Topic 1

Maintenance, repair and re-assembly of

shipboard plant and equipment maintenance
were base on running hours.
Identification and description:a. Planned Maintenance System
b. Preventive Maintenance System
c. Condition Base Monitoring
d. Shipyard Maintenance

Introduction:
Engineer are on board ship to ensure the safe and efficient
operation of machinery, safe and efficient operation of any
individual tem of machinery, whether it is a small domestic hot
water pump or the main engine, requires regular
maintenance.
Maintenance requires manpower and time in some instance
these are not always available.
Many ship now operate with only three engineers on board
and short periods in port provide little time to carry out
maintenance. Performance and condition monitoring
techniques are therefore being used more and more to
provide information as to when machinery needs overhauling,
and to keep the engine at its optimum for maximum fuel
economy.
There are various maintenance scheme that can be followed
and these can be depicted using block diagram in Figure A

Figure B4. Maintenance Schemes

Maintenance

Planned Maintenance

Schedule Maintenance

Maintenance carried
out irrespective of
machinery condition

Calendar or hours
based

Corrective Maintenance

Condition Base
Maintenance
Dictated by the
performance or physical
state of the machine

Based upon trend analysis

of condition parameters

1. Preventative or scheduled Planned Maintenance

Maintenance is carried out at predetermined intervals, either
calendar hours base, maintenance is undertaken irrespective of
machinery condition.
2. Corrective/Breakdown Maintenance

Repair of particular item when it fails, This is not an ideal situation

and is only suitable for inconsequential items which can only be
maintained on a repair by replacement basis.
3. Condition Based Maintenance
This is dictated by the performance or physical state of the machine
and is undertaken when operating conditions have deteriorated
below a satisfactory standard

Define maintenance and its objectives

Maintenance definition the routine and recurring process of
keeping a particular machine or asset in its normal operating
condition so that it can deliver its expected performance or
service without causing any loss of time on account of
accidental damage or breakdown.
The most objective of the maintenance function is the
maximization of availability of equipment or facilities so as to
extend help for achieving the ultimate goals of the
organization. Another important objective of maintenance is the
establishment of safe working condition both for operating
maintenance personnel.

Maintenance Objectives
Maximising production or increasing facilities availability at

the lowest cost and at the highest quality and safety standards.
Reducing breakdowns and emergency shutdowns.
Optimising resources utilisation.
Reducing downtime.
Improving spares stock control.
Improving equipment efficiency and reducing scrap rate.
Minimising energy usage.
Optimising the useful life of equipment.
Providing reliable cost and budgetary control.
Identifying and implementing cost reductions.

Maintenance Objectives Chart

Maximising Production

Minimising Energy
Usage
Optimising Useful Life
of Equipment

Providing Budgetary
Control

Optimising
Resources Utilisation

M
A
I
N
T
E
N
A
N
C
E

Reduce Breakdowns

Reduce Downtime

Improving Equipment
Efficiency

Improving Inventory
Control
Implementing Cost
Reduction

Figure 2.3 Maintenance Objectives

Planned maintenance;
an organized type of maintenance which takes care of other aspects
such as control and records required for this type of work.
The work is planned before proceed to avoid failures. It decides not only
the when and what of maintenance work, but also by whom it would be
undertaken. To meet the requirement of the planned maintenance.

Types of Maintenance
Preventive Maintenance (PM) or Scheduled Planned Maintenance
Corrective/Breakdown Maintenance (CM)
Predictive Maintenance (PDM)/Condition Based Maintenance(CBM)
Improvement Maintenance (IM)

Preventive Maintenance (PM)

It is a set of activities that are performed on plant equipment,
machinery, and systems before the occurrence of a failure in order
to protect them and to prevent or eliminate any degradation in their
operating conditions.
the maintenance carried out at predetermined intervals or according
to prescribed criteria and intended to reduce the probability of
failure or the degradation of the functioning and the effects limited.

The advantage of applying preventive maintenance activities is to

satisfy most of maintenance objectives.

Preventive Maintenance (PM)

The factors that affect the efficiency of this type of maintenance:
1. The need for an adequate number of staff in the maintenance
2.

3.
4.
5.
6.

department in order to perform this type of maintenance.

The right choice of production equipment and machinery that
is suitable for the working environment and that can tolerate
the workload of this environment.
The required staff qualifications and skills, which can be
gained through training.
The support and commitment from executive management to
the PM programme.
The proper planning and scheduling of PM programme.
The ability to properly apply the PM programme.

Preventive Maintenance (PM)

It is good for those machines and facilities which their failure would
cause serious production losses.
Its aim is to maintain machines and facilities in such a condition that
breakdowns and emergency repairs are minimised.
Its activities include replacements, adjustments, major overhauls,
inspections and lubrication
Subdivided preventive maintenance into different kinds according to
the nature of its activities:

1. Routine maintenance which includes those maintenance activities

that are repetitive and periodic in nature such as lubrication, cleaning,
and small adjustment.

