1

SARKAR QUESTION ANSWER

1. Dry dock budgeting, commercial, financial
and technical aspects.
DRY DOCK & REPAIR EXPENSES

 Docking Charges ( for entry & exit from the Dry-dock )

 Dry-dock charge on per day/ per hour basis

 Setting / removal of additional keel blocks ( per unit )

 Hull cleaning charges; High pressure jet cleaning, shot blasting.

 Painting cost: Per Coat / per square meter. Consider expenses for various coats like primer/ under coat/ final
coat. Cost is dependent on the type of paint. Paint should not be harmful to the environment.

 Shore/heavy lift Crane hire charges

 Cost of Electrical power consumed.

 Survey Fees.

 Charges for various shore reception facilities to be availed.

 Anchor & Chain maintenance

 D.B tank cleaning & inspection.

 Under water hull inspection & maintenance

 Maintenance of underwater valves & fittings.

 Staging for propeller and rudder work.

 Inspection & maintenance of Propeller/ Rudder/ Seals stern tube.

 Cleaning of bilge area.

 Repair of underwater pipings..

 Cost of NDT for under water plating.

 Repair/ inspection cost of bow thrusters

 Repair/ inspection of fin stabilisers.

DRYDOCKING ECONOMY

THE FOLLOWING TO BE BORNE IN MIND

• REPAIRS DONE THROUGH AFLOAT WORKSHOPS ARE ALWAYS CHEAPER

• MOST OF THE SPECIALIZED JOBS ARE DONE THRU SUBCONTRACTORS

• A REPAIR WILL ALWAYS BE CHEAPER IF THE MATERIALS CAN BE ORGANIZED CHEAPLY BY SHIP OWNER.

• ALL ADDITIONAL WORK WILL BE CHARGED AT A VERY HIGH RATE.

THE SMALLER THE FABRICATION JOBS/STEEL JOBS ON DECK--THE MORE UNECONOMICAL IT BECOMES

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• QUANTITIES OF STEEL WORK/PIPE WORK/HULL PAINTING ETC ARE TO BE DETERMINED WITH RESPECT TO
CONDITIONS IN TARIFF LIKE

• MINIMUM KGS PER LOCATION

• MINIMUM METERS PER LOCATION.

• CHARGES FOR INWAY AND ACCESS WORK

• MINIMUM SURFACE (BLASTING)

• MINIMUM NO OF POINTS PER LOCATION (GAUGING)

 IT WOULD BE COST EFFECTIVE TO TAKE A QUOTE FOR THE FOLLOWING:-

- UNSHIPMENT OF RUDDER

- RENEWAL OF CARRIER BEARING WITH YARD MATERIAL

- RENEWAL OF PINTLE BEARING WITH YARD MATERIAL

- STANDARD TARIFF FOR O’HAUL OF MOTORS (KW BASIS) /PUMPS (KW BASIS)/PIPES(METER BASIS)/ TESTING OF

PIPES (METER BASIS) /TESTING OF WELDS (METER BASIS)

• SUPPLY OF SKILLED AND UNSKILLED MANPOWER (HOURLY BASIS)

• MAGNAFLUX / RADIOGRAPHY AND OTHER TESTS

• STAGING (TOWER AND BLOCK

• BUILDUP OF PITS/REWELD BOTTOM PLATES

• BEST ECONOMY IS AN OUTCOME OF A TIGHT SPECIFICATION

DRYDOCKING COMMERCIAL

THE FOLLOWING IMPORTANT ASPECTS ARE COVERED BY

THE CONTRACT DOCUMENT

• TIME OF COMPLETION

• DISCOUNT OFFERRED

• PENALTY CLAUSES

• REPAIR SPECIFICATIONS

• PAYMENT SCHEDULE & REDELIVERY OF VESSEL

• OWNERS RIGHTS

• YARDS RESPONSIBILTY AND LIMITATIONS

• GUARANTEE

• ENGAGEMENT OF SUBCONTRACTORS AND SURCHARGE

• WORK DONE CERTIFICATES

• OWNERS REPRESENTATIVE AND AUTHORITY

• CANCELLATION CLAUSE / TERMS

• FACILITIES TO BE PROVIDED TO OWNERS REPRESENTATIVES

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• CHANGE OF SCOPE OF REPAIR

• SPARES AND STOWAGE

• PILOTAGE TUGS ETC FOR SHIFTING FOR YARDS CONVIENIENCE

DRY DOCKING

THE MAJOR EVENT

• PREPARING THE VESSEL FOR THE NEXT 30MONTHS

• COST

DRYDOCKING MAINTENANCE ALTERNATIVES

CREW

• TRAVELLING SQUADS

• SHORE ASSISTANCE

• COMPARE WITH SHIPYARD

• HEAVY WORK INVOLVING HIGH LIFTS

TRANSPORTATION

• LOWEST COST

DRYDOCKING SPECIFICATION

MOST IMPORTANT DOCUMENT

• TERMS/CONDITIONS

• DESCRIPTION OF ALL JOBS

• COMPILING THE SPECIFICATIONS AS

EARLY AS POSSIBLE

DRYDOCKING FLOW CHART

REPAIR LIST FROM VESSEL LIST OF SURVEYS

VISIT TO THE VESSEL BY SUPT. VERIFICATION OF LIST

ENQUIRY TO SHIPYARDS

EVALUATION OF QUATIONS/NEGOTIATIONS/SELECTION OF YARD

ORDERING OF SERVICES AND SPARES

VERIFICATION OF REPAIR LIST

NOMINATION OF AGENT

DRYDOCKING/VERIFICATION OF WORK DONE

SHIPYARD BILL NEGOTIATION AND SETTLEMENT

DRYDOCKING SUCCESS FACTORS

• KNOWING THE VESSEL

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• GOOD AND COMPLETE

SPECIFICATION

• PLANNING

• CONTROLLING THE YARD

• ADEQUATE RESOURCES

DRYDOCKING: THE SUCCESSFULL DD

• THE SPECIFICATION TO COVER BETWEEN 80-90% OF ALL WORK

• NO MAJOR EXTRA COST

• WITHIN THE STIPULATED TIME AND ESTIMATED COST

DRYDOCKING PREPARATION FOR ENTRY

• VESSEL TO BE FREE FOR HOT WORK AND

• BUNKENCLOSED PLACES TO BE VENTILATED AS REQUIRED ERS / F.WATER / BALLAST ETC. BE SUITABLY
DISTRIBUTED TO ACHIEVE SUGGESTED TRIM.
• WORKS IN SPECIFICATION IDENTIFIED / MARKED.
• SUPERVISION DUTIES DECIDED AND AGREED TO.

DRYDOCKING SURVEYS

• A LIST OF ALL ITEMS TO BE SURVEYED IS KEPT READY

• LIST OF ALL CERTIFICATES EXPIRING IS READY

• LIST OF CONDITIONS OF CLASS TO BE DEALT WITH IS CLEAR

• LIST OF NEW APPLICABLE REGULATIONS TO BE ATTENDED TO IS AVAILABLE.

• MODIFICATIONS /FABRICATIONS IF ANY AS PER NEW REGULATIONS SHOULD ALREADY BE IN THE SCOPE OF REPAIRS

• LIASE WITH THE SURVEYOR AND AGREE ON THE SCOPE OF INSPECTIONS / DURATION OF INSPECTIONS.

• TO KEEP SURVEYOR INFORMED ABOUT THE DOCKING SURVEYS AND GET A LIST OF RECOMMENDATIONS AT THE
EARLIEST FOR COMPLETION OF STATUTORY CERTIFICATES.

• GET SURVEYORS APPROVAL FOR THE SCOPE OF REPAIRS INVOLVING CLASS.

PRE DOCKING SURVEYS

• GET THE GAUGING REPORTS VERIFIED AND ESTABLISH THE SCOPE OF STEEL REPAIRS.

• AGREE WITH SURVEYORS ACTION PLAN FOR CREDITING OF CARGO /BALLAST TANKS FOR (INTERMEDIATE/SPECIAL)
SURVEYS

• AGREE ON TESTING PROCEDURES / REPAIR PROCEDURES IF ANY AND PRESS TEST OF TANKS AS PER REQUIREMENTS.

• IT IS ADVANTAGEOUS TO PLAN TO CREDIT ALL TANKS PRIOR TO DOCKING, THE TRADING PATTERN PERMITTING.

• TO CREDIT MAX POSSIBLE CSM ITEMS PRIOR TO DOCKING.

DRYDOCK WORK SCHEDULE

• SHIP STAFF AND YARD JOBS ARE CLEARLY UNDERSTOOD / PLANNED AND CARRIED OUT WITHOUT INTERFERANCE

• YARD JOBS (INPROCESS AND COMPLETION AND TESTING) ARE PROPERLY SUPERVISED

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• SPARES SUPPLIED TO YARD BY VESSEL / ARRIVAL OF NEW SPARES ETC ARE PROPERLY RECORDED AND MONITORED

• DECISION MAKINGS ARE PROPERLY DELEGATED

• ONBOARD TIMINGS ARE SUITABLY ALTERED TO GET MAX PRODUCTIVITY.

• SHIPBOARD MEETINGS ARE PROPERLY TIMED TO CONTINOUSLY MONITOR THE SITUATION.

• REPAIR TEAMS IF ANY ARE TO BE PROPERLY UTILISED AND EFFECTIVELY MONITORED

DRY DOCKING SAFETY

• SAFETY MEETINGS INVOLVING YARD AND SHIP STAFF TO BE PROPERLY TIMED AND WELL ATTENDED

• VIOLATION OF YARD GUIDELINES ARE TO BE STRICTLY DISCOURAGED (HOTWORK IN ENGINE ROOM ETC.)

• TANK ENTRIES ETC. ARE TO BE DONE STRICTLY ACCORDING TO PROCEDURES AND PERSONNEL TO BE DOUBLY CAREFUL
WHILECLOSING OPENINGS

• IMPORTANCE TO BE GIVEN TO ATTIRE.

• EXTREME CARE TO BE EXERCISED WHILE TURNING ENGINES/OPERATING STEERING GEAR/STARTING

BLOWERS/SWITCHING ON ELECTRICAL BREAKERS/PRIOR TRIALS ETC.

• SYSTEMS ARE TO BE PROPERLY DEACTIVATED AND RENDERED SAFE (DEPRESSURISE HYDRAULIC LINES/EMPTY OIL
LINES/DRAIN SEA WATER LINES ETC)

• BOUNDARIES OF FUEL OIL TANKS ARE PROPERLY MARKED

• THE TANK DRAIN PLUGS ARE PROPERLY MARKEDIIDENTIFIED AND PROTECTED FROM INADVERTANT OPENING.

• FRAME NOS ARE SUITABLY MARKED ON DECK/SIDES AND BOTTOM.

• VENT PIPES ARE SUITABLY MARKED/IDENTIFIED.

DRYDOCKING ECONOMY

THE FOLLOWING TO BE BORNE IN MIND

• REPAIRS DONE THROUGH AFLOAT WORKSHOPS ARE ALWAYS CHEAPER

• MOST OF THE SPECIALIZED JOBS ARE DONE THRU SUBCONTRACTORS OR REPRESENTATIVES OF OEMS WITH A
SURCHARGE.

• A REPAIR TEAM WILL ALWAYS BE CHEAPER IF THE MATERIALS CAN BE ORGANIZED CHEAPLY.

• YOU WILL LOOSE A FORTUNE IF YOU NEED TO DO TANK CLEANING INSIDE A YARD.

• ALL ADDITIONAL WORK WILL BE CHARGED AT A VERY HIGH RATE.

• THE SMALLER THE FABRICATION JOBS/STEEL JOBS ON DECK--THE MORE UNECONOMICAL IT BECOMES

• QUANTITIES OF STEEL WORK/PIPE WORK/HULL PAINTING ETC ARE TO BE DETERMINED WITH RESPECT TO
CONDITIONS IN TARIFF LIKE

• MINIMUM KGS PER LOCATION

• MINIMUM METERS PER LOCATION.

• CHARGES FOR INWAY AND ACCESS WORK

• MINIMUM SURFACE (BLASTING)

• MINIMUM NO OF POINTS PER LOCATION (GAUGING)

• WATCH OUT FOR THESE DANGER AREAS

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PIPE CLAMPS

TRANSPORT TO WORKSHOP

MACHINING/FABRICATION ITEMS

CLEANING

VENTILATIONS/BILGES/SERVICES.

• IT WOULD BE COST EFFECTIVE TO TAKE A QUOTE FOR THE FOLLOWING:-

- UNSHIPMENT OF RUDDER

- RENEWAL OF CARRIER BEARING WITH YARD MATERIAL

- RENEWAL OF PINTLE BEARING WITH YARD MATERIAL

- STANDARD TARIFF FOR O’HAUL OF MOTORS (KW BASIS) / PUMPS (KW BASIS)/PIPES (METER BASIS)/ TESTING OF PIPES
(METER BASIS) /TESTING OF WELDS (METER BASIS) /

SUPPLY OF SKILLED AND UNSKILLED MANPOWER (HOURLY BASIS)/MAGNAFLUX / RADIOGRAPHY AND OTHER TESTS /
STAGING (TOWER AND BLOCK/BUILDUP OF PITS/REWELD BOTTOM PLATES

• BEST ECONOMY IS AN OUTCOME OF A TIGHT SPECIFICATION

DRYDOCKING COMMERCIAL

THE FOLLOWING IMPORTANT ASPECTS ARE COVERED BY

THE CONTRACT DOCUMENT

• TIME OF COMPLETION

• DISCOUNT OFFERRED

• PENALTY CLAUSES

• REPAIR SPECIFICATIONS

• REPAIR SPECIFICATIONS

• PAYMENT SCHEDULE & REDELIVERY OF VESSEL

• OWNERS RIGHTS

• YARDS RESPONSIBILTY AND LIMITATIONS

• GUARANTEE

• ENGAGEMENT OF SUBCONTRACTORS AND SURCHARGE.

• WORK DONE CERTIFICATES

• AUTHORITY AND OWNERS REPRESENTATIVE

• CANCELLATION CLAUSE / TERMS

- FACILITIES TO BE PROVIDED TO OWNERS REPRESENTATIVES

- CHANGE OF SCOPE OF REPAIRS

- SPARES AND STOWAGE

- PILOTAGE TUGS ETC FOR SHIFTING FOR YARDS CONVIENIENCE

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• THE OWNERS ENQUIRY CONTAINS THE CONDITIONS

OF THE OWNERS

• THE YARDS OFFER CONTAINS THE YARDS

RULES AND CONDITIONS

• THE CONDITIONS IN THE YARDS OFFER STAND VALID

EVEN IF THEY ARE CONTRADICTORY TO OWNERS

REQUEST ONCE THE VESSEL HAS BEEN STEMMED

• THE AREAS OF CONTRADICTIONS ARE TO BE AGREED

UPON / THRASHED OUT PRIOR STEMMING THE VESSEL.

DRYDOCKING TECHNICAL CORROSION PROTECTION

ANODES

- CHOICE OF THE CORRECT TYPE AND QUANTITY OF ANODES.

- REPLENISHING OF ELECTRODES FOR IMPRESSED CURRENT

SYSTEMS IF FITTED.

- PROTECTION OF ANODES WHILE PAINTING

- CORRECT PLACING OF ANODES UNDER GUIDANCE FROM SUPPLIER.

