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Tanker vessel

Ship in dry dock

Painting of cruise vessel after low pressure washing

Storage tank before maintenance

Crude oil tanker after various repairs on deck pipes

Painting of steel building

High pressure blasting 1000 bar

Industrial metal fuel tanks

Welding works

Oil well with storage tanks after painting

Hosing down 200 bar

Submarine navy

Superfast Ferries IX after various repairs and reconditionin

Painting

Sand blasting of container ship

Blue Star Diagoras after various repairs in Piraeus

Blue Star 1 after various repairs in NEORION Syros shipyard

Sandblaster on duty

Dynamic Co. cherry pickers

Navy

Fuel tank among maintenance

Blue Star Ferry - Drydock

Oil Rig after various special Paintings

On the right side: Chemical tank after painting

High pressure water blasting

Oil & Gas supertanker after various repairs

VLCC after very serious repairs

Final preparations before undocking

Tankers near the station for oil

Blue Star Diagoras after external Low pressure washing & Painting

Abrasive blasting of metal structures

Navy vessel after superstructure painting

Green renewable energy with generator turbines

Inspection of hull

Pipes transporting oil to storage tanks

115.00 tone oil tanker moored offshore

Tank coating

Fuel tanks

Grit blasting of metal structures

Large fuel storage tanks

Spot grit blasting

Hull painting

Blasting of paint for surface preparation

Petrochemical industrial plant

Sand blasting of hull

Pipe lines and gas tanks

Painting of Bridge construction

Ships aft area after painting and drafts marking

Korean shipyard

Ultra high pressure water blasting 2.500 bar

Fertilizer factory

Technical Advisor & Project Manager

Painting of Industrial warehouse

Navy

Completed hull of vessel in dry dock

High pressure blasting 1600 bar

Bottom of vessel after grit blasting

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