EFFECTIVE MAINTENANCE – RECOMMENDED SET-UP

 1.6 EFFECTIVE MAINTENANCE – RECOMMENDED SET-UP

By Aleksandar Pudar

Technical Superintendent and Planned Maintenance Supervisor Reederei Nord BV

Co-founder of "Out of Box Maritime Thinker Blog" and Founder of Naro Consilium Group

Set-up concerning work identification.

Set-up concerning the organisational structure.

Set-up concerning work prioritisation.

Set-up concerning work allocation.

Set-up concerning reliability engineering management

 

In marine maintenance reliability engineering, it is essential to establish principles and procedures that ensure ships' safe and efficient operation, cargo care, pollution prevention, and financial return on investment. Systematic maintenance and follow-up process: utilising a Planned Maintenance System (PMS), conducting regular technical inspections, and continuously monitoring technical and operational issues to achieve this. The shipboard engineers and officers operate the PMS, while the technical department monitors it. The maintenance and repair of vessels must comply with Flag State authorities and Class requirements, as well as company objectives and standards. The company policy incorporates guiding principles such as prioritising safety and timely repairs, making technical manuals available onboard and in the office, and carrying out maintenance work cost-effectively within approved budgets to ensure that reliability engineering is practical.

1.6.1 SET-UP CONCERNING WORK IDENTIFICATION

The ISM code requires owners and vessel operators to ensure that all vessels have formal maintenance, defect reporting, management systems, and a critical, optimum, and consumable spare parts inventory. The company has to consider that the planned maintenance procedures are essential and obligatory to operate at the requested level of engineering reliability and avoid unnecessary and costly incidents.

The company standard should ensure the following:

·         The structural integrity of all vessels is maintained.

·         An appropriate maintenance standard and monitoring program are used.

·         Relevant vessel certification remains valid, and an appropriate monitoring system is in force. The system is set up to include maintenance and testing deadlines set by management, makers, and class and industry standards.

·         The availability of approved or suitable spares, materials and all necessary resources to maintain.

·         Controlling the spare parts and materials stock

·         The testing and maintenance process and overdue items are monitored onboard and from shore.

·         A system tracing component that can be reused in different positions (circulating components, roving spare parts, e.g. cylinder cover, piston)

 

1.6.2 SET-UP CONCERNING ORGANISATIONAL STRUCTURE

A well-defined organisational structure is critical to organising, administering, and implementing maintenance to ensure reliability engineering; this includes clearly defining task responsibilities and establishing communication protocols among resources, people, and teams. Moreover, prioritising safety, timely repairs, and cost-effectiveness are essential to maintain the reliability of the vessels.

The reliability teams consist of members from various locations, such as ship crew, shore-side teams, and contractors. However, since the crew's contracts are not fixed on a single ship, and their shipboard assignments last only three to five months, the crew can be considered a temporary team in the project. They rotate every assignment from one ship to another after a long vacation. Therefore, a clear and detailed organisational structure is necessary to minimise confusion for new engineers/officers joining the vessel and serve as a helpful reminder for on-signers returning from an extended leave between assignments.

Organisational structure - onshore/onboard

Technical Director - Responsible for Integrity of Reliability Engineering & Maintenance (Vessel /Office) He or she may be a project manager of this project in the capacity of the Reliability Engineer of the company or can appoint someone else. She or he is the primary company contact for all reliability program-related issues and is also in charge of vendor contract management. All teams and contractors report to him or her.

Onboard Maintenance Team (OMT) - Vessel Engine Department (Chief Engineer and below) mainly consists of Vessel Chief Engineers, 2nd Engineers, and Electrical/Electronical Engineers. After completing the program implementation on board, OIT trains OMT about the program, how to use it, its components, and minor maintenance techniques. When training is completed, the program will be handed over to OMT. All OMT members will be trained regularly before joining the ship until all engine crew fully understand the implementation and adopt the program.