- REMOVAL OF OLD ANODES

CORROSION PROTECTION

• LIFE OF THE VESSEL AND FUTURE EXPENDITURE DEPEND ON THE

QUALITY OF WORK DONE IN EVERY DOCKING.

• GET PROPER ADVICE FROM LEADING PAINT MANUFACTURER

AND GET AN IDEAL SCHEME

• ADVISABLE TO GO FOR THE BEST SURFACE PREPARATION AND

CHOOSE REAL GOOD PAINT (TYPE COMPATABLE WITH PREVIOUS

PAINT)

• PROCESS INCLUDE--H.P WASHING /FLOGGING/GRIT BLASTING

(S.A 1/2/2.5) OR HYDRO BLASTING/GRIT

SWEEPING/PRIMER COAT (2 OR 3 TOUCH UP COATS FOLLOWED BY

1 OR 2 FULL COATS) AS PER RECOMMENDED MICRON THICKNESS

/ STRIPE COATS (ON DECK)

• IMPORTANT ASPECTS ARE--PROPER SURFACE PREPARATION AND

CONTROL ON HUMUDITY.

DRYDOCKING TECHNICAL

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• STEEL WORK

- INSPECTION OF WELD QUALITY / FITUPS

- KEEP TRACK OF THE DIMENSIONS AND LOCATIONS

(FOR COMMERCIAL REASONS)

• RUDDER-

- BUSH CLEARANCE

- DROP

- SEALING 0 RINGS FOR THE TAPER SURFACE OF THE PINTLES

- PROPER CEMENTING OF PALM BOLTS

- WATER BOX CLOSING PLATE WATER TIGHTNESS

- JUMPING BAR /CLEARANCE

- KEY WAYS

• PROPELLER-

- PUSH UP AND PULL UP HYDRAULIC PRESSURES (PUSH UP CURVE)

- KEY WAYS

- POLISHING

• ANCHORS AND CHAIN-

- GAUGING AND REVERSAL IF REQD

- CLNG OF CHAIN LOCKER AND INSP

• HULL

- GAUGING OF STIKER PLATES

- BUILD UP OF PITS

- WEE OUT/GOUGE AND BUILD UP WELD SEAMS OF BOTTOM

PLATES

- INSPECTION OF DRAIN PLUGS

• CLEANING OF COOLERS AND HEATERS

• O’HAUL OF LARGE ELECTRIC MOTORS

• BALANCING OF ROTATING EQUIPMENTS AS REQD.

• O’HAUL OF MACHINERY AS REQD

• RECHECK ALIGNMENTS OF MACHINERIES IF DISTURBED.

• REMOVE DEFICIENCIES IN AUTOMATION AND CONTROL EQUIPMENT AS REQD.

DRYDOCKING INSTRUMENTATION AND NAVIGATING EQUIPMENTS

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• CALLIBRATION OF ELECTRICAL SWITCHBOARD METERS/OTHER

ELECTRICAL AND MECHANICAL MEASURING DEVICES

• O’HAUL OF MAIN BREAKERS AND CALLIBRATING SAFETY TRIPS.

• RECTIFY DEFICIENCIES IN NAVIGATING INSTRUMENTS

• RECTIFY DEFICIENCIES IN SAFETY SYSTEMS IF ANY.

DRYDOCKING PRIOR FLOODING

IMPORTANT ITEMS PRIOR FLOODING

- ALL TANK DRAIN PLUGS ARE INSPECTED AND VACUUM TESTED AFTER FITMENT

- ALL ANODES ARE FUNCTIONAL

- SEA CHEST GRATINGS ETC ARE SECURED

- CORRECT BALLAST IS TAKEN.

- INSPECT RUDDER (WATER BOX) / PROPELLER /ROPE GUARD

PRIOR UNDOCKING

- ALL CARGO/BALLAST TANKS ARE CLEAN FROM REMNANTS OF

STEEL WORK

- CARGO LINES ETC PRESSURE TESTED / PUMPS ARE TRIED OUT

- ALL TANK VALVES (IF REMOTE OPERATED) ARE TRIED OUT

- HATCH COVERS ETC AND OTHER TYPE OF CARGO GEAR ARE TRIED

OUT AND PROPERLY SECURED

- ALL SEA CHESTS ARE PROPERLY PURGED OF AIR

- ALL EQUIPMENT IN ENGINE ROOM ARE TRIED OUT

- MAIN ENGINES/BOILERS ARE PREHEATED AND READY FOR TRIALS

• SEA TRIALS

- ENGINES ARE RUN TO REQUIRED SPEED, MOVEMENTS ARE CHECKED.

-STEERING IS CONFIRMED TO BE PERFORMING SATISFACTORY

- STERN TUBE OIL IS CHECKED FOR MAINTAINING LEVEL.

• THE VESSEL MAY PROCEED TO SEA ON SATISFACTORY COMPLETION IN SOME CASES

2. PERT and CPM in details.

Program (Project) Management and Review Technique (PERT) and Critical Path Method
(CPM) are two popular statistical tool used by the business entities for the management of
the project. These two methods are used in the successful completion of a project and
hence used in conjunction with each other. Nevertheless, the truth is that CPM is different
from PERT in a way that the former cost based while the latter is time based. In the same

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manner, there are many differences between PERT and CPM, which we are going to discuss
in this article.

Definition of PERT

PERT is Program (Project) Evaluation and Review Technique, in which planning, scheduling,
organizing, coordinating and controlling of uncertain activities take place. The technique
studies and represents the tasks undertaken to complete a project, to identify the least time
for completing a task and the minimum time required to complete the whole project. It was
developed in the late 1950s. It is aimed to reduce the time and cost of the project.

PERT uses time as a variable which represents the planned resource application along with
performance specification. In this technique, first of all the project is divided into activities
and events. Thereafter proper sequence is ascertained and a network is constructed. After
that time needed in each activity is calculated and the critical path (longest path connecting
all the events) is determined.

Definition of CPM

Developed in the late 1950’s, Critical Path Method or CPM is an algorithm used for planning,
scheduling, coordination and control of activities in a project. Here, it is assumed that the
activity duration is fixed and certain. CPM is used to compute the earliest and latest possible
start time for each activity.

The process differentiates the critical and non-critical activities in order to reduce time and
avoid the queue generation in the process. The reason behind the identification of critical
activities is that, if any activity is delayed, it will cause the whole process to suffer. That is
why; it is named as Critical Path Method.

In this method, first of all, a list is prepared consisting of all the activities needed to
complete a project, followed by the computation of time required to complete each activity.
Thereafter, the dependency between the activities is determined. Here, ‘path’ is defined as
a sequence of activities in a network. The critical path is the path with highest length.

3. Heisenberg MS theory.
Herzberg’s Theory is a two-factor model of motivation, based on the notion that the
presence of one set of job characteristics or incentives leads to worker satisfaction at work,
while another and separate set of job characteristics leads to dissatisfaction at work. Thus,
satisfaction and dissatisfaction are not on a continuum with one increasing as the other
diminishes, but are independent phenomena. This theory suggests that to improve job
attitudes and productivity, administrators must recognize and attend to both sets of
characteristics and not assume that an increase in satisfaction leads to decrease in
unpleasurable dissatisfaction.

Two-factor theory distinguishes between:

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 Motivators (e.g. challenging work, recognition for one's achievement, responsibility,

opportunity to do something meaningful, involvement in decision making, sense of
importance to an organization) that give positive satisfaction, arising from intrinsic
conditions of the job itself, such as recognition, achievement, or personal growth, [4] and
 Hygiene factors (e.g. status, job security, salary, fringe benefits, work conditions, good
pay, paid insurance, vacations) that do not give positive satisfaction or lead to higher
motivation, though dissatisfaction results from their absence. The term "hygiene" is
used in the sense that these are maintenance factors. These are extrinsic to the work
itself, and include aspects such as company policies, supervisory practices, or
wages/salary.[4][5] Herzberg often referred to hygiene factors as "KITA" factors, which is
an acronym for "kick in the ass", the process of providing incentives or threat of
punishment to make someone do something.
According to Herzberg, hygiene factors are what causes dissatisfaction among employees in
a workplace. In order to remove dissatisfaction in a work environment, these hygiene
factors must be eliminated. There are several ways that this can be done but some of the
most important ways to decrease dissatisfaction would be to pay reasonable wages, ensure
employees job security, and to create a positive culture in the workplace. Herzberg
considered the following hygiene factors from highest to lowest importance: company
policy, supervision, employee's relationship with their boss, work conditions, salary, and
relationships with peers.[6] Eliminating dissatisfaction is only one half of the task of the two
factor theory. The other half would be to increase satisfaction in the workplace. This can be
done by improving on motivating factors. [7] Motivation factors are needed to motivate an
employee to higher performance. Herzberg also further classified our actions and how and
why we do them, for example, if you perform a work related action because you have to
then that is classed as "movement", but if you perform a work related action because
you want to then that is classed as "motivation". Herzberg thought it was important to
eliminate job dissatisfaction before going onto creating conditions for job satisfaction
because it would work against each other.[7]
According to the Two-Factor Theory there are four possible combinations:

1. High Hygiene + High Motivation: The ideal situation where employees are highly
motivated and have few complaints.
2. High Hygiene + Low Motivation: Employees have few complaints but are not highly
motivated. The job is viewed as a pay check.
3. Low Hygiene + High Motivation: Employees are motivated but have a lot of
complaints. A situations where the job is exciting and challenging but salaries and
work conditions are not up to par.
4. Low Hygiene + Low Motivation: This is the worst situation where employees are not
motivated and have many complaints.
Unlike Maslow, who offered little data to support his ideas, Herzberg and others have
presented considerable empirical evidence to confirm the motivation-hygiene theory,
although their work has been criticized on methodological grounds.

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4. Present bulk carrier and container market.

Shipping tends to be cyclical, though not all forms of transport are affected equally. After a
disastrous 2015, bulk carriers remain in an unprecedented slump and containers are only slightly
better off. Tankers face an increasingly difficult-to-balance tradeoff between gasoline storage and
active freight, but, at least, they are not sitting empty in huge numbers. With
underwhelming economic conditions set against it, few analysts are bullish on shipping prospects in
2016.

Bulk Carriers

Bulk carriers hit a perfectly imperfect storm in 2015, and conditions are not expected to improve
quickly. "This is the worst we have seen in recent times," says Kaushik Neogy, manager of Hong
Kong-based Wallem Commercial Services. "Huge order books, China slowdown, the end
of quantitative easing, lurking European monetary crisis, glut in oil and commodity prices."

"This is pretty much the worst I have seen in my career," said Tim Huxley, CEO of Wah Kwong
Maritime Transport Holdings. "For the bulk carrier industry, this is going to be a grim year and next
year is not going to be any better."

The Chinese slowdown punctured the bulk carrier market in 2015. For nearly a decade, heavily
subsidized industrial activity from China fueled large-scale bulk purchases, especially in coal, steel
and iron ore. Investments in Chinese infrastructure demanded enormous imports of these
commodities to satiate the government's building projects. After its building bubble burst in 2015,
however, China is expected to reduce its consumption.

Entering January 2016, Chinese imports fell for 13 consecutive months and declined by more than
20% between 2014 and 2015. Bulk shipping will be one of the many globally affected industries.
Most experts look for continued weakness in the foreseeable future. The Baltic Exchange's main sea
freight index, which charts the rates for dry bulk commodity shipments, hit an all-time low in
December 2015.

"We expect that 2016 could become an even worse year than the historically low 2015," states the
JP Morgan's annual report entitled "International Dry Bulk Shipping - Initiating Coverage of the Dry
Bulk Shipping Industry."

Containers

Containers were unprofitable every year between 2009 and 2014, per McKinsey & Company,
a market research company, and 2015 was even worse. Bulk carriers receive a lot of headline
attention because they carry major commodities such as steel and iron, but container purchases and
delivery rates are arguably more indicative of broader economic conditions.

The China Containerized Freight Index, a leading indicator of container demand, hit 744.44 in
October 2015. This represented a new all-time low for the index and a clear sign of softness in the
demand for shippable goods. It is possible that a drag on the index could have been fueled by a glut
of extra ships, thereby driving down the price charged per container; however, this is an extremely
unrealistic conclusion in this case, since reports out of major ports suggest as many as one-third of
all containers were empty.

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The Wall Street Journal lamented the impact of China's slowdown on U.S. exporters, suggesting that
"shipments of empty containers out of the U.S. are surging this year." It turns out major import
partners, especially China, were demanding far fewer American agricultural products, high-
end consumer goods, scrap metals and industrial papers.

Tankers

No shipping segment was particularly strong in 2015, though large tankers, especially oil
tankers from North America, were the best of a bad bunch. Low crude oil prices meant more oil
orders, and tankers can serve as both transport and storage for surplus oil. While dry bulk goods,
steel, iron, etc., took the Chinese slowdown very poorly, bulk oil tankers did not suffer the same
fallout.

Tankers that transported oil saw high earnings in 2015. Demand for cheap oil is strong, and
consumers bought more oil than they could use; this means many tankers act as de
facto offshore storage containers. According to 2015 CNBC data, demand for oil tanks "and the rates
they command have surged to their highest levels since 2008."

Dr. Edward Morse, managing director and global head of commodities research for Citigroup, Inc.
(NYSE: C), believes long-term charter rates and vessel values should stay "subdued" for non-oil
tankers in 2016. He points to a lack of investor interest, which creates liquidity problems for tanker
transactions, and slumping margins from a global market beset with excess supply.

Another subsector of the tanker market performed admirably in 2015: chemical tankers. According
to Drewry Shipping Consultants Ltd, a global shipping consultancy group, the clean petroleum
products (CPP) and specialized trade orders shipped to a growing African market are buoying
chemical tanker demand.

In August 2015, Drewry published a report indicating if "order book(s) remain high" enough it is
possible Asian shipyards will have to "bring ships back into the chemical trades." According to the
Drewry Chemical Tanker Freight Index, demand in the second half of 2015 reached a four-year peak.

The Economics of Shipping

A lot of variables factor into the performance of global shipping markets, the most obvious of which
is the supply of international trade. Imports and exports are often transported across huge bodies of
water in tankers, bulk carriers and containers; these are massive and sometimes complex ships that
need to be financed, built, staffed, repaired and maintained, contracted, regulated, protected,
insured, inspected and partnered with port authorities.

Shipping companies and the governments to which they are so often closely tied need a lot of
investment to construct and liquid cash to upkeep. Ships are financed like any other large-scale
construct, which means capital markets are a critical component as well. Investors shied away from
shipping in 2015, putting pressure on shipbuilders and transport companies.

Rising nationalist and anti-free trade sentiment in the United State shoulders some of the blame.
With an election year in 2016, the prospect of rising tariffs on imports could trigger a shock to
shipping traffic. World trade stalled in a significant way during 2015, which meant international
shipping markets stalled with it. Vessel rates started to slow significantly in late 2014. The downward
movement refused to abate throughout the year, punctuated by China's meltdown in July and
August 2015.

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5. OCIMF, VPQ, VIQ.

An organization of oil companies, currently having 94 members including oil majors, national oil
companies and others.

Formed in 1970, has consultative status with IMO since 1971.

Provides guidance and expertise on various issues related to tankers and oil trade.