2. Running maintenance which includes those maintenance

activities that are carried out while the machine or equipment is
running and they represent those activities that are performed
before the actual preventive maintenance activities take place.
3. Opportunity maintenance which is a set of maintenance
activities that are performed on a machine or a facility when an
unplanned opportunity exists during the period of performing
planned maintenance activities to other machines or facilities.
4. Window maintenance which is a set of activities that are
carried out when a machine or equipment is not required for a
definite period of time.
5. Shutdown preventive maintenance, which is a set of
preventive maintenance activities that are carried out when the
production line is in total stoppage situation.

Corrective/Breakdown Maintenance (CM)

In this type, actions such as repair, replacement, or restore will
be carried out after the occurrence of a failure in order to
eliminate the source of this failure or reduce the frequency of
its occurrence.
This type of maintenance is subdivided into three types:
1. Remedial maintenance, which is a set of activities that are

performed to eliminate the source of failure without

interrupting the continuity of the production process.

2. Deferred maintenance, which is a set of corrective

maintenance activities that are not immediately initiated after
the occurrence of a failure but are delayed in such a way that
will not affect the production process.
3. Shutdown corrective maintenance, which is a set of
corrective maintenance activities that are performed when the
production line is in total stoppage situation.

 The main objectives of corrective maintenance

are the maximisation of the effectiveness of all critical plant

systems, the elimination of breakdowns, the elimination of
unnecessary repair, and the reduction of the deviations from
optimum operating conditions.
The difference between corrective maintenance and preventive

maintenance
is that for the corrective maintenance, the failure should occur
before any corrective action is taken.
Corrective maintenance is different from run to failure

maintenance
in that its activities are planned and regularly taken out to keep
plants machines and equipment in optimum operating condition.

Corrective/Breakdown Maintenance (CM)

The way to perform corrective maintenance activities is by conducting four
important steps:
1. Fault detection.
2. Fault isolation.
3. Fault elimination.
4. Verification of fault elimination.
In the fault elimination step several actions could be taken such as
adjusting, aligning, calibrating, reworking, removing, replacing or
renovation.
Corrective maintenance has several prerequisites in order to be carried out
effectively:
Accurate identification of incipient problems.
Effective planning which depends on the skills of the planners, the

availability of well developed maintenance database about standard time

to repair, a complete repair procedures, and the required labour skills,
specific tools, parts and equipment.
Proper repair procedures.
Adequate time to repair.
Verification of repair.

Predictive Maintenance (PDM)

Predictive maintenance is a set of activities that detect changes in the

physical condition of equipment (signs of failure) in order to carry

out the appropriate maintenance work for maximising the service life
of equipment without increasing the risk of failure.
It is classified into two kinds according to the methods of detecting
the signs of failure:

Condition-based predictive maintenance

Statistical-based predictive maintenance

Condition-based predictive maintenance depends on continuous or
periodic condition monitoring equipment to detect the signs of
failure.
Statistical-based predictive maintenance depends on statistical data
from the meticulous recording of the stoppages of the in-plant items
and components in order to develop models for predicting failures.

Predictive Maintenance (PDM)

The drawback of predictive maintenance is that it depends

heavily on information and the correct interpretation of the

information.
Some researchers classified predictive maintenance as a type of

preventive maintenance.
The main difference between preventive maintenance and

predictive maintenance is that predictive maintenance uses

monitoring the condition of machines or equipment to
determine the actual mean time to failure whereas preventive
maintenance depends on industrial average life statistics.

Improvement Maintenance (IM)

It aims at reducing or eliminating entirely the need for maintenance.
This type of maintenance is subdivided into three types as follows:

1. Design-out maintenance which is a set of activities that are used to

eliminate the cause of maintenance, simplify maintenance tasks,
or raise machine performance from the maintenance point of view
by redesigning those machines and facilities which are vulnerable
to frequent occurrence of failure and their long term repair or
replacement cost is very expensive.
2. Engineering services which includes construction and construction
modification, removal and installation, and rearrangement of
facilities.
3.Shutdown improvement maintenance, which is a set of improvement
maintenance activities that are performed while the production
line is in a complete stoppage situation.

Types of Maintenance
MAINTENANCE

PLANNED
MAINTENANCE
(PROACTIVE)

UNPLANNED
MAINTENANCE
(REACTIVE)

EMERGENCY

PREDECTIVE
MAINTENANCE

STATISTICAL BASED

PREVENTIVE
MAINTENANCE

CONDITION BASED

IMPROVEMENT
MAINTENANCE

ENGINEERING
SERVICES

DESIGN - OUT

Shutdown
WINDOW

RUNNING

ROUTINE

BREAKDOWN

OPPORTU
-NITY

SHUTDOWN
PREVENTIVE

Figure 2.4 Maintenance Types

CORRECTIVE
MAINTENANCE

DEFERRED

REMEDIAL

Maintenance
SHUTDOWN
IMPROVEMENT

SHUTDOWN
CORRECTIVE

2.7.1 Performance Monitoring

This entails regular monitoring of the combustion condition,
engine pressure and temperatures to determine engine
condition. Combustion monitoring is carried out to ensure the
engine is operating at peak efficiency to ensure maximum
fuel economy. Fuel quality can have a great effect on engine
operation and combustion monitoring allows timing
adjustments to be made to take poor quality fuel into account.
Engine fuel pump timing is usually carried out statically, with
the engine stopped. Whereas performance monitoring
systems allow the timing to be checked dynamically.
Combustion monitoring is usually carried out by taking a set
of draw or power cards (see indicator Diagrams 2.2.7). Not all
engines have the facility to take power cards. however,
electronic combustion monitoring equipment is tted on many
new vessels.

