DIPLOMA IN MARINE ENGINEERING 2015 MODULE 11 Case Study: Design a ship from basic principles AUTHOR Paul Russell MSc, BA (Hons), MIMarEST Managing Director and Founder Thamesview Maritime LimitedThis case study is the culmination of the year's work on the Marine Engineering Diploma course. It is designed so that students can complete an extensive project incorporating all the information gained from the different modules and their associated links to informed areas of the industry. Students are asked to make ONE choice between Choice A and Choice B. The choice should be based on the students own experience, knowledge and interests. The scope of the work will be for the student to complete a study showing, with reasons, your choice of;  Basic ship design and principal dimensions (regulatory requirements – design criteria, fuel regulations and manning levels)  basic constructional details  propulsion system (type, power rating redundancy etc)  auxiliary machinery required  Safety equipment required  Basic specification for Navigation equipment  staffing levels  logistical back-up required (Agents, spares and bunkers)  Technical Management o Energy efficiency o Environmental requirements o Maintenance systems o Dry-docking o Recycling Drawings and illustrations used to explain your decisions will be welcomed. Where they are used students should produce neat drawings with clear labels. Please refer to module 3 chapter 7 as well as http://marine.man.eu/two-stroke/technical-papers and http://marineenginesandfuels.com/category/energy-efficiency/ for some basic information about initial designs.Choice A (Passenger ship option) The company that you are employed by, as the senior marine engineer, has identified an emerging gap in the market to transport passengers, vehicles and equipment for staff/companies working in the oil and gas sector as well as the renewable energy sector. The vessel will also be capable of carrying tourists between UK and Norway. The company wish to build a new ship to the latest specifications. The vessel should be able to carry up to 1000 passengers and 100 cars. It needs to have the performance capability to maintain the charter contract throughout the year which will mean operating often in poor weather conditions. The requirement is to make 3 round trips per week between the ports of Bergen in Norway and Aberdeen in Scotland. This new addition will be an extension to their existing fleet of ships that operate between several ports in and around the Scottish coastline. The word limit is 5000 words Choice B (Container ship option) Working for a recently formed company as the principal marine engineering consultant you are required to advise on setting up an new container service between Melbourne (Australia) and Valparaiso (Chile, South America). The service will be a round trip of one month (30 days) and will be for a medium sized container ship of 9000 teu and should be ready for the capacity improvements in the port of Valparaiso which are to be operational in 2017. As part of the 9000 teu capacity the vessel will be able to carry a maximum of 25% of its compliment at refrigerated containers and it will also be registered to carry dangerous cargos. This is a completely new area of business for this company and they do not have a history of completing business in Chile before this contract. Their existing fleet consists of older "general cargo" ships and two newer bulk carriers. The word limit is 5000 words Students are reminded that they MUST reference assignments adequately. Unreferenced work or improperly referenced work will be heavily penalised.The design of ships – Introduction (notes to assist the production of your report) The starting point for the design of any vessel comes from the business case for commissioning the new tonnage. Following that study the next step will be to answer;  Where will the new ship be required to travel to and from  Are there any restrictions (depth, bridges or other restrictions such as environmental considerations)  What service will it be carrying out (oil, bulk cargo, gas carrier etc)  What is the size of vessel required  What is the voyage duration and will there be any weather delays expected (from this the service speed can be determined) From the basic criteria the type of design and basic dimensions and weights can be calculated and together with knowing the speed required the size of the power plant can then be determined. When gathering information to assess the suitability of a vessel to undertake a role that has already been judged as a commercial possibility the whole project team must look carefully at where the vessel is being expected to operate. Issues such as; the size of the berth, depth of water at the berth and on the passage to and from the berth will need to be considered and a change in design assessed carefully. A close look at the route must also be made to ensure that there are no bridges, restricted zones or security threats along the way. Time scales have been set for the commercial success – can these time scales be met and what are the speed and reserve power requirements that are necessary to drive the ship at the required speed. The type of service will also point toward the propulsion machinery options available and in the modern era there are a number of different options to consider. Building the vessel will require the technical staff, including the senior marine engineer, to draw up a specification from which the various ship yards can form their quotation. Included in this specification will be all the machinery required for powering the vessel, navigating the vessel, working cargo as well as crew and passenger welfare. The service area will determine if the vessel is required to serve within an Emission Control Area (ECA) while the size of the vessel will also settle the requirement about whether to be SOLAS compliant or not. Environmentally friendly equipment will be necessary as will Energy Efficiency measures which will be considered at both the design stage and the management stage. Thinking about the technical