Shipyard Experience

Published in "Nord News"  Winter 2019 pages 8 and 9
Publisher
REEDEREI NORD BV
Alpha Tower, De Entree 53
1101BH Amsterdam - Netherlands
www.reederei-nord.com
Abstract: Published in "Nord News" Winter 2019 pages 8 and 9 Publisher REEDEREI NORD BV Alpha Tower, De Entree 53 1101BH Amsterdam - Netherlands www.reederei-nord.com

IMS - Oil Tanker Company

Integrated Management System for Oil Tanker Company Related to Environmental Protection (IMS, ISO 14001, ISO 9001) Part I - Introduction

Nowadays, it is a requirement for all companies to have environmental protection policies; the same applies to tanker oil companies.
Tanker companies have created and incorporated in their system appropriate environmental policies;
unfortunately, most small companies treat their policies as a paper exercise and do only what is necessary to comply with rules and regulations.
On the other hand, the majority of today's modern responsible shipping company works on consolidation and integration of their system,
mostly their IMS is integrated with standards like ISO 9001: 2015 and ISO 14001:2015, to enforce their policies and increase their competitiveness in the market.
Results of that kind of integration are shown in an increase in the quality of their services and reductions in fuel consumption.

ISO 14001:2015 Environmental management systems

“part of the management system used to manage environmental aspects, fulfil compliance obligations and address risks and opportunities.”

Aim of an environmental management system

The purpose of this International Standard is to provide organisations with a framework to protect the environment
and respond to changing environmental conditions in balance with socio-economic needs.
It specifies requirements that enable an organisation to achieve the intended outcomes it sets for its environmental management system.
A systematic approach to environmental management can provide top management with information to build success over
the long term and create an option for contributing to sustainable development by:

protecting the environment by preventing or mitigating adverse environmental impacts;
mitigating the potential adverse effect of environmental conditions on the organisation;
assisting the organisation in the fulfilment of compliance obligations;
enhancing environmental performance;
controlling or influencing the way an organisation’s products and services are designed,
manufactured, distributed, consumed and disposed of by using a life cycle the perspective
that can prevent environmental impacts from being unintentionally shifted elsewhere within the life cycle;
achieving financial and operational benefits that can result from implementing environmentally sound alternatives that strengthen the organisation’s market position;
communicating environmental information to relevant interested parties;

This International Standard, like other International Standards, is not intended to increase or change an organisation’s legal requirements.

ISO 9001:2015 Quality Management systems

ISO 9001:2015 is a company-level certification based on the standard published by the International Organization for Standardization titled
"Quality management systems-Requirements".
This standard revises ISO 9001:2008 to include requirements for a new, higher-level structure as a common framework to all ISO management systems,
risk-based thinking in quality system processes, fewer prescribed requirements with less emphasis on documentation,
clear definition of the quality management system boundaries and increased leadership requirements.
Any certifications issued to ISO 9001:2008 will no longer be valid after September 2018.
ISO 9001:2015 is a non-industry-specific certification and is intended for any organisation that wants to implement and maintain a quality management system.
Certifications Are issued by third-party certifying bodies. For an organisation to maintain ISO 9001:2015 certification,
they will be subjected to annual or regularly scheduled audits to evaluate the organisation's continued compliance with the standard.

ISM Code
The purpose of the International Safety Management (ISM) Code is to provide an the international standard for the safe management and operation of ships and pollution prevention.
The Code's origins go back to the late 1980s when there was mounting concern about poor Management standards in shipping.
Investigations into accidents revealed significant errors on the part of management, and in 1987 the IMO Assembly adopted resolution A.596(15),
which called upon the Maritime Safety Committee to develop guidelines concerning shore-based management to ensure the safe operation of ro-ro passenger ferries.
The Code establishes safety-management objectives and requires a safety management system (SMS) to be established by "the Company",
which is defined as the owner or any other organisation or person, such as the manager or bareboat charterer, who has assumed responsibility for operating the ship and who,
on assuming such responsibility has agreed to take over all duties and responsibilities imposed by the Code.
The Company is then required to establish and implement a policy for achieving these objectives. This includes providing the necessary resources and shore-based support.
Every company is expected "to designate a person or persons ashore having direct access to the highest level of management" to provide a link between the company and those on board.
The procedures required by the Code should be documented and compiled in a Safety Management Manual, a copy of which should be kept on board.
Companies have recognised the need to do integration of IMS with  ISO 9001: 2015 and ISO 14001:2015 and that resulted in the creation of an INTEGRATED MANAGEMENT SYSTEM - IMS
Quality and Environment Management System and its Processes
Companies following consideration of the knowledge gained throughout the years of operation, postulates of IMS as well as the ISO 9001:2015 and 14001:2015 standards
requirements of implementing a Process approach have chosen to follow the “

"Plan-Do-Check-Act” (PDCA) management, model.

