COOPERATIVE PARTNERSHIPS

 1.4 COOPERATIVE PARTNERSHIPS (within the organisation)

By Aleksandar Pudar

Technical Superintendent and Planned Maintenance Supervisor Reederei Nord BV

Co-founder of "Out of Box Maritime Thinker Blog" and founder of Narenta Gestio Consilium Group

While cooperative partnerships between different functions within maritime organisations are often discussed, they are not always put into practice. The most crucial partnership is between operations and technical departments, which requires more than just passive acknowledgement. An effective partnership needs open communication, shared beliefs, clear expectations, and common goals aligned with business needs. When achieved, this kind of partnership can improve vessel and company performance.

Although the technical department can improve internal maintenance processes, it cannot achieve world-class reliability without the support and cooperation of other departments or top management. Conversely, non-maintenance functions also rely on effective maintenance to achieve world-class reliability.

Cooperative partnerships within vessel management teams on shore and on board are essential for effective maintenance management in the shipping industry. The shore-based management team and the onboard crew have critical roles to play in ensuring the safe and efficient operation of the vessel. Here are some ways in which cooperative partnerships can be fostered within these teams:

·         Communication: Effective communication between the shore-based management team and the onboard crew is critical for maintaining the vessel's condition. Communication channels should be established and maintained to ensure that maintenance issues are promptly reported and addressed.

·         Training: The shore-based management team should provide the onboard crew with appropriate training on maintenance procedures, safety protocols, and maintenance equipment to ensure that the onboard crew can perform routine maintenance tasks and report issues effectively.

·         Resource allocation: The shore-based management team should work with the onboard crew to allocate maintenance resources effectively; this could involve coordinating spare parts, tools, and equipment and prioritising maintenance tasks.

·         Collaboration: The shore-based management team and the onboard crew should collaboratively develop maintenance plans and schedules (using Risk Assessment and Postponement procedures) to ensure that maintenance tasks are completed when needed and that critical equipment is appropriately maintained.

·         Feedback: Regular feedback should be solicited from the onboard crew regarding the effectiveness of maintenance procedures and equipment. The feedback can be used to improve maintenance practices and equipment in the future.

Shipping companies can ensure their vessels are managed, maintained, and operated safely by fostering cooperative partnerships between the shore-based management team and the onboard crew.

1.4.1 WHO IS RESPONSIBLE FOR RELIABILITY PROBLEMS

Evaluations of the reasons for machinery/equipment and vessel as asset reliability problems confirm the integration of the vessel/company's functional groups/departments. An analysis of reliability-related issues within available data provided by the owner/vessel operator indicates that most functional groups/departments within the company have some direct responsibility for reliability-related problems.

Chartering

·         Improper Vessel Information Placement in vessel chartering can lead to reliability problems for the vessel and the charterer. This information is critical to the safe and efficient operation of the vessel and must be accurately represented in the charter agreement.

Reliability problems can arise when vessel information is improperly placed or misrepresented in the charter agreement. For example, if the vessel's capacity is overstated or its speed and performance capabilities are misrepresented, the vessel may not be able to meet its commitments, leading to delays, penalties, and potentially even safety issues.

Additionally, improper placement of vessel information can lead to misunderstandings between the charterer and vessel owner/operator, further exacerbating reliability problems. If the charterer is unaware of the vessel's limitations or capabilities, they may make unrealistic demands or fail to consider essential factors impacting the vessel's ability to meet its commitments.

·         Unrealistic Speed and Performance Commitments in vessel chartering can lead to reliability problems for the vessel and the charterer. If the commitments made in the charter agreement are too aggressive or not based on realistic expectations, the vessel may be unable to meet those commitments, leading to delays, penalties, and potentially even safety issues.

Reliability problems can arise when the vessel is pushed beyond its limits or forced to operate in conditions that are not conducive to its safe and efficient operation; this can lead to equipment failures, breakdowns, and other issues impacting the vessel's ability to meet its commitments.

Additionally, unrealistic commitments may require the vessel to operate at a high level of intensity for an extended period, which can lead to crew fatigue and reduced performance; this can further exacerbate reliability problems and increase the risk of safety issues.