management students will need to consider where the opportunities for maintenance, bunkering and change of crew will be carried out, bearing in mind that deviation from the service and "off hire" time needs to be kept to a minimum. The vessels will be operating in countries that are not its "home" country and therefore the vessel will need local support. If the company already operates in this area existing support can be used if not new business arrangements will need to be made. Management of the actual ship will need to be considered. Ship's staff, shore backup staff and senior managers will need to know about the ship and its machinery. If the new vessel is an extension of the existing fleet then expertise will already be in place and the existing team can be strengthened if necessary. However if this is a new venture then the existing staff may need training and/or supporting with new people that know about the newer tonnage.NEWBUILDING General Information The Marine Engineering superintendent will not usually have much influence in the choice of ship, its deadweight or operating parameters, all of which are set by the cargo it is intended to carry. Indeed, much of the work is now done by computer with the aid of Finite Element Analysis (FEA). Some ships will be built to standard designs which may be tailored to suit an owner's particular requirements. Much of the larger equipment fitted will also be outside the choice of the superintendent; main and auxiliary engines, switchboards and electrical distribution systems would probably fall into this category. However, there may be choices concerning such things as, say, engine control systems. These choices would be set out and negotiated for inclusion in the specification. However, it is expected that the superintendent will have influence over the choice of the ancillary machinery. He will have a valuable contribution to make in the choice of systems and their application on board. It is also important to turn to the large resource of the ship's staff for their suggestions and comments concerning the design of the ship. This is important for two reasons:  First, the ship's staff are closest to the ship in the normal working environment and, therefore, their view is from first-hand experience.  Second, it will involve the ship's staff and the fact that someone is taking the trouble to ask for their views will do no end of good in terms of the working relationship with the crew. Not only will you get good information, but you will also be building good relationships with the crews of your ships. Some filtering of the responses will be necessary, but there will be very good suggestions from this source. The Engineering superintendent may wish to implement a formal system for reporting such matters; indeed, if it is desired to give the ship's staff the perception that their views are important, he can do no better than use such a method. The paperwork may seem to be a drawback to start with; however, the record of what has been suggested is permanent and it is easy to compile a working list from the entries submitted. This is convenient for three reasons:  Feedback to Designer The formal system will give feedback to the designer with a record being maintained.  Feedback to the Person Making the Suggestion It is possible to also feed back to the crew member who made the proposal in the first place. It is important that (where possible) staff feel included in the decision-making process.  Compiling a List of Ideas for Future Designs and Conversions It is important for the superintendent to maintain a list of design features, whether just desirable or necessary, that are required. It may never be known when this might be needed; if such a list is kept up-to-date, it can be easily brought out and used. When new designs are being aired, reference to any previously maintained lists should be made (see "future modifications"). Time reviewing such lists is always well spent. The prudentsuperintendent will make such a list and keep it up-to-date – just in case and maintain an up-todate view of what is available in the market place. There are always situations, when managing a ship, where it is possible to see design drawbacks or improvements that could be made to an existing design. Lastly, as a superintendent that keeps up-to-date with what is available in the market place, there will be material and/or new equipment that is too expensive to be fitted to an older vessel, but could easily be installed in a new vessel during building. Feedback on design is essential if a product, whether it is plant or machinery, is to advance and improve. The engineering superintendent should establish, when buying new equipment, whether or not the manufacturer has a system for putting feedback into design. There are advantages if the supplier has a system, although it is not always clear cut. References are useful when deciding. Supervision of Ship Construction The first thoughts about the supervision of a vessels construction could be that the owner's representative has very little to do with the process. Why supervise the building of a new ship when the shipyard and class surveyors know how a ship should be built and completed. The first comment to make here is that shipbuilding is taking place in many parts of the world and the standard for "completing and good job when no one else is watching" is not always consistent. Even the best of shipyards have difficulties as the story of the vibration on the latest P&O Ferries built in Finland will show (see http://www.onboardpoferries.com/features/twonewshipsonenewera.html). The engineering superintendent can choose to use either staff from the pool of crew that usually man the ships, or choose staff from an agency, or alternatively engage a consultant or firm of consultants on a contract basis. Students undertaking the ship design case study should make reference to any problems that they see as may need the attention of the Engineering in-charge at this stage in the process. This increased reliability is leading to increased "time between