The IMS is best viewed as an organising framework, continually monitored and periodically reviewed to provide adequate direction for the company management in response to changing internal and external factors.
Everyone that is an employee of the company is expected to strive to achieve environmental improvements, as applicable.
Referring to the environmental aspect of IMS, it should be within the scope of the IMS that
the company determines the potential emergencies, including those that can have an environmental impact, i.e. any Operational Control of Aspects & Impacts. The company should maintain documented information of:

• Risks and opportunities that need to be addressed
• Environmental aspects and their associated impacts
• Compliance obligations
• Planning actions.
• Planning is critical to the fulfilment of the environmental policy and the Establishment, implementation and maintenance of the IMS. 

The company’s planning process includes:

• Identification of applicable legal and other requirements to which the company subscribes
• The setting of objectives and the establishment of planning actions to achieve them.
• The setting of internal performance criteria where appropriate, including measurable Key Performance Indicators at relevant functions and levels within the Organisation,to support the achievement of the organisational objectives.
• Recognising the importance of planning for the fulfilment of our environmental policy and the establishment, implementation and maintenance of the IMS, the company should have  identified:

1. All company  activities and their environmental aspects that can be controlled or influenced
2. All the environmental impacts of each aspect.
3. The company considers how to measure/evaluate its policy commitments, objectives and other performance criteria and establishes the Environmental Performance Indicators (EPIs). 
4. Identifying significant environmental aspects and associated impacts is necessary to determine where control or improvement is needed and to set priorities for management action.
5. Changes to the environment, either adverse or beneficial that result wholly or partially from environmental aspects are called environmental impacts.
6. The relationship between environmental aspects and associated impacts is one of cause and effect.
7. In this respect, the company should identify the environmental aspects of its activities and services, 
8. within the defined scope of the IMS that it can control and those that it can influence and their associated impacts, considering a life cycle perspective.

When determining those aspects that have or can have significant impacts on the environment, the company should take into account:

• Planned or new developments, new or modified activities, products and services
• Normal/ abnormal conditions and reasonably foreseeable emergencies.
• The company documents this information and communicates its significant environmental aspects among the various levels of employees and keeps it up to date.

The company maintains documented information of it is:

• Environmental aspects and associated environmental impacts
• Criteria used to determine its significant environmental aspects; the criteria are:
• Documented legislation relevant to the aspects
• Declared interest from the interested parties
• Existing references in the environmental policy.
• Significant environmental aspects
• Scope and of its environmental policy.

The process of establishing significant environmental aspects involves the following steps:

• Identifying, evaluating and prioritising environmental aspects.
• Defining goals and environmental programs.

Concerning the provisions of ISO 14001:2015 and the scope of standard IMS, most shipping companies have:

• Negligible influence on the use and end-of-life treatment of the products that are transported through its vessels;
• Negligible influence on the design and construction of vessels before contracting for service with their owners;
• Negligible influence on the use and end-of-life treatment of vessels after the owner’s contracting with other managers or his decision to terminate the cooperation with the company. 

The Company reviews the progress of the planning actions and evaluates the need to improve.