The Reliability Engineering Maintenance Team (REMT), consisting of a Technical Superintended, Planned Maintenance Supervisor, Fleet Electrical Officer, and Chief Engineer,

chose people who should be skilled, tech-savvy, experienced marine engineers, reliability engineers, or naval architects. They would lead the project since they have sailing and machinery experience. The reliability team includes two sub-teams: Condition-Based Monitoring and Predictive Maintenance.

Condition-Based Monitoring Team (CBMT) comprises a Technical Superintendent, Purchasing Officer, Fleet Electrical Officer, Electrical Officer, and Chief Engineer. The team monitors, implements, carries out regular maintenance and calibration, and checks the condition of predictive maintenance technologies such as vibration, lubrication oil tests, pressure diagrams, thermography, and ultrasonic results.

The Onboard Implementation Team (OIT) comprises Planned Maintenance Supervisor and Fleet Electrical Engineer/Officer for onshore/onboard implementation. This temporary team consists of a planned maintenance supervisor, a fleet electrical engineer/officer, and, optionally, chief engineers to implement the hardware and software onboard,  train the vessel engineering team, and create predictive maintenance management plans and procedures. Additionally, if any problem occurs in the future that cannot be solved remotely, this team will join the ship to fix the program and components. The Fleet Electrical Engineer/Officer will also give remote support to the Onboard Maintenance Team and assist the Purchasing officer in arranging spare parts supply if requested.

The Resource Management Team (RMT) comprises the Personnel Office, Purchasing Manager, Technical Superintendent and Chief Engineer. It is responsible for personnel and financial management of the project and controls the budget for the program, tools, inventory, vendor expenditures, and staffing. In addition, RMT will work closely with TD, shaping the project's future based on feasibility and trade-off studies.

The HSEQ Manager oversees that IMS is followed and that new rules and regulations affecting reliability engineering are implemented. Therefore, HSEQ has the utmost importance for the company, so developing a standardised marine maintenance engineering reliability program is necessary. This program involves risky activities such as working with high-pressure, high-speed rotating machinery, automatic starts, electrical equipment, and chemicals with which vessel engineers will engage.

Therefore, the HSEQ Department will work closely to minimise the risks in the workplace and create a Job Safety Analysis for the ship crew.

Contractors. The contractors will communicate directly with the Technical Director and Purchasing Manager while receiving feedback from the ultimate users, the Technical Superintendent and Ch. Eng. The selection of hardware and vendors for the predictive maintenance program will be based on their experience in the maritime shipping industry and their alignment with the company's vision and values. To properly analyse machinery issues and potential outcomes, contractors must thoroughly understand the project, shipboard machinery, and critical equipment. Therefore, the Technical Director and Planned Maintenance Supervisor and their team will carefully evaluate service providers to identify those with the highest benefits before submitting a request for a proposal. Partners for the shipboard reliability program will be chosen from companies with established experience in the maritime industry and the potential for a return on investment of less than three years.

1.6.3 SET-UP CONCERNING WORK PRIORITISATION

On average, marine engineers spend three to six months on board for their contracts, depending on their ranks and nationality, but proper documentation and follow-up of maintenance and failures may often be lacking. Although shipping companies have planned maintenance systems and programs on board, human error due to a lack of hands-on training, guidance, and crew experience during overhauls remains one of the primary causes of machinery failures; this results in excessive overhauls, incorrect diagnosis, dismantling, and assembly, which increases the usage of spare parts and the risk of failure. According to some sources, "68 per cent of marine vessel failures occur due to :

·         unnecessary maintenance,

·         excessively invasive maintenance,

·         incorrect installation and post-testing installation,

·         poor design, and incorrect operation.

" The London P&I Club (Protection and Indemnity Associations) (2017) found that 29% of propulsion loss is due to "insufficient or ineffective maintenance of electronic and pneumatic control systems (e.g., neglected filters in pneumatic control systems).

