INTEGRATED MANAGEMENT SYSTEM – MARINE MAINTENANCE

 1.7 INTEGRATED MANAGEMENT SYSTEM – MARINE MAINTENANCE   

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

Is safety given the same commitment as performance quality? Are the crew accountable for their

safety? Is safety excellence embedded in the company? What is just culture?

1.7.1 SAFETY PERFORMANCE CULTURE

Safety performance culture is critical in the marine industry, as it is a high-risk industry with the potential for catastrophic incidents that can result in loss of life, environmental damage, and financial losses.

The following steps should be taken to establish a strong safety performance culture in the marine industry, both on board and on shore :

·         Establish strong safety leadership: The organisation's leadership should set an example of safety leadership by emphasising the importance of safety and ensuring that it is a top priority.

·         Develop and implement a comprehensive safety management system: The safety management system should include policies, procedures, and guidelines for identifying and mitigating risks, as well as a reporting and investigation process for incidents/accidents and near-misses.

·         Provide adequate training and resources: All employees should be adequately trained in safety procedures and given the necessary resources to perform their jobs safely; this includes training on emergency response, personal protective equipment, and equipment/machinery operation.

·         Encourage open communication and reporting: Encourage employees to report safety concerns and near-miss incidents without fear of retribution; this can help identify potential risks and hazards before they become major incidents.

·         Conduct regular safety audits and assessments: Regular safety audits and assessments should be conducted to identify potential hazards and areas for improvement.

·         Foster a culture of continuous improvement: Encourage a culture of continuous improvement by implementing corrective actions to address identified safety issues and incorporating lessons learned from incidents and near-misses.

 

By establishing a solid safety performance culture both on board and onshore, organisations can ensure the safety of their employees, protect the environment, and maintain their reputation and financial stability.

 

1.7.2 JUST CULTURE

 

Just culture is a term used to describe a work environment in which individuals are not punished for their mistakes or errors but rather for their reckless or intentional behaviour. In the marine industry, a just culture can help promote safety by encouraging open reporting of incidents and near-misses without fear of retribution while holding individuals accountable for their actions.

The following steps should be taken to establish a just culture in the marine industry :

 

·         Develop clear policies and procedures: Develop clear policies and procedures that outline the expectations for reporting incidents and near-misses and the consequences for reckless or intentional behaviour.

·         Train employees on just culture: Train employees on the principles of just culture and the importance of reporting incidents and near-misses to improve safety.

·         Implement a fair and consistent reporting and investigation process: Implement a reporting and investigation process that is fair and consistent and that takes into account the complexity of the situation and the actions of the individuals involved.

·         Encourage open communication: Encourage open communication among employees and between employees and management to facilitate reporting incidents and near-misses.

·         Support individuals involved in incidents: Provide support to individuals involved in incidents, including access to counselling or other resources to help them cope with the emotional impact of the incident.

·         Continuously review and improve the system: Continuously review and improve the system to ensure that it is effective in promoting safety and consistent with the principles of just culture.

By establishing a just culture, the owner and vessel operator can create a work environment that promotes safety while still holding individuals accountable for their actions; this can help reduce incidents and near-misses and improve the safety and well-being of employees and the environment.

 

1.7.3 MANAGEMENT SYSTEMS - MARITIME INDUSTRY

 

International Safety Management (ISM) Code

IMO International Standard for the Safe Management and Operation of Ships and Pollution Prevention as part of SOLAS Convention - Revised ISM Code Effective January 1, 2015

The ISM Code is a global standard for the safe operation of ships and pollution prevention, established by the International Maritime Organization (IMO) in 1993. It came into force in 1998 and is part of the SOLAS (Safety of Life at Sea) Chapter IX. The Code aims to foster a safety culture in the shipping industry and improve compliance with international conventions. The ISM Code applies to all ships engaged in international voyages of 500 gross tonnages and upwards, including passenger and cargo ships. The company that owns or operates the ship is responsible for implementing the Code, which requires developing and implementing a Safety Management System (SMS).