 Early electronic indicators were basic oscilloscopes which

took signals from a sensor on the engine ywheel and a
pressure transducer fitted to the indicator cock. Modem
systems use computers and performance monitoring
software to display more parameters and have built in
diagnostic capabilities.
Sensors can also monitor fuel pump pressure, performance
of turbochargers and air coolers, scavenge and exhaust
temperatures, and cylinder pressures and temperatures.
Parameters may also be compared with model curves under
ideal conditions and trends can then be shown graphically
and printed off. At ypical system block diagram is shown in
Figure 85.

Condition monitoring
Condition monitoring can be dened as an assessment on a
continuous or periodic basis of the mechanical condition of
machinery, equipment and systems from the observations and/
or measurements of selected parameters.
Some of these measurement methods are:
Human senses, such as sight, smell, touch, etc.
Pressure/temperature monitoring.
Vibration analysis.
Oil analysis.
Piston ring & liner wear (SlPWA).
Ultrasonic's.
Strain gauges.
Fibre optics.

 Traditional watchkeeping operations used human senses for

condition monitoring as the watchkeeper would inspect all
machinery visually and feel for any hot bearings. The
watchkeeper could also listen to bearings by placing a
screwdriver on the bearing cap and against the ear. The Chief
Engineer would also monitor trends visually in the engine log
book. The main problem with human senses is the component
is usually in an advanced state of deterioration when it is
detected - it is too late when the paint on the bearing housing is
observed to be blistering with heat.
Pressure and temperature monitoring have already been
mentioned under performance monitoring and perhaps the other
frequently used methods on board ship are oil and vibration
analysis. Static inspections of components such as
turbochargers using horoscopes are also used and strain
gauges may be found on large tankers and bulk carriers for hull
stress monitoring.

Oil Analysis
All machinery with moving parts will wear. This wear debris will be
transported away by the lubricating oil. Under normal operation the amount
of debris will be small and should not give cause for concern.
Oil analysis involves taking a sample of oil from the machine and sending it
to a laboratory tor analysis. The key to getting meaningful results is to
ensure the sample taken is representative of the oil in the system. The
sample should be taken from a position where the oil is in full ow and not
from lter or cooler drains. The lubricant should also be at its normal
operating temperature and a few liters should be drained from the sampling
line before lling the sample bottle. Samples should not be taken after fresh
oil has been added to the system.
Samples should be taken at three monthly intervals and analyzed for
viscosity, water, insoluble, base number and wear metals, as shown in
Tables 6 and 7. It is important to monitor trends in wear metals and if these
show an increasing trend then a more in-depth analysis, such as
ferrography, should be carried out. This determines the size and type of
wear debris as the wear particles have distinctive characteristics such as
rubbing wear, fatigue chunks, severe wear and Cutting wear.

 Typically samples are taken from the main and generator engines and
sterntube system, however, other systems, such as steering gear and deck
hydraulic systems are just as important. The majority of breakdowns in
hydraulic systems are due to a deterioration in the cleanliness of the oil,
either due to water or wear and contaminant debris. Particle counts can be
used to determine the oil's cleanliness level.
Contaminants in a hydraulic system can lead to three types of failure.

1. Catastrophic failure - This is where a component ceases to operate. If the

damage is severe the oil will be contaminated with debris and more
components in the system could become damaged.
2. Intermittent failure - This is perhaps the most common problem and is
caused when dirt or wear debris is large enough to prevent a valve from seating
or causing an obstruction to a small orice. The dirt may eventually wash away
and the system will function normally. This type of intermittent fault results in an
unreliable system, with ship's staff wondering when the next breakdown will
occur.
3. Degradation failure - Wear and erosion of components increases
clearances and damages valve seats and seals. This causes imprecise
control and a reduction in efciency. lf wear is occurring this will
escalate and eventually cause catastrophic failure.

Vibration Monitoring

machines vibrate. Vibration should be at a low level if

machines are correctly balanced, aligned, and fastened down;
and if bearings, gears and drive belts are in good condition.
Should any of the above begin to deteriorate the vibration
level will increase. Defects also have characteristic vibration
signatures that can be used to identify the cause of the
vibration.
Vibration monitoring can therefore be used to determine the
condition of a machine. Overhaul should be carried out when
the vibration reaches a pre-determined level. Some
Classication Societies accept vibration monitoring readings
when surveying rotating machinery and, providing the
readings show a satisfactory trend, the machine can be
surveyed without being opened up.

 Vibration is usually measured in velocity (mm/ s) and

acceleration (m/s2 or g's). Readings are taken on the machine,
usually closest to the bearings, in the vertical, transverse and
axial directions. Measurements should be taken monthly and
trends monitored. lf the vibration level at one point starts to
measurements can be taken more frequently and a harmonic
analysis carried out.
The overall vibration level of a machine is made up of vibration
at different frequencies and amplitudes. For instance, gears
will produce high frequency. low amplitude vibration, whereas,
unbalance is at lower frequencies (machine RPM) and of high
amplitude. There may also be vibration from misalignment,
loose holding down bolts and other sources such as the main
engine. The vibration meter sees all these and combines
them into an overall value. Most modern vibration monitoring
systems now
have the ability to analyses the different frequencies. A typical
vibration signature is shown in Figure B6.