Provides tool like SIRE, TMSA and OVID; new tool for terminals inspection is in development

Current issues are piracy and arctic shipping

Today, OCIMF is widely recognised as the voice of the oil industry providing expertise in the safe and
environmentally responsible transport and handling of hydrocarbons in ships and terminals and
setting standards for continuous improvement.

Objectives:

Standards: To identify safety and environmental issues facing oil tanker, barge, terminal and offshore
marine operations, and develop and publish recommended standards that will serve as technical
benchmarks.

Regulatory: To contribute to the development of international conventions and regulations that

enhance the safe construction and operation of oil tankers, barges, offshore support vessels and
terminals, working with the IMO and other regulatory bodies, both regional and national.

Consultation: To promote the ratification and implementation of international conventions and

regulations.

Enforcement: To encourage Flag States, port states and classification societies in their enforcement
of international conventions and regulations.

Promulgation: To facilitate access by charterers and authorities to data on tankers, barges and
offshore support vessels relating to safety and pollution prevention, through the Ship Inspection
Report (SIRE) program and the Offshore Vessel Inspection Database (OVID).

Promotion: To actively promote OCIMF’s role in the development of safety and environmental
guidelines and recommendations, harnessing the skills and experience of OCIMF members and
holding industry events addressing the issues.
About SIRE
One of the most significant safety initiatives introduced by OCIMF is the Ship Inspection Report
Programme (SIRE). This programme was originally launched in 1993 to specifically address concerns
about sub-standard shipping. The SIRE Programme is a unique tanker risk assessment tool of value
to charterers, ship operators, terminal operators and government bodies concerned with ship safety.

The SIRE system is a very large database of up-to-date information about tankers and barges.
Essentially, SIRE has focused tanker industry awareness on the importance of meeting satisfactory

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tanker quality and ship safety standards. Since its introduction, the SIRE Programme has received
industry-wide acceptance and participation by both OCIMF Members, Programme recipients and by
ship Operators. The expansion of Barges and small vessels into SIRE was inaugurated in late 2004.
Since its introduction, more than 180,000 inspection reports have been submitted to SIRE. Currently
there are over 22,500 reports on over 8000 vessels for inspections that have been conducted in the
last 12 months. On average Programme Recipients access the SIRE database at a rate of more than
8000 reports per month.
The SIRE programme requires a uniform inspection protocol that is predicated by the following:

 Vessel Inspection Questionnaire (VIQ)

 Barges Inspection Questionnaire (BIQ)
 Uniform SIRE Inspection Report
 Vessels Particulars Questionnaire (VPQ)
 Barge Particulars Questionnaire (BPQ)

These features have been established to make the program more uniform and user friendly and to
provide a level of transparency unique in the marine transportation industry.
SIRE has established itself as a major source of technical and operational information to prospective
charterers and other programme users. Its increasing use corresponds with oil industry efforts to
better ascertain whether vessels are well managed and maintained. OCIMF is in no doubt that better
informed vetting decisions are leading to improvements in the quality of ships, accelerating its
continuing drive for safer ships and cleaner seas.
Inspection reports are maintained on the index for a period of 12 months from the date of receipt
and are maintained on the database for 2 years. SIRE access is available, at a nominal cost, to OCIMF
members, bulk oil terminal operators, port authorities, canal authorities, oil, power, industrial or oil
trader companies which charter tankers/barges as a normal part of their business. It is also available,
free of charge, to Governmental bodies which supervise safety and/or pollution prevention in
respect of oil tankers/barges (e.g. port state control authorities, MOUs, etc). Applicants wishing to
participate in the SIRE Programme are required to obtain formal applications and are asked to
submit their request via email or fax. Please include your full style mailing address.
VIQ (vessel inspection questionnaires):

The inspection questionnaires used in this programme contain a series of questions related to
safety and pollution prevention applicable to the type of vessel that is inspected. These questions
are consecutively numbered and are logically grouped into separate chapters. Each chapter contains
a series of questions to be answered by the inspector. Questions may be accompanied by guidance,
namely:

1. Guidance notes to inspectors;

2. Reference source(s) citing regulation(s) or industry guidelines pertaining to questions; and

3. An indicator to identify issues when an inspector comment is mandatory.

The above-mentioned guidance, regulatory/industry references amplify the questions and these are
provided to assist the inspector to answer the questions.

If the guidance and references lead the inspector to conclude that the question should be answered
positively, the box “Yes” in the VIQ computer programme should be checked. On the other hand, if
the guidance and any reference sources indicate to the inspector that the question should be

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answered negatively, the “No” box should be checked.4 Where appropriate, the “Not Seen” or “Not
Applicable” box should be ticked.

The inspector must respond to all the questions appropriate to the type of vessel being inspected.
Failure to do this will mean that the inspection report cannot be transmitted to the SIRE Internet site
for processing by the principal who commissioned the inspection. The inspector must insert an
Observation when responding to any question where the response box is marked “No”. The
Observation must specify and explain the reason why a negative response is made. Additionally,
where a box is marked “Not Seen”, the reason for the “Not Seen response must be given in the
Observation section accompanying the question. In cases where a “Not Applicable” response is
required, the “Not Applicable” response is treated in the same way as a “Yes” response and there is
no requirement for the reason to be made in the Observations section accompanying the question.
However, if, in the inspector’s judgment an explanatory comment is necessary, the inspector may
make such comment in the “Comments” section accompanying the question provided such
comment makes amplification to assist the understanding of a report recipient as to an issue
associated with a specific question. In some cases, where the type of vessel being inspected results
in one or more questions being not applicable to that type of vessel, the Report Editor is
programmed to automatically answer those questions “Not Applicable”. In many cases, the question
does not have a “Not Applicable” option.

For some questions, the inspector is required to comment irrespective of how the question is
answered. This requirement is flagged in the printed VIQ by bold, highlighted, italic text in the
guidance notes. In the electronic Report Editor software it is highlighted in yellow.

At the end of each chapter there is an Additional Comments section. If the inspector has additional
comments in respect of subject matter that is not covered by the specific questions in the chapter,
the inspector may make such comments in the Additional Comments section.

VPQ (vessel particulars questionnaires):

This Vessel Particulars Questionnaire asks over 700 separate questions about s
h i p particulars and required or customary on board documents which are of a
permanent or s e m i - p e r m a n e n t n a t u r e , p r i m a r i l y r e l a t e d t o s a f e t y a n d p o l l u t i o n
p r e v e n t i o n . T h e questions are indexed by numbers and are logically grouped into separate
Chapters. This Document is intended for use by entities which have a need to inspect ships, such
as prospective charterers, terminal operators and port State entities. It is intended that this
Questionnaire be answered by the ship Operator
1
A n d b e m a d e available to the inspecting party either prior to the shipboard inspection
or during the c o u r s e o f s u c h i n s p e c t i o n . T h e f o r e g o i n g w i l l a l l o w t h e i n s p e c t o r
t o h a v e a t h a n d complete and presumably up to date ship information which the
Inspector may need or find helpful during the ship inspection.
2
Instructions for Use of Questionnaire
For questions requiring a yes or no, the Operator should delete either the “Yes” or the
“No” in the question answer box. If a particular question or request for information is
not applicable, the Operator should make a notation of N/A in the question answer box. All
measurements should be given in metric units. If for any reason metric units cannot be used, this
should be clearly indicated

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6. Polar code.
IMO has adopted the International Code for Ships Operating in Polar Waters (Polar Code) and
related amendments to make it mandatory under both the International Convention for the Safety
of Life at Sea (SOLAS) and the International Convention for the Prevention of Pollution from Ships
(MARPOL). The Polar Code is expected to enter into force on 1 January 2017. This marks an historic
milestone in the Organization’s work to protect ships and people aboard them, both seafarers and
passengers, in the harsh environment of the waters surrounding the two poles. The Polar Code and
SOLAS amendments were adopted during the 94th session of IMO’s Maritime Safety Committee
(MSC), in November 2014; the environmental provisions and MARPOL amendments were adopted
during the 68th session of the MarineEnvironment Protection Committee (MEPC) in May 2015.
Polar Code summary
The Polar Code (click for full text) is intended to cover the full range of shipping-related matters
relevant to navigation in waters surrounding the two poles – ship design, construction and
equipment; operational and training concerns; search and rescue; and, equally important, the
protection of the unique environment and eco-systems of the polar regions.

The Polar Code covers the full range of design, construction, equipment, operational, training,
search and rescue and environmental protection matters relevant to ships operating in the
inhospitable waters surrounding the two poles.

The Polar Code includes mandatory measures covering safety part (part I-A) and pollution
prevention (part II-A) and recommendatory provisions for both (parts I-B and II-B).

The Code will require ships intending to operating in the defined waters of the Antarctic and Arctic
to apply for a Polar Ship Certificate, which would classify the vessel as Category A ship - ships
designed for operation in polar waters at least in medium first-year ice, which may include old ice
inclusions; Category B ship - a ship not included in category A, designed for operation in polar waters
in at least thin first-year ice, which may include old ice inclusions; or Category C ship - a ship
designed to operate in open water or in ice conditions less severe than those included in Categories
A and B.

The issuance of a certificate would require an assessment, taking into account the anticipated range
of operating conditions and hazards the ship may encounter in the polar waters. The assessment
would include information on identified operational limitations, and plans or procedures or
additional safety equipment necessary to mitigate incidents with potential safety or environmental
consequences.

Ships will need to carry a Polar Water Operational Manual, to provide the Owner, Operator, Master
and crew with sufficient information regarding the ship's operational capabilities and limitations in
order to support their decision-making process.

The chapters in the Code each set out goals and functional requirements, to include those covering
ship structure; stability and subdivision; watertight and weathertight integrity; machinery
installations; operational safety; fire safety/protection; life-saving appliances and arrangements;
safety of navigation; communications; voyage planning; manning and training; prevention of oil
pollution; prevention of pollution form from noxious liquid substances from ships; prevention of
pollution by sewage from ships; and prevention of pollution by discharge of garbage from ships.

Protection of the Antarctic from heavy grade oils

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A MARPOL regulation, to protect the Antarctic from pollution by heavy grade oils, was adopted by
the Marine Environment Protection Committee (MEPC), at its 60th session in March, 2010. The
amendments entered into force on 1 August 2011.

The amendments add a new chapter 9 to MARPOL Annex I with a new regulation 43 which prohibits
the carriage in bulk as cargo, or carriage and use as fuel, of: crude oils having a density at 15°C higher
than 900 kg/m3; oils, other than crude oils, having a density at 15°C higher than 900 kg/m3 or a
kinematic viscosity at 50°C higher than 180 mm2/s; or bitumen, tar and their emulsions. An
exception is envisaged for vessels engaged in securing the safety of ships or in a search and rescue
operation.

Under the Polar Code ships are encouraged not to use or carry heavy fuel oil in the Arctic.

Voyage planning in remote areas

The IMO Assembly in November 2007 adopted resolution A.999(25) Guidelines on voyage planning
for passenger ships operating in remote areas, in response to the growing popularity of ocean travel
for passengers and the desire for exotic destinations, which have led to increasing numbers of
passenger ships operating in remote areas. When developing a plan for voyages to remote areas,
special consideration should be given to the environmental nature of the area of operation, the
limited resources, and navigational information.
The detailed voyage and passage plan should include the following factors: safe areas and no-go
areas; surveyed marine corridors, if available; and contingency plans for emergencies in the event of
limited support being available for assistance in areas remote from SAR facilities.

In addition, the detailed voyage and passage plan for ships operating in Arctic or Antarctic waters
should include the following factors: conditions when it is not safe to enter areas containing ice or
icebergs because of darkness, swell, fog and pressure ice; safe distance to icebergs; and presence of
ice and icebergs, and safe speed in such areas.

Ship reporting in the Arctic region

The MSC, at its 91st session in November 2012, adopted a new mandatory ship reporting system "In
the Barents Area (Barents SRS)" (proposed by Norway and the Russian Federation). The new
mandatory ship reporting system will enter into force at 0000 hours UTC on 1 June 2013. The
following categories of ships passing through or proceeding to and from ports and anchorages in the
Barents SRS area are required to participate in the ship reporting system, by reporting to either
Vardø VTS centre or Murmansk VTS centre: all ships with a gross tonnage of 5,000 and above; all
tankers; all ships carrying hazardous cargoes; a vessel towing when the length of the tow exceeds
200 metres; and any ship not under command, restricted in their ability to manoeuvre or having
defective navigational aids.

7. Articles in MLC.
The Maritime Labour Convention (MLC) is an International Labour
Organization convention established in 2006 as the fourth pillar of international maritime law and
embodies "all up-to-date standards of existing international maritime labour Conventions and
Recommendations, as well as the fundamental principles to be found in other international labour
Conventions".[2] The other "pillars are the SOLAS, STCW and MARPOL. The treaties applies to all ships
entering the harbours of parties to the treaty (port states), as well as to all states flying the flag of
state party (flag states, as of 2013: 50 per cent).

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The convention entered into force on 20 August 2013, one year after registering 30 ratifications of
countries representing over 33 per cent of the world gross tonnage of ships. [1] Already after five
ratifications the ratifying countries (Bahamas, Norway, Liberia, Marshall Islands, and Panama)
represented over 43 per cent of the gross world tonnage [3](which is over 33 per cent; the second
requirement for entry into force). As of the June 2016, the convention has been ratified by 76 states
representing over 87 per cent of global shipping.
Although the Convention has not been ratified worldwide, it has widespread effect because vessels
from non-signatory states that attempt to enter ports of signatory states may face arrest and
penalties for non-compliance with the MLC.
The convention consists of the sixteen articles containing general provisions as well as the Code. The
Code consists of five Titles in which specific provisions are grouped by standard (or in Title 5: mode
of enforcement):

 Title 1: Minimum requirements for seafarers to work on a ship

 Title 2: Conditions of employment
 Title 3: Accommodation, recreational facilities, food and catering
 Title 4: Health protection, medical care, welfare and social security protection
 Title 5: Compliance and enforcement
For Each Title, there are general Standards, which are further specified in
mandatory Regulations (list A) as well as Guidelines (List B). Guidelines generally form a form of
implementation of a Regulation according to the requirements, but States are free to have different
implementation measures. Regulations should in principle be implemented fully, but a country can
implement a "substantially equivalent" regulation, which it should declare upon ratification.
Some seafarers criticize the convention, saying that it lacks teeth, does not address real issues, and
skirts important seafarer needs such as decent sized cabins, cupboards in cabins, shore leave, and
rest hours by including them into Guidelines (List B) of the convention—or worse, by not addressing
them at all.[4]
Title 1: Minimum requirements for seafarers to work on a ship
The minimum requirements set out in this section of the code are divided in 4 parts and are
summarized below:

 Minimum age requirements: the minimum age is 16 years (18 for night work and work in
hazardous areas).
 Medical fitness: workers should be medically fit for the duties they are performing. Countries
should issue medical certificates as defined in the STCW (or use a similar standard).
 Training: Seafarers should be trained for their duties as well as have had personal safety
training.
 Recruitment/placement services located in member states or for ships flying the flag of member
states should have (amongst others) proper placement procedures, registration, complaint
procedures and compensation if the recruitment fails
Title 2: Employment conditions
The Title on employment conditions lists conditions of the contract and payments, as well as the
working conditions on ships.

 Contracts: the contract should be clear, legally enforceable and incorporate collective bargaining
agreements (if existent).