overhauls" and as a consequence some senior staff have not seen inside some of the machinery. This means that if they are required to lead an emergency repair they will have to do so without the valuable knowledge of seeing the process completed before. For this reason, it is worth having key staff attend the repairs/new builds and/or drydocking, so that they can gain a valuable insight about the internal structures of the machinery. Consultants will undoubtedly supply a professional service but there are advantages when using staff from your own company to supervise. The main advantages surround the fact that these people will probably serve on the ship and they, therefore, have an interest in ensuring that the finish is acceptable. Other advantages stem from already knowing the lines of communication; not always an item that springs straight to mind. However, so much time can be saved if the supervisor knows exactly who to speak to in the managing company. Some may be guilty of overdoing the supervising and going way beyond what is contracted with the shipyard. This can be costly in both time and money; the pitfalls of "extras" (extra work) should be well understood. Therefore, care is needed in the choice of staff (especially among the seniors) and they must be properly briefed on exactly what is expected of them in their role. Whilst the technical knowledge is essential, communication skills are fundamental to the work. Such skills as these are not easily taught or learnt but some excel while others fail to grasp even the basics. Communication skills definitely cannot be learnt by reading and so the superintendent should dedicate himself to undertaking an appropriate course, if he has not already done so.Unfortunately, some very clever individuals fail at this level and can be quite difficult to relate to. Prime amongst communication skills is that of "listening". It is believed to be the first sense that we develop in our mother's womb, but generally it is the thing we do least for the rest of our lives. The maritime industry is now discussing more and more the total life cycle cost of running a vessel rather than the short term approach that has been adopted over the past few years. This way of thinking not only covers the purchase of the vessel by also stretches to the stores, spare gear, fuel and maintenance. This gives the management an opportunity to make a real difference to the life cycle cost of operating and maintaining the vessel. The technical managers should be continually evaluating the procedures and modifying practices in the light of experience and the collection of real time operational data as described in previous chapters of the Marine Engineering Diploma. If the projected plan is to spend £100,000 in an accounting period and £7,000 can be saved via changes in procedures or by upgrading equipment then that it £7,000 that goes straight on the bottom line, which means that the technical staff are making a positive contribution to the profitability of the company. Each company will have a different approach to purchasing due to the differences in the nature or structure of their business. Some organisations and staff will be able to choose their suppliers from the open market, while others are restricted by lists of "preferred suppliers", meaning that they can only approach those suppliers approved by the parent organisation, regardless of the location of those suppliers and the costs associated with dealing with such suppliers. It may be that individuals can make a case for using different suppliers from the "approved" list. Therefore, formulating a purchasing strategy comes about from experience, training and building up knowledge of the suppliers. If good basic management techniques are then applied then the relationship will progress. In the maritime sector, the purchasing strategy will cover the procurement of not only materials and products, but also services from repair contractors and shipyards. It will cover not only the purchase of the equipment but also the shipment of the equipment to where the ship is going to be at any one point. If the staff have the freedom and in order to satisfy the conditions of the vessel life cycle, those responsible for purchasing materials or services must be able to use a strategy capable of addressing every need to the finest degree while guaranteeing value for money at every stage of the life cycle process. The vessel life cycle may be seen to comprise the following elements:  specification;  design;  construction;  launch;  fitting-out;  handover to owner;  operation;  withdrawal;  scrap.Initial Planning Ships are in the commercial business of moving goods or commodities around the world in order to make a profit for their owners. This primary goal can be achieved in a number of ways. On one end of the scale the vessel could be hired or chartered to complete a specific task or project and on the other end of the scale a vessel might be purchased outright by an owner, with the intention of being operated for 25years on the same voyage. In between these two extremes are a whole host of different combinations and each of those combinations will attract a different approach to the procurement and operation of the vessel. For example, a potential owner might identify a trade that could be profitable and make a bid for the business based on operating the vessel at the lowest possible cost that complies with the regulations and selling the vessel again after the contract is complete. In the second scenario, an already established owner might carefully calculate the income from a long-term project and use an already established support structure to spread costs and develop a business model based on offering a quality service that will attract customers in the long-term. In both of these illustrations there will be some common questions to be asked but the on-going decision-making and management processes will be quite different. Therefore, the procurement of a suitable vessel will as always centre on the ideas and aspirations of the owner. The added