Responsibilities In Dry-Dock / Repair Facility

Dry-docking of a ship is a routine activity; however, it is an activity that is
considered a major project where large expenses for repairs and offhire are
incurred over a shortest possible period. It forms a critical part of ships
overall maintenance policy affecting safety, and requires detailed planning,
preparation and stringent project cost control by competent persons.
Conduct of periodic dry-docking for cargo ships must be done in a costeffective manner to fulfil requirements of Owners, Classification societies and
to ensure a safe, reliable and efficient vessel operation.
The Master and Shipboard Management Team are responsible for:
The Safety of the crew, passengers, supernumeraries, cargo and the
vessel. N.B. under certain circumstances passengers & cargo may be
on board.
The implementation of statutory regulations.
The implementation of the Companys Quality Policy & Safety and
Environmental Policy.
Adhering to the local repairers safety requirements/regulations.

 Advising all members of the crew, and passengers, of the necessary

safety requirements by posting notices, instructions with regard to the
use of safety equipment, and holding meetings.
Ensuring that a Fire Control Plan is posted outside the deckhouse in
accordance with SOLAS Chapter II.
Provision of information to the repair facility representative in
accordance with the Companys Hot Work Procedure.
The signing of gas free certificates for enclosed spaces as passed by
the Chief Officer.
The Authorization of Hotwork within the confines of the repair facility or
repair berth in accordance with company regulations
The stability of the vessel whilst afloat or in the dry-dock or floating
dock
Organizing emergency procedures and contact details and informing
his crew, supernumeraries and passengers about these.
Safe application of testing procedures e.g. X-Ray of welding seams.
The security of the ship.
Ensuring the ship is appropriately manned during the repair period.

Planning & Pre-Award Phase

Pre-planning for the next dry-docking starts on the first day after leaving
the yard. Relevant items not completed during the repair period are
transferred to the new Defect List along with new items as arising.
The detailed Defect Report must be prepared according to best industry
practice including reference to enclosed drawing, sketch or photograph,
and described as well as possible giving number, size, specs, dimension,
material, colour and access/location.
It is the Shipboard Management Teams (SMT) responsibility to provide
this information by completing and forwarding the Defect Report forms to
the office. If necessary, the responsible superintendent shall visit the
vessel well in advance of the intended dry-docking / major repairs for
verification of all repair works and clarify any additional work that has
emerged in order to finalise the specification also take into account cost
benefit analysis of repair or replacement as applicable during this
process.
The quality of the Defect Report will reflect on the ability of the SMT and
the Company to the Owners, therefore all efforts must be made to
produce a professional document.

As much information as possible should be provided on the Defect Report

item, such as:
1. Maker, type of equipment/machinery
2. Details of defects, symptoms, actions already taken to rectify & results
3. Spares needed and if they can be hand carried by technician
4. Whether any parts are to be landed for replacement, inspection or
repair, including their size, weight, if any crane or barge was required.
Landing Report must also be completed.
5. Any access work, removals, cutting of deck or shell, staging
requirements, hot works
6. Provide copies of manual pages, drawings, or hand-drawn sketch,
photographs
7. Line sketches of pipes to be repaired with flange sizes, material,
pressure rating
8. Bolt sizes, PCD (pitch circle diameter), number of bolts, material, type,
head type
9. Testing requirements, class certification needs, priming, heat treatment,
calibration
10.Details of location by frame number, which hold, height, compartment,
draught mark, strake
11.Preparatory cleaning works, cooling down, gas-freeing, sludge removal

 A copy of the specification must be sent to the Ship, where the Master is
to provide a copy to Chief Engineer and other members of the SMT
members as necessary. The Master and Chief Engineer shall ensure that
all required supplies, service engineers, Class, Flag and insurance
surveyors, paint supplies, sub-contractors and agents for the dry-docking
are requisitioned via the PM / TC, and shall keep them fully updated on
the vessels schedule. The Master and Owners must be kept fully
informed of the supply arrangements by the office.
The Master shall detail any cleaning, gas freeing, slop disposal or other
preparatory works to the office well in advance of the repair or drydocking dates and discuss the arrangements and schedules in detail with
the office, ensuring the best use of resources and time.
The cleaning plan submitted to the office should include as a minimum:
Cargo lines washing and Tank Cleaning operations
Ballasting operations
IG purging and gas freeing operations
Trim/stress/stability at each stage
Any chemical and fresh water requirements to be supplied by the
management office

 The Master shall report the progress of the cleaning works and ETA
readiness for the repair port on a regular basis to the superintendent
and Owners. The Master shall endeavour to attend any repair items on
the defect list that can be possible to repair safely and within the ships
capability whilst in service and report the progress to the office
periodically.
In the interests of time/cost economy, sea-going maintenance (SGM)
teams are employed by the Company in certain circumstances in order
to undertake work either before, during, or after the scheduled drydocking, with Owners permission. As a rule, repair items which can be
possibly repaired in service are not to be included in the dry-dock
specification however exceptions are possible. Master is to ask
superintendent for a SGM team if he considers them useful, specifying
the number and type of workers needed.