Machinery/Equipment Use

·         Improper Planning and Scheduling; this primarily fails to effectively utilise the installed machinery/equipment at optimal capacity and vessel overall. The vessel utilisation and scheduling function is related to the employment of the vessel that enters vessel ins service based on charterers' orders from the chartering department into the service schedule without any attempt to optimise the use of the vessel.

·         Poor Operating Procedures. On board, many vessels, the procedures used to manage machinery/equipment and the vessel's overall operating process are inadequate or non-existent. Many are outdated and are no longer adequate for proper, effective utilisation of the machinery/equipment and vessel overall. Also contributing to this problem is the failure of management to enforce universal adherence to those procedures that are appropriate for the vessel.

·         Operator/User Mistakes. While some of these problems are solely the result of operator/user mistakes, most are a failure of vessel operators and vessel management to provide adequate training to the crew. Most of the crew have little, if any, actual knowledge of the proper operating procedures or the internal working of the machinery/equipment they use. Instead of actual operators/users' procedures and knowledge, they are taught the minimal steps that must be taken to operate these critical systems. Perhaps the most critical operational mistake is ignoring that reliability is everyone's job, in much the same way that safety is everyone's job. The crew must take critical pride in the appearance and functionality of the machinery/equipment and vessel overall, and this dictates a cooperative working relationship among all vessel departments and shore management.

Maintenance

While maintenance can positively impact the reliability of marine engineering machinery/equipment, inadequate or improper maintenance can also contribute to negative reliability. Here are some ways in which maintenance can contribute to the problems with the reliability of machinery/equipment:

·         Inadequate Maintenance. Failing to perform regular maintenance or neglecting to address identified issues can also negatively impact the reliability of machinery/equipment, increasing downtime, repair costs, and safety hazards.

·         Over-maintenance, or performing maintenance tasks that are unnecessary or beyond the manufacturer's recommendations, can lead to equipment failures, resulting in excessive wear and tear on the machinery/equipment and reducing its reliability over time.

·         Inefficient maintenance program: A poorly designed or implemented maintenance program can also negatively affect reliability, including inadequate scheduling of maintenance tasks, lack of documentation and tracking of maintenance activities, and insufficient resources for maintenance personnel.

·         Incorrect maintenance: Performing maintenance tasks incorrectly can cause machinery/equipment to malfunction or fail prematurely, resulting in costly repairs and downtime.

Purchasing

The purchasing process can significantly impact the reliability of marine engineering equipment.

·         Substituting the original with non-original spare parts can lead to reliability issues. In some cases, parts may be substituted with lower-quality alternatives, resulting in premature failure and increased downtime. Additionally, parts that do not meet the manufacturer's specifications can cause issues with compatibility and performance.

·         Late deliveries of spare parts can cause extended periods of downtime, leading to delays in operations and increased repair costs. In addition, in some cases, the unavailability of critical parts can lead to safety hazards.

·         Vendor Selection. Selecting vendors that do not meet quality standards or have a poor reputation can result in purchasing substandard parts. Additionally, selecting vendors without proper due diligence can increase the risk of late deliveries and other issues that can negatively impact reliability. As a result, a growing trend is establishing national buy agreements with select vendors. However, these agreements do not provide adequate, timely support for vessel machinery /equipment operation or maintenance functions in too many cases.

Machinery / Equipment Engineering

·         Improper machinery and equipment design can lead to various issues, including reduced performance, increased maintenance costs, and even safety hazards. For example, if an auxiliary engine is not adequately chosen or configured, it may not be able to handle the loads or conditions it is exposed to, resulting in premature wear or failure. Similarly, a component not designed with appropriate safety features may be more susceptible to accidents or damage.

·         Inappropriate Modifications to machinery and equipment can also impact reliability. For example, modifications that are not correctly evaluated or tested can introduce new failure modes or compromise existing safety features. Additionally, poorly documented modifications can make diagnosing and repairing problems challenging, potentially leading to extended downtime and increased costs.

·         Failure to Document Changes to machinery and equipment is another factor that can impact reliability. Without proper documentation, it can be challenging to understand how a component was initially designed and configured, making it more challenging to diagnose problems and identify potential failure modes. Additionally, undocumented changes can lead to confusion and errors during maintenance or repair, potentially compromising the safety and reliability of the system.

