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Pipe lines and gas tanks

Hull painting

Submarine navy

Grit blasting of metal structures

Sand blasting of hull

Painting

Fertilizer factory

Korean shipyard

Oil & Gas supertanker after various repairs

Superfast Ferries IX after various repairs and reconditionin

115.00 tone oil tanker moored offshore

Blue Star Diagoras after external Low pressure washing & Painting

Navy vessel after superstructure painting

Welding works

Inspection of hull

Crude oil tanker after various repairs on deck pipes

Petrochemical industrial plant

Washing of building

On the right side: Chemical tank after painting

Spot grit blasting

Painting of steel building

Final preparations before undocking

Dynamic Co. cherry pickers

VLCC after very serious repairs

Painting of cruise vessel after low pressure washing

Navy

Tank coating

Oil well with storage tanks after painting

Ship in dry dock

Storage tank before maintenance

Tankers near the station for oil

High pressure blasting 1600 bar

Blue Star Diagoras after various repairs in Piraeus

Technical Advisor & Project Manager

Blasting of paint for surface preparation

Ships aft area after painting and drafts marking

Navy

Pipes transporting oil to storage tanks

Industrial metal fuel tanks

Bottom of vessel after grit blasting

Painting of Bridge construction

Sandblaster on duty

Fuel tanks

Oil Rig after various special Paintings

Fuel tank among maintenance

Blue Star 1 after various repairs in NEORION Syros shipyard

Completed hull of vessel in dry dock

High pressure water blasting

Tanker vessel

Hosing down 200 bar

Large fuel storage tanks

Abrasive blasting of metal structures

Sand blasting of container ship

High pressure blasting 1000 bar

Blue Star Ferry - Drydock

Ultra high pressure water blasting 2.500 bar

Green renewable energy with generator turbines

Painting of Industrial warehouse

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