We all know what progress is, right? It’s when we can do things better, faster, with fewer problems, and using less manpower, right?
Well, consider this case of apparent progress in trying to build ships in the face of labor (skilled trades) shortages.
HII’s Newport News Shipbuilding officials say a technology transition, years in the making, is helping them fight back against a difficult labor market.[1]
The national labor shortage brought on by the coronavirus pandemic has been felt by most industries across the country, and shipbuilders are no exception. One of HII’s chief competitors in the world of US Navy shipbuilding, General Dynamics, told Breaking Defense in February that people were the company’s “biggest challenge” at its San Diego-based shipyard.[1]
So how is our shipbuilding industry dealing with labor shortages? As one example, HII’s Newport News Shipbuilding claims that it is using computer technology to 3D design ships better, faster, with fewer problems, and using less manpower. Of course, every ship and aircraft program for the last four decades has made that claim and yet each program has been over budget, delayed, and problem plagued, seemingly worse than the previous one, so where’s the actual progress? In contrast, shipbuilding programs in the ‘40’s – ‘70’s had to crawl along without the benefit of computers and yet they were generally on time, on budget, and reasonably problem free.
So, what’s different about today’s Newport News Shipbuilding computer benefits claim? Well, as they tell it,
When HII puts the latest USS Enterprise (CVN-80) in the water later this decade, it will be the “first time in our history, and I believe in the Navy’s history, that the ship isn’t just designed in a 3D [computer-aided design] tool, but now we’re taking that 3D information and putting it on to a digital device and allowing our shipbuilders to build with that,” said Brian Fields, NNS vice president for the aircraft carriers Enterprise and the next aircraft carrier to be built, the Doris Miller (CVN-81).
I think we’ve been doing exactly that for quite some time now and yet not only has nothing gotten better, our shipbuilding performance has gotten demonstrably worse.
Setting the semantics, accuracy, and veracity of HII’s claim aside, what happens if we actually achieve our goal of being able to build ships with less people? Has anyone thought that through? What are the long term implications of adapting to, and even encouraging, smaller and smaller work forces? What are the implications of that trend as it relates to war?
As we strive to build ships with greatly reduced labor pools, are we forgetting to ask ourselves what will happen when, after years of adapting to labor shortages and learning to build without people, we find ourselves in a war and suddenly need huge numbers of people to manually build and repair ships?
Repairing battle damaged ships is not something that can be done with computers and utilizing an automated, robotic assembly line. Battle damage repair is mostly a manual exercise in demolition and creative, custom repair work. It’s all about trying to figure out how to reach and cut out that damaged piece of equipment, remove it from the ship, and replace it. It’s about trying to jury-rig a repair that was never part of the original design. It’s about trying to route cabling and ducting around a damaged area. None of that is in any computer program. That’s on-the-spot creativity and manual labor that requires … bodies … lots of bodies … lots of skilled bodies. It’s the exact opposite of trying to build ships with fewer people which is what we’re pushing for today.
If we can anticipate wartime scenarios where it will be critical to have lots of bodies, why are we trying to solve our shipbuilding challenges by adapting to smaller labor pools? Shouldn’t our direction and focus, as a matter of national strategic imperative, be on significantly increasing the size of the work force in anticipation of wartime requirements instead of adapting to smaller labor pools?
I understand that, from the shipbuilder’s point of view, it makes total economic sense to adapt to smaller work forces. Indeed, a smaller work force means larger profits for the builder. However, as pointed out, that drive is at odds with the larger national strategic imperative. This is a case where we need to recognize the requirement and demand – and, if necessary, subsidize – larger work forces as a matter of national security.
Of course, larger work forces won’t happen overnight but, if we don’t make it a priority, it won’t happen at all. Our society has so thoroughly indoctrinated high school students and educators with the belief that if the students don’t go to college then they’re failures, that our students can’t even conceive of a career in the trades. As a society, we have ignored the reality that college is not appropriate for everyone and not everyone is suited for college. We need to implement robust trades programs (they used to be called vocational education) in our high schools with direct feeds into our shipbuilding industry.
Taking the manpower issue further, what happens when our vaunted 3D computer design software and computer networks are cyber attacked and rendered useless (you don’t think China is going to sit back and let us build warships unhindered, do you?)? We’ll be back to manual labor, lots of it, and we’ll be lacking the required labor pool because we spent the preceding years learning how to build ships with fewer and fewer people, not realizing that we were creating future problems by accepting and embracing a shrinking labor force. Instead of accepting a shrinking labor force we should be actively and frantically working to enlarge it. We’ve discussed ways to do that would be successful. No, it won’t happen overnight but it must be done.
We’re proudly congratulating ourselves on our ability to adapt to ever smaller work forces and, indeed, companies are pushing in that direction because they see it as a way to reduce labor costs. But is that wise? There are times when near term efficiency becomes counterproductive in the long run and this is an example of that.
It’s analogous to the Navy’s push for minimal manning. It sounds good from a business case perspective but it’s a horrible policy as regards combat since minimal crews have no ability to absorb attrition due to combat casualties and no ability to perform damage control which has led to the recent development of intentional one-hit-abandon-ship designs. It also negatively impacts ship maintenance which is a poor business case result – no one factored that totally predictable result into the business case, did they?
The manpower issue is similar to the shipbuilding industry consolidation that occurred over the last several decades. Yes, the surviving companies became more efficient, however, that consolidation drive led to long term shipbuilding capacity limitations and lack of competitiveness which, ultimately, drove up ship prices. Our short term consolidation solution led to long term capacity and cost problems. We are solving today’s short term labor shortage problems with solutions which will lead to long term problems in the future.
Is it really progress when your short term solution is creating larger problems for the future?
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Yorktown Battle Damage Repair
The USS Yorktown was badly damaged at the battle of Coral Sea. The repair time was estimated at 90 days. However, Yorktown was desperately needed for the looming battle of Midway. Yorktown sailed for Pearl Harbor where a repair crew of over 1400 workers swarmed the ship and completed repairs sufficient for combat in 3 days. Yorktown immediately departed for Midway.
For an excellent write up, see [2].

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[1]Breaking Defense, “The labor shortage hit shipyards hard. Can technology help Newport News bounce back?”, Justin Katz, 31-Aug-2022,