Management

Deficiencies in the management function can contribute to a significant portion of asset reliability problems. Often, these problems arise from policies and procedures mandated by the owner or vessel operator that harm machinery/equipment reliability. These policies and procedures may prioritise cost-cutting measures or short-term gains over long-term machinery/equipment reliability and safety, leading to increased maintenance costs, decreased performance, and potentially compromising the safety of the vessel and its crew. As such, it is crucial for management to prioritise machinery/equipment reliability and safety in their policies and procedures and to ensure that they are implemented to promote long-term, sustainable performance and safety.

1.4.2 INTERDEPENDENCY

Due to the integrated nature of operations and management on board vessels and their relation with shore management and company culture, maintenance cannot solely control their fate. Maintenance is reliant on other vessel functions and the company culture.

Maintenance  and reliability engineering holds the majority control over actions critical to maintaining efficient vessel operations, including:

·         Supervision and practices

·         Work control

·         Planning

·         Work measurements

·         Maintenance machinery/equipment history

Within the constraints of the company culture, maintenance management can dictate how these actions are executed. As a result, the effectiveness of these actions falls mainly under the control of vessel management.

However, vessel management has less control over the following actions:

·         Goals and objectives

·         Organisational structure

·         Training and motivation

·         Organisational behaviour

·         Budgetary control

·         Scheduling and coordination

·         Master plan

·         Maintenance engineering practices

·         Preventive or predictive maintenance

·         Machinery and equipment

·         Computer support

Onboard engineers have direct input, but company or vessel restrictions may constrain their decisions. Onshore management controls organisational structure, engineering, machinery and equipment, training, goals and objectives, and computer support.

Engineering ( onboard)  has little control over the remaining actions, including:

·         Governing principles

·         Materials management

·         Cost distribution

·         Reports to management

Company management controls these actions, and vessel engineers have little direct control.

Therefore, it is vital for maintenance to establish a cooperative partnership with company management, the technical department (onshore), and other functional groups. Without direct input into cultural decisions made by higher management, onboard engineers have limited chances of optimising reliability independently.

1.4.3 FUNCTIONAL RESPONSIBILITIES

Responsibilities of Engineering (Technical Department/Engine Department)

The Operator/User is responsible for ensuring that machinery and equipment are operated consistently with their design and intended use; this involves monitoring performance, identifying and reporting any anomalies or potential problems, and following established procedures for maintenance and repair. They must also ensure that all operational procedures comply with industry standards and regulations and report reliability issues to the engineering department.

The engineering (Technical/Engine department) is responsible for ensuring the reliability and safety of machinery and equipment throughout its lifecycle; this involves developing and implementing design specifications and maintenance procedures, monitoring performance, and identifying potential problems. The engineers must also ensure that any modifications or upgrades are evaluated and implemented consistently with industry standards and regulations. They must also work closely with the company, class and maker to ensure that any issues are promptly addressed and that all maintenance and repair work is carried out to the highest standards.

The purchaser is responsible for buying high-quality machinery and equipment that meets industry standards and regulations, following engineers' guidelines and requests. They must ensure that all equipment is evaluated and tested before purchase and that the suppliers are reputable and reliable. The purchasing department must also ensure that all equipment is maintained correctly and spare parts are readily available. They must also work closely with the engineers to ensure that any modifications or upgrades are appropriately evaluated and implemented.

Responsibilities of Purchasing

Maintenance. The purchasing function has several responsibilities to the maintenance within the organisation to enable maximum reliability of equipment:

·         The suitable materials are in the right place at the right time (and at the right cost)

·         Commitment to the lowest total cost of vessel ownership rather than the lowest initial price

·         Commitment to standardisation of machinery/equipment to reduce training needs

·         Hold suppliers/vendors/makers accountable for performance:

•         Compliance to specifications

•         On-time delivery

•         A practical storeroom layout enables critical, optimum, consumable parts to be easily found and used.

•         Logistics and deliveries

•         Identification of spares under warranty so that claims can be made if necessary

References & Bibliography :

1.       Mobley, R.K. (2014) Maintenance engineering handbook. 7th edn. New York: McGraw-Hill.

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.