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 Payments: Wages should be paid at least every month, and should be transferrable regularly to
family if so desired.
 Rest hours: rest hours should be implemented in national legislation. The maximum hours of
work in that legislation should not exceed 14 hours in any 24-hour period and 72 hours in any
seven-day period, or: at least ten hours of rest in any 24-hour period and 77 hours (rest) in any
seven-day period. Furthermore, the daily hours of rest may not be divided into more than two
periods and, at least six hours of rest should be given consecutively in one of those two periods.
 Leave: Seafarers have a right to annual leave as well as shore leave.
 Repatriation: Returning to their country of residence should be free
 Loss: If a ship is lost or foundered, the seafarers have a right to an unemployment payments.
 Manning: Every ship should have a sufficient manning level
Title 3: Accommodation, Recreational Facilities, Food and Catering
The title specifies rules detailed rules for accommodation and recreational facilities, as well as food
and catering.

 Accommodation: Accommodation for living and/or working should be "promoting the seafarers'
health and well-being". Detailed provisions (in rules and guidelines) give minimum requirements
for various types of rooms (mess rooms, recreational rooms, dorms etc.).
 Food and Catering: Both food quality and quantity, including water should be regulated in the
flag state. Furthermore, cooks should have proper training.
Title 4: Health Protection, Medical Care, Welfare and Social Security Protection
Title 4 consists of 5 regulations about Health, Liability, Medical care, Welfare and Social security.

 Medical care on board ship and ashore: Seafarers should be covered for and have access to
medical care while on board; in principle at no cost and of a quality comparable to the standards
of health care on shore. Countries through which territory a ship is passing should guarantee
treatment on shore in serious cases.
 Ship owners’ liability: Seafarers should be protected from the financial effects of "sickness, injury
or death occurring in connection with their employment". This includes at least 16 weeks of
payment of wages after start of sickness.
 Health and safety protection and accident prevention: A safe and hygienic environment should
be provided to seafarers both during working and resting hours and measures should be taken
to take reasonable safety measures.
 Access to shore-based welfare facilities: Port states should provide "welfare, cultural,
recreational and information facilities and services" and to provide easy access to these services.
The access to these facilities should be open to all seafarers irrespective of race, sex, religion or
political opinion.
 Social security: Social security coverage should be available to seafarers (and in case it is
customary in the flag state: their relatives).
Title 5: Compliance and Enforcement
Title 5 sets standers to ensure compliance with the convention. The title distinguishes requirements
for flag states and port states.

 Flag states: Flag states (the state under which flag the ship operates) are responsible for
ensuring implementation of the rules on the ships that fly its flag. Detailed inspections result in
the issue of a "Certificate of Maritime Compliance", which should always be present (and valid)
on a ship. Ships are required to have decent complaints procedures in place for its crew and
should institute investigations in case of casualties.

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 Port States: The inspection in ports depends on whether a Certificate of Maritime Compliance is
present (and thus a flag is flown of a country which has ratified the convention). If the Certificate
is present, compliance is to be assumed in principle, and further investigations only take place if
the certificate is not in order or there are indications of non-compliance. For ships that don't
have the certificate, inspections are much more detailed and should ensure -according to a "no
more favourable treatment principle"[5] that the ship has complied with the provisions of the
convention. The convention is thus -indirectly- also valid for ships of non-member countries if
they plan to call to ports of a member state.
 Labour agencies: Agencies supplying on maritime workers to ships should also be inspected to
ensure that they apply the convention (amongst others the regulations regarding to social
security).

8. Communication barrier.
For the convenience of study the different barriers can be divided into four parts:

(1) Semantic Barriers

There is always a possibility of misunderstanding the feelings of the sender of the message or getting
a wrong meaning of it. The words, signs, and figures used in the communication are explained by the
receiver in the light of his experience which creates doubtful situations. This happens because the
information is not sent in simple language.

(2) Psychological or Emotional Barriers

The importance of communication depends on the mental condition of both the parties. A mentally
disturbed party can be a hindrance in communication.

(3) Organizational Barriers

Organizational structure greatly affects the capability of the employees as far as the communication
is concerned. Some major organizational hindrances in the way of communication are the following:

(i) Organizational Policies:

Organizational policies determine the relationship among all the persons working in the enterprise.
For example, it can be the policy of the organization that communication will be in the written form.
In such a situation anything that could be conveyed in a few words shall have to be communicated in
the written form. Consequently, work gets delayed.

(4) Personal Barriers

The above-mentioned organizational barriers are important in themselves but there are some
barriers which are directly connected with the sender and the receiver. They are called personal
barriers. From the point of view of convenience, they have been divided into two parts:

(a) Barriers Related to Superiors: These barriers are as follows:

(i) Fear of Challenge of Authority:
Everybody desires to occupy a high office in the organization. In this hope the officers try to conceal
their weaknesses by not communicating their ideas. There is a fear in their mind that in case the
reality comes to light they may have to move to the lower level,

(ii) Lack of Confidence in Subordinates:

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Top-level superiors think that the lower- level employees are less capable and, therefore, they
ignore the information or suggestions sent by them. They deliberately ignore the communication
from their subordinates in order to increase their own importance. Consequently, the self-
confidence of the employees is lowered.

(b) Barriers Related to Subordinates: Subordinates-related barriers are the following:

(i) Unwillingness to Communicate:
Sometimes the subordinates do not want to send any information to their superiors. When the
subordinates feel that the information is of negative nature and will adversely affect them, an effort
is made to conceal that information.

If it becomes imperative to send this information, it is sent in a modified or amended form. Thus, the
subordinates, by not clarifying the facts, become a hindrance in communication,

(ii) Lack of Proper Incentive:

Lack of incentive to the subordinates creates a hindrance in communication. The lack of incentive to
the subordinates is because of the fact that their suggestions or ideas are not given any importance.
If the superiors ignore the subordinates, they become indifferent towards any exchange of ideas in
future.

9. Verbal and non verbal communication.

What is Verbal Communication?
Verbal communication encompasses any form of communication involving words, spoken, written or
signed. The conversation we have with our coworker at lunch, the morning news or the sports page
we read in the morning--even the text message you send to your spouse telling him to pick up some
milk is a form of verbal communication. Our ability to communicate with a language that is based on
an organized system of words, rather than merely sounds, is what sets us apart from lower species.
Not only do we have language, but we also have the technology that enables us to communicate
with one another no matter the physical distance.

What is Non-Verbal Communication?

Verbal communication coexists alongside non-verbal communication, which can affect people’s
perceptions and exchanges in subtle but significant ways. Non-verbal communication includes body
language, such as gestures, facial expressions, eye contact and posture. Touch is a non-verbal
communication that not only indicates a person’s feelings or level of comfort, but illustrates
personality characteristics as well. A firm handshake or warm hug indicates something very different
than a loose pat on the back or a timid handshake does. The sound of our voice, including pitch, tone
and volume are also forms of non-verbal communication. The meaning behind someone’s words is
often entirely different than the literal translation, as is seen in instances of sarcasm and mockery.
The clothing we wear and the way we design our living space are also forms of non-verbal
communication that frequently shape people’s judgments about others, regardless of whether or
not the perceptions are true.

10. Bollard pool.

The bollard pull of a tug, offshore supply vessel or fishing boat is an important parameter from a
contractual and commercial point of view. The bollard pull is defined as the mean exerted force at
zero speed for a certain period of time.

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 Bollard pull test is carried out by dynamometer comprised of load cell, load indicator. Load
cell is the force measuring link and it is made as part of the rope, connected to the towing
hook.
 Sustained bollard pull is the mean value of readings.
 Maximum static bollard pull is the highest 30 second value read during the test. If the
measurements are taken every 30second, the maximum static Bp is the highest mean value
of two consecutive readings.
 Maximum bollard pull is the highest single value measured.

Requirements for the bollard pull test:

 Test is carried out at slack water.

 Trial site: should allow the use of a long enough towing line and be free of wind, waves, and
located in very deep water with no tides or current.
 The towing line length should be enough to allow free water astern of the vessel (200mtrs
minimum recommended).
 The tug has to be loaded to its designed water line, in order to ensure the adequate
immersion of the propellers.
 Wind speed during the test should not exceed 5m/sec.
 The trial should be done with no currents if possible, if there’s a current, it should not
exceed 1 knot.
 Measurements should be taken by using a calibrated dynamometer or a mechanical load
gauge.
 Steering during trials should be avoided as much as possible.
 The readings on the dynamometer should be continuously recorded by a computer or at
30sec interval if a mechanical load gauge is used.
 Communication between shore and tug should be excellent, for an accurate recording of
data relating the bollard pull to the rpm.
 Bollard and towing hook should be at the same height.

11. Liner crack, how to make port?

"We just have a scavenge fire in our main engine and now the cylinder liner is cracked!"

Bad news! We are in the middle of the ocean and we have a cylinder liner crack. The engine cannot
be run long in this condition. The leaking water is finding its way into the lubricating oil. There is air
lock in the cooling water and the temperatures cannot be maintained. The liner has to be changed. It
is going to be a major repair job.

A check with the Captain says that the ship will be very much behind schedule if we were to change
to a spare cylinder liner, something that the Company cannot afford.

The most logical step to take then is to isolate the faulty cylinder. It can be done.

Procedure for Cutting off Cylinder Unit

The following sequence would be carried out for ships which use the MAN B&W slow speed engine:
1. Stop engine, isolate systems and allow to cool
2. Ensure a procedure is written that minimises the risk to personnel during the operation.

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3. Discuss the task and written procedure with the engine room personnel to ensure they are
familiar with the risks, and the methods to be used to minimise these risks.
4. Ensure the fuel pump is de-activated by lifting roller and locking.
5. Lift exhaust valve actuators so exhaust valve remains closed during running. (Note: the air spring
supply to be left open)
6. Dismantle air start supply line, and blank with suitable steel plates, the main and control air
pipes
7. Dismantle bottom end bearing, and turn engine to suspend piston, crosshead and connecting
rod from supplied crosshead supports.
8. Secure big end of connecting rod in crankcase.
9. Blank off main lube oil inlet to crosshead within the crankcase with a blanking plate.
10. Isolate the cylinder lubricator for that cylinder by placing all lubricators on no stroke.
When one engine cylinder is isolated, then one problem that may occur is a “dead spot” during
manoeuvring. This is due to the air start valve being isolated for that unit, and is more likely when a
smaller number of cylinders are present. The Master must be informed that this could occur, and
the remedy would be to kick the engine in the opposite direction, and then restart in the required
direction.

12. ABC inventory management.

Inventory optimization in supply chain, ABC analysis is an inventory categorization method which
consists in dividing items into three categories, A, B and C: A being the most valuable items, C being
the least valuable ones. This method aims to draw managers’ attention on the critical few (A-items)
and not on the trivial many (C-items).

Prioritization of the management attention

Inventory optimization is critical in order to keep costs under control within the supply chain. Yet, in
order to get the most from management efforts, it is efficient to focus on items that cost most to
the business.
The Pareto principle states that 80% of the overall consumption value is based on only 20% of total
items. In other words, demand is not evenly distributed between items: top sellers vastly
outperform the rest.

The ABC approach states that, when reviewing inventory, a company should rate items from A to C,
basing its ratings on the following rules:

 A-items are goods which annual consumption value is the highest. The top 70-80% of the annual
consumption value of the company typically accounts for only 10-20% of total inventory items.
 C-items are, on the contrary, items with the lowest consumption value. The lower 5% of the annual
consumption value typically accounts for 50% of total inventory items.
 B-items are the interclass items, with a medium consumption value. Those 15-25% of annual
consumption value typically accounts for 30% of total inventory items.
The annual consumption value is calculated with the formula: (Annual demand) x (item cost
per unit).
Through this categorization, the supply manager can identify inventory hot spots, and separate
them from the rest of the items, especially those that are numerous but not that profitable.
Inventory management policies
Policies based on ABC analysis leverage the sales imbalance outlined by the Pareto principle. This
implies that each item should receive a weighed treatment corresponding to its class:

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 A-items should have tight inventory control, more secured storage areas and better sales forecasts.
Reorders should be frequent, with weekly or even daily reorder. Avoiding stock-outs on A-items is a
priority.
 Reordering C-items is made less frequently. A typically inventory policy for C-items consist of having
only 1 unit on hand, and of reordering only when an actual purchase is made. This approach leads
to stock-out situation after each purchase which can be an acceptable situation, as the C-items
present both low demand and higher risk of excessive inventory costs. For C-items, the question is
not so much how many units do we store? but rather do we even keep this item in store?
 B-items benefit from an intermediate status between A and C. An important aspect of class B is
the monitoring of potential evolution toward class A or, in the contrary, toward the class C.
Splitting items in A, B and C classes are relatively arbitrary. This grouping only represents a rather
straightforward interpretation of the Pareto principle. In practice, sales volume is not the only
metric that weighs the importance of an item. Margin but also the impact of a stock-out on the
business of the client should also influence the inventory strategy.

13. Principle of budgeting, capital and revenue

budget.
a) Planning:

It is one of the major principles of preparation of budget. For efficient work, planning is essential.
Planning is for long term and budget is for short term. Planning and programming are two sides of
the same coin. In India planning is one of the steps in case of budgeting.

b) Research:

After planning, the next stage is research. Research entails determination of national need and
resources and global conditions. The present world is a single composite unit any change in any part
of the world would have wide repercussion in other parts of the world. Planning for future depends
on statistical information's collected from various sources.

c) Balancing the Budget:

By and large, the budget has to be balanced which is an indication of sound financial management.
In case of an unbalanced budget, this sooner or later weakens the strength of the investors or public.

Balancing the budget does not mean that expenditure is balanced with income, in some cases, there
may be deficit but this deficit should be planned in advance.

d) Control:

Supervision of the financial flow to various departments implies the importance of control in budget.

e) Executive discretion:

Executives implementing the budget must enjoy certain degree of discretion.

f) Annularity:

Under this principle, money is spent to the various departments and executives for one year. Any
amount left unspent during the budget year, the approval stands lapsed and it cannot be spent until
it is further approved for the next budget year.

g) Executive Responsibility:

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For the purpose of granting funds, the executives must make estimate of expenditure and then
present it. The amount can be moved from one head to another, after seeking approval from the
president.

h) Rule of lapse:

Rule of lapse means that under this rule, if the money is left out, the approval of the money lapses,
the funds cannot be spent until further approval is granted.

i) Classification:

The expenditure must be classified in an efficient manner in the budget because of easy
understanding. The revenue thought to be classified into various heads.

j) Unity:

The various expenditures estimated in the budget and all revenue is generated at one amount, from
where all expenditures are met.

BUDGET:

 A budget (from old French baguette, purse) is a quantified financial plan for a forth coming
accounting period.[1]

 A budget is an important concept in microeconomics, which uses a budget line to illustrate

the trade-offs between two or more goods. In other terms, a budget is an organizational
plan stated in monetary terms.

Purpose of budgeting:

 Provide a forecast of revenues and expenditures, that is, construct a model of how a
business might perform financially if certain strategies, events and plans are carried out.

 Enable the actual financial operation of the business to be measured against the forecast.

 Establish the cost constraint for a project, program, or operation.

Other essentials of budget:

 To control resources

 To communicate plans to various responsibility centre managers.

 To motivate managers to strive to achieve budget goals.

