Dry docking is a short period of time where a ship is placed inside a dry dock to finish a list of integrated jobs. During this period, any non-value work, generated by the Shipyard, is consider a waste of time and cost from the customer’s perspective. Different studies were made early to differentiate between value and non-value work done by the shipyard from the customer point of view. However author founds that, there are other different types of waste that generated by the customer himself which affects the project course. Therefore the burden of maximizing value and minimizing waste should be carried by the customer before the shipyard. And the shipyard in return should ensure that, because the loss impact on the shipyard will be more than on the customer. Case studies are utilized to demonstrate the customer’s waste and its impact on the shipyard during dry-docking. Showing the wastes from the shipyard’s perspective, instead of the customer’s, will enhance the customer’s scope and profit at the end of dry-docking. This will be guided by analytical methods to show, in figures, the owner’s loss and profit. The author’s objective, as project manager in a well-known shipyard, is to illustrate what is done and what should be done from the customer’s side to initiate and enforce Lean Ship repair. This paper explores the waste from the shipyard’s perspective, which if adopted by the customer, lean repair will be working in parallel on both sides.

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