References:
Climateaction.unfccc.int. (2019). NAZCA 2019. [online] Available at: http://climateaction.unfccc.int [Accessed 5 Nov. 2019].
Emsa.europa.eu. (2019). THETIS MRV - EMSA - European Maritime Safety Agency. [online] Available at: http://www.emsa.europa.eu/ship-inspection-support/thetis-mrv.html [Accessed 5 Nov. 2019].
Mindscape (2017). Paris agreement simplified. [video] Available at: https://www.youtube.com/watch?v=1DdfNU5iATU [Accessed 5 Nov. 2019].
MAN Energy Solutions (2013). Emission Possible - The Engine Efficiency Design Index (EEDI). [image] Available at: https://www.youtube.com/watch?v=9tbayosrEAM [Accessed 5 Nov. 2019].
Mrv.emsa.europa.eu. (2019). THETIS-MRV. [online] Available at: https://mrv.emsa.europa.eu/#public/eumrv [Accessed 5 Nov. 2019].
Unfccc.int. (2019). What is the Paris Agreement? | UNFCCC. [online] Available at: https://unfccc.int/process-and-meetings/the-paris-agreement/what-is-the-paris-agreement [Accessed 5 Nov. 2019].
Unfccc.int. (2019). ADOPTION OF THE PARIS AGREEMENT. [online] Available at: https://unfccc.int/resource/docs/2015/cop21/eng/l09r01.pdf [Accessed 5 Nov. 2019].
Unfccc.int. (2019). [online] Available at: https://unfccc.int/resource/docs/convkp/kpeng.pdf [Accessed 5 Nov. 2019].
vlogbrothers, (2017). The Paris Accord: What is it? And What Does it All Mean?. [image] Available at: https://www.youtube.com/watch?v=Sr2J_1J9w3A [Accessed 5 Nov. 2019].

  Disclaimer:

         “ Out of Box Maritime Thinker” © 2018 and Aleksandar Pudar assumes no responsibility or liability for any errors or omissions in the content of this paper. The information contained 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 the use of this information. The ideas and strategies should never be used without first assessing your own company situation or system, or without consulting a consultancy professional. The content of this paper is intended to be used and must be used for informational purposes only

SPARE PARTS

APPLICATION OF A DISCRETE PROBABILITY DISTRIBUTION,  POISON DISTRIBUTION,IN CREATING CRITICAL AND OPTIMAL SPARE PARTS LIST ON OCEAN GOING VESSEL.

Note:

This article is made by modifying parts of       “INVENTORY MANAGEMENT OF CRITICAL SPARE PARTS AND ITS RELATION TO PMS”  - by Aleksandar Pudar The complete paper can be found on https://www.academia.edu/37334387/INVENTORY_MANAGEMENT_OF_CRITICAL_SPARE_PARTS_AND_ITS_RELATION_TO_PMS

The ocean-going vessel provides transportation service, and the spare parts inventory reliability is crucial.

Spare parts inventory is necessary to provide emergency services in getting the vessels back to work in the shortest time possible.

Over the years, on the older vessels, the companies accumulate an extensive inventory and the formal procedure to manage it that is due for improvement. The improvement may result in funds savings that can be used elsewhere in the company.

Existing inventory policy is being refined, and its implementation and use followed up/enforced to assist in this task.

For the calculation that resulted in the Critical or Optimal Spare Parts List for each vessel, first required variable is estimated off-hire cost ( using current rates or past 12-month average ), the failure frequency, and the machinery lifetime where it will be used.

Vessel being off-hire for any reason, whether it is for inspection, maintenance, or malfunction, costs money. The precise cost aids managers in decision making as to when to arrange vessel for dry docking, or in the case of repairs, how much to spend on getting the vessel running again.

For accurate cost projection, it is required to know what is being affected by off-hire. Vessel unemployment and income reduction may look like the most a significant part of off-hire costs, any actual cost of the off-hire, an estimate should include the value of the opportunities that were lost when the spares were not available.

To calculate the total off-hire cost, we need to sum up the following values.

• Labour cost, direct and indirect, of the off-hire.

‘To find the direct labour costs, we took the length of the possible off-hire and multiplied it by the hourly costs of the vessel operators. Calculated indirect labour costs by determining how much of a share of the supervisory and support workload the vessel takes, then multiplied that by the costs of the support staff and managers.’ (Source Unknown)

• The cost of direct value loss due to off-hire. The loss = to the worth of the service that would have been produced during the off-hire.
• The start-up costs are related to restarting the vessel, including any additional workers needed energy surges, and inspection costs.
• The costs are related to the actual repair, either temporarily or permanently.

Because of the cost of off-hire will usually exceed the value of the part, all items are valuable on the same level to the operations of the company, to distinguish items of interest from other items, more data needs to be collected rather than just the price of the parts.