 To evaluate the performance of managers

 To provide visibility into the company's performance

BUDGET TYPES:

 PERSONAL BUDGET

 FAMILY BUDGET

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 CORPORATE BUDGET ( CAPITAL & REVENUE )

 GOVERNMENT BUDGET ( PLAN & NON-PLAN)

Budget HEADS:

 Sales budget – an estimate of future sales, often broken down into both units and currency.
It is used to create company sales goals.

 Production budget – an estimate of the number of units that must be manufactured to meet
the sales goals. The production budget also estimates the various costs involved with
manufacturing those units, including labor and material. Created by product oriented
companies.

 Capital budget - used to determine whether an organization's long term investments such as
new machinery, replacement machinery, new plants, new products, new ships and research
development projects are worth pursuing.

 Cash flow/cash budget – a prediction of future cash receipts and expenditures for a
particular time period. It usually covers a period in the short term future. The cash flow
budget helps the business determine when income will be sufficient to cover expenses and
when the company will need to seek outside financing.

 Marketing budget – an estimate of the funds needed for promotion, advertising, and public
relations in order to market the product or service.

 Revenue budget – consists of revenue receipts of government and the expenditure met
from these revenues. Tax revenues are made up of taxes and other duties that the
government levies.

 Expenditure budget – includes spending data items.

 Project budget – a prediction of the costs associated with a particular company project.
These costs include labour, materials, and other related expenses. The project budget is
often broken down into specific tasks, with task budgets assigned to each. A cost estimate is
used to establish a project budget.

14. Macgregor X-Y Theory.

LEADERSHIP

• Leadership is the ability to influence the behaviour of others

TYPES OF LEADERS

FORMAL LEADER - Formal leaders are selected by the Organisation. Example Manager

INFORMAL LEADER – Informal leader is chosen by any group. Example - Union leader

LEADERSHIP THEORIES & STYLES

• McGregor X & Y Theory

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• Path-goal theory

• Social learning theory

• Trait theory

X AND Y THEORY

• X- LEADERS BELIEVE THAT MOST PEOPLE DONOT LIKE TO WORK AND NEED TO BE DIRECTED. THESE LEADERS
EXCERCISE LOT OF CONTROL. IF PEOPLE WORK THEY ARE REWARDED AND ALSO GIVE PUNISHMENT WHENEVER
NECESSARY.

• Y- LEADERS ASSUME PEOPLE WILL WORK IF THEIR NEEDS ARE SATISFIED. THEY DONOT SHARPLY DISTINGUISH
BETWEEN WORKERS & LEADERS.

15. Propeller law.

Propeller Law:

The Propeller Law is an idealized set of assumptions that can be used for boats operating in the
displacement mode below the Hull Speed. These assumptions are:

1) Boat resistance is proportional to boat speed squared,

Resistance = C1 x MPH2

2) Propeller thrust is proportional to boat speed squared,

Thrust = C2 x MPH2

3) Propeller RPM is proportional to boat speed,

Propeller RPM = C3 x MPH

4) Propeller torque is proportional to RPM squared,

Propeller Torque = C4 x RPM2

5) Horsepower absorbed by the propeller is proportional to RPM cubed,

Propeller HP = C5 x RPM3

The constant, Cn, can be found for any of the equations above if the two other values in the equation
are known. For example, if PSModel predicts a propeller thrust of 50.0 lbs at a boat speed of 8.0
MPH then C2 can be determined as follows:

C2 = 50.0/8.02 = 0.78125

Once C2 is known, the entire curve representing MPH vs. Thrust can be plotted.

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16. EEDI during sea trial.

A General

A.1 Objective

This Section describes the verification process of the attained EEDI.

A.2 Scope

A.2.1 The purpose of this section is to describe the level of documentation and the procedures for
attained EEDI calculation and verification.

A.2.2 A preliminary examination is performed at the design stage based on the towing tank test
results in order to document the EEDI-value before the start of the construction of the ship. This is to
ensure that the envisaged EEDI-value is below the required EEDI values.

A.2.3 Omission of tank tests is acceptable for a ship for which sea trials will be carried out under EEDI
conditions upon agreement of ship owner, ship builder and with approval of the verifier.

A.2.4 The final verification is performed after the sea trials when the reference speed under EEDI
condition has been determined.

A.3 Verification process

A.3.1 The EEDI verification is conducted in two stages. In the first stage, the preliminary EEDI-value is
determined using basic design parameters, towing tank results and additional calculations.

In the second stage the final EEDI-value is determined based on the parameters of the installed
engine(s) and results of the sea trial and additional information.

B Required Information and Documents

B.1 EEDI Technical File

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B.1.1 The EEDI Technical File shall include all EEDI relevant information. The information shall be
clear and free of interpretation including a comprehensible EEDI calucation. A template for an EEDI
Technical File is given in Annex A.

B.2 Preliminary Verification

B.2.1 A preliminary EEDI Technical File is to be submitted to GL for the preliminary examination of
the EEDI-value. The information in the Technical File is the basis for the EEDI calculation. The
Technical File shall include the principal particulars of the vessel and all items shown in Table 2.2.
The calculation of the EEDI will be carried out according to C.

B.2.2 Additional Information is not included in the EEDI Technical File, but is needed for the
verification. Additional information may affect Intellectual Property Rights (IPR) protection and is
treated confidentially. If requested the Additional Information will be returned to the applicant
following the final verification to safeguard intellectual property rights.

B.2.3 The determination of the speed-power curves for ballast and EEDI condition shall be achieved
by the same method and procedure.

B.2.4 Towing tank test report will be accepted only with a written statement issued by GL to certify
that the tank test has been carried out in compliance with applicable requirements and therefore
can be used for EEDI verification.

B.2.5 Towing tank test of sister vessels will be accepted if it is documented that the ships are of same
design.

B.3 Final verification

B.3.1 The final verification of the attained EEDI will be conducted subsequently to the sea trial of the
ship. The EEDI Technical File shall be updated by the results of the sea trial and data of the built ship.

B.3.2 The final EEDI Technical File shall be submitted to GL. The documentation for the final EEDI
verification shall include all items of Section 1, Table 1.6. The final EEDI Technical File shall include all
data specified in Table 2.2.

17. Cost and finance.

COST:

 IN ORDER TO PREPARE A PRACTICAL BUDGET WE NEED TO HAVE CLEAR CONCEPT OF THE

COST

Variable Cost:

 A corporate expense that varies with production output. Variable costs are those costs that
vary depending on a company's production volume; they rise as production increases and
fall as production decreases.

 Variable costs can include direct material costs or direct labour costs necessary to
complete a certain project.

 For example, Fuel cost, agency fees, stevedoring cost etc which varies with distance to
travel, number of ports, amount of cargo.

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Fixed Costs:

 Fixed costs are costs that do not change when the quantity of output changes. Unlike
variable costs, which change with the amount of output, fixed costs are not zero when
production is zero.

 Some examples of fixed costs include rent, insurance premiums, or loan payments. Fixed
costs can create economies of scale, which are reductions in per-unit costs through an
increase in production volume. This idea is also referred to as diminishing marginal cost.

Fixed Cost: Examples

 Overheads like following

Manning, Bank interest, Insurance, Survey fees, Taxes, Licence fees, Rent, Office Expenses,
Electricity, Depreciation,

VARIABLE COST – Example

 Fuel, Lubricant, Chemicals, Refrigerant, Other consumables, Port Charges, Canal Transit
Charges, Pilotage Charges, Cargo Loading & Unloading, Cargo insurance, Agency fees .

 Variable cost of company depends on number of ships and number of voyages. Cost of
voyage depends mainly on the route, ports of call, type of cargo carried.

FIXED COST VARIABLE COST

 Some fixed costs change in a stepwise manner as output changes and therefore may not be
totally fixed. Also note that many cost items have both fixed and variable components. For
example, management salaries typically do not vary with the number of units produced.
However, if production falls dramatically or reaches zero, layoffs may occur. Economically, all
costs are variable in the end.

DATA BASE

 IN ORDER TO PREPARE AN ACCURATE BUDGET WE NEED MINUTE DETAILS OF ALL

EXPENDITURES AND INCOMES.

 THESE CAN BE STORED AS THE COMPUTER DATA BASE FOR ACCURATE PREDICTION OF THE
FUTURE INCOME AND EXPENDITURE.

COST VALUE ANALYSIS

 Cost Value Analysis (CVA) is an effective way to reduce the costs of a business’ own
products by evaluating all cost aspects of a product or service to determine if cost-
improvement opportunities are available.

 Are individual material / components sourced at the best possible price and have
alternatives been considered?

Example: Fuel cost depend on quality & supplier, Can use indigenous spare,

 Can standard components be substituted for custom manufactured components?

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Example: Engine Telegraph, Steering Wheel

 Is the design in line with market requirements, or does the product include redundant
features, which drive cost?

Example: Inclusion of latest developments like use of hydraulic cranes, CPP, Hi-mist system, Air
lubrication etc.

 Are there still opportunities for improvement of the manufacturing process?

 Is our sales concept cost effective and are the most cost effective logistics channels being
used?

DOWNTIME REALISATION:

 The period of time when something, such as a factory or a piece of machinery, is not in
operation, especially as the result of a malfunction.

 Effective use of Down time is called Downtime Realisation.

 Carrying out Preventive maintenance during idle period of engines is an example of

downtime realisation

18. Tonnage tax and scheme.

Under the tonnage tax regime, followed by about 95% of the global fleet, shipping companies are
taxed based on their cargo carrying capacity. The new regime cut the tax incidence of Indian
shipping firms to just 1-2% of their income, compared with the corporate tax rate of 33.9%.

However, under the rules, companies must transfer 20% of their book profits every year to a reserve
account, and this money should be utilized only to buy ships. Failure to transfer book profits to
tonnage tax reserves for two consecutive financial years will exclude a company from the tonnage
tax scheme for the next 10 years.

To make the Indian shipping industry more competitive, a tonnage tax scheme for taxation of
shipping profits has been introduced. Tonnage tax will reduce more ships to fly the Indian flag.
Chapter XII-G, containing sections 115V to 115VZC, provides for special provisions relating to
taxation of the income of shipping companies. With the introduction of tonnage scheme, the
companies have to exercise the option to be assessed under this scheme or under the normal
provisions of the Income-tax Act. The salient features of the scheme are as follows:

 A company owing at least one qualifying ship may join.

 A qualifying ship is one with a minimum tonnage of 15 tons and having a valid
certificate.
 If a company is incorporated after the initial period or a company which is
incorporated before the initial period but becomes a qualifying company for the first
time after the initial period, this application is required to be made within three
months of the date incorporation or the date on which it becomes a qualifying
company, as the case may be.

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19. What factors to decide to install a fire

pump?

The following requirements must be met in respect of a vessel's fire pumps:

1. If the vessel is fitted with two or more power-driven fire pumps, a non-return valve must be
fitted to the discharge line of each pump to prevent water from backing through the pump
when it is not operating,
2. A power-driven fire pump must be self-priming and fitted with pressure gauges on their
suction and discharge sides,
3. A manual fire pump must be operable without the need for manual priming and must be
capable of delivering a jet of water of at least 12 m,
4. A fire pump's sea connection must have arrangements to prevent blockage of the
connection's inlet by ice and slush, and
5. A fire pump must not have a rotor-impeller that can be damaged by heat from the pump or
by the pump running dry.

 If a bilge pump is to be used as a fire pump as permitted by regulation (solas chap ii-2,
10.2.2.1), the bilge pumping system and the fire pumping system must be capable of
simultaneous operation.
 One of the fire pumps required by regulation (10.2.2.2) may be manually operated on a
vessel that is not a Safety Convention vessel, is of less than 1 000 gross tonnage and, in the
case of a passenger vessel, is engaged on a sheltered waters voyage or a near coastal
voyage, Class 2. If one of those pumps is manually operated and is located outside the space
where the other fire pump required by that regulation and its source of power are located,
the manually operated fire pump may also be used for the emergency fire pump if one is
required by regulation (10.2.2.3.1.2).
 A power-driven fire pump that is not required by regulation 10.2.2.2.2 to be independently
driven on a vessel of less than 1 000 gross tonnage must not be powered by a main engine
unless the engine can be operated independently of the propeller shafting.
 Despite regulation 10.2.2.2.2, if a cargo vessel to which that subsection applies is engaged
on a sheltered waters voyage or a near coastal voyage, Class 2:

1. Only one independently driven fire pump is required to meet the requirements of that
regulation and it must be power-driven, and
2. Regulation 10.2.2.3.1.2 does not apply.

 For the purposes of regulation 10.2.2.4.2:

1. The expression "in any event be capable of delivering at least the two required jets of water"
is to be read as "in normal operating conditions be capable of delivering at least the required
jets of water", and
2. The expression "at least the two jets of water required in paragraph 2.1.5.1" is to be read as
"at least the required jets of water".

 The fire pumps on vessels of less than 500 gross tonnage, other than passenger vessels that
are Safety Convention vessels, are not required to meet the minimum capacity requirement
of 25 m3/h set out in regulation 10.2.2.4.2.

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20. Deep score in crank pin bearing, action as

a C/E.
Grinding is carried out on crank pin by special grinding machine until deep score disappear. Carry out
surface hardness test. If hardness is within the limit, then use undersize bearing. If hardness is out of
limit, change crank pin.

21. FOSMA, INSA, MASA, how they influence

Indian shipping?
FOSMA (Foreign Owner and Ship-Managers Association):

From small beginnings, FOSMA has today risen to its present eminent position comprising of Thirty
Two companies as member which represents a majority of Indian Seafarers working on Foreign Flag
vessels. Presently FOSMA is actively involved in representating the views of the industry, and
working along with the administration and the Government on matters relating to Merchant
Shipping, Maritime Labour Convention, Seafarers Identity Document, Criminalization of Seafarers,
Piracy and Hijacking, STCW matters at International Maritime Organization, Education and Training
Matters, etc...

MASSA
The Maritime Association of Indian Ship-owners Ship managers and Agents is a non profit making
body of ship-owners, ship managers and their agents, registered as a section 25 company, under the
companies act, 1956 and based in Mumbai. Members include companies which have a long
association with Indian Manning and are identified as traditional employers of Indian officers and
ratings.

 The origin of MASSA dates back to 1947 when it was established under the name of
Owners/Agents' Committee (Crews). Since its inception, it has played a pivotal role in
formulating a unified policy regarding the employment of Indian seamen. Some of the MASSA
members have employed Indian officers and ratings for over 4/5 decades and have extensive
shipping interests in India.
 MASSA provides a forum for Member Lines, Indian and Foreign and their local agents and ship
managers to interact with the Government and Unions in all matters relating to employment,
training and welfare of seamen.
 MASSA is represented on various statutory bodies such as Seamen's Employment Board,
National Welfare Board for seafarers etc., and such autonomous Bodies/Organizations as Board
of Trustees, Seaman’s Provident fund, Seafarers Welfare fund society etc and other bipartite and
tripartite Bodies and committees such as National Maritime board (India), Maritime
Employment Board (India), Indian Maritime University, NMBRT etc.
 The MASSA is the Secretariat of National Maritime Board (India).

INSA (Indian National Ship-owners Association):

The Indian National Ship owners’ Association (INSA) is the apex body representing and protecting
the interests of ship owners across India. The organisation was formed with the objective of

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integrating the Indian shipping industry with the world economy.

The organisation was incorporated in 1929 with seven company members and four individual
members. At present, this non-profit organisation has 36 members.