The ISM Code contains two parts: Part A outlines the mandatory requirements and guidance for implementing a safety management system, while Part B provides certification and verification requirements. Part A covers objectives, application and functional requirements, safety and environmental protection policy, company responsibilities and authority, designated person roles and qualifications, master's responsibilities and authority, shipboard operations, emergency preparedness, reporting and analysis of non-conformities, accidents and hazardous occurrences, maintenance of the ship, and ISM documentation, company verification, review and evaluation. Part B covers certification and periodical verification, interim certification, verification, and forms of certificates.

The ISM Code uses several essential terms, such as Safety Management System (SMS), Designated Person (DP), Document of Compliance (DOC), Safety Management Certificate (SMC), objective evidence, observation, non-conformity, major non-conformity, anniversary date, and convention. In addition, the ISM Code requires ships to maintain a Safety Management Manual readily available on board for reference. The Code is periodically amended, with the latest version coming into force on January 1, 2015.

ISO9001:2015

ISO 9001:2015 is a globally recognised standard for quality management systems that can be implemented by any organisation, including those in the marine industry. The standard specifies the requirements for a quality management system, which is a systematic approach to managing processes and procedures that ensure products and services consistently meet customer and regulatory requirements.

In the marine industry, ISO 9001:2015 can be used to establish a quality management system that addresses various aspects of the industry, such as:

·         Safety: The standard requires the owner and vessel operator to identify and assess risks associated with their activities and take steps to mitigate them;  this could involve implementing safety procedures and protocols to prevent accidents and spills in the marine industry.

·         Environmental Management: ISO 9001:2015 requires organisations to consider the environmental impact of their activities and implement measures to minimise their impact. In the marine industry, this could involve implementing waste management and pollution prevention procedures.

·         Compliance: The standard requires organisations to comply with all relevant legal and regulatory requirements; this could involve complying with the marine industry's safety, environmental protection, and security regulations.

·         Continuous Improvement: ISO 9001:2015 requires organisations to monitor and improve their quality management system continually. In the marine industry, this could involve conducting regular audits and assessments of safety and environmental performance and making improvements where necessary.

ISO14001: 2016

ISO 14001:2015 is an internationally recognised environmental management system (EMS) standard that provides a framework for organisations to manage their environmental responsibilities effectively. The standard requires organisations to identify and control their environmental impacts, comply with relevant regulations, and continually improve their environmental performance.

In the marine industry, ISO 14001 can be used to manage and mitigate the environmental impacts of shipping operations, such as oil spills, emissions, waste management, and the use of natural resources. The standard can help organisations to identify environmental risks and opportunities, set environmental objectives and targets, and monitor and measure their environmental performance.

Adopting ISO 14001 can also improve the reputation of the oil tanker marine industry and enhance stakeholder trust by demonstrating a commitment to responsible environmental management. In addition, the standard can help organisations to comply with relevant environmental legislation and regulations, reduce their environmental impact and costs, and enhance their competitiveness in the market.

Some of the key requirements of ISO 14001 include the following:

·         Environmental policy: The organisation must establish, implement, maintain and communicate an environmental policy that outlines its commitment to environmental management and compliance with relevant regulations.

·         Environmental aspects and impacts: The organisation must identify and assess the environmental aspects and impacts of its activities, products and services and establish controls to manage and mitigate their impact.

·         Legal and other requirements: The organisation must identify and comply with relevant environmental legislation, regulations, and other requirements.

·         Objectives and targets: The organisation must establish and maintain measurable environmental objectives and targets consistent with its environmental policy and the results of its environmental impact assessments.

·         Environmental management programs: The organisation must establish and maintain environmental management programs to achieve its environmental objectives and targets, including controls and procedures for preventing pollution and reducing environmental impacts.

·         Monitoring and measurement: The organisation must establish and maintain procedures to monitor and measure its environmental performance and to evaluate compliance with relevant environmental legislation and regulations.