Dry-docking Progress
After the repairer has been appointed, the superintendent shall notify
the Master of the following: The repair period.
The nominated repair facility.
The required arrival condition with respect to draft, trim, cleaning
& gas freeing etc.
Any pre-docking work by the crew or SGM team or subcontractors.
The work scope to be undertaken by the repairer.
The work scope to be undertaken by ships staff at the repair yard.
No hotwork or risk-related works by Crew or Owners employed SGM
or Sub contractors shall be permitted without a specific yard written
approval during the repair period, and all company rules will apply.

 On vessels arrival, superintendent is to arrange a Safety Meeting with the

Repair Facilitys Safety Officer and vessels Senior Officers. The meeting is
to follow a minuted agenda which includes:
1. The repairers safety regulations and requirements
2. The repairers procedures for enclosed space entry/hot work
3. Procedures if ships staff/sub-contractors to undertake hot work.
4. Communications, contacts in the event of an emergency.
5. A Schedule for regular safety meetings throughout the repair period. The
repairer is to be provided with the following information:
6. The vessels tank plan, including the last cargo and the disposition of all
fuel and lubricating bunkers, (these tanks to be clearly marked with
demarcation lines.)
7. Any envisaged transfer of oil.
8. The disposition, quantities and characteristics of all dangerous goods,
chemicals, petroleum, combustible materials, flammable gases and
paint stores etc.
9. The details of the ships fire-fighting plan and equipment and its status.
10.Provision with up-to-date and concise details of the envisaged repairs
involving Hotwork.
11.Any subsequent deballasting details.
12.Notification of areas where Hotwork is to be excluded i.e. use of ring
fencing etc.

1.Daily Progress & Safety Meetings

For each day, during the repair period, the repair facility will make the
necessary arrangements for a meeting between the Repair Facilitys
Representatives, the Owners Representative and the ships staff.
The agenda of the meeting is to include but not be limited to:
1. Progress of the work list items.
2. Items of work to be carried out on that day.
3. Modifications to the work specification.
4. Review of Safety & Environmental Protection requirements.
5. The time of this meeting will be as agreed by the Owners
Representative.

Flood Up Procedures
Immediately prior to flooding up, the Master, Chief Officer, Chief Engineer and
superintendent together with the Dock Master, Paint Manufacturers inspector
and Ship Repair manager will carry out a final dry-dock inspection to ensure
that all dock work has been completed and the vessel is in a fit condition to
float.
1. All bottom and rudder plugs are secure in position (note: Chief Officer is
responsible for the safekeeping of removed Bottom & Rudder plugs during
the dry-dock period);
2. All scupper plugs have been removed;
3. Paintwork has been adequately cured;
4. Propeller/Thruster blade / Stern Tube(s) seals are free from leakage;
5. Propeller / Thruster blades are correctly secured;
6. Sea chest / Thruster Tube grids are correctly secured;
7. All contractors equipment, staging and loose objects have been removed
from the dock bottom;
8. All tapes / tallow applied on anodes for pain protection have been cleared;
9. Covers for echo sounder, impressed current system have been secured;
10.Rudder test has been performed and propeller is free to turn;
11.No other leakages are evident;
12.General inspection of hull to ensure readiness for flooding.

 The Chief Engineer is to confirm to the superintendent that all shipside sea
valves and associated pipe work have been closed up. The Chief Officer is to
confirm with the Dock Master and report to the superintendent that all nonessential connections have been removed and that the vessel is correctly
moored in order to hold its position once afloat.
The SMT are to confer with the superintendent, Dock Master and Ship
Repair Manager to confirm that adequate personnel are standing by to check
ships spaces for ingress of water. The order to commence will be given to the
Master.
During flooding up, the flooding is to be suspended one foot before the
vessel leaves the blocks and all sea valves are to be fully opened and closed
to the satisfaction of the Chief Engineer and superintendent. The Second
Engineer is responsible for the co-ordination of the transfer of electrical
power from shore to ship supply when flooding level is sufficient and
generator sea water cooling systems have been proved tight.
During flooding an effective communication system is to be maintained to
ensure that in the event of any evidence of lack of stability or untoward
ingress of water being detected, the flooding operation may be halted without
delay. On completion of flooding, the SMT, superintendent and Ship Repair
Manager will confer. The order to move out of the dock will be given by the
Master.

Completion
Upon completion of the repair works the vessel is to sail from the yard in a
safe condition as soon as possible. It is essential however, that adequate
function tests and inspections are carried out under the supervision of
superintendent of all safety systems and systems that had been disturbed
during the repair period.
A Critical Operations Checklist must be compiled in order to ensure that all
critical equipment, such as key navigational, propulsion, steering, cargo,
ballast, fire and gas detection systems are tested. Also to be included is the
replacement of bottom plugs, anodes, sea chest valves correctly set and
ensuring echo sounder and Doppler transducers are cleared and written
confirmation that all personnel are adequately rested before departure.
Final cleaning of machinery spaces, accommodation and other areas where
repairs have been carried out is to be completed as soon as possible after
departure. Systems are to be flushed as applicable. The superintendent, in
consultation with the Master and the office, will evaluate the need for his
further attendance aboard during the ensuing passage(s) taking account it
may be advantageous for him to remain at the shipyard to negotiate the
account with the contractor(s). If required, superintendent to join the vessel
for the first voyage and/or until the first cargo has been lifted.