complication for the shipowner is about regulation and the public perception about ships and shipping. he or she will have to think about how much longer it will be possible to operate older vessels that are environmentally more polluting than newer ones. The regulations might include clauses so that the older vessels more polluting vessels can be used but will they actually win any work. LNG feeder vessel concept from MAN ©MAN Turbo Diesel Tanker vetting schemes already mean that charters insist on a minimum level of quality that could exclude older tonnage especially if the older tonnage is still of the single skin design. Therefore, what are the basic questions that all potential owners would need to ask? The obvious fundamental first question is what type of cargo do I want the vessel to carry. It is no good specifying an oil tanker to carry cars or a container ship to carry hundreds of people but there are hybrid vessels that might be suited to a couple of different duties.The second common question that all operators face is what route is the vessel trading over. Is it a short sea crossing such as the Dover to Calais or the inter-island ferry in the Caribbean or is the vessel expected to spend most of its life on the North Atlantic or sailing from the Middle East to Europe carrying 250,000 t of oil. A recent study carried out by DNV and MAN looked at the current situation and market trends for container ships. Based on their findings, the 9,000-teu range was selected as the target case for the concept development, together with the Asia–US east coast trade route through the new Panama Canal. New design of 9,000 teu container ship ©MAN Turbo Diesel This project was very interesting and is of immense value to promote discussion and illustrate the concepts of vessel procurement planning. If an owner was contemplating starting a container ship trade over this area then they would have to consider the widening of the Panama Canal. The new arrangement is to extend the existing two lanes with a bigger third lane and a set of increased sized lock chambers. The lock chambers will be 427m long, 55m wide and 18.3m deep, allowing passage of ships with a maximum breadth of 49m, maximum passage draught of 15m and an overall maximum ship length of 366m. The new canal is scheduled to open in 2014 at the 100th anniversary of the existing canal and to be fully in operation in 2015. When serving the east coast of USA, there is another limitation that needs to be observed. Ships entering the Newark container terminal in Port of New York must pass under the Bayonne bridge. The air draft limitation is currently 151 feet, which imposes a restriction on the bigger ships. There has been news in the press that the bridge may be raised, giving a new air draft of 215 feet, but this is yet to be confirmed. These fundamental questions of trading pattern and operational profile must be understood before optimisation of the hull and machinery can be started. It is vital that the correct project management team is assembled with a range of strengths If the ship is to operate on a specified trade, the operational profile can be determined on the basis of on an average of the complete trade route.For example, P&O have set up a blog to inform people about their latest newbuilds the Spirit of Britain and the Spirit of France. Information from this site confirms that it might well have been satisfactory and cheaper, to order ships that are principally "off-the-shelf" designs, the extra expense of designing specifically for the intended route brings immediate benefits. The hull form of the ships takes into account the particulars of the route, such as water depth and has been arrived at after extensive model tank tests at MARIN in Holland. The result is a hull form with particularly efficient hydrodynamics. The clever hull, combined with the main engines and other equipment selected, means that the 49,000 tonne new ships will return similar fuel consumption to the 26,000 tonne ships they replace. Other energy saving measures include boilers that use waste heat from exhaust gas to heat water and power water purification plant. The ship's engines are designed to operate on low sulphur fuel oil and meet the latest IMO Tier 2 NOx emissions standards, ahead of regulatory requirements. Designing the hull and machinery for a wide range and combination of speeds and draughts is difficult. Therefore, the ideal situation is to define the route and then carefully design the ship so that it can operate as close to its optimum design characteristics as possible, for as much of the time as possible. Overview of Triality © Det Norske Veritas AS. All rights reserved The required propulsion power and electrical demand is calculated for each part of the expected route. Obviously this aspect could provide quite a tight brief or it could involve several "what if's". The vessel might be replacing a ship already well established on a regular trade. In which case, the operational constraints will be well known. And the hull and machinery can be optimised to give the highest efficiency over the whole route rather than only the design speed and draught.For the hull, this applies especially when it comes to the main dimensions, block coefficient, centre of flotation and bulbous bow design. For the machinery, it is the selection of main engine and auxiliary engines so that the propulsion power and electric power needed can be produced as efficiently as possible in all the different sailing legs and different operational modes. Design according to the operational profile Container ship designers have optimised the ship at the point of maximum fuel consumption, which is normally at maximum speed and maximum dwt/draught. Any savings made at this point will probably yield the maximum gain. During the current economic conditions and as shipping is coming under increasing pressure to control emissions there are other considerations to take into account when making the final choice of propulsion and/or electrical power. The major engine manufacturers have all looked carefully