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VLCC after very serious repairs

Blue Star Diagoras after various repairs in Piraeus

Ship in dry dock

Sandblaster on duty

Oil well with storage tanks after painting

On the right side: Chemical tank after painting

Welding works

High pressure water blasting

Tankers near the station for oil

Hosing down 200 bar

Inspection of hull

Dynamic Co. cherry pickers

Submarine navy

Fertilizer factory

Painting of Industrial warehouse

Bottom of vessel after grit blasting

Petrochemical industrial plant

Oil Rig after various special Paintings

Painting of steel building

Painting

Ultra high pressure water blasting 2.500 bar

Sand blasting of container ship

Navy

Korean shipyard

Green renewable energy with generator turbines

Storage tank before maintenance

Oil & Gas supertanker after various repairs

Navy

Technical Advisor & Project Manager

Pipes transporting oil to storage tanks

Grit blasting of metal structures

Abrasive blasting of metal structures

Blue Star 1 after various repairs in NEORION Syros shipyard

Hull painting

Tank coating

Washing of building

Crude oil tanker after various repairs on deck pipes

Large fuel storage tanks

Superfast Ferries IX after various repairs and reconditionin

Tanker vessel

Painting of Bridge construction

High pressure blasting 1600 bar

Completed hull of vessel in dry dock

Sand blasting of hull

115.00 tone oil tanker moored offshore

Ships aft area after painting and drafts marking

Spot grit blasting

Blue Star Diagoras after external Low pressure washing & Painting

Painting of cruise vessel after low pressure washing

Fuel tanks

Final preparations before undocking

Blue Star Ferry - Drydock

Fuel tank among maintenance

Navy vessel after superstructure painting

High pressure blasting 1000 bar

Industrial metal fuel tanks

Pipe lines and gas tanks

Blasting of paint for surface preparation

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