We defined a Critical Spare Parts Calculator that took into account:

• Off-hire cost per hour if the part is unavailable
• Off-hire if the spare part is available in stock
• Off-hire if the spare part is not available in stock
• An expected remaining lifetime of the machinery
• Estimated failure frequency
• Inventory interest (including the cost of storeroom, depreciation)
• Cost of the spare part

The calculator resulted in financial value:

• Extra cost per breakdown without the spare part in stock (C)
• ‘Probability that the spare part will be used (P)’ (Olofsson, 2018)
• Expected downtime cost without the spare part (=C*P)
• ‘Expected holding cost of the spare part (H)’ (Olofsson, 2018)
• Expected obsolescence cost if the spare part never will be used (O)
• Total spare part costs (=H+O)
• Expected impact cost

Table 1. Critical Spare Parts Calculator - Modified by Author - ©2009 Oskar Olofsson - www.wcm.nu 

The form is used to calculate the costs if a company buys and keeps the critical spares, or not. The calculation is based on statistical methods and is used to optimise maintenance stores. Filling in figures and estimations, and will result in a critical spare part or non-critical spare part (a buy, or not buy,) recommendation.

For the calculation: estimate downtime costs, the failure frequency, and the lifetime of the machinery where it will be used

Example (modified from- J.Fukuda Feb.2008) :

Identify a required spare parts quantity to achieve a confidence level of 90%. Following data were needed:

Units in need of spares per vessel:  4 units A = 4 EA for two vessels N = 2 vsl.

Each unit operates average 225 RH per month, M= 225 RH

The period between overhauls is 7500 RH, MTBR = 7500 RH 

The initial period of use is 24 months, T = 24 m.  Using the following formula

By using Poison Distribution [2]equation

0 spare, P = exp (-5.76) = 0.003 = 0.3% < 90%

1 spare, P = 0.003 (1+5.76) = 0.0213 = 2.13% < 90%

2 spares, P = 0.003(6.76+16.6) = 0.0736 = 7.36% < 90%

3 spares, P = 0.003 (23.36+31.85) = 0.1739 = 17.39% < 90%

4 spares, P = 0.003(55.21+45.9) = 0.3185 = 31.85% < 90%

5 spares, P = 0.003 (101.1+52.8) = 0.485 = 48.5% < 90%

6 spares, P = 0.003 (153.91+50.7) = 0.6448 = 64.48% < 90%

7 spares, P = 0.003 (204.6+41.7) = 0.7763 = 77.63% < 90%

8 spares, P = 0.003(246.3+30.1) = 0.8710= 87.10% < 90%

9 spares, P = 0.003(276.4+34.2) = 0.9316 = 93.16% > 90%

By following the above, it is determined that the recommended quantity comes to nine spare parts for 24 months lifespan of the unit in question for two ships to achieve a confidence level of 90%. Of course, to expedite the calculation, an excel spreadsheet is used.

Table 2 – “Vessel Spares Quantity (Poison Distribution) Calculator.” – Created by 3rd Officer Stefan Grozev - 2018©Reederei Nord BV - www.reederei-nord.com

The additional data needed is the lead time on the part and the cost of off-hire of the vessel, rather than just the price or the quantity of a new part. Because the new parts price is less than the cost that would incur while not having it, the cost of off-hire is used, instead, along with the lead time associated with that item.

The spares of interest are those who are not accessible to source in a short period and cause an expensive off-hire loss to the company. It takes some items weeks to receive, while others are readily available at any time. Identification of the lead time is crucial.

Snapshot 1 – Inventory - Snapshot by Author from Danaos Enterprise –Supplies Control Module 

After the downtime cost, lead time and required quantity were determined next step is to do standard RA using a matrix for each critical and optimal spare part and critical and standard equipment, and the result will be a standardised ship specific Critical and Optimal Spare Parts List. RAs has been done to ensure that there are no omissions in the use of Critical Spare Parts calculator and to identify additional risks. The goal is to minimise the losses by providing a risk assessment.

The collected spare parts data is ranked in an RA matrix allowing the technical team to visualise which items are of interest.

As it is seen, this process does not replace technical expertise and the experience or technical personnel; it aids it. 

Table 3 - Extract from “SHIPBOARD MANUAL – DECK / ENGINE PROCEDURES 2.3 – Critical Equipment and System APPENDIX I: RISK ASSESSMENT FOR CRITICAL EQUIPMENT IDENTIFICATION.”