 The Work Done Report of the contractor must be checked by the

superintendent with the assistance of the Shipboard Management Team
and appropriate comments made regarding the quality and effectiveness of
the works.
The superintendent shall ensure to obtain from the contractor all
calibrations, drawings and calculations relating to the work carried out and
return all ships property (special tools etc) to the ship before departure.
The quality of the work performed, seaworthiness and safety is finally
verified by the Classification Society /Flag state surveyor who will issue
appropriate certificates. It is the Masters responsibility to ensure that he
has all the correct certificates and endorsements on board prior to sailing.
Copies of all new certificates or endorsements must be sent to the office
The Master is to send a daily performance messages to the office for the
first 15 sailing days after a dry-docking or major repairs. This message
must include the condition of the stern tube and details of any leakage
thereof if applicable.

Damage Repairs
When damages occur, they shall be repaired in order to re-establish the
status to the damage. It is the responsibility of the SMT to implement the
Repair Procedure. Defects and damages are generally notified by the SMT to
their Regional Office using the Defect Report by email, by telephone or by
fax/telex.
In the case of serious damage, that which could compromise the vessels
seaworthiness or is likely to incur delays and off hire, advice should be made
by telephone to the office or to the advised out of hours contact numbers as
appropriate. Should the safety of the ship or the efficiency or completeness
of its life-saving appliances or other equipment be affected, SOLAS, Chapter
1,) shall apply The following information should be provided:
1.As much detail of the nature and extent of the damage as possible.
2.Advice as to the extent to which ships staff can undertake corrective
action without compromising safety, and the estimated time to carry out the
proposed work.
3.The criticality and urgency of the matter.
4.If outside contractors assistance is required.
5.What spare parts, equipment or materials are required.
6.If the damage is likely to result in an insurance claim.
7.The involvement of any third party
8.Details of any surveyor requested to attend.

 The Master has the overriding authority to immediately call in a local repairer
and classification surveyor according to the criticality of the situation. The
Master shall place every facility at the disposal of the Classification Surveyor
for expediting their survey and thus reflect the favorable standing of the
ships assistance and co-operation in the surveyors estimation.
In the circumstance of a survey being carried out by an Underwriters
Surveyor (which will usually be with a Company Representative in
attendance), the Master shall provide the Surveyor with Log extracts and
Statements of Fact only. Minor repairs are planned and specified by the SMT,
and are executed after clearance by the superintendent at the times and
places found most suitable. Major repairs requiring considerable outside
repairs assistance shall be planned in co-operation with the superintendent
in order to optimize time and resource and thus minimize off hire time.

THE END

Planned Maintenance System (PMS) on board the ship

The PMS - Planned Maintenance System is a paper/software-based
system which allows ship owners or operators to carry out maintenance in
intervals according to manufacturers and class/Classification society
requirements.
The maintenance, are supervised by the on board personnel, is then
credited towards inspections required by periodic surveys.
The planning and scheduling of the maintenance, as well as its
documentation, must be made according to a system that is approved by
classification societies.
They are member of International Association of Classification Societies
(IACS) consists of:
American Bureau of Shipping (ABS)
Bureau Veritas (BV)
China Classification Society (CCS)
Det Norske Veritas (DNV)
Germanischer Lloyd (GL)
Korean Register of Shipping (KR)
Lloyd's Register (LR)
Nippon Kaiji Kyokai (NK)
Registro Italiano Navale (RINA)
Russian Maritime Register of Shipping (RS)

 Many governments also delegates the classification societies to provide

statutory certification on their behalf.
Having a planned maintenance system on ships is now mandatory as per
ISM (International Safety Management Code).
Classification Societies are:
Independent organizations
Mission to safeguard life, property and the environment.
Establish and administers standards for hull and machinery requirements
for:
1. Design
2. Construction
3. Periodic survey
Issues class certificates.
Classification surveys conducted throughout the service life of the ship are
as follows: Annual survey every year
Intermediate survey every 2.5 years
Special periodical survey every 5 years
Drydocking survey every 5 years
Tailshaft survey every 5 years
Boiler survey every year, 2.5 years and 5yrs

 The Planned Maintenance system for the U.S. Navy was established by
Anthony J Ruffini in 1963 Development of computers give a new boost to
Planned Maintenance programs in shipping.
In 1984 the first Planned Maintenance software specially designed for
ships use was marketed.
Named Asset Management Operating System (AMOS-D) it ran in DOS,
but the development of Windows software gave new boost and today there
are a variety of Planned Maintenance programs for shipping use.
Planned Maintenance Systems requirements.
Research was performed by insurance companies during the 1980s
showed a significant decrease of breakdowns and damage to ships with
Planned Maintenance systems (PMS).
The same research also showed an increase in reliability and safety on
board. In 2001 the IACS (International Association Of Classification
Societies Ltd) published requirements for Planned Maintenance systems
on board.
Further regulation was added by ISM (International Safety Management
Code), chapter 5, section 10.

