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NAVY ENGINEERING BULLETIN MARCH 2003 65 only gauges calibrated on board were test equipment, safety related (eg: Gas Detectors) and any considered critical. Makes you ask what value we are gaining from removing and calibrating thousands of gauges each year. Especially when you consider the cost, down-time, and danger of system damage from this requirement! each port of call. For any planned or defect maintenance beyond ship’s staff capability, the Chief informs the ship manager when he wants it carried out and by whom from the preferred list. This works well as non-performing contractors simply don’t get the work next time. Machinery Operation PACIFIC TRIANGLE LOADING IRON ORE AT PORT HEADLAND The great size is not restricted to the outer dimensions. The engine room and machinery spaces are also cavernous and appear to be very well laid out. Being a long stroke cross-head design, a high deckhead is required above the main engine to allow for removal of the 2.3tonne pistons and 3metre long piston rods. The purifiers and HFO pumps are located in a separate, spacious, compartment, as are the generators. Speaking of size, the Chief Engineers cabin and dayroom, identical to the CO’s, is bigger than a Fremantle’s engine room! The Department The crew numbers 17 of which four, the Chief and 1st, 2nd and 3rd Engineers make up the important part. One Integrated Rating (IR) is also detailed off on a rotational basis to assist in the Engine Room. The 1st Engineer, equivalent to our DMEO, is seen as the HOD and holds an equivalent position to the 1st Mate (XO). Their cabins also both have Day Rooms although slightly smaller than the CO/Chief’s. The 1st, 2nd and 3rd Engineers all have specific areas they are responsible for eg: the 2nd Eng has Generators, the 3rd, Purifiers and water/fuel/oil testing etc. Planned Maintenance routines as they see fit, as long as they still conform to Classification Society and manufacturers requirements. Where I found this most useful was that anything learned during the course of a PM routine (eg: special tools to use, things to look out for etc) could be easily added to the routine and would be printed out next time it was due. The PM sheets were placed in a folder on a monthly basis in the Control Room. At the start of each day the engineers would choose which PMs, pertaining to their areas, they wanted to do that day and, on completion, place the opening/closing reports, spares consumed list etc, back in the folder. Spares inventory control is carried out using another apparently simple and user friendly system called “Microstore”. This system is easily cross-linked to various items of machinery and PMs utilising similar spares. Most other reports, such as fuel usage, engine hours etc, are completed on generic Excel spreadsheets. The Chief holds a “Certificate of Authorisation” from Lloyds to carry out most of their Surveys on a rolling basis. Some surveys, such as the main engine main journal bearings, can only be carried out by Lloyds’ surveyors: to ensure the society retains visibility of machinery state. Another interesting point: the 3rd Mate (equivalent to a SBLT with a bridge ticket) is also the NBCD Yeoman, and the seamanship department is responsible for all cargo loading/unloading and ship’s stability. This is extremely important as the stresses imposed by incorrect loading can result in catastrophic structural failure (in recent years, more vessels have been lost without trace after leaving Port Headland than any other port in the world). Defect Maintenance Any defect maintenance carried out by the crew is recorded on worksheets at the end of each day, for updating of records by the Chief. A list of “company preferred” contractors is held for The vessel runs Unmanned Machinery Spaces (UMS), which means that, apart from a set of rounds carried out by the duty It seemed very alien to change the alarm panel to “unmanned” and walk out of that huge engine room leaving no-one on watch. engineer (on the gear) at 2100, the spaces are unmanned from 1700 until 0800 and during lunch and smokos. It seemed very alien to change the alarm panel to “unmanned” and walk out of that huge engine room leaving no-one on watch. Having said that, I see no reason why warships of the future can’t be operated the same way while “steady steaming” and indeed some RAN vessels could be relatively easily modified to operate UMS. The alarm and control systems fitted after the fire to the already UMS classed WESTRALIA, are actually more The Chief acts as the PM coordinator, using what appeared to be simple and user friendly software called “Microplan”. He/she can also change the PM One point of note wrt planned maintenance: neither the classification societies, AMSA, the owners, or manufacturers, require all gauges to be calibrated; the PACIFIC TRIANGLE’S ENORMOUS MAIN ENGINE TURBOCHARGER
66 NAVY ENGINEERING BULLETIN MARCH 2003 modern and comprehensive than those on the two year old Pacific Triangle. Food for thought? Quality and Operational Documents BHP/Teekay vessels operate under a Quality System known as the QASEP (Quality, Safety and Environmental Protection) Management System. The governing document for this system is the Marine Logistic Services – Operations - Management Manual (MLSOMM) are company specific, and the remaining two, Work Instructions and Operations Procedures (PAC- WI and PAC-OPS in the case of Pacific Triangle), are ship specific. The manuals are designed to satisfy the objective of retaining certification under: ISO 9001 Quality Management Systems DNV Management of Safety and Environmental Protection (SEP) Rules, and ISM Code Chapter IX of SOLAS. The alarm and control systems fitted after the fire to the already UMS classed WESTRALIA, are actually more modern and comprehensive than those on the two year old Pacific Triangle. Food for thought? with four other primary documents used for vessel operation. Two of these primary documents, the Vessel Operations Management Manual (VOMM) and the Vessel Operations Management Manual – Common Vessel Procedures (VOMM-CVP), MAIN ENGINE, BOTTOM PLATES The manuals cover the following areas: MLSOMM Organisational Structure QASEP Management, Implementation and Auditing OH&S Pollution Ship Safety Training and Qualifications Regulations and Laws Purchasing and Sub-Contracting Insurance Administration Documentation Ship Acquisition Emergency/Contingency Planning Management System Procedures VOMM Covers the same areas as the MLSOMM but with the inclusion of: Responsibilities and Duties of All Personnel Onboard VOMM-CVP Management System Review Documentation and Document Control Administration Resources & Personnel (Manning, Training, Victualling, Working Hours etc) Accidents, Hazards, Safety Procedures Navigation Maintenance Fuels and Oils Waste Management PAC-OPS Navigation Cargo Deck Engineering Maintenance Bunkering Waste PAC-WI Crew Induction Arrival & Departure Check-lists Equipment Operation Machinery Operation Safety Equipment Rounds Waste Management I found all of these documents to be easy to use, well written, and informative, but sometimes lacking detail. The VOMM and VOMM-CVP can only be changed by BHP T&L management. Recommended changes to OPS are forwarded to the vessel management, while WIs can be changed by ship’s staff. Performance Appraisal BHP’s “Officer Review and Development Program” is a result of agreements between the company, unions, and Masters and Chiefs, and a development process involving a cross-section of officers (remember all engineers are officers). Masters and Chiefs are required to be reviewed yearly and all others biennially. The areas covered are not unlike those used in our own Performance Appraisal process but some points of interest are: • Goal setting and achievement for Masters and Chiefs includes ship’s, as well as personal, goals, • The person being assessed is required to include a “self rating” for each section, and • The system appears much simpler than, and is certainly no where near the administrative nightmare of, our newly implemented system (although promotions appear less reliant on performance and more on qualifications aquired). Daily Routine Ship’s staff work a seven day week for the entire six week “swing”. My standard working day onboard consisted of: 0645 Attend HODs meeting – the Mate, 1st Engineer and Chief Integrated Rating(CIR) plan the day’s and upcoming work including employment of the IRs. 0730-0800 Breakfast 0800 Turn to 1000-1030 Smoko 1200-1300 Lunch 1500-1530 Smoko 1700 Stand Down 1730-1800 Dinner If you had the watch (on the gear) which occurred every third day, two sets of rounds, at 0800
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