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Hosing down 200 bar

Storage tank before maintenance

Painting of Bridge construction

Submarine navy

Tank coating

High pressure blasting 1000 bar

Bottom of vessel after grit blasting

Ships aft area after painting and drafts marking

Painting

115.00 tone oil tanker moored offshore

Blue Star 1 after various repairs in NEORION Syros shipyard

VLCC after very serious repairs

Sandblaster on duty

Superfast Ferries IX after various repairs and reconditionin

Oil well with storage tanks after painting

High pressure blasting 1600 bar

Tankers near the station for oil

Large fuel storage tanks

Welding works

Tanker vessel

Green renewable energy with generator turbines

Technical Advisor & Project Manager

Hull painting

Fuel tank among maintenance

Petrochemical industrial plant

Navy vessel after superstructure painting

Blue Star Diagoras after external Low pressure washing & Painting

Final preparations before undocking

Painting of steel building

Navy

Dynamic Co. cherry pickers

Inspection of hull

Pipe lines and gas tanks

Painting of cruise vessel after low pressure washing

Fertilizer factory

Blue Star Diagoras after various repairs in Piraeus

Painting of Industrial warehouse

Pipes transporting oil to storage tanks

On the right side: Chemical tank after painting

Industrial metal fuel tanks

Grit blasting of metal structures

Ship in dry dock

Crude oil tanker after various repairs on deck pipes

Oil Rig after various special Paintings

Spot grit blasting

Navy

High pressure water blasting

Completed hull of vessel in dry dock

Abrasive blasting of metal structures

Blasting of paint for surface preparation

Oil & Gas supertanker after various repairs

Korean shipyard

Blue Star Ferry - Drydock

Fuel tanks

Ultra high pressure water blasting 2.500 bar

Sand blasting of container ship

Sand blasting of hull

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