Some of the chief objectives of INSA are as follows:

 Coordinating activities with various other shipping associations, chambers and federations in India
and abroad
 Organising conferences, seminars and meetings to disseminate important information about the
Indian shipping industry
 Extending support to research institutions and universities
 Taking measures and influencing government policies to benefit ship owners in the country
 Publishing journals and periodicals to spread awareness.
By becoming a member of the INSA, you can raise issues pertaining to the shipping industry and
influence policy amendments. You also have a platform to interact with shipping companies from
across the world and share the industry best practices to enhance your business prospects.

22. TEU and containerisation. How big

container ships get business?
Containerisation can be defined as a system of intermodal [The term intermodal means that the
container can be loaded on different means (or modes) of transport - for example, ships, aircraft,
trains, trucks, etc. - with the minimum of effort and without have to unpack and repack the
container.] freight and cargo transport using standard ISO containers (known as Shipping Containers
or Isotainers) that can be loaded and sealed intact onto container ships, railroad cars, planes and
trucks. The idea of using standard containers that could be easily and quickly packed and loaded
onto like 'Lego blocks' onto ships, aircraft, trucks and trains, resulted in a huge reduction in port
handling costs, contribute significantly to lower freight charges, increased cargo security and, in turn,
boosted trade flows.

Container dimensions

Even though the International Standards Organisation (ISO) has approved certain external
dimensions of general-purpose containers, many additional dimensions exist. Essentially there are
five main lengths of containers; they are: 20 ft, 40 ft, 45 ft, 48 ft and 53 ft (note that container sizes
are often still given in feet and inches and refer to the outside dimensions of the container). Besides
for these lengths, there are two common heights, namely 8 ft 6 in and 9 ft 6 in (the last-mentioned is
referred to as a high-cube container). Most of these containers are 8 ft wide, although the 48 ft and
53 ft containers can be 8 ft 6 in in width. The 48 ft and 53 ft containers are not used in shipping and
are generally confined to truck and rail use in the US. The 20 ft, 40 ft and 45 ft containers are
common in trade throughout the world, with the first two being the most common.

Twenty-foot equivalent units (TUE):

This is a term you need to understand and that you will come across often in your exporting
ventures. Container capacity is measured in twenty-foot equivalent units (TEU, or sometimes teu). A
twenty-foot equivalent unit is a measure of containerised cargo capacity equal to one standard 20 ft
(length) × 8 ft (width) × 8 ft 6 in (height) container. In metric units this is 6.10 m (length) × 2.44 m
(width) × 2.59 m (height), or approximately 39 m³.

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Most containers today are of the 40-ft (12.2 m) variety and are known as 40-foot containers. This is
equivalent to 2 TEU. 45-foot (13.7 m) containers are also designated 2 TEU. Two TEUs are equivalent
to one forty-foot equivalent unit (FEU). High cube containers have a height of 9 ft 6 in (2.9 m), while
half-height containers, used for heavy loads, have a height of 4 ft 3 in (1.3 m). When converting
containers to TEUs, the height of the containers typically is not considered.

The maximum gross mass for a 20-ft dry cargo container is 24,000 kg, and for a 40-ft, (inc. the 2.87 m
(9 ft 5 in) high cube container), it is 30,480 kg. Allowing for the tare mass of the container, the
maximum payload mass is there reduced to approximately 21,600 kg for 20-ft, and 26,500 kg for 40-
ft containers.

23. Function NSB. How seafarers enter into

NSB?
NSB is a permanent statutory body. Its main function is to advice the Central Government, on
matters related to Indian Shipping including the development thereof and on such other matters
arising out of the Merchant Shipping Act of the Central Government. Dr. Vishwapati Trivedi is the
present Chairman of NSB.
The Constitution of the Board is contained in Section 4 sub rules (2) and (3) of the Merchant Shipping
Act, 1958 as under-
(a) Six members elected by Parliament, four by the Lok Sabha from among its members and the
other two by the Rajya Sabha from among its members.
(b) Such members of other members not exceeding sixteen as the Central Government may think fit
to appoint to the Board, to represent -
 the Central Government,
 Ship-owners,
 Seaman and
 Such other interest as in the opinion of the Central Government ought to be represented on the
Board. The Act provides that the Board shall include equal number of representative of ship owners
and seaman.
The Central Government has the power to nominate one of the Members of the Board to be
Chairman of Board (vide sec.4 (3) of merchant Shipping Act. 1958). The Board has the power to
regulate its own procedure (Sec.4 (4) of the Merchant Shipping Act, 1958)

24. Oil pollution penalties in MS Act.

In case of CLC

352N. Compulsory insurance or other financial guarantee—

(1) The owner of every Indian ship which carries 2000 tons or more oil in bulk as cargo shall, in
respect of such ship, maintain an insurance or other financial security for an amount equivalent to--

(a) "one hundred and thirty-three Special Drawing Rights for each ton of the ships tonnage, or

(b) fourteen million Special Drawing Rights,” whichever is lower.

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(2) In respect of every Indian ship which maintains insurance or other financial security under sub-
section (1), there shall be issued by the Director General a certificate in such form and giving such
particulars as may be prescribed.

In case of bunker convention

352B. Limits of liability-- (1) The amounts to which the owner of a vessel may limit his liability under
sub-section (1) of section 352A shall be--

(a) Where the occurrence has given rise to property claims only an aggregate amount not exciding
the amount equivalent to one thousand francs for each ton of the vessel’s tonnage.

(b) Where the occurrence has given rise to property claims only an aggregate amount not exceeding
the amount equivalent to three thousand and one hundred francs for each ton of the vessel’s
tonnage.

(c) where the occurrence has given rise both to personal claims and property claims, an aggregate
amount not exceeding the amount equivalent to three thousand and one hundred francs for each
ton of the vessel’s tonnage of which the first portion of the amount equivalent to two thousand and
one hundred francs for each ton of the vessel’s tonnage shall be exclusively appropriated to the
payment of personal claims and of which the second portion of the amount equivalent to one
thousand francs for each ten of the vessel’s tonnage shall be appropriated to the payment of
property claims.

Provided that in cases where the first portion is insufficient to pay the personal claims in full, the
unpaid balance of such claims shall rank ratably with the property claims for payment against the
second portion of the amount.

Explanation-- For the purposes of this sub-section, the tonnage of a vessel of less than three
hundred tons shall be deemed to be three hundred tons.

25. M/E piston crack, indications, action to

reach port.
When a crack occurs in the piston crown, when the cylinder pressure is below the cooling oil
pressure, oil will leak into the cylinder. The oil will burn, causing high exhaust temperatures, smoke,
and fouling. When the cylinder pressure is higher than the piston cooling oil pressure, the hot gas
will leak into the cooling space, overheating the oil and causing pockets of gas which may interrupt
the flow. It is possible that the mixture of hot oil and gas returning to the crankcase may set off the
oil mist alarm.

The most logical step to take then is to isolate the faulty cylinder. It can be done.

Procedure for Cutting off Cylinder Unit

The following sequence would be carried out for ships which use the MAN B&W slow speed engine:
1. Stop engine, isolate systems and allow to cool
2. Ensure a procedure is written that minimises the risk to personnel during the operation.
3. Discuss the task and written procedure with the engine room personnel to ensure they are
familiar with the risks, and the methods to be used to minimise these risks.

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4. Ensure the fuel pump is de-activated by lifting roller and locking.

5. Lift exhaust valve actuators so exhaust valve remains closed during running. (Note: the air spring
supply to be left open)
6. Dismantle air start supply line, and blank with suitable steel plates, the main and control air
pipes
7. Dismantle bottom end bearing, and turn engine to suspend piston, crosshead and connecting
rod from supplied crosshead supports.
8. Secure big end of connecting rod in crankcase.
9. Blank off main lube oil inlet to crosshead within the crankcase with a blanking plate.
10. Isolate the cylinder lubricator for that cylinder by placing all lubricators on no stroke.
When one engine cylinder is isolated, then one problem that may occur is a “dead spot” during
manoeuvring. This is due to the air start valve being isolated for that unit, and is more likely when a
smaller number of cylinders are present. The Master must be informed that this could occur, and
the remedy would be to kick the engine in the opposite direction, and then restart in the required
direction.

Since there is no piston in one of the cylinders of the engine, the crankshaft will be temporarily off-
balanced. The engine has to be run at a much slower speed to avoid excessive vibration and
unnecessary stress that can cause further damage.

26. In sea trial, how loss of waves is

compensated?
Wave measurements: Preferably the wave height, wave period and direction of waves due to wind
and swell should be determined using instruments. Use can be made of wave buoys or instruments
onboard the ships such as a wave radar and wave scanner. Although less accurate, wave
observations may also be determined from observations by multiple observers, including an
experienced captain, supported by hind casting if the expected effect of the seaway is significant.

27. Why big size container built? And how they

get business?
Scale economics have played a crucial role in the development of modern merchant shipping. It
makes perfect sense to carry goods in bigger “parcels” or to build bigger passenger ships on the
grounds that the “unit cost” of carrying a container, grabful of iron ore, barrel of oil, or passenger is
reduced accordingly.
For a whole raft of reasons, scale economics make sense in shipping. Size, while reducing the unit
costs, works in so many different ways. You can double the size of the ship, but its capital costs may
go up only by one third. The ship of twice the size, through good design, will not suffer twice the
operating costs of fuel or spares. A ship of three times the size and capacity won’t require anything
like three times the crew to run it. Size increments invariably provide a net gain to the owner who
has bought a bigger ship.
This thinking is behind scale economics being applied to pretty well every type of ship, although it
is instructive to see whether there in fact any limit to the size of ship that can be built. Why aren’t all
ships now gigantic? It is important to consider, alongside the advantages of building ships big,
whether scale economy carries any downside with it. Big ships may have reduced unit costs, but they
have certain inflexibilities. The range of ports open to big ships reduces with their dimensions and

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draught. Bigger ships may take rather longer to load and discharge and place strains upon the port
and terminal infrastructure.
It is also a fact that while the benefits of big ships may be apparent to their owners, it is less
obvious to others. The hearts of port managers may sink as they see owners’ plans for giant ships
because they will have to make their ports fit them through expensive channel dredging and perhaps
new cargo handling equipment, or face losing these customers to competing ports and terminals.
The customers also might not be as enthused as the ship owners about the alleged advantages of
size upgrades. A steel mill might be geared up to accepting its raw material – iron ore – in lots of
180,000 tonnes every two weeks – the capacity of its stackyard may be inadequate to handle the
cargo from a bigger ship.
In the 1970s and 80s a number of half million tonne tankers were built for reasons of scale
economics but refineries were not prepared to pay for the oil tanks to empty these gigantic ships
and they were not a success. It can be argued that the jury is still out on the concept of the “mega-
containerships”, and whether they will be better for more people than smaller vessels. Little ports
which used to take coasters of less than 1,000 tonnes are seriously concerned that insufficient
numbers of small ships are being built, and their disappearance will end centuries of shipping activity
in these places, with undesirable social consequences. Scale economies can work – but not always!

28. What do you mean by TMSA Risk

assessment? How to carry out RA as per
TMSA?
The primary objective is to awaken the seafarers to the involvement of risks on board the ship; to
give emphasis on the Risk assessment on all operations on board so as to achieve a flawless
operation and to prevent accidents. The seafarers are expected to identify the hazards, take the
necessary control measures so as to bring them down to the broadly acceptable levels from the
unacceptable and /or tolerable Region by making use of the Risk Assessment forms (F.RA.5) for each
operation. This is based on ALARP (As Low As Reasonably Practicable) framework for Risk Criteria as
per Tanker Management Self Assessment (TMSA) guidelines which divides risks into 3 major regions
as detailed below:-
o Region “A”=Unacceptable Region where the risk factor is>6
o Region “B”=Tolerable Region where the risk factor is between 4 & 6
o Region “C”=broadly acceptable Region where the risk factor is between 1 & 3
What is TMSA?

OCIMF’s Tanker Management and Self Assessment programme was introduced in 2004 as a tool to
help vessel operators assess, measure and improve their safety management systems. It
complements industry quality codes and is intended to encourage self-regulation and promote
continuous improvement among tanker operators. While International Conventions like SOLAS
(Safety of Life at Sea) and the International Safety Management (ISM) code are in place to enhance
the safety of merchant shipping and achieve incident-free operations, effective implementation of
these regulations is dependent upon the ship operator establishing an effective safety management
system. The TMSA programme can help all vessel operators to improve their safety management
systems. The programme encourages vessel operators to assess their own safety management
system against listed key performance indicators and provides best practice guidance on how to

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attain appropriate standards of safety performance. Vessel operators are encouraged to use their
assessment results to develop phased improvement plans that can be applied, as appropriate, across
their entire fleet and to share TMSA’s with potential charterers via the TMSA database. As a tool for
driving up safety standards, the TMSA has rapidly gained international credibility and acceptance
and today, some 90% of operators use the programme, including all the oil majors.

How does it work?

The TMSA programme offers a standard framework for assessment of a vessel operator’s safety
management systems. The framework is based on 12 elements of management practice, each one
associated with a clear objective and a set of supporting KPIs to help operators assess the level of
attainment in their company. The 12 elements are: 1 Management, leadership and accountability. 2
Recruitment and management of shore-based personnel. 3 Recruitment and management of vessel
personnel. 4 Reliability and maintenance standards. 5 Navigational safety. 6 Cargo, ballast and
mooring operations. 7 Management of change. 8 Incident investigation analysis. 9 Safety
management. 10 Environmental management. 11 Emergency preparedness and contingency
planning. 12 Measurement, analysis and improvement.

29. Company wants to install new BWT system

in your ship. How you suggest your
company?
CRITERIA FOR SELECTING THE BEST SOLUTION
Each ship can be compared to fingerprints; even if they look alike, there are several differences that
make each ship and fingerprint unique. The ship’s size, age, type, ballast water capacity and ballast
pump(s) capacity, and ballasting frequency are issues to consider when choosing the best
alternative. The ship’s route, including water characteristics and the length of voyage, also have an
influence.
The ship’s remaining lifetime and annual ballast volume define the overall costs of the installed
BWTS. The operational costs of the BWTS consist of the cost of consumables (electricity, chemicals)
and spare parts.
Machinery spaces on ships are normally used efficiently, which means that there is minimal extra
space, if any, available. It is likely that the BWTS is installed in machinery spaces such as engine
rooms. The electrical capacity may be limited and there is no surplus for all types of BWTS.
Therefore, updating the electric balance calculations is essential to ensure compliance of the
selected BWTS.
Another concern is the pressure drop as a result of the increased pipe meters and components. That
might lead to a need to modify or even replace ballast pumps to keep the ballasting capacity as
initially required.
There are many solutions and different kinds of circumstances. Therefore, the best alternative for a
particular vessel may not be applicable to another.
The ship may have a BWTS that works well while sailing in salty ocean water, but might face
problems while moving to fresh waters. A similar situation could occur if a ship that is used in legs
that take several days, is moved to shorter legs that take only hours. These examples may concern
some ship owners and can even affect a ship’s second hand value or at least its operability in certain

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areas. A similar problem can be differences in legislation between the IMO and the United States
Coast Guard (USCG): it could happen that a BWTS has IMO type approval, but not USCG’s. Without
USCG approval the ship cannot be operated in US waters.

