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Bottom of vessel after grit blasting

Inspection of hull

Navy

Oil Rig after various special Paintings

Technical Advisor & Project Manager

Green renewable energy with generator turbines

Storage tank before maintenance

Fertilizer factory

Blue Star 1 after various repairs in NEORION Syros shipyard

Blue Star Ferry - Drydock

Painting

Petrochemical industrial plant

High pressure blasting 1000 bar

Sand blasting of hull

Tank coating

Ship in dry dock

Large fuel storage tanks

Fuel tanks

Oil well with storage tanks after painting

Crude oil tanker after various repairs on deck pipes

Ultra high pressure water blasting 2.500 bar

115.00 tone oil tanker moored offshore

Oil & Gas supertanker after various repairs

Ships aft area after painting and drafts marking

Sand blasting of container ship

Fuel tank among maintenance

Painting of cruise vessel after low pressure washing

Blue Star Diagoras after various repairs in Piraeus

Tanker vessel

High pressure water blasting

Pipe lines and gas tanks

Navy vessel after superstructure painting

Grit blasting of metal structures

Korean shipyard

Superfast Ferries IX after various repairs and reconditionin

Spot grit blasting

Painting of Industrial warehouse

Painting of Bridge construction

Dynamic Co. cherry pickers

Painting of steel building

VLCC after very serious repairs

Navy

Welding works

High pressure blasting 1600 bar

Final preparations before undocking

Tankers near the station for oil

Blasting of paint for surface preparation

Industrial metal fuel tanks

Abrasive blasting of metal structures

Submarine navy

Hosing down 200 bar

Sandblaster on duty

On the right side: Chemical tank after painting

Blue Star Diagoras after external Low pressure washing & Painting

Washing of building

Hull painting

Completed hull of vessel in dry dock

Pipes transporting oil to storage tanks

Integrated management systems are a common sense response to the proliferation of management systems, and to changes in manufacturing supply chains.

Integrated systems are a response for companies with multiple certifications. There are common components in many management systems since each system has to stand on its own. The potential for duplication of effort increases, especially as the number of installed systems gets to three, four or five. Integrated systems rationalize this duplication while preserving the unique elements of each system.

Changes in manufacturing supply chains also are driving the development of integrated systems. Operations among companies in some manufacturing complexes have become so intertwined that it is easier to evaluate the entire “super-facility” than each piece individually.

For example:

  1. In discrete product manufacturing, supplier facilities are co-located with prime manufacturer facilities. An integrated management system approach treats the entire complex as a super facility.
  2. In process industries, some large chemical facilities have been sold in pieces to different companies who focus on particular markets and products. Physically, the pieces of the facility are interoperable, although they have differing ownership. An integrated management systems approach starts with the super-facility, and then works with individual pieces only to the extent that they have unique operations.

Integrated management systems are a natural response to changes in the market. But only registrars with the long-term perspective of certification from pre-ISO time can best combine the essential elements to create an efficient integrated management system.

Machineries