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.