30. How to calculate or assess power of the

engine of a ship?
The burning of fuel in an engine cylinder (2 stroke or 4 stroke diesel engine) will result in the
production of power at an output shaft; some of the power produced in the cylinder will be used to
drive the rotating masses of the engine.
Typical indicator diagram for a 2 stroke engine is shown in figure below. This power card or pv
diagram can be used to measure indicated power in diesel engines. The area within the diagram
represents the work done within the cylinder in one cycle.

The area can be measured by an instrument known as ‘Planimeter’ or by the use of the mid
ordinates rule. [On modern engines this diagram can be continuously taken by employing two
transducers, one pressure transducer in the combustion space and other transducer on the shaft.
Through the computer we can thus get on line indicated diagram and power of all cylinders.]

The area is then divided by the length of the diagram in order to obtain mean height. This mean
height, when multiplied by the spring scale of the indicator mechanism, gives the indicated mean
effective pressures for the cylinder. The mean effective or average pressure [Pm] can now be used to
determine the workdone in the cylinder. Following calculations can be made to the area of indicator
diagram to measure indicated power.

Calculations

Area of the indicator diagram = a [mm2]

Average height of the diagram = a [mm2] / l [mm]
Average mean indicator pressure = a [mm2] / l [mm] x k [bar / mm]
or Pm = ( a / l ) x k [bar]

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where k = spring scale in bar per mm

Work done in one cycle = Mean Indicated Pressure x Area of the Piston x Length of stroke
= [Pm] x [A] x [L]
To obtain the power of this unit, it is necessary to determine the rate at which work is done,

i.e. multiply work by number of power strokes in one second.

Now, Indicated Power of Unit [ip] =

Mean Indicated Pressure [Pm] x Area of Piston [A] x Length of Stroke [L] x Number of Power Strokes
per Second [N]
or

Indicated Power of Unit = Pm L A N

Unit of Final Result

Indicated Power = Pm L A N
= ( a / l ) x k [bar] x L [m] x A [m2] x N [1/s]
= [bar] x [m] x [m2] x [1/s]
= 105 N/m2 x m x m2 x 1/s
= 105 Nm/s
= 105 Joules/s
= 105 Watts
Hence, multiply the result obtained from calculating indicated power with 10 5 and the final unit will
be in Watts.

31. Resources of C/E in engine room.

Engine Room Resource Management is a method of using all available resources to conduct
engineering operations and run a vessel. The resources involve are both EQUIPMENT and PEOPLE. It
takes both traditional skills to operate the equipment as well as managerial skills to use personnel
resources to their potential.

Human Factors are components that influence engine room personnel and their work environment.
These are:

1. Teamwork

2. Situational Awareness

3. Communication

4. Stress

5. Fatigue

6. Leadership and Decision Making

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7. Cultural Diversity Recent studies have shown that 75 – 80% of all marine casualties cited Human
Factors as the main reason.

Keys to Effective Engine Room Resource Management

1. Good Situational Awareness (Anticipation of situations in engine room operations)

2. Obtain Information Early

3. Build a Mental Model

4. Preparedness

5. Defined Organization

6. Realistic Decisions

7. Monitor Progress

32. Title of MLC. As a PSCO what’s documents

to check?
The convention consists of the sixteen articles containing general provisions as well as the Code. The
Code consists of five Titles in which specific provisions are grouped by standard (or in Title 5: mode
of enforcement):

 Title 1: Minimum requirements for seafarers to work on a ship

 Title 2: Conditions of employment
 Title 3: Accommodation, recreational facilities, food and catering
 Title 4: Health protection, medical care, welfare and social security protection
 Title 5: Compliance and enforcement
Title 1: Minimum requirements for seafarers to work on a ship
The minimum requirements set out in this section of the code are divided in 4 parts and are
summarized below:

 Minimum age requirements: the minimum age is 16 years (18 for night work and work in
hazardous areas).
 Medical fitness: workers should be medically fit for the duties they are performing. Countries
should issue medical certificates as defined in the STCW (or use a similar standard).
 Training: Seafarers should be trained for their duties as well as have had personal safety
training.
 Recruitment/placement services located in member states or for ships flying the flag of member
states should have (amongst others) proper placement procedures, registration, complaint
procedures and compensation if the recruitment fails
Title 2: Employment conditions
The Title on employment conditions lists conditions of the contract and payments, as well as the
working conditions on ships.

 Contracts: the contract should be clear, legally enforceable and incorporate collective bargaining
agreements (if existent).

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 Payments: Wages should be paid at least every month, and should be transferrable regularly to
family if so desired.
 Rest hours: rest hours should be implemented in national legislation. The maximum hours of
work in that legislation should not exceed 14 hours in any 24-hour period and 72 hours in any
seven-day period, or: at least ten hours of rest in any 24-hour period and 77 hours (rest) in any
seven-day period. Furthermore, the daily hours of rest may not be divided into more than two
periods and, at least six hours of rest should be given consecutively in one of those two periods.
 Leave: Seafarers have a right to annual leave as well as shore leave.
 Repatriation: Returning to their country of residence should be free
 Loss: If a ship is lost or foundered, the seafarers have a right to unemployment payments.
 Manning: Every ship should have a sufficient manning level
Title 3: Accommodation, Recreational Facilities, Food and Catering
The title specifies rules detailed rules for accommodation and recreational facilities, as well as food
and catering.

 Accommodation: Accommodation for living and/or working should be "promoting the seafarers'
health and well-being". Detailed provisions (in rules and guidelines) give minimum requirements
for various types of rooms (mess rooms, recreational rooms, dorms etc.).
 Food and Catering: Both food quality and quantity, including water should be regulated in the
flag state. Furthermore, cooks should have proper training.
Title 4: Health Protection, Medical Care, Welfare and Social Security Protection
Title 4 consists of 5 regulations about Health, Liability, Medical care, Welfare and Social security.

 Medical care on board ship and ashore: Seafarers should be covered for and have access to
medical care while on board; in principle at no cost and of a quality comparable to the standards
of health care on shore. Countries through which territory a ship is passing should guarantee
treatment on shore in serious cases.
 Ship owners’ liability: Seafarers should be protected from the financial effects of "sickness, injury
or death occurring in connection with their employment". This includes at least 16 weeks of
payment of wages after start of sickness.
 Health and safety protection and accident prevention: A safe and hygienic environment should
be provided to seafarers both during working and resting hours and measures should be taken
to take reasonable safety measures.
 Access to shore-based welfare facilities: Port states should provide "welfare, cultural,
recreational and information facilities and services" and to provide easy access to these services.
The access to these facilities should be open to all seafarers irrespective of race, sex, religion or
political opinion.
 Social security: Social security coverage should be available to seafarers (and in case it is
customary in the flag state: their relatives).
Title 5: Compliance and Enforcement
Title 5 sets standers to ensure compliance with the convention. The title distinguishes requirements
for flag states and port states.

 Flag states: Flag states (the state under which flag the ship operates) are responsible for
ensuring implementation of the rules on the ships that fly its flag. Detailed inspections result in
the issue of a "Certificate of Maritime Compliance", which should always be present (and valid)
on a ship. Ships are required to have decent complaints procedures in place for its crew and
should institute investigations in case of casualties.

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 Port States: The inspection in ports depends on whether a Certificate of Maritime Compliance
is present (and thus a flag is flown of a country which has ratified the convention). If the
Certificate is present, compliance is to be assumed in principle, and further investigations only
take place if the certificate is not in order or there are indications of non-compliance. For ships
that don't have the certificate, inspections are much more detailed and should ensure -
according to a "no more favourable treatment principle"[5] that the ship has complied with the
provisions of the convention. The convention is thus -indirectly- also valid for ships of non-
member countries if they plan to call to ports of a member state.
 Labour agencies: Agencies supplying on maritime workers to ships should also be inspected to
ensure that they apply the convention (amongst others the regulations regarding to social
security).

33. Theory of motivation.

It is probably safe to say that the most well-known theory of motivation is Maslow’s need hierarchy
theory Maslow’s theory is based on the human needs. Drawing chiefly on his clinical experience, he
classified all human needs into a hierarchical manner from the lower to the higher order.

In essence, he believed that once a given level of need is satisfied, it no longer serves to motivate
man. Then, the next higher level of need has to be activated in order to motivate the man. Maslow
identified five levels in his need hierarchy as shown in figure 17.2.

These are now discussed one by one:

1. Physiological Needs:
These needs are basic to human life and, hence, include food, clothing, shelter, air, water and
necessities of life. These needs relate to the survival and maintenance of human life. They exert
tremendous influence on human behaviour. These needs are to be met first at least partly before
higher level needs emerge. Once physiological needs are satisfied, they no longer motivate the man.

2. Safety Needs:
After satisfying the physiological needs, the next needs felt are called safety and security needs.
These needs find expression in such desires as economic security and protection from physical
dangers. Meeting these needs requires more money and, hence, the individual is prompted to work
more. Like physiological needs, these become inactive once they are satisfied.

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3. Social Needs:
Man is a social being. He is, therefore, interested in social interaction, companionship,
belongingness, etc. It is this socializing and belongingness why individuals prefer to work in groups
and especially older people go to work.

4. Esteem Needs:
These needs refer to self-esteem and self-respect. They include such needs which indicate self-
confidence, achievement, competence, knowledge and independence. The fulfillment of esteem
needs leads to self-confidence, strength and capability of being useful in the organization. However,
inability to fulfill these needs results in feeling like inferiority, weakness and helplessness.

5. Self-Actualisation Needs:
This level represents the culmination of all the lower, intermediate, and higher needs of human
beings. In other words, the final step under the need hierarchy model is the need for self-
actualization. This refers to fulfillment.

The term self-actualization was coined by Kurt Goldstein and means to become actualized in what
one is potentially good at. In effect, self- actualization is the person’s motivation to transform
perception of self into reality.

According to Maslow, the human needs follow a definite sequence of domination. The second need
does not arise until the first is reasonably satisfied, and the third need does not emerge until the first
two needs have been reasonably satisfied and it goes on. The other side of the need hierarchy is that
human needs are unlimited. However, Maslow’s need hierarchy-theory is not without its detractors.

34. Casualty investigation code.

Every flag state has to carry out investigation in any casualty occurring on board the ship flying its
flag. This responsibility is laid down in various conventions of IMO. Following are the conventions
and articles under which above responsibility is laid down:-
1) UNCLOS: - Article 94(7) states that " each state shall cause an inquiry to be held by a suitably
qualified person/persons into every marine casualty or incident of navigation on the high seas
involving a ship flying its flag and causing loss of life or any other incident involving another state or
marine environment."
2) SOLAS 74:- Reg 1/ 21 states that " Each Administration undertakes to conduct an investigation of
any casualty occurring to any of its ships subject to the provisions of the present convention when it
judges that such an investigation may assist in determining what changes in the present regulations
might be desirable."
3) Article 12 of MARPOL73/78 and article 23 of ILLC also states more or less same as stated in above
conventions.
To harmonize the casualty investigation a code was adopted on 27th November 1997 in IMO
resolution A849(20) called casualty investigation code.
Lets us see the salient features of the code.
1) Necessity of code: - It was acknowledged that the investigation and proper analysis of marine
casualties and incidents can lead to greater awareness of casualty causation and result in remedial
measures including better training to enhance safety of life at sea and protection of environment. It

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was also recognized that a standard approach and cooperation between governments, to marine
casualty and incident investigation is necessary to correctly identify the cause.
2) Objective: - Objective to any marine casualty investigation is to prevent similar casualties in
future. Investigations identify the circumstances of the casualty under investigation and establish the
cause.
3) Who will do the investigation:-
a) Flag state has to carry investigation in all casualties occurring to its ship.
b) If casualty occurs in territorial sea of a state, then flag state and coastal state should cooperate to
maximum extent and mutually decide who will be the lead investigating state.
c) If casualty occurs at high seas then flag state has to carry out investigation. But if the casualty
involves other parties or affects environment of other state, then all substantially interested state
should work together and decide who will be the lead investigating state.

4) Consultation and cooperation between states: - If casualty has taken place in territorial water of
any state then the coastal state should without delay report the matter to flag state. Also if the
casualty involves other parties all substantially interested parties to be informed by investigating
state. When two or more states have agreed to the procedure for a marine casualty investigation,
the state conducting the investigation should allow representative of the other state to:-
a) Question witness
b) view and examine documents and evidence
c) Produce witness and other evidence
d) Comment on and have their views properly reflected in final report.
e) Be provided with transcripts statement and final report relating to investigation.
5) Recommended practice for safety investigation:-
a) Investigation should be thorough and unbiased.
b) Cooperation between substantially interested states.
c) It should be given same priority as criminal or other investigation.
d) Investigator should have ready access to relevant safety information including survey records held
by flag state, owner, class etc.
e) Effective use should be made of all recorded data including VDR in the investigation of casualty.
f) Investigator should have access to government surveyors, coastguard officers, pilot or other
marine personnel of respective states.
g) Investigator should take account of any recommendation published by IMO or ILO regarding
human factor.
h) Reports of investigation are most effective when circulated to shipping industry and public.
6) Reporting to IMO:- After investigation the lead investigating state should circulate draft report to
coastal state and substantially interested state for comments. If no comment is received within 30
days lead state should send the final report to IMO.
Very serious marine casualty means a ship casualty which involves total loss of ship, loss of life or
severe pollution.

35. Crank web slippage, action.

Slippage of shrink fits
Slippage can occur at the shrink fits and this can be noticed by consideration of the reference mark
at the end of the web and pin . For Slippage up to about 5 o retiming of the effected cylinder can take
place so long as oil holes passing through the shrink fit do not become obstructed.
For slippage above 5o there may be problems of loading on the crankshaft due to firing angles and
the relative position of the cranks, this can lead to excessive vibrations and stress. The ideal solution
is the replacement of the effected parts; a temporary repair may be carried out. This consists of
cooling the pin with liquid nitrogen and heating the web to give a temperature difference of about

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180oC. The web may then be jacked back into position. In both cases the slip fit will have been
damaged, the contact faces which originally should be as smooth as possible to give maximum
contact area. The engine should be run at below the max. rating until the parts can be replaced.
Most slipped fits are caused by starting the engine with water in the cylinder. But any overload can
result in this problem.

36. Yard delivery procedure.

Brief:
1. Company Briefing
2. Take-over check list
3. Certification:
Registry & Change of Flag
Markings on Hull
Surveys
Interim/Provisional Certificates
EPIRB Registration
SMS Manuals on Board
Copy of DOC
4. Safety Related
LSA FFA checked against Record of Safety Equipment
Emergency Contacts of Owners, Charterers, Managers
Familiarization of Crew
LSA FFA Marked with POR & Vsl’s Name
Training Manual
Emergency Drill
5. Pollution Prevention
Provisional SOPEP Manual if not approved yet
Anti-Pollution kit
Garbage Management Plan

6. Crew Administration Related

Articles
OLB
SMD
Cert/Licenses
Health Books
Crew List
7. Voyage / Cargo Instructions r’cd from Owners / Charterers / Managers
Sailing condition – Load and Stress Distribution Plan
8. Navigation Related
Manoeuvering Information (Wheelhouse poster)
Functioning & Errors of Eqpt
Compass Deviation
Steering & Emergency Steering
Bridge Familiarization
Spares of Bridge Equipment
Charts & status of correction

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Passage Plan
Pilot Card
Met Eqpt & Spares
Flags
Manuals of Eqpt
Mandatory Publications
9. Drawing & Manuals and display Posters
10.Communications
Equipment
Cert of Operator
Distress Instructions
GMDSS Maintenance Plan Certificate
11. Cargo & Related Manuals (endorsed by Class):
Loading manual
CSM
Cargo, Ballast & Fuel Ullage Tables
IG Manual
COW Manual
ODME Manual
CBT Manual
Ballast Water Management Plan
12. Stores & Provisions
Bunker Requirements
Provision/Stores/Paints/Chemicals/Gases
13. Cash on Board for Emergency Purchases
14. Log Books
Deck & E/R
Movement Books
15. Standing Orders of Master & C/E

1. I will go to the Company Office for briefing as per the SMS.

2. Obtain Taking over check-list from Company’s Office
3. Before delivery of ship, there will be Sea-Trials, checking & trial of all equipment.
4. BUSINESS: Ship Specific Business Information
5. Obtain Emergency Contacts & details of Owners, Manager’s, Charterer’s H&M and their reporting
requirements.

