the clarification of investment decisions. The benefits of introducing 3D models extend beyond reducing design man-hours to include lower operational costs and reduced accident risks. When these can be quantitatively evaluated, management can more easily understand the value of IT investment.
A Concept Applicable to Small and Medium-Sized Enterprises
You might think, “This is about large-scale projects like ships; it’s not relevant to my company.” However, this concept is fully applicable to small and medium-sized enterprises (SMEs) as well.
For example, in the construction industry, linking 3D CAD with a construction management system allows design changes to be immediately reflected on-site, reducing rework. In manufacturing, integrating a 3D model with a production management system can optimize parts inventory management and processing steps.
The key is not the scale of the tool, but the design philosophy of “integrating data utilization.” Aligning business and IT strategies and creating a mechanism to share data across departmental boundaries can be considered the essence of DX.
What Management Should Verify Right Now
Here are points I’d like management to confirm.
First, is your company’s IT strategy aligned with its business strategy? The state of “leaving it to the IT department” is now a risk. You need to define the role of IT necessary to achieve your business strategy.
Second, are you introducing disparate systems for each department? While convenient at the time of introduction, systems that become difficult to integrate later lead to increased costs in the long run.
Finally, are you considering the secondary use of data? Are you missing the perspective of utilizing data obtained from introduced systems for other purposes?
The NYK Line case demonstrates that a seemingly specialized tool like a 3D model can lead to overall management efficiency. Consider what kind of “integration” might be possible by applying this to your own business.
IT is no longer something to be “left to the experts.” It only demonstrates its true value when management takes an active role and links it to strategy. Why not take this opportunity to review your company’s IT strategy?
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