1. Today, there is a minimum requirement that one Planned Maintenance

System program (PMS) must contain:
2. The description and documentation of the Planned Maintenance system
are to be in the English language.
3. Reports in Planned Maintenance system should be in English, except when
not suitable for the crew. In that case a brief English summary is required.
4. Equipment manufacturer requirements. Or makers recommendation as per
maintenance manual.
5. Inventory content, i.e. items/systems have to be included in the
maintenance program.
6. Maintenance time intervals, i.e. time intervals at which the maintenance
jobs are to take place as per makers guidance and recommendations.
7. Maintenance instructions, i.e. maintenance procedures to be followed.
8. Maintenance documentation and history, i.e. documents specifying
maintenance jobs carried out and their results.
9. Reference documentation, i.e. performance results and measurements
taken at certain intervals for trend investigations from delivery stage.
10. Document flow chart, i.e. chart showing flow and filling of maintenance
documents as planning cards, job cards etc.
11. Signing instructions, i.e. who signs documents for verification of
maintenance work carried out.

For computerised Planned Maintenance systems there are several additional

requirements:
Each person working on system must have unique login ID and password.
Computerized system must have adequate backup, either backup copy on board or
a regular exchange of data between ship and office.
Documentation on maintenance of the category "Classification Surveys" carried out
on items/systems covered by the rules is to be signed by the Chief engineer.
Access to update the related maintenance documentation and the maintenance
program should only be granted to the Chief engineer.
For ships trading in specific areas, e.g. ferries, planned maintenance systems using
other languages than English may be accepted.
This arrangement is automatically cancelled in case of change of trade.
Computerised Planned Maintenance Systems for use in shipping industry
The development of computerised PMS was boosted by computer development,
especially the development of Windows.
variety of PMS programs for shipboard use appeared, and gradually they become
more and more sophisticated and complex.
Producers recognized shipping needs and most of the programs today have
several (semi)independent modules and the customer (shipping company) can
choose what package they want to use.
Programs today do not contain only maintenance, they offer almost all what is
needed on board the ship.

Most common modules in modern PMS system include: Maintenance (main and essential part of program)
Stock ordering and purchase/procurement
Stock control (inventory)
Safety management
Quality management
Crewing and staff /payroll
Self assessment
Modules can vary between different programs, but they are all based and built
around main module, Maintenance.
Maintenance
This module should meet requirements listed in ISM (International Safety
Management Code), chapter 5, section 10.
The database should be constructed according to the manufacturer's
recommendations, and good seamanship practice.
The database should include all shipboard vital equipment, and all equipment
should have a clearly defined maintenance plan according to makers
specifications.
Performed tasks should be kept in the system as well as notes from crew
members performing the task.

 Survey of various machinery components is performed usually with regular

Class surveyor inspection, and it is based on schedule given in Continuous
Machinery Survey, Surveyor comes to ship several times per year and
inspects various machinery components, determining their condition.
Inspection is scheduled every five years and the system is intended to
assure good functionality of ship's machinery and therefore safety of the
ship. As PMS is increasing overall safety and reliability of the ship, Class
societies allow another form of Survey to be performed on the ships with
well established PMS.

Most of CSM inspections (all except steering gear and pressure vessels) is
carried out by Chief Engineer, based on regular PMS jobs, and Class
surveyor is coming on board the ship only once a year to inspect items
Chief Engineer is not entitled to and to check what items were inspected
since last Class inspection.
A continuous survey of machinery in which the various items are opened for
survey in rotation may be conducted. In general, 1/5 of the machinery is
examined each year with a five year interval between examination of each
item.

International Safety Management Code (ISM).

The ISM Code provides an International standard for the safe
management and operation of ships and for pollution prevention.
The purpose of ISM Code is:
To ensure Safety at Sea
To prevent human injury or loss of life
To avoid damage to the environment and to the ship.
SOLAS adopted the ISM Code in 1994 and incorporated it into chapter IX.
By 1998 much of the commercial shipping community was required to be
in compliance with the ISM code. By 2002 almost all of the international
shipping community was required to comply with the ISM Code.
In order to comply with the ISM Code, each ship class must have a working
Safety Management System (SMS). Each SMS consists of the following
elements:
Commitment from top management
A Top Tier Policy Manual

 A Procedures Manual that documents what is done on board the ship

Procedures for conducting both internal and external audits to ensure the ship is
doing what is documented in the Procedures Manual
A Designated Person to serve as the link between the ships and shore staff
A system for identifying where actual practices do not meet those that are
documented and for implementing associated corrective action
Regular management reviews
Another part of the ISM is the mandatory Planned Maintenance System which
is used as a tool maintaining the vessel according to the specified
maintenance intervals.
Each ISM compliant ship is audited, first by the Company (internal audit) and
then each 2.5 to 3 years by the Flag State Marine Administration to verify the
fulfillment and effectiveness of their Safety Management System.
Once SMS is verified and it is working and effectively implemented, the ship is
issued with The Safety Management Certificate.
Comments from the auditor and/or audit body and from the ship are incorporated
into the SMS by headquarters
The ISM Code was created by IMO and Capt. Graham Botterill, Specialist
Advisor to the House of Lords in the UK on ship safety, among others

Work planning.
Maintenance facilitates detailed work instructions ensuring maintenance
work is carried out in accordance with company and industry regulations.
Jobs are displayed in a maintenance board for the vessel, offering full
overview of upcoming, due and overdue jobs.
Stock and supplies
Star Maintenance enables vessel crew to control stock and plan
replenishment. Material requisitions are created and issued directly to a
vendor or to the purchasing department. When materials are received
onboard, receipt and deviations are registered into the system for follow-up.
Built in compliance
Maintenance is in compliance with all maritime and standards
organizations. The system is type approved by DNV and approved by most
class societies; ensuring work is planned in compliance with internal and
external regulations. For example, Maintenance records change logs for all
job changes, NOx certificate numbers are controlled, and critical equipment
can be tracked.