·         Management review: The organisation must regularly review and evaluate the effectiveness of its environmental management system and identify opportunities for continual improvement.

Overall, ISO 14001 can be a valuable tool for the oil tanker marine industry to manage and mitigate its environmental impacts, enhance stakeholder trust, and improve its competitiveness in the market.

1.7.3.1 INTEGRATED MANAGEMENT SYSTEM

An Integrated Management System (IMS) is a unified system that combines multiple management systems, including the International Safety Management Code (ISM), ISO 9001:2015, and ISO 14001:2015. The owner and vessel operator can streamline operations and improve overall performance by integrating these systems.

The IMS combines the safety management objectives of ISM, quality management objectives of ISO 9001, and environmental management objectives of ISO 14001 into a single system; this allows the industry to manage its operations more efficiently and effectively, leading to improved safety, quality, and environmental performance.

The IMS provides a comprehensive framework for managing all aspects of the marine industry's operations, from crew training and safety procedures to environmental impact assessments and waste management. The system is designed to help organisations identify and manage risks and opportunities, set and achieve goals and objectives, and continually improve their performance

Implementing an IMS in the marine industry can bring numerous benefits, including improved safety, increased efficiency, reduced costs, enhanced reputation, and greater compliance with international standards and regulations. The system can also help organisations to manage their environmental impact better, reduce their carbon footprint, and contribute to sustainable development.

Reliability engineering ensures that systems, equipment, and machinery operate without any failures or downtime. An Integrated Management System (IMS) can improve the reliability of vessels by implementing proactive measures to prevent failures, improve maintenance practices, and monitor environmental risks.

Combining ISM, ISO 9001, and ISO 14001 into a single management system helps establish a comprehensive approach to managing safety, quality, and environmental risks; this approach eliminates redundancies and inconsistencies when managing these aspects independently.

Implementing an IMS can promote a strong safety culture, improve compliance with regulatory requirements, and reduce the likelihood of environmental incidents; this, in turn, reduces downtime and maintenance costs while enhancing the overall reliability of equipment and systems used in tanker operations.

An IMS can also promote more efficient use of resources, reduce waste, and increase overall efficiency, leading to cost savings and increased profitability. By adopting a comprehensive approach to managing safety, quality, and environmental risks, the tanker industry can improve reliability, reduce downtime, and enhance overall efficiency, contributing to increased profitability.

"PLAN-DO-CHECK-ACT"

Plan-Do-Check-Act (PDCA) is a widely-used management model that can be applied to engineering maintenance reliability. The PDCA model consists of four steps:

·         Plan: This step involves identifying the problem or issue, setting goals and objectives, and developing a plan of action. In engineering maintenance reliability, this could involve identifying potential equipment failures, setting goals for reducing downtime and developing a maintenance plan.

·         Do: This step involves implementing the action plan, monitoring progress, and collecting data. For example, engineering maintenance reliability could involve conducting routine maintenance activities, collecting data on equipment performance, and monitoring for any signs of failure.

·         Check: This step involves analysing the data collected during the "Do" step to determine if the goals and objectives have been met. For example, in the context of engineering maintenance reliability, this could involve analysing data on equipment performance to identify potential problems, evaluating the effectiveness of maintenance activities, and comparing actual downtime to target goals.

·         Act: This step involves taking action based on the results of the "Check" step; this could involve adjusting the maintenance plan, changing procedures, or implementing new equipment. In engineering maintenance reliability, this could involve adjusting the maintenance schedule, modifying procedures based on lessons learned, or investing in new equipment to improve reliability.

The PDCA model encourages a continuous improvement mindset, allowing organisations to identify areas for improvement and make changes to improve equipment reliability over time.

https://committee.iso.org/sites/tc207sc1/home/projects/published/iso-14001---environmental-manage/plan-do-check-act-model.html

 

1.7.4 ACCIDENT/INCIDENT PREVENTION

Accident/incident prevention is an important aspect of marine engineering reliability. It involves identifying potential hazards and implementing measures to eliminate or reduce the likelihood of accidents or incidents occurring.