at the legislation that is on the horizon and all have new designs and ideas about the technology required to meet that legislation. Every vessel should have waste heat recovery in the contract. Consultation Process This part of the process is crucial to the success of the project and should be carried out by the company's project team led by the CEO. The consultation should include internal company personnel, as well as relevant parties outside of the company. The senior operating managers will be able to provide important information about the commercial climate, the regulatory position and the operational constraints that will be expected during the trading period proposed. Ships staff from all areas might also be able to provide important information. For example, a complex cruise ship might be losing time because the laundry or the stores cannot be loaded or changed over in as efficient a manor as possible. Crew members carrying out the tasks on a daily basis might be able to suggest changes in operation or design of the new vessel that will save time and cost. The company trying to replace a vessel will want to have the best deal that it can get and, therefore, the initial research must be through to place the negotiating team in a position of strength. If the vessel is to be owned for an extended period then knowledge of the possible advancement in legislation would be an advantage when holding discussions with flag administrations. A thought should also be given to the company's image. It maybe that designing and starting a newbuild before a change in regulations would save considerable time, effort and money. However, if the changes leave the vessel a step behind in emissions, for example, then although it conforms to the building regulations at the time it may well attract criticism a few years down the line when ships build to the newer regulations are much more efficient and are preferred by charterers. Energy efficiency is becoming a very important subject for the industry and an index will shortly be applied to every new ship that is built. The Energy Efficiency Design Index (EEDI) is currently being applied to all new passenger ships. The detailed hull design and choice of machinery decisions are issues that would be considered by the specialist engineering team and alternatives discussed at the project management level. More detail about this process will appear in the specialist technical fleet management module at the end of this course.The importance of wide consultation is so that the company can formulate its own purchasing strategy for the procurement of the correct tonnage. If the company is to secure the most cost effective solution then they will need as much information as they can collect. Preparing a Tender Having gathered all the information about the likely trade, put together the business case, looked at the relevant legislation and assessed the market the management team will now be ready to put together the specification of the vessel that they require. At this point, all the preliminary discussions with class, flag state, concept designers, propulsion plant manufacturers together with any internal research carried out, will all be open for discussion until agreement is reached about the best way forward for the current circumstances. In the short-term, it may be advantageous to charter a suitable vessel until impending legislation is clarified or it might be that the project team decide to upgrade existing tonnage to meet short or medium term goals. However, if there is a definite business case for new tonnage then the company needs to have a clear strategy for procurement based on a detailed specification drawn up on clearly defined needs. It may be an advantage to be looking for more than one vessel as a more favorable cost per ship can be obtained for a series of vessels designed to the same specification than can be for a one off. The main reason for having a clear idea about what is required before going out to the builders is because the shipyards will have a "stock" design for say a bulk carrier or a feeder container ship or a passenger ship. It may well be that this standard design does not fit the company's needs very well. If this is the case then the project team will need to know where the difference lies and are able to evaluate the impact of a vessel that does not fully suit their needs. Tendering Having drawn up the tender the owner or management team will have to find the best vessel to match the required criteria. The services of a shipbroker specialising in new (rather than secondhand) tonnage would be a good place to start. Armed with the ship type, intended operation and rough specification such as size, capacity, speed and power etc and the availability of finance for such a purchase. The broker will be able to help with the identification of the various shipyards capable of building such a ship and in a worldwide market it is possible that there will be a large number of potential builders. Much, of course, will depend on the builders' experience with the type of vessel required and the yard's capability to offer a building period that will suit the owner. Currently in 2015, driven by falling freight rates HIS Maritime 360 are reporting a mixed message for the newbuild market http://www.ihsmaritime360.com/. Their report published at the end of last year carried the news that 2014 was the worst year for newbuildings since 2011. However, their website headlines seem to be carrying encouraging news. Pop over to their website and read some if the comment there. The process might be easier and initially cheaper if the new potential owner uses one of the shipyard's "standard" designs that roughly matches the required specification. It will be slower and a lot more costly if a design has to be worked up from scratch by a naval architect working forthe owner. However, some shipyards are recognising that the customer will require a vessel quite close to their operational requirements and that the stock or standard design will not be good enough. This will be