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Sand blasting of container ship

Blue Star 1 after various repairs in NEORION Syros shipyard

Submarine navy

Green renewable energy with generator turbines

Ultra high pressure water blasting 2.500 bar

VLCC after very serious repairs

Crude oil tanker after various repairs on deck pipes


Hosing down 200 bar

Dynamic Co. cherry pickers

On the right side: Chemical tank after painting

Final preparations before undocking

Oil well with storage tanks after painting

Tankers near the station for oil

Grit blasting of metal structures

Sand blasting of hull

Oil Rig after various special Paintings

Completed hull of vessel in dry dock

Blue Star Diagoras after external Low pressure washing & Painting

Inspection of hull

Spot grit blasting

Pipes transporting oil to storage tanks

Bottom of vessel after grit blasting

Fuel tank among maintenance

Fertilizer factory

Sandblaster on duty

Pipe lines and gas tanks

Petrochemical industrial plant

Tank coating

Blasting of paint for surface preparation

Blue Star Diagoras after various repairs in Piraeus

Tanker vessel

Industrial metal fuel tanks

Abrasive blasting of metal structures

Fuel tanks

Superfast Ferries IX after various repairs and reconditionin

Blue Star Ferry - Drydock

High pressure blasting 1000 bar

Painting of cruise vessel after low pressure washing

Oil & Gas supertanker after various repairs

Navy vessel after superstructure painting

Ship in dry dock

High pressure blasting 1600 bar

Painting of Bridge construction

Ships aft area after painting and drafts marking

Painting of Industrial warehouse

Technical Advisor & Project Manager


High pressure water blasting

Storage tank before maintenance

Korean shipyard

Welding works

Hull painting

115.00 tone oil tanker moored offshore

Painting of steel building


Large fuel storage tanks

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