To prevent accidents or incidents, marine engineers can implement several measures, such as:

·         Conducting regular maintenance checks and inspections to identify potential issues before they become critical.

·         Providing adequate training to crew members and employees on safety procedures and emergency response protocols.

·         Ensuring all equipment and systems are in good working condition and operated according to manufacturer guidelines.

·         Conducting regular risk assessments to identify potential hazards and implementing measures to mitigate the identified risks.

·         Implementing an Integrated Management System (IMS) to ensure that safety and environmental risks are managed effectively.

1.7.5 RISK MANAGEMENT

"Risk is the possibility of an event that will impact achieving objectives. Risk is measured in terms of likelihood and impact."

Risk management is an essential aspect of maintaining reliability in the marine industry. Risk management involves identifying potential risks, assessing their impact, and implementing measures to mitigate or eliminate them. By adopting a proactive approach to risk management, the vessel owner /operator can prevent incidents and accidents, reduce the risk of downtime, and enhance the overall reliability of the equipment and systems used in tanker operations.

Risk management also helps to ensure compliance with regulatory requirements and industry standards. By implementing an IMS that integrates ISM, ISO 9001, and ISO 14001, the vessel owner/operator can establish a framework for identifying and managing risks consistently and systematically; this approach helps eliminate redundancies and inconsistencies when independently managing safety, quality, and environmental risks.

Risk management is critical for ensuring marine engineering reliability in the oil tanker industry. Here are some steps that can be taken for effective risk management:

·         Identify and assess risks: The first step is to identify and assess risks associated with the equipment, systems, and operations of the tanker; this can involve conducting a risk assessment that considers potential hazards, the likelihood of occurrence, and the potential consequences of each risk.

·         Develop risk management strategies: Once the risks have been identified and assessed, develop strategies to manage them; this can include implementing measures to reduce the likelihood of occurrence or the severity of consequences, such as engineering or administrative controls.

·         Implement risk management strategies: Put the risk management strategies into action; this can involve implementing new procedures, training personnel, or modifying equipment or systems.

·         Monitor and review: Regularly monitor and review the effectiveness of the risk management strategies; this can involve reviewing incident reports, conducting audits, and evaluating the success of risk mitigation measures.

·         Continual improvement: Continuously improve the risk management strategies to ensure that they remain practical and up-to-date; this can involve conducting ongoing risk assessments, identifying new risks, and implementing new strategies to manage them.

1.7.5.1 RISK ASSESSMENT

In marine engineering reliability, a risk assessment is crucial to identifying potential hazards and evaluating the likelihood of those hazards occurring in order to prepare for and mitigate risks. The risk assessment process in marine engineering reliability includes the following steps:

·         Identify the hazards: This step involves determining the hazards the vessel and company face, such as equipment failure, human error, natural disasters, and environmental hazards. The assessment should also consider non-routine activities such as repairs and maintenance.

·         Determine who might be harmed and how: For each hazard identified, the assessment should consider who will be harmed should the hazard take place: this includes crew members, passengers, visitors, and the marine environment.

·         Evaluate the risks and take precautions: The assessment should consider how likely it is that the hazard will occur and how severe the consequences will be if it does occur; this evaluation will help determine which hazards should be prioritised and where risk reduction measures should be implemented. Precautions may include safety training, regular maintenance and inspections, and emergency response plans.

·         Record findings: The assessment should be documented, including the hazards identified, the people and environment they affect, and how the risks will be mitigated; this documentation should show that the organisation conducted a proper check of their workspace, determined who would be affected, controlled and dealt with obvious hazards, initiated precautions to keep risks low, and kept staff involved in the process.