especially true if the new owner is going to keep the vessel for a long time. The different shipyard quotations in reply to the specification will vary, in some cases considerably. This will all have to be considered carefully to work out which yard is supplying the most cost effective solution, coupled to the best delivery time. The proposals from the shipyards will have to be considered very carefully by the owner's technical team before the winning bid is chosen and the final terms and conditions agreed between the owner and the shipyard. The terms and conditions will have to be part of a contract, which is a very detailed and important document. It details everything from the technical specification, the financial arrangements for the purchase and the dates of commencement, various stages for the construction and the date of delivery. Shipbuilders may well have their own contracts but the "Baltic and International Maritime Council" (BIMCO) have produced a balanced, comprehensive and comprehensible document (NEWBUILDCON) that they hope will be frequently used in the future. BIMCO is an independent international shipping association founded in 1905, with a membership composed of shipowners, managers, brokers, agents and many other stakeholders with vested interests in the shipping industry. The document is excellent and a sample can be found by using an internet search engine or a fuller explanation can be purchased from BIMCO. The association acts on behalf of its global membership to promote higher standards and greater harmony in regulatory matters. Therefore, it may well be in the shipowners' interest to use this form either as the actual contract document or as a check on the contract offered by the shipbuilders. However, even if the yard has a suitable standard design available, it is essential for the owner to have his or her own technical expertise on hand, to work out a detailed specification with the yard it should be remembered that a ship, completely "off the shelf" may be less than suitable. Following agreement of the technical and financial terms and contract will specify how the owner will pay for the ship. This will normally be in stages, with agreed percentages of the total being handed over at agreed stages. These could be for example, at contract signing, when the materials are first ordered, when the keel is laid, when the ship is launched and the balance handed over when the ship is handed over following the success of the trials. Variations from this schedule can be agreed in the contract and as will be learnt in the legal part of this course if you want anything then the golden rule is "have it placed in the contract". The owner will have his or her own technical team in the shipyard during construction, to inspect the materials and ensure that the work is done properly, while the trials of the finished ship will see both the representatives of the builder and owner aboard, while all the operating equipment is tested and the speed is checked over a measured distance. If the shipowner is satisfied, then he will take delivery of the ship from the builder.Representing the Owner at a Shipyard The "owner's representative" can be anyone who has delegated authority from the owners of the ship. In most cases, this will be:  the superintendent;  the master; or  the chief engineer officer, or a mixture of these persons. Whichever method is chosen it is always better to have just one person that has the ultimate responsibility for the project. It is possible that the owners/operators have particular views about who is in charge of the ship during a repair/drydocking period; it might already be documented. Some are of the opinion that officers are too precious a resource to waste at such a time and this is especially true for the senior officers. Some companies find that as repairs/drydocking become more complex it is more appropriate to have an engineer in charge. Then again there are some companies where there will be no crew on board at all and the management is left to the shipyard. Whatever method is chosen the subject is usually very controversial and can provoke quite heated debate, especially amongst ship's staff. The superintendent will want to be involved in such decisions. Whether it is repair, conversion or drydocking, one of the largest cost centres will be the crew costs and this when the ship is already costing the owners a large amount of money. If the ship is not fit to inhabit (for whatever reason) then there will be additional costs for accommodation to be considered. As the owners representative it goes without saying that the superintendent should be taking the decision that are in the best interest of the owners. However, he or she will need overall guidelines to work within. These will be in the form of budget agreements and technical specifications discussed before the project. The superintendent will need to have sufficient confidence and technical and financial understanding to take the necessary decisions without keep referring to the owner him/herself. If there is a major problem that is uncovered during the project then authorisation may need to be confirmed. It may be that additional technical discussions will need to take place. The majority of projects will run more or less to plan and the on-site superintendent will be able to take the day to day decisions enabling the project to run to a conclusion. The important quality needed to complete this task is a strategic overview, sometimes referred to as the "bigger picture" or the "Helicopter view". To achieve this the superintendent will need to set up his or her lines of communication. Change Control, Inspections, Non-conformities and Deficiencies During a newbuild, drydock or refit, the superintendent, being the owner's representative, will need to know everything that is happening throughout the project. This may be accomplished by listening to and trusting the information coming from the shipyard. However, it will not be best policy to rely completely on this strategy. The problem being that the tasks and information to