Snapshot 2 - Critical Spare Part List - taken by Author from Danaos Enterprise –Technical module

Effective inventory management is essential and plays a pivotal role in engineering management.

Shipping companies deal with many spares, in inventory and on top we have to cope with unpredictable demand. The standard way of approach cannot be used, but instead, need to be adapted to fit the environment better to assist the company in inventory management.

1. References:

1.       Hmida, J.B, Grant, R & Lee, J. 2013. Research Article Inventory Management and Maintenance in Offshore Vessel Industry. HINDAWI - Journal of Industrial Engineering. [Online]. 2013(Article ID 851092), 1-7. [27 February 2018]. Available from: https://www.hindawi.com/journals/jie/2013/851092/

2.       Robinson, A. 2014. Transportation Management Company | Cerasis. [Online]. [20 February 2018]. Available from: http://cerasis.com/2014/09/03/inventory-control/

3.       Abuhilal, L, Rabadi, G & Sousa-Poza, A. 2006. Supply chain inventory control: a comparison among JIT, MRP, and MRP with information sharing using simulation. Engineering Management Journal. 18(2), pp. 51–57.

4.       Koçaǧa, .Y.L & Şen, A (2006). Spare parts inventory management with demand lead times and rationing. [Online]. (Volume 39, 2007 - Issue 9 Ed.).  Journal IIE Transactions Volume 39. [20 February 2018]. Available from: http://www.tandfonline.com/doi/abs/10.1080/07408170601013646    

5.       Vaughan, T.S. 2005. Failure replacement and preventive maintenance spare parts ordering policy. European Journal of Operational Research. [Online]. 161(1), 183-190. [20 February 2018]. Available from:

6.       Olofsson, O. 2018. World-class-manufacturing com - Spare Parts. [Online]. [20 February 2018]. Available from: https://world-class-manufacturing.com/spare/spare.php

7.       RNBV. 2015. 23 – Critical Equipment and System APPENDIX I: RISK ASSESSMENT FOR CRITICAL EQUIPMENT IDENTIFICATION. In: Reederei Nord BV, R.N.B.V ed. HSEQ - SHIPBOARD MANUAL – DECK / ENGINE PROCEDURES. Amsterdam: Reederei Nord BV, pp. 3-3, Line 29

2. Bibliography:

1.    Toomey, G., 2006. Harnessing the power of maintenance. Power Engineering (Barrington). [Online]. 110(3), 42-47. [20 February 2018]. Available from: https://www.osti.gov/biblio/20741054

2.    Da Silva, C.M.I, Cabrita, C.M.P & De Oliveira Matias, J.C. 2008. Proactive reliability maintenance: a case study concerning maintenance service costs. Journal of Quality in Maintenance Engineering. 14(2), pp. 346-356.

3.    Ballou, R (2003). Business Logistics Management. (5 Ed.). Englewood Cliffs, NJ, USA: Prentice-Hall.

4.    Mabert, V.A., 2007. The early road to material requirements planning. Journal of Operations Management. [Online]. 25(2), 346-356. [20 February 2018]. Available from: https://www.sciencedirect.com/science/article/abs/pii/S0272696306000301  

5.    Chukwuekwe, D.O (2016). Condition Monitoring for Predictive Maintenance: A Tool for Systems Prognosis within the Industrial Internet Applications. [Online]. NTNU-Trondheim: MASTER THESIS (TPK4950) - Norwegian University of Science and Technology Department of Production and Quality Engineering. [27 February 2018].Available from: https://brage.bibsys.no/xmlui/handle/11250/2404760?show=full

6.  Mullai, A (2006). RISK MANAGEMENT SYSTEM – RISK ASSESSMENT FRAMEWORKS AND TECHNIQUES. (1 Ed.). DaGoB Project Office - Turku School of Economics: DaGoB publication series.

7.  Maria Elena Nenni, Et. al., 2013. Optimizing Spare Parts Inventory in Shipping Industry. International Journal of Engineering and Technology (IJET). ISSN: 0975-4024 / Vol.5. (Jun- Jul 3), pp. 3152-3157.