·         Review and update the assessment: The assessment should be reviewed and updated periodically as new equipment, processes, and people are introduced. Continual review and update will ensure the organisation is prepared to handle any new risks.

The marine engineering reliability team can identify potential hazards, evaluate their risks, and implement measures to reduce the likelihood and severity of harm; this helps ensure the safety of crew members, passengers, visitors, and the marine environment and helps the industry comply with legal requirements and regulations.

1.7.5.2 RISK MATRIX

Risk assessment matrices are a popular tool to visualise risk. The most common matrix is a chart or table that intersects the likelihood versus severity. An understanding of the risk level can be derived depending on where the intersection occurs on the axes.

Risk Assesmet Matrix (Riskpal,2023)

The use of risk categorisation can aid in understanding the level of risk associated with different activities and how they align with the organisation's risk appetite. While high-risk activities may yield significant rewards, the consequences of something going wrong can be too severe for the organisation to bear.

The categorisation of risks provides a visual tool for businesses to analyse and prioritise risks that require urgent mitigation and those that can be managed. It allows for the systematic assessment of the potential exposure derived from the risks involved and offers a chance to evaluate if the risks are proportionate to the potential rewards of the endeavour.

However, using matrices in risk assessment can be controversial as the assessment is subject to the assessor's view, making it subjective. There is also a risk of presenting risk-level judgements as facts.

Moreover, risk matrices only represent a snapshot of the threat landscape at a specific time. Therefore, conducting dynamic risk assessments throughout a project's lifecycle is crucial to maintaining accuracy and preventing overlooked risks.

"The continuous process of identifying hazards, assessing risk, taking action to eliminate or reduce risk, and monitoring and reviewing the rapidly changing circumstances of an operational incident is known as a dynamic risk assessment." HASpod (2022)

1.7.6 EFFECTIVE MEETINGS FOR CONTINUOUS IMPROVEMENT

·         Purpose: The purpose of holding effective meetings for continuous improvement in marine engineering reliability is to bring together relevant stakeholders to identify and address safety, reliability, and efficiency issues in marine engineering operations; this includes identifying areas where improvements can be made, discussing potential solutions, and establishing action plans to implement those solutions.

·         Outcomes: The outcomes of effective meetings for continuous improvement in marine engineering reliability are improved safety, reliability, and efficiency in marine engineering operations; this can be achieved through increased collaboration and communication between stakeholders, identification and resolution of issues, implementation of best practices, and ongoing monitoring and evaluation of progress.

·         Process: It is crucial to have a structured process in place to ensure that meetings for continuous improvement are effective; this includes the following steps:

o    Define the meeting purpose: The purpose should be clearly defined and communicated to all relevant stakeholders to ensure everyone is aligned and prepared.

o    Invite the right stakeholders: Invite stakeholders directly or indirectly impacted by the issues being discussed and those who can contribute to the discussion or help implement solutions.

o    Set an agenda: Develop a clear and concise agenda that outlines the meeting objectives, topics, and timeframes. Then, share the agenda with participants to ensure everyone is prepared and aligned.

o    Facilitate the meeting: Use effective facilitation techniques to encourage participation and collaboration among all attendees. Encourage open dialogue, active listening, and respectful communication.

o    Document and share outcomes: Record meeting outcomes, including decisions made, action items identified, and responsibilities assigned. Share these outcomes with all participants and stakeholders who may be impacted.

o    Follow-up and evaluate: Follow up on action items and evaluate progress towards meeting objectives. Use participant feedback to improve future meetings and ensure continuous improvement in marine engineering reliability.

1.7.6.1 TOOLBOX MEETING

A toolbox meeting on board a vessel related to maintenance can be an effective way to ensure that the crew is fully aware of the importance of maintenance and the risks associated with poor maintenance practices.

·         Purpose: The purpose of the toolbox meeting is to provide the crew with an opportunity to discuss maintenance-related issues, including the importance of regular maintenance, the consequences of poor maintenance practices, and best practices for maintaining the vessel's equipment.