 

1.6.3.1 DETERMINATION OF PRIORITY.

 

The determination of priority for maintenance activities on board the vessel depends on several factors, including:

·         Safety: The safety of the vessel and crew should always be the top priority. Any maintenance activities that may affect the safety of the vessel or crew should be given the highest priority.

·         Regulatory compliance: Vessels must comply with various regulations and standards set by governing bodies. Maintenance activities necessary for compliance should be given high priority.

·         Criticality: The equipment or system's maintenance should be considered. Equipment or systems critical to the vessel's operation or performance should be prioritised.

·         Cost: The cost of maintenance activities should be considered. High-cost activities that can be postponed without affecting safety or critical systems can be given lower priority.

·         Schedule: The vessel's schedule and availability should be considered. Maintenance activities that can be performed during scheduled downtime should be given priority.

·         Age and condition: The age and condition of the vessel and equipment should be considered. Older vessels and equipment may require more frequent and extensive maintenance.

 

1.6.3.2 COORDINATING AND DISPATCHING.

 

Coordinating and dispatching are essential in marine reliability engineering maintenance to ensure that maintenance activities are scheduled, planned, and executed efficiently. The following are some key steps in coordinating and dispatching maintenance activities:

Maintenance Request: A maintenance request is submitted by the ship's crew or shore-based personnel. The request should contain essential details, such as the location, equipment, and the nature of the issue. It is usually done within Marin ERP via a module designed for maintenance management.

Assessment: Once the maintenance request is received through a module designed for maintenance management. , the chief engineer determines the severity and criticality of the issue, assuming that the job is no route, i.e. it is a defect. If the maintenance job is more complex or requires more expertise, then the onshore team may be included, aided by third-party experts. The team should also consider the impact of the maintenance on the vessel's operation, crew safety, and compliance.

Planning: The planning stage involves determining the resources required for the maintenance activity, such as tools, materials, personnel, and time. Planning also involves determining the priority of the maintenance activity and scheduling it accordingly.

Dispatching: After planning, the maintenance activity is dispatched to the appropriate team or individual. Dispatching should consider factors such as the location of the maintenance activity and the availability of personnel and equipment.

Coordination: During the maintenance activity, coordination is essential to ensure that the activity progresses as planned and that any issues are addressed promptly. Effective coordination involves communication among the maintenance team, the ship's crew, and shore-based personnel.

Completion: Once the maintenance activity is completed, the marine reliability engineering team should conduct a final inspection to ensure the equipment functions correctly and the issue is resolved.

Effective coordinating and dispatching in marine reliability engineering maintenance can help ensure that maintenance activities are completed efficiently, minimising downtime and ensuring the safe and reliable operation of marine vessels and equipment.

Downtime/Root Cause for Incidents

1.6.4 SET-UP CONCERNING WORK ALLOCATION

 

The following are some considerations for work allocation:

In-house workforce or outside contractors: Vessel reliability engineering management can assign maintenance tasks to an in-house workforce or hire outside contractors to carry out maintenance activities. The in-house workforce has the advantage of having a better understanding of the vessel's maintenance needs and is readily available. On the other hand, hiring outside contractors can be cost-effective as it eliminates the need to keep specialised personnel and required equipment. The decision on whether to use an in-house workforce or outside contractors will depend on factors such as :

·         The size and complexity of the maintenance tasks,

·         the cost of maintaining an in-house workforce,

·         and the availability of specialised expertise.

Centralisation versus decentralisation: Work allocation can be centralised or decentralised, depending on the organisation's structure. Centralisation involves assigning maintenance tasks to a centralised maintenance team, while decentralisation involves assigning maintenance tasks to teams located at various sites. Centralisation can be more effective in managing maintenance activities as it ensures that maintenance tasks are carried out uniformly across the organisation. Decentralisation, on the other hand, can be more effective in managing maintenance tasks that require a local presence. For example, owners and vessel operators usually set up centralised maintenance planning and resource management with decentralised teams, i.e. by nature or the business, each vessel has its engineering team on board.