8.  Stump, E., 2018. Using the Poisson Probability Distribution to Estimate Cost of Re-supply Spares - Galorath, Inc. no-date. Galorath, Inc. [Online]. [16 March 2018].Available from: http://galorath.com/library/abstract/using-the-poisson-probability-distribution-to-estimate-cost-of-re-supply-sp

3. Snapshots and Tables:

1.    Snapshot 1 - Inventory - taken by Author from Danaos Enterprise –Supplies Control Module

2.    Snapshot 2 - Critical Spare Part List - taken by Author from Danaos Enterprise –Technical module

3.    Table 1- Critical Spare Parts Calculator - Modified by Author using Excel Template purchased from ©2009 Oskar Olofsson - www.wcm.nu

4.       Table 2 – “Vessel Spares Quantity (Poison Distribution) Calculator.” – created by 3^rd Officer Stefan Grozev - 2018©Reederei Nord BV - www.reederei-nord.com

5.     Table 3 - Extract from RNBV -“SHIPBOARD MANUAL – DECK / ENGINE PROCEDURES 2.3 – Critical Equipment and System APPENDIX I: RISK ASSESSMENT FOR CRITICAL EQUIPMENT IDENTIFICATION.”

[1] The form is used to calculate the costs if you buy and keep the critical spares, or not. The calculation is based on statistical methods and is used to optimize your maintenance stores. Fill in figures and estimations, and will be presented with a critical spare part or non-critical spare part (a buy, or not buy,) recommendation.

For the calculation: estimate downtime costs, the failure frequency, and the lifetime of the machinery where it will be used

[2] In probability theory and statistics, the Poisson distribution (French pronunciation: [pwasɔ̃]; in English often rendered /ˈpwɑːsɒn/), named after French mathematician Siméon Denis Poisson, is a discrete probability distribution that expresses the probability of a given number of events occurring in a fixed interval of time or space if these events occur with a known constant rate and independently of the time since the last event.[1]The Poisson distribution can also be used for the number of events in other specified intervals such as distance, area or volume.

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  Disclaimer:

         “ Out of Box Maritime Thinker” © 2018 and Aleksandar Pudar assumes no responsibility or liability for any errors or omissions in the content of this paper. The information contained 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 the use of this information. The ideas and strategies should never be used without first assessing your own company situation or system, or without consulting a consultancy professional. The content of this paper is intended to be used and must be used for informational purposes only

JOB POSTPONEMENT

Job postponement in Maritime Industry

Definition Job postponement

When some job is delayed until a later time or date, that is a job postponement.
A job postponement can also be called a job deferral, and it means rescheduling job for later.
The postponement has a Latin root, postpone, "put after, neglect, or postpone."

In the maritime industry especially on tankers, there are procedures in use for job postponements.

Job postponements procedures aid in maintenance planning and will ensure that all machinery on board is adequately maintained and aim to achieve optimum reliability and safety of the personnel, vessel and environment protection.

Responsibilities

Usually, Chief Engineer and Chief Officer are the ones  responsible for making sure that job planning is done regularly and that postponement is requested as needed, following the predetermined procedure, for their respective departments

As the part o the procedure Technical Superintendent reviews postponement request and accompanying Risk Assessment together with any provided documentation following existing company ISM policies and industries regulations. Based on the Technical Superintendent’s review, the postponement will be approved or rejected.

Job Postponement Standard Procedure

While planning for maintenance jobs in PMS vessel might request, in exceptional cases, for extension/postponement.
Postponement is done following PMS software set up, but logically, the person in charge of the department will go to job planning section in order to retrieve the jobs and then highlight one or more jobs in order to request an extension filling up attaching necessary docs and sending the postponement for approval to TSI.
The person in charge should request a new date for doing the job (proposed date)  and the reason for this postponement request. Also, he or she must attach RA for every postponement request. RA must be done to ensure that every possible aspect and risk of allowing the postponement has been thought about and that mitigating risk measures have been implemented.
Upon receiving the postponement request, Technical Superintend in charge of the vessel will review the request  and will nominate criticality level basis on RA results, after mitigating measures have been implemented (LOW, MEDIUM and HIGH)
If postponement request RA is still with High Risk after mitigation measure is introduced, the postponement will be refused. The job will have to be done, if the job cannot be done due to lack of spares, lack of knowledge on board, or simply because for some reason it is impossible to do it safely. In that case, a temporary MOC will have to be done to introduce a temporary procedure for handling that equipment while spares are received or conditions for safe work are obtained.
( for MOC procedure visit https://www.academia.edu/38529460/Management_of_Change_Procedure_and_Guidelines_for_Oil_Tanker_Shipping_Company_.docx?source=swp_share )

The Technical superintendent can approve or reject the proposed date using the Approve or Cancel (depending on the reason and RA) but whatever the decision it must be communicated to the vessel ( approval or rejection).