check and/or oversee will be too much for one person. This means that the assistance of qualified staff will be essential. The use of senior staff might be expensive but they are more likely to have the wide range of knowledge and experience necessary and will require less time of the superintendents time explaining what is required.However, there will be numerous inspections to be completed and a fair number will be less "technical" in nature and could be completed by more junior staff. Which would reduce the overall cost of a drydock or newbuild. The "owners" team might change due to the workload and type of work during the project. For example, during a newbuild there will be more final quality inspections, especially non-technical inspections, toward the end of the project. Therefore, the owners team will need to be strengthened during this time. It might not seem important, climbing through all the tanks inspecting the coating for any patches that have been missed, but it is very important to preserve the longevity of safe and efficient operation. Non-conformities and Deficiencies The same can be said for the relationship with flag and port state control. The last thing that the superintendent wants is a problem with "compliance" flag state set the rules and port state enforce them. So, it is vital that their instructions are followed to the letter. The classification societies are expanding their business by offering to give advice to the shipowner at regular intervals to prevent the cost of the vessel being detained by port state control MSN 1775 sets out clearly the port state detention procedures and reasons for detention (see Appendix 3). MSN 1775 covers:  mandatory inspection of high risk ships;  the requirements for the mandatory expanded inspection;  a ban on high risk ships with a poor detention record;  detention for failure to carry a fully functioning voyage data recorder, if required by the international rules; and  improved transparency of port state inspection data. The "M" notice covers the flag state's requirements under the Paris Memorandum of Understanding.  the scope of the Memorandum;  the procedures for inspection and detention;  details of the mandatory expanded inspection;  follow-up inspections and detentions;  banning vessels;  rights of approval;  reports from pilots; and  contact details of UK offices. Annex II of the "M" notice details the "in date" certificates that are to be carried on board the vessel and will be subject to inspection by the flag state. Annex III gives examples where the flag state would have "clear grounds" for a more detailed inspection; for example:  oil record book not kept up-to-date;  evidence of unsafe cargo operations; and  excessively unsanitary conditions (see Figure xxx below).Unsafe food (Picture from Author's library) Annex VI lists the deficiencies that could result in detention under SOLAS, MARPOL and STCW etc. This area will include the following:  The closing appliances for openings in the shell, weather deck, exposed bulkheads, tops of superstructures and deckhouses.  Doors, condition of securing devices, hinges, gaskets, proper operation and the proper fit in the closed position.  Windows, port lights and skylights; condition of glazing, framing, securing means, deadlights and storm shutters where required.  Hatch covers, condition of securing devices, hinges, gaskets and coamings.  Ventilators, air pipes and vent pipes; condition of fittings and attachment to shell, deck or bulkhead, existence of closing means.  Freeing ports in bulwarks, handrails and stanchions (see Figure xxx for a hatch cover that is not watertight).Hatch cover not watertight (picture from author's library) For compliance with the safe construction of a vessel the following should be examined for their condition:  Condition of hull, superstructures, deckhouses and internal sub-division bulkheads.  Structural fire protection – refer to fire safety plan on board showing structural fire protection, check condition of deck and bulkhead insulation, note any changes to the general arrangement and uses of compartments.  Means of escape – refer to the general arrangement plan and verify that the required means of escape exist and are not obstructed.  Refer to the fire safety plan on board and verify that the fire detection, fire alarm and fixed fire extinguishing systems exist as indicated on the plan and are in good condition. For compliance with the safe construction of equipment the following should be examined:  Fire appliances refer to the fire safety plan on board and verify that  fire hoses, power-driven fire pumps, fire mains and fire hydrants are all as indicated on the plan, in number, location and in good condition; and  portable fire extinguishers in accommodation and machinery spaces are in the same locations and of the same number, type and capacity as shown on the plan. Check records to ensure there is the required means of charging, that they have been charged as required and that any dates of required replacement have been complied with.  Anchors, cables and windlass:  Verify required number and mass of anchors are on board and at least one anchor is installed ready for immediate use, check condition of anchors and cables for wear, deformation and fracture;  Examine windlass for operation and condition, including close up inspection of foundation and connections to deck and underside of deck.  Protection of personnel. Examine condition of bulwarks, guardrails and stanchions; check for corrosion, especially where there are dissimilar metals and stanchion bolted connections to deck.  