Recruitment: Recruitment involves identifying and hiring personnel or contractors to carry out maintenance activities. When recruiting personnel, vessel reliability engineering management should consider the skills, experience, and qualifications required for the job. They should also consider the cost of recruitment and the time it takes to recruit personnel. Hiring outside contractors may sometimes be more cost-effective than recruiting and training in-house personnel.

1.6.5 SET-UP CONCERNING RELIABILITY ENGINEERING MANAGEMENT

Vessel reliability engineering management is essential for ensuring a vessel's safe and reliable operation.

1.6.5.1 COMMUNICATIONS

Effective communication is critical to the success of vessel reliability engineering management. The following are some key aspects of communication in vessel reliability engineering management:

Clear and concise communication: Communication should be clear, concise, and easily understood; this helps prevent misunderstandings and ensures everyone is on the same page.

Regular communication: Regular communication is essential to keep the team well-informed and up-to-date; this includes scheduled meetings, progress reports, and updates on any issues or concerns.

Open communication is essential to foster a collaborative and supportive team environment. All team members should feel comfortable expressing their opinions and concerns without fear of judgment or reprisal.

Communication documentation is critical to ensure everyone knows of any decisions or actions, including meeting minutes, emails, and progress reports.

Communication channels: The team should establish and agree upon communication channels; this includes email, phone, instant messaging, and video conferencing.

Response time: Response time should be defined and agreed upon by the team; this ensures that any issues or concerns are addressed promptly.

Communication protocols: The team should establish and agree upon communication protocols; this includes escalation protocols for urgent issues or concerns.

Stakeholder communication: Communication with stakeholders, such as vessel owners, operators, and regulatory bodies, is critical to ensure compliance and safe and reliable vessel operation.

Training: Training on effective communication should be provided to all team members.

1.6.5.2 COST CONTROL

Cost control is an important aspect of vessel reliability engineering management. Effective cost control ensures that maintenance activities are carried out efficiently, optimises resources, and the vessel remains operational and safe. The following are some critical steps in cost control for vessel reliability engineering management:

Cost estimation: The first step in cost control is accurately estimating the cost of maintenance activities; this includes the cost of labour, equipment, materials, and additional expenses.

Budgeting: Once the cost of maintenance activities has been estimated, a budget should be created. The budget should be realistic and consider the vessel's financial constraints.

Resource allocation: Resources, such as personnel and equipment, should be allocated efficiently; this includes scheduling maintenance activities during downtime to minimise disruption to vessel operations.

Monitoring and reporting: Monitoring and reporting costs associated with maintenance activities are essential to ensure the budget adheres. Any deviations from the budget should be reported promptly, and corrective actions should be taken.

Continuous improvement: Continuous improvement initiatives, such as root cause analysis and failure analysis, can help to identify opportunities for cost savings and process improvements.

Effective cost control is critical to the success of vessel reliability. It helps ensure that maintenance activities are executed efficiently and that resources are optimal. It also ensures that maintenance activities are executed safely and in compliance with regulatory requirements, ensuring the vessel's continued safe and reliable operation.

1.6.5.3 COST-CONTROL SYSTEMS.

Cost-control systems are essential for vessel reliability engineering to ensure that maintenance activities are carried out efficiently, resources are utilised optimally, and the vessel remains operational and safe. Vessel reliability engineering can also use condition-based maintenance (CBM) and predictive maintenance techniques to further optimise maintenance costs. These techniques help identify potential equipment failures before they occur, allowing maintenance activities to be scheduled at the most appropriate time, minimising downtime and reducing the overall maintenance cost. Some cost-control systems that can be used in conjunction with CBM and predictive maintenance techniques include:

Planned maintenance system (PMS): PMS is a cost-control system that schedules maintenance activities according to a predetermined schedule. This system ensures that maintenance is carried out regularly, reducing the likelihood of costly corrective maintenance.