·         Outcomes: The expected outcomes of the meeting include increased awareness of the importance of maintenance, improved understanding of the risks associated with poor maintenance practices, and increased commitment to maintaining the vessel's equipment to a high standard.

·         Process: The process for the toolbox meeting could involve the following steps:

o    Choose a suitable time and location for the meeting, ensuring that all crew members can attend.

o    Identify the key issues that need to be discussed, such as the importance of regular maintenance, standard maintenance tasks, and the risks associated with poor maintenance practices.

o    Prepare a presentation or handout that covers the key issues and provides practical advice and tips for maintaining the vessel's equipment.

o    Conduct the toolbox meeting, encouraging active participation and discussion from all crew members.

o    Use real-life examples and case studies to illustrate the importance of maintenance and the risks associated with poor maintenance practices.

o    Conclude the meeting by summarising the key points discussed and reiterating the importance of maintaining the vessel's equipment to a high standard.

o    Follow up with the crew to ensure the key messages from the toolbox meeting are implemented and address any questions or concerns.

1.7.6.2 ACTION ITEM MATRIX (AIM)

An action item matrix is a tool used to track and manage tasks that must be completed to achieve a specific goal or objective. Project management often uses it to ensure all necessary tasks are identified, assigned, and completed on time.

The matrix typically consists of a table with four quadrants:

·         Urgent and vital: tasks that must be completed immediately and are critical to the project's success.

·         Important but not urgent: tasks necessary for the project's success but can be completed later.

·         Urgent but not essential: tasks that must be completed quickly but do not significantly impact the project's success.

·         Not urgent and unimportant: tasks that can be postponed or eliminated without affecting the project's success.

Each task is assigned to one of the four quadrants based on urgency and importance; this allows the project team to prioritise tasks and ensure the most critical tasks are completed first.

The action item matrix is typically reviewed regularly, such as in weekly team meetings, to ensure that all tasks are being completed on time and to adjust priorities as necessary. By using this tool, teams can improve their productivity and efficiency by focusing on the most critical tasks and avoiding unnecessary distractions.

1.7.6.3 EFFECTIVE SAFETY TASK FORCES

How are safety task forces created on a tanker vessel? How are task priorities ranked? The following process can be applied:

·         Start with defining the AIM or goal of the safety task force.

·         Consider supervisors trained in Continuous Improvement (CI) techniques to lead the safety task force.

·         Encourage volunteers to join the team so they can choose tasks they want to work on and can commit to completing them.

·         Implement short-term, 90-day teams with effective facilitation, leadership, and closure to ensure the successful completion of tasks.

·         The teams (both on board and onshore) should not be initiated if the team lacks effective facilitation, leadership, and closure.

·         Schedule team meetings every two weeks to ensure regular communication and connection among team members. (between shore and onboard team). Onboard/onshore should also meet as necessary to address specific safety issues.

·         Use this process to develop safety accountabilities for the crew at various levels, such as defining the winch operator's role during manoeuvring and prioritising tasks accordingly.

 

 

References & Bibliography:

1.        A complete guide to the risk assessment process (2018) Lucidchart Blog. Lucid Software Inc. Available at: https://www.lucidchart.com/blog/risk-assessment-process (Accessed: March 30, 2023).

2.        HASpod (2022) The dynamic risk assessment and when to use it, HASpod. HASpod/ Darley PCM Ltd. Available at: https://www.haspod.com/blog/paperwork/what-is-dynamic-risk-assessment (Accessed: March 30, 2023).

3.        Nicholas, J.M. and Steyn, H. (2021) Project Management for Engineering, Business and Technology. Abingdon, Oxon: Routledge, Taylor & Francis Group.

4.        Risk Assessment Matrix (2023) www.riskpal.com/. RiskPal. Available at: https://riskpal.com/wp-content/uploads/2022/11/RP_Cover_What-is-a-risk-assessment-matrix-1-1200x675.jpg (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.