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Painting of Bridge construction

115.00 tone oil tanker moored offshore

Blue Star Diagoras after various repairs in Piraeus

Completed hull of vessel in dry dock

Painting of cruise vessel after low pressure washing

High pressure water blasting

Storage tank before maintenance

Blue Star Ferry - Drydock

Superfast Ferries IX after various repairs and reconditionin

Welding works

VLCC after very serious repairs

Spot grit blasting

Petrochemical industrial plant

Inspection of hull

Ship in dry dock

Blue Star 1 after various repairs in NEORION Syros shipyard

Pipes transporting oil to storage tanks

Painting

Sandblaster on duty

Navy vessel after superstructure painting

Painting of steel building

Crude oil tanker after various repairs on deck pipes

Hull painting

Dynamic Co. cherry pickers

Large fuel storage tanks

Navy

Green renewable energy with generator turbines

Oil well with storage tanks after painting

High pressure blasting 1000 bar

Washing of building

Blasting of paint for surface preparation

Ships aft area after painting and drafts marking

Oil & Gas supertanker after various repairs

Pipe lines and gas tanks

On the right side: Chemical tank after painting

Grit blasting of metal structures

Tank coating

Bottom of vessel after grit blasting

Final preparations before undocking

Sand blasting of container ship

Korean shipyard

Industrial metal fuel tanks

Navy

Technical Advisor & Project Manager

High pressure blasting 1600 bar

Painting of Industrial warehouse

Fertilizer factory

Ultra high pressure water blasting 2.500 bar

Fuel tanks

Tanker vessel

Hosing down 200 bar

Fuel tank among maintenance

Abrasive blasting of metal structures

Blue Star Diagoras after external Low pressure washing & Painting

Tankers near the station for oil

Oil Rig after various special Paintings

Submarine navy

Sand blasting of hull

ISO 9001 Certificate

Trends and Direction

ISO 9001 remains the largest third-party management system certification program worldwide. Much of recent growth in ISO 9001 is in services businesses, which has led to adaptations in the application of the standard. ISO 9001 originally was developed for manufacturing companies, and in particular companies producing intermediate products. The increase in service businesses and end-product manufacturers working with ISO 9001 has in many cases meant that the customer is an end consumer rather than an intermediate business.

The success of the ISO 90001 standard also is driving the development of several related industry-specific standards. The most important of these include the automotive, aerospace, chemical and oil and gas industries. Development of these industry-specific quality standards in turn is feeding back new insights to ISO 9001, resulting in the dynamic evolution of quality management standards.

In the marketplace, ISO 9001 certification has reached a tipping point in many markets, where it has become a disadvantage “not to” have it. This is leading to a significant number of companies adopting the standard, who may have avoided it earlier.

To lead and operate an organization successfully, it is necessary to manage it in a systematic and viable manner. The guidance to management offered in this International Standard is based on eight quality management principles.

Use of the 8 Quality Management Principles:

  • Customer Focus
  • Leadership
  • Involvement of the People
  • Process Approach
  • System Approach to Management
  • Continual Improvement
  • Factual Approach to Decision Making
  • Mutually Beneficial Supplier Relationships

Successful use of the eight management principles by an organization will result in benefits to interested parties, such as improved monetary returns, the creation of value and increased stability.

Benefit, cost and risk management considerations are important for the organization, its customers and other interested parties:

  • Customer loyalty
  • Repeat business and referral
  • Operational results such as revenue and market share
  • Flexible and fast responses to market opportunities
  • Costs and cycle times through effective and efficient use of resources
  • Alignment of processes which will best achieve desired results
  • Competitive advantage through improved organizational capabilities
  • Understanding and motivation of people towards the organization’s goals and objectives, as well as participation in continual improvement
  • Confidence of interested parties in the objectiveness and efficiency of the organization, as demonstrated by the financial and social benefits from the organization’s performance, product life cycle, and reputation
  • Ability to create value for both the organization and its suppliers by optimization of costs and resources as well as flexibility and speed of joint responses to changing markets

Machineries