Computerised maintenance management system (CMMS): CMMS is a software-based system that comprehensively views the vessel's maintenance activities; this system helps track maintenance costs, identify maintenance trends, and optimise maintenance schedules.

Remote monitoring systems: Remote monitoring systems use sensors and other monitoring equipment to collect data on equipment performance. This data is then analysed to identify potential issues before they become critical. This system can help to reduce maintenance costs by identifying issues early and scheduling maintenance activities at the most appropriate time.

Data analytics: Data analytics involves using data to identify patterns and trends in equipment performance. Maintenance managers can identify potential issues by analysing data collected from sensors and other monitoring equipment and schedule maintenance activities accordingly.

Prognostics and health management (PHM): PHM involves using advanced analytics and machine learning algorithms to predict equipment failures before they occur. By analysing data collected from sensors and other monitoring equipment, PHM systems can identify potential issues and predict when equipment failures will likely occur.

Root cause analysis (RCA): RCA involves identifying the underlying cause of equipment failures and taking corrective actions to prevent them from recurring. This system helps to reduce maintenance costs by identifying the root cause of issues and preventing them from recurring.

Reliability-centred maintenance (RCM): RCM is a systematic approach to maintenance that focuses on identifying the most effective maintenance strategy for each piece of equipment. By analysing data on equipment performance, RCM can help to optimise maintenance schedules and reduce maintenance costs.

Total productive maintenance (TPM): TPM is a cost-control system that aims to increase equipment reliability and reduce maintenance costs. This system involves the entire organisation in maintaining and improving the equipment, leading to improved reliability and reduced maintenance costs.

Outsourcing: Outsourcing is a cost-control system that involves hiring external service providers for maintenance activities. This system helps reduce the cost of maintaining specialised equipment, and the service provider is responsible for maintaining the equipment.

Performance measurement: Performance measurement is a cost-control system that monitors and analyses the vessel's performance data; this system helps identify areas where maintenance costs can be reduced by optimising equipment performance.

By implementing these cost-control systems, vessel reliability engineering management can ensure that maintenance activities are carried out efficiently and effectively and resources are utilised optimally, leading to improved vessel reliability and reduced maintenance costs.

1.6.5.4 REQUIRED RELIABILITY TOOLS

 

1.6.5.4.1 HARDWARE:

·         ME PMI Unit, ICON Research – Diesel Doctor

·         Pressure and temperature sensors ( IoT)

·         Additional Data Collection Unit ( e.g.Enamor, METYS, Mass Flometer)

·         Junction Box and extension cables

·         Vibration monitoring handheld devices can identify the following factors in equipment:

o    Alignment problems

§   Parallel/Offset misalignment

§   Angular misalignment

§   Combined parallel-angular misalignment

o    Unbalance

§   Static unbalance

§   Coupled unbalance

§   Dynamic unbalance

o    Resonance

o    Bearing damage - A roller bearing can be damaged in several ways, each with its vibration fingerprint:

§   Damage to the inner ring

§   Damage to the outer ring

§   Damage to the cage

§   Damage to rolling elements (e.g. cylinders, cones and needles)

o    Damaged or worn-out gears

·         Thermal Imaging (Infrared Imaging) can identify the following factors in equipment:

o    High resistance connections

o    Hot spots

o    Overloaded cables

o    Overloaded fuses or breakers

o    Imminent motor or conveyor bearing failure

o    Motor windings overheating

o    Overheating in distribution equipment

o    Phase load imbalance

o    Thermal insulation breakdown (hot or cold)

o    Thermal loss

·         Lube Oil Analysis

o    Wear metal analysis;

o    Moisture content;

o    Viscosity;

o    DR ferrography or PQ Index;

o    Acid number;

o    Analytical ferrography;

o    Particle counting;

o    Examination of filter media debris

·         Ultrasound detectors

o    For determining sufficient greasing and detecting the friction

o    Material Thickness Measurement

·         Cylinder Scrape down Analysis

o    Wear performance, e.g. by measuring the content of Iron (Fe), Copper (Cu)

o    and Chromium (Cr)

o    The remaining base number, BN - is an indicator of protection against

corrosive wear

o    Contaminants such as water or system oil

o    Combustion quality

·         Portable data analysis units ( Tablets, Smartphones, Wearables)