Check handrails on bulkheads and conditions of gangways. Notes on Drydocking & links with Class etc A docking survey should be carried out twice within a five-year period. The intermediate survey must be completed within three years. One of the two docking surveys within the five-year period should coincide with a special survey. A docking survey is considered to coincide with the special survey when held within the 15 months prior to the due date of the special survey. Further research – have a look at http://www.bahamasmaritime.com/bulletins.php?page=38 and under Bulleting 73 you will find more information about the inspection of Passenger ships IMO have now also agreed the Enhanced program of Inspections during the survey of Tankers and Bulk Carriers (2011 ESP code) a full text of the requirements can be found at: http://imodocs.com/txt/data_www/texts/A1049_27e.php3. Establishing links with the appropriate classification societies will be a very important task for the superintendent. Setting up these links will mean that the superintendent will be able to gain access to the latest thinking within the classification society associated with his or her vessels. Linking to specific individuals will be important but also subscribing to newsletters and briefings will be very beneficial. As will links with;  Insurance companies;  flag state; and  port state control. Spares Many companies supplying parts/spares to the maritime industry subscribe to a quality control or assurance system (for example, ISO 9001).This should give the purchaser some reassurance that the products originating from such sources have a recognised system to verify the quality of the product whether it be a service or a part/consumable item. Such systems have been increasing in importance in recent years. There are benefits and drawbacks to such systems; one of the largest drawbacks being that it is very often required, when quoting for work, that your own company must also be registered as having a quality control system. Sometimes the requirement also "spreads" so that the customer may require that all of your suppliers are also registered for quality control. This type of spiral can raise costs when offering services to customers Maintenance It has been mentioned earlier in this module how the advancement and better understanding of material science is improving the reliability of machinery. However, these improvements will only be realised if the machinery is operated and maintained correctly over its entire life cycle. Engine manufacturers may well be increasing the Time Between Overhauls (TBO) but this will only happen if the supporting components are kept in good condition, for example the piston and piston rings will only remain in good condition if the fuel injection equipment is kept in good condition and on a large two stroke the good condition will also depend very much on the correct operation of the cylinder lubricating oil system.Breakdown maintenance or "run to failure" is a perfectly legitimate maintenance strategy if it is used in the correct way. It is not correct to apply this method to all machinery or to machinery that is critical to the operation of the vessel. On the other hand, it may be cost effective to allow a small transfer pump to run until it shows visible signs of failure and then replace the whole pump. Ships form a vital link in global transport systems. Any failure in this vital link will have a disproportionately adverse effect on the supply chain, customer costs and time schedules, which will continue sometime after the problems have been resolved. Unplanned loss of critical machinery will not only cause immediate financial damage, but also erode customer confidence, extending that damage far beyond the actual event. Ship's staff The modern trend in recruitment and/or promotion, especially to the more to senior positions, will be in part, due to performance, as well as longevity of service. This gives the superintendent the chance to evaluate the qualities and capabilities of individual staff. Building a team, where each person fits in, is just as important as the individual skills of each member of the team. Staff development programs can address technical short comings. However, clashes due to personality traits can be very difficult to overcome. Best management practice will include:  regular ship visits;  discussions with all staff and not just the senior staff;  scrutinising reports, log books and other documents for accuracy;  appraisals;  accident reports;  the condition of the vessels;  outstanding maintenance reports; and  performance records.For candidates taking the Diploma option, all Tutor Marked Assignments must be completed. There is a minimum pass mark for each assignment and candidates will be expected to reach this minimum standard. On the cover page of your assignment, please include the following information:  Your Name  Course Name – Diploma in Marine Engineering  Course Code – FLP2428 To speed the processing of assignments, please return your typed assignment by post, fax or email directly to the TMA Administrator: Post: Mrs Parmjit Gill TMA Administrator National Maritime TR North West Kent College Lower Higham Road Gravesend Kent DA12 2JJ United Kingdom Tel: +44 (0)1322 629684 Fax: +44 (0)1322 629667 Email: [email protected] Remember to keep a copy of your completed assignment in case of loss in the post. Please also state if you would like confirmation of receipt of your assignment. If so, you must include your email address, as confirmation by post or fax is not possible. Emailing assignments will only be accepted if they are sent as attachments to the email message. Emailing assignments will only be accepted if they are sent as a single attachment to an email message. Please copy the email to yourself so that you have proof of sending, in case of any delivery problems. You are reminded to complete each assignment by the suggested deadline date, so the marker can plan their time and return your work as quickly as possible. However, you can submit assignments at any time during the course, but a longer time period may elapse before your marked work is returned. The final deadline for this assignment is: 18th November 2016 For a full list of suggested course deadlines, assessment information and grading details, please see your Course Handbook and the Academic Course Handbook. These are both available on the course website. Lloyd's and the Lloyd's crest are the registered trademarks of the Society incorporated by the Lloyd's Act 1871 by the name of 'Lloyd's'