When some job postponement has been approved, and new due date is implemented, both vessel and office has to keep control of the planning for doing postpone job as approved by the postponement. Usually, the PMS system highlight the jobs that have been already postponed and they come due again, the jobs are highlighted.

Following adequately set up a job postponement procedure is essential for safe and economically viable management of any vessel. In this as in everything proper communication between vessel and the office is the key to success.

  

Bibliography

Aimi, G. (2019). Advantages Of Postponement. [online] Forbes.com. Available at: https://www.forbes.com/2006/12/08/amr-product-postponement-biz-logistics-cx_ga_1208postpone.html#24cc68c517d6 [Accessed 26 Jun. 2019].

Aimi, G. (2019). Advantages Of Postponement. [online] Forbes.com. Available at: https://www.forbes.com/2006/12/08/amr-product-postponement-biz-logistics-cx_ga_1208postpone.html#24cc68c517d6 [Accessed 26 Jun. 2019].

  Disclaimer:

         “ Out of Box Maritime Thinker” © 2018 and Aleksandar Pudar assumes no responsibility or liability for any errors or omissions in the content of this paper. The information contained 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 the use of this information. The ideas and strategies should never be used without first assessing your own company situation or system, or without consulting a consultancy professional. The content of this paper is intended to be used and must be used for informational purposes only.

DEFECT MANAGEMENT

DEFECT MANAGEMENT PROCESS ON TANKER VESSELS

Definition.

Before we start talking about the defect, let us first understand what defect is, in tanker industry defect is usually defined as:

"Any damages/breakdowns on critical equipment outside of planned maintenance that cannot be immediately repaired on board using existing spares and resources, i.e. require assistance/advice from office or third party."

Everything else falls under the category of unscheduled /corrective job or straight forward repair.

Defect management.

As far as tanker vessel maritime industry goes, defects are managed mostly by use of integrated software management system, i.e. Marine ERP that contains PMS.

The defect management process usually consists of four steps.

     The process starts when the vessel has a breakdown of critical equipment, then in software vessel creates defects and informs the office.

      The defect, as a rule, is always proposed by the vessel. Before opening a defect, the vessel management team will identify, by use of Risk assessment process, the risk involved in that defect and will implement risk-mitigating factors. Results of the Risk assessment will be used for Risk level notation of the defect.

     The Risk level is noted using the following wording: LOW-RISK DEFECT, MEDIUM RISK DEFECT and HIGH-RISK DEFECT each notation is obtained by using Risk assessment and getting results by implementing risk-mitigating factors.

     

     By Completing  all of the above the vessel sends defect proposal to the office, and that is when the next step in the defect reporting process and management starts.

     Here the Technical superintendent in charge of the vessel reviews the defect and checks all the corresponding documentation. The documentation consists of, but it is not limited to, Risk assessment, Root cause analysis (identifying what caused the defect in the first place), proposal to avoid reoccurrence, requirements for fixing the defect together with additional documents and photos.

      In step three, the vessel obtains feedback on a proposed defect ( Accepted, rejected, approved, acknowledged). In case of approval also proposed, and an approximate date for fixing the defect and getting equipment back online is given. If the due date for the defect is too far away and normal working condition cannot be obtained soon, temporary management of change should be implemented until the defect is closed, i.e. equipment condition restored to normal.

      In step four, the final step, the vessel is closing defect providing objective evidence together with comments and providing date completed. Defect becomes closed, and that means that all is done. When closing the defect, the extensive reason must be given, e.g., repairs and service reports, photos etc.

      Important

     The above process requires ship and office staff to communicate through all available channels, to ensure all are aware of the defect and of the measures to resolve the same (including near miss reporting, accident reports and typical day to day communications as appropriate).

       Disclaimer:

         “ Out of Box Maritime Thinker” © 2018 and Aleksandar Pudar assumes no responsibility or liability for any errors or omissions in the content of this paper. The information contained 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 the use of this information. The ideas and strategies should never be used without first assessing your own company situation or system, or without consulting a consultancy professional. The content of this paper is intended to be used and must be used for informational purposes only.