Maintenance to:
Implement company standard for maintenance
Plan preventive maintenance work
Generate common work instructions
Schedule maintenance jobs
Generate work orders
Report work done
Report corrective work done
Keep stock and handle supplies
Issue material requisitions and purchase orders
Handle receipt and report deviations
Control plant inventory
Provide reports, statistics, and KPIs
Replicate data between vessel
Replication.
Maintenance can be used as a stand-alone solution or in interaction with an office
based hub for fleet management.
Data from the vessel is replicated/imitation to the hub using SIS highly reliable
replication engine. When used in the office, Maintenance provides a full overview of
the fleet maintenance, including detailed information for each vessel. Maintenance
routines, instructions and equipment details can be updated and distributed to
multiple vessels, and internal messaging and notifications facilitate for knowledge
sharing.

ISM
International Safety management Codes.

[Chapter 5 Section 10]

Maintenance of the Ship and
Equipment

10. Maintenance of the Ship and Equipment.

10.1 The Company should establish procedures to ensure that the ship is
maintained in conformity with the provisions of the relevant rules and
regulations and with any additional requirements which may be established
by the Company.
10.2 In meeting these requirements the Company should ensure that:
.1 inspections are held at appropriate intervals;
.2 any non conformity is reported, with its possible cause, if known;
.3 appropriate corrective action is taken; and
.4 records of these activities are maintained.
Procedures should be developed to ensure that maintenance, surveys,
repairs and dry-docking are carried out in a planned and structured manner
with safety as a priority.
All personnel responsible for maintenance should be suitably qualified and
familiar with national and international legislation as well as classification
society requirements. The shore-side management team ashore shall
provide technical support and advice to the seagoing staff.

Maintenance procedures should include:

hull and superstructure
life saving, fire fighting and anti-pollution equipment
navigational equipment
steering gear
anchors and mooring equipment
main engine and auxiliary machinery including pressurized systems
cargo loading and discharge equipment
tank venting and inerting systems
fire detecting systems
bilge and ballast pumping systems
waste disposal and sewage systems
communications equipment
emergency lighting
and gangways and means of access.
Maintenance procedures must also include work instructions to ensure
that machinery or systems undergoing maintenance have been rendered
safe prior to starting work i.e. that systems under pressure such as engine
cooling water, oil fuel and steam systems have been securely isolated and
de-pressurised.

The Company should arrange for inspections of its vessels to be carried

out at regular intervals. These inspections should be executed in
compliance with the appropriate procedures by competent and qualified
personnel. Records of maintenance, inspections, certificates and reports
may be maintained both on board ship and ashore if considered
appropriate by the company.
There should be procedures for reporting non-conformities and
deficiencies that should include a time scale for completion of corrective
action.
It is the Companys responsibility to ensure that reports are investigated
and feedback provided to the reporting officer.
The Company should be seen to be providing support to enable the SMS
to function effectively.

10.3 The Company should establish procedures in its SMS to identify

equipment and technical systems the sudden operational failure of which
may result in hazardous situations.
The SMS should provide for specific measures aimed at promoting the
reliability of such equipment or systems.
These measures should include the regular testing of stand-by
arrangements and equipment or technical systems that are not in
continuous use.
These equipments are commonly referred to as critical equipment.
10.3 The Company should establish procedures in its SMS to identify
equipment and technical systems the sudden operational failure of which
may result in hazardous situations.
The SMS should provide for specific measures aimed at promoting the
reliability of such equipment or systems.
These measures should include the regular testing of stand-by
arrangements and equipment or technical systems that are not in
continuous use.
These equipments are commonly referred to as critical equipment.

10.4 The inspections mentioned in 10.2 as well as the measures referred

to in 10.3 should be integrated into the ships operational maintenance
routine.
It is the Companys responsibility to identify critical systems and
equipment.
Once the critical systems have been identified, procedures should be
developed to ensure reliability of these systems or the provision of
alternative arrangements in the event of sudden failure.
The procedures implemented should include the regular testing of standby systems in order to ensure that one failure does not result in the total
loss of that critical function.

Maintenance routines should include the regular and systematic testing of

the all such critical and
stand-by systems.
Critical equipment listings may include:
navigational aids including radar
fire pumps including emergency fire pump(s)
generators including emergency generator
steering gear
fuel systems
lubricating oil systems
emergency stops and remote closing devices
communications systems
main engine propulsion systems.

The auditor(s) should examine the measures which have been

developed to promote reliability including records, frequency of
inspection/testing and maintenance procedures.