16.5.4.2 SOFTWARE:

·         A predictive maintenance software (to collect and analyse the data)

o    DDS VIB 2020 ( vibration analysis)

o    FLIR Tools (Thermal Imaging analysis and diagnostic)

o    Lube oil analysis software

o    Ultrasonic analysis software

o    PMI & ICON DOCTOR ( e.g. cylinder's Pmax and Pcom pressure )

·         Application for tools manual books

o    Machinery/Equipment manuals and drawings

o    Machinery/Equipment Troubleshooting manuals

·         Training scheme for reliability programs and tools

 

1.6.5.5 SELECTION OF MACHINERY/EQUIPMENT

 

Involving the technical department and onboard personnel in selecting machinery and equipment is essential:

Technical expertise: The technical department better understands the requirements and specifications of the machinery/equipment needed. Their input can help ensure the selected machinery/equipment meets the necessary technical requirements.

Onboard practicality: Onboard personnel can provide feedback on the practicality of the selected machinery/equipment, as they are the ones who will be using it daily. Their input can help ensure that the selected machinery/equipment is easy to operate, maintain and repair.

Cost-effectiveness: The technical department and onboard personnel can help evaluate the total cost of ownership (TCO) of the selected machinery/equipment. Their input can help ensure that the machinery/equipment is cost-effective, not just in terms of the initial purchase price but also in terms of maintenance, repair, and operational costs.

Safety: The technical department and onboard personnel can provide input on safety concerns related to the selected machinery/equipment. Their feedback can help ensure that the machinery/equipment is safe to use and that all necessary safety features are in place.

Overall, involving the technical department and onboard personnel in selecting machinery/equipment can help ensure that the company makes informed decisions that are practical, cost-effective, and safe.

 

References & Bibliography :

 

1.        Kilic Singh, L. (2021) Developing A Standardised Shipboard Reliability Program. Dissertation.

2.        Propulsion - blackout and engine failure guidance (2017) The London P&I Club. The London Steam-Ship

3.        Md, H.J., Sohaib, M. and Kim, J.-M. (2021) An Explainable AI-Based Fault Diagnosis Model for Bearings, ResearchGate. Sensors - MDPI. Available at: https://www.researchgate.net/publication/352362806_An_Explainable_AI-Based_Fault_Diagnosis_Model_for_Bearings (Accessed: March 30, 2023).

4.        Mutual Insurance Association Limited. Available at: https://www.londonpandi.com/knowledge/news-alerts/propulsion-blackout-and-engine-failure-guidance/ (Accessed: March 30, 2023).

5.        Shakesby, K. (2016) Sixty-eight percent of vessel failures can be avoided, The Maritime Executive. The Maritime Executive, LLC. Available at: https://maritime-executive.com/blog/sixty-eight-percent-of-vessel-failures-can-be-avoided (Accessed: March 30, 2023).

 

Disclaimer:

Out of Box Maritime Thinker © by Narenta Gestio Consilium Group 2022 and Aleksandar Pudar assumes no responsibility or liability for any errors or omissions in the content of this paper. The information in this paper is provided on an "as is" basis with no guarantees of completeness, accuracy, usefulness, or timeliness or of the results obtained from using this information. The ideas and strategies should never be used without first assessing your company's situation or system or consulting a consultancy professional. The content of this paper is intended to be used and must be used for informational purposes only.