The European shipbuilding industry is primarily active in the niches of building vessels with high added value characterized by individual demand or eventual orders in smaller series—the authors approach this research motivated by the desire to contribute to maintaining its competitiveness on the world market. To enhance business processes, shipyards have at their disposal, among others, digital technologies and Lean tools. However, the production of highly complex products in a business environment with complex inter-process relations among a large number of stakeholders also implies a highly demanding project of Lean methodology implementation. And according to the literature gap and available archival data, the outcome is very uncertain. Therefore, the authors conduct this research for the purpose of overcoming the risk of failure in completing the Lean implementation process with the aim of contributing to the transformation of the shipbuilding system into a smart and sustainable, or climate-neutral, one. As experts in the field of research and based on interviews with representatives of one of the European shipyards, the authors develop a Lean process management implementation model adapted not only to custom production in shipbuilding but also to other industries with similar characteristics. The model theoretically results not only in the successful closure of the Lean transformation process in an optimal time and at low costs but also in the simultaneous continuous improvement of shipbuilding processes during the implementation period. Moreover, the neutral influence of the business system’s organizational structure on the presented model adds originality to this study.

The share of European shipbuilding in the world market, with the constant exception of the cruise ship niche, has been in continuous decline for decades, while at the same time, state-supported Asian competitors are recording accelerated growth. With the already long-standing ban on subsidizing the shipbuilding industry by EU member states, its shipyards can maintain their market position primarily by continuously improving business processes, including adopting Industry 4.0 doctrines. In order to contribute to the European shipyards’ competitiveness growth, the authors of this paper use the case study methodology to investigate the applicability of blockchain technology in the process of financing the construction and purchase of ships according to a bareboat charter model, which is recognized as risk-balanced for all parties involved in the process. The empirically analyzed implementation of the blockchain application of smart contracts, using the example of three ships built and purchased according to the proposed model, theoretically results in an almost one-year shortening of the financing process, with a significant reduction in the costs of legal activities. The originality of this study is also emphasized by the correlation of smart contracts and the process of early ship outfitting in the sense of the possible improvement in its level, thus achieving savings in working hours and energy and ultimately shortening the process of realizing the shipbuilding project.

Since the beginning of the last decade, digital technological achievements have ushered the economies of developed countries into the fourth industrial revolution, transforming industries into smart ones, referred to as “Industry 4.0”, enabling them to innovate as a prerequisite for sustainable development and economic growth. At the same time, the European Union’s institutions are adopting strategies and programs to transform the European industry into a climate-neutral one, aiming to achieve this by 2050. The authors, participating in the introduction of Lean tools and digital technologies into one of the European shipyards using the “CULIS” (Connect Universal Lean Improvement System) methodology, recognize the high potential of its contribution to the European Commission’s guidelines for transitioning the economy to a sustainable one, and for this purpose, they present it in this paper. Namely, the methodology in question not only theoretically results in a “quick” implementation of tools and doctrines—with an approximately 36-month total duration of the process—but also encompasses as many as three transformations: Lean, digital, and green; an analysis of a methodology with such characteristics significantly adds to the originality of this study. The current stage of the observed shipyard’s “triple” transformation process already results in significant improvements—e.g., an increase in productivity by around 21% or a reduction in sales process costs by 38%. However, given its ongoing pilot phase, (further) analyses of improvements in (European) shipbuilding competitiveness and profitability that can be achieved through digital Lean management of projects’ realization process are implied.

The Digital Twinning of Manufacturing Systems is continuously gaining in importance concerning the optimization of production processes and requirements for production efficiency improvements. Therefore, the finite state method will be presented in this work as a semi-analytical approach of the Production System Engineering based on Markov Chains. The presented method can efficiently calculate the probability distributions associated with each possible system state defined according to the number of buffers and their capacities. In this study, the finite state method is employed to describe the ship steel hull process as a platform for the implementation of digital twinning technology. The method is employed to rebuild a model of a real ship production process using a combination of serial and splitting lines. The key performance indicators such as the production rate, the work in process, and probabilities of starvation and blockade are calculated and compared to the corresponding results obtained through a simulation approach using the software tool Enterprise Dynamics. The conclusion highlights the advantages and disadvantages of methods employed in the context of Digital Twin Technology.