6. CERTIFICATION:

a) CHANGE OF FLAG or TAKE OVER:

Confirm that the Certificate of Registry or the Interim Certificate of Registry has been received.
b) Change names on bows & stern, and change POR on the stern Names & Port of Registry
(Consider if bead welding required around new name & POR)
All L/Boats, Rescue Boats, L/Rafts, L/Buoys and all Documents having POR mentioned to be
replaced / repainted with new POR.
c) EPIRB registration to be arranged.
d) All Officer’s & Crew’s have Flag State Licenses & Endorsements respectively.
e) Letter from Class – Stating that Name, Flag & Class as appropriate, changed to be ensured
received on board
f) Ship’s Certificates – Statutory and trading certificates
Check all certificates are in date and Endorsed as per Certificate of Registry.

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g) Ship’s Survey status Check for outstanding Class Surveys and carry out if due / required.
h) Safety management Certificate – Interim certificate should be received.
i) SMS Shipboard manuals should be available on board along with a Copy of DOC.
j) Ship’s Certificates – Statutory Certificates – As reqd by Flag State Regulations – Put on Public view

7) POLLUTION:

Approved Ship Oil Pollution Emergency Plan (SOPEP/SMPEP) should be r’cd & placed on board.
If not yet approved vessel should have an unapproved copy.
Oil Spill Equipment checked for quantity, condition and instructions to all crew regarding its use.
8) ADMINISTRATION:

Articles of Agreement (AOA) :Open Articles and Get Officer’s & Crew Signed on
Official Log Book (OLB) – As reqd. by Flag State Regulations.
Open and enter all relevant details. Enter the members comprising the Safety Committee.
Safe Manning Certificate – Check Minimum Manning against on-signers.
Crew Documents – Officer’s & Crew’s Passport, CDC’s collected,checked valid, and kept with Master.
(US Visa. Check valid Yellow fever.)
Certificates (Licenses) – Officer’s & Crew’s Certificates & Endorsements as per STCW’95 valid and
required number of Officer’s have GMDSS Certificates.
All Officer’s & Crew’s pre joining Medical Report & D& A declaration received.
Crew List (needed for sailing) Get one made up.

Cash Check if sufficient Cash on board for Emergency purchases.

Terms and Conditions of Employment for Officer’s & Crew

Reporting Start Weather Reporting & Send AMVER Reports at sea.

9) NOTICES :

Manoeuvring Information – Turning Circles, Emergency stop, etc.

Check information is posted in the wheelhouse

Emergency steering change over instructions

Check instructions are posted in wheelhouse and at steering gear.

Steering – Change-over between Auto-Pilot and manual

Check that operating instructions are clearly displayed near Strg. Stand in W/house.

Compass Deviation Card

Check that card is posted in readily accessible position on the Bridge.
If Dev. Exceeds 5 deg request Office to arrange for Compass adjuster.
10) DRAWINGS :

Drawings, Manuals
Check if List of all drawings, manuals, Ship’s and its machinery particulars maintained.
Missing Drawings and Manuals should be notified to the Superintendent for replacement.

Bunker System – Heavy Oil System, Marine Diesel Oil System , Lubricating Oil system
Get ships drawings copied.

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11) SAFETY :

All L.S.A. & F.F.A. Checked for quantity as per Record of safety Equipment and all in good condition
with no equipment validity dates expired.
Ensure replacement done prior sailing if found in poor condition or dates expired.

Emergency Muster List: Get a Minimum number completed and posted

Emergency Drill – Test familiarization & Muster List

Essential if even limited time prior sailing, Mandatory within 24 hours
Company’s additional Guidelines
Check if Additional Files (Emergency Contacts, Regulations Updates, M-Notices, Hong Kong Notices,
Loss Prevention Bulletins, Accident Reports, Training Material, Flag State Circulars, Port State
Regulations, Survey Checklists) & sample Deck & Engine Checklists & Procedures provided on board.)
Mandatory & Recommended Publications. Check if all Mandatory and Recommended Publications
from List

Emergency Power
Draw up a list of all Equipment operating on Emergency Power (Emergency Generator / Batteries).
Post List on Bridge & ECR.

12) CARGO & RELATED MANUALS :

Loading manual – Stability & Hydrostatic data and Grain Loading manual.
Ensure endorsed by class for name, flag and Class changes.
Loadicator to be tested to see if test conditions match results with that of the Loading manual.

Cargo Securing Manual (CSM)

Ensure endorsed by class for name, flag and Class changes.
All securing equipment checked for quantity, type and condition and securing of present cargo as
per Plan from CSM
Cargo, Ballast & Fuel Ullage Tables – For Tankers and Combination Carriers
Ensure endorsed by class for name, flag and Class changes
Inert Gas Manual – For Tankers and Combination Carriers
Ensure endorsed by class for name, flag and Class changes

Crude Oil washing (COW) Manual – For Tankers and Combination Carriers
Ensure endorsed by class for name, flag and Class changes

Oil Discharge Monitoring Equipment (ODME) Manual – For Tankers and Combination Carriers
Ensure endorsed by class for name, flag and Class changes.

Clean Ballast Tanker (CBT) Manual – For Tankers with CBT

Ensure endorsed by class for name, flag and Class changes.

Ballast Water Management Plan

Check on board and being followed. Send sequence for Ballast Water Exchange to Office for approval
as soon as possible.
Garbage Management Plan
Check on board and being followed and Record book filled, Receipts filed, Placards displayed and

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crew instructed on segregation/disposal

Sailing condition – Load and Stress Distribution Plan

13) EQUIPMENT & NAVIGATION :

Bridge Equipment
Check all functioning. Obtain errors as appropriate.
Open logs. (GMDSS, Battery Log inclusive).
Prepare Aerial / Antenna Plan and Post same in wheelhouse if not done.
Spares ordered and defective Equipment rectified by Service technician.
Additional Equipment to fit as decided and checked functioning.
All Bridge equipment manuals located and kept readily available.

Charts & Publications

Ensure all charts and publications for Voyage are on board and are corrected. Requisition for charts
directly with Office or Agents(if urgent) or supplier of Folio Management System.
Chart Correction Log checked matching charts / corrections.
Passage Plan
Prepare passage Plan from present sailing berth to arrival next berth
Meteorology equipment
Check all functioning. Check sufficient spares on board (Barograph paper, thermometer, vick &
container, Met. Log book, Coding decoding book, etc). . Obtain errors as appropriate.
Request Met. Dept to supply shortfall.
Post Sea State & Cloud Charts in W/house.

Pilot card
Pre-Departure checks

Anti-drug Traffic, Smuggling & Stowaways

Carry out search for Drugs, contraband and stowaways. File C/L and make log book entry(Deck/OLB).
Check if Alcohol meter supplied on board.
14) MEDICAL:

Medicine Chest Certificate / Medical Log

Check if Medicine Chest is as per Scale of relevant M-Notice MSN 1768 (M+F) & MFAG Appendix 14
(Ships carrying IMO Cargo)& certificate on board
Requisition for shortfall.
Medicines labeled and arranged in lockers.
List of Narcotics made. First aid kits available.
Start Medical Log.

15) COMMUNICATIONS :

GMDSS Maintenance Plan Certificate

Check if Shore based Maintenance Plan for GMDSS Equipment received and Post copy near GMDSS
Equipment.
(Also post handling of Distress messages via VHF, MF/HF, Satcom – near equipment)
Messages
Voyage / Cargo Instructions
Have sailing / voyage instructions from Owners / Charterers / Managers been received

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Hand-over completed.
Departure message. Soonest after well clear and FAOP

16) ENGINE ROOM EQUIPMENT:

Spare Part Management
Requisition for urgent spares as decided in consultation with Suptd.
(Minimum Spare Parts list for company’s general guidelines for deciding minimum stock to be
referred to)
Planned Maintenance System (PMS)
Check Software for PMS on board.
Load PMS Software on dedicated computer & verify operational.
If PMS Software not yet available, then commence using paper based PMS.

17) SAILING REQUIREMENTS:

Bunkers
ROB and distribution verified. (Sounding / Ullage tables on board)
Fresh Bunkers ordered as required for voyage.
Fuel Sampling Kit (Bottles & labels) & Drip feed fuel sampling point on board.
Fresh Water (Sounding Table on board)
ROB and distribution verified.
Fresh water ordered as required for voyage.

Chemicals

Gases

Paints

Stores

Provisions & Bond Stores

Check Provisions & Bond Stores ROB & arrange supplies sufficient for the forthcoming voyage

18) TRAINING RECORD:

SOLAS Training Manual (Life Saving & Fire Fighting Training and Maintenance manual)

Familiarization Training
(Safety Familiarization for all Off/Crew/Pass., Bridge / E.R. Familiarization & Job Familiarization)
Complete as soon as possible but Within 6 hours of joining , Before taking over Nav. / Deck watch

19) STANDING ORDERS:

Master standing Orders

Place on Bridge with the Night Order Book.
Master’s Night Order Book
Attach to a note book & Place on Bridge
Chief Engineer’s Standing orders
Place in Engine Control Room.
Chief Engineer’s Night Order Book
Attach to a note book & Place in Engine Control Room

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20) LOG BOOKS:

Deck Log Book

Open and place on Bridge

Movement Book (Bell Book)

Open and place on Bridge with Deck Log Book
E.R. Log Book
Open and place in Engine Control Room
Movement Book (Bell Book)
Open and place in ECR with Engine Log Book
Oil Record Book (Part I)
Open and put into use.
Oil Record Book (Part II) (for Tanker only)
Open and put into use.

37. Inventory management, Just In Time.

Inventory management is a science primarily about specifying the shape and placement of stocked
goods. It is required at different locations within a facility or within many locations of a supply
network to precede the regular and planned course of production and stock of materials.

The ABC classification process is an analysis of a range of objects, such as finished products, items
lying in inventory or customers into three categories. It's a system of categorization, with similarities
to Pareto analysis, and the method usually categorizes inventory into three classes with each class
having a different management control associated: A - outstandingly important; B - of average
importance; C - relatively unimportant as a basis for a control scheme. Each category can and
sometimes should be handled in a different way, with more attention being devoted to category A,
less to B, and still less to C.

Popularly known as the "80/20" rule ABC concept is applied to inventory management as a rule-of-
thumb. It says that about 80% of the Rupee value, consumption wise, of an inventory remains in
about 20% of the items.

This rule, in general, applies well and is frequently used by inventory managers to put their efforts
where greatest benefits, in terms of cost reduction as well as maintaining a smooth availability of
stock, are attained.

The ABC concept is derived from the Pareto's 80/20 rule curve. It is also known as the 80-20 concept.
Here, Rupee / Dollar value of each individual inventory item is calculated on annual consumption
basis.

Thus, applied in the context of inventory, it's a determination of the relative ratios between the
number of items and the currency value of the items purchased / consumed on a repetitive basis:

 10-20% of the items ('A' class) account for 70-80% of the consumption

 the next 15-25% ('B' class) account for 10-20% of the consumption and

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 the balance 65-75% ('C' class) account for 5-10% of the cons 20% of the items account for
80% of total inventory consumption value (Qty consumed X unit rate)

 Specific items on which efforts can be concentrated profitably

 Provides a sound basis on which to allocate funds and time

 A,B & C , all have a purchasing / storage policy - "A", most critically reviewed , "B" little less
while "C" still less with greater results.

ABC Analysis is the basis for material management processes and helps define how stock is
managed. It can form the basis of various activity including leading plans on alternative stocking
arrangements (consignment stock), reorder calculations and can help determine at what intervals
inventory checks are carried out (for example A class items may be required to be checked more
frequently than c class stores.

Inventory Control Application: The ABC classification system is to grouping items according to
annual issue value, (in terms of money), in an attempt to identify the small number of items that will
account for most of the issue value and that are the most important ones to control for effective
inventory management. The emphasis is on putting effort where it will have the most effect.

A Items: These Items are seen to be of high Rupee consumption volume. "A" items usually include
10-20% of all inventory items, and account for 50-60% of the total Rupee consumption volume.

B Items: "B" items are those that are 30-40% of all inventory items, and account for 30-40% of the
total Rupee consumption volume of the inventory. These are important, but not critical, and
don't pose sourcing difficulties.

C Items: "C" items account for 40-50% of all inventory items, but only 5-10% of the total Rupee
consumption volume. Characteristically, these are standard, low-cost and readily available items.
ABC classifications allow the inventory manager to assign priorities for inventory control. Strict
control needs to be kept on A and B items, with preferably low safety stock level. Taking a lenient
view, the C class items can be maintained with looser control and with high safety stock level. The
ABC concept puts emphasis on the fact that every item of inventory is critical and has the potential
of affecting, adversely, production, or sales to a customer or operations. The categorization helps in
better control on A and B items.

In addition to other management procedures, ABC classifications can be used to design cycle
counting schemes. For example, A items may be counted 3 times per year, B items 1 to 2 times, and
C items only once, or not at all.

Just-in-time (JIT) is an inventory strategy companies employ to increase efficiency and decrease
waste by receiving goods only as they are needed in the production process, thereby
reducing inventory costs. This method requires producers to forecast demand accurately.

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Advantages: Just-in-time inventory control has several advantages over traditional models.
Production runs remain short, which means manufacturers can move from one type of product to
another very easily. This method reduces costs by eliminating warehouse storage needs. Companies
also spend less money on raw materials because they buy just enough to make the products and no
more.
Disadvantages: The disadvantages of just-in-time inventories involve disruptions in the supply chain.
If a supplier of raw materials has a breakdown and cannot deliver the goods on time, one supplier
can shut down the entire production process. A sudden order for goods that surpasses expectations
may delay delivery of finished products to clients.
The modern management principles used in inventory control
Lead time
This is the time between 'shortage occurs’ and the item being available to maintain supply.
This influences the level of safety (minimum) stock. If supply lead time is longer than sales lead time.
Stocks are needed. If less. Stock holding can be entirely avoided.
Lead time can be broken up, into several components
1. Order renew & processing time ie. time for comparing inventory with re-order levels time for
re-order time for supplier to receive re-order
2. Suppliers lead time (vendors, manufacturers, buying & dispatch)
3. Transport time (from supplier to receiving bay)
4. Receiving time-time taken for goods inwards & updating store records.

Minimizing Lead time Following actions can be taken to minimize suppliers Lead time
1. A precise date & time of delivery specified. This has a psychological influence on suppliers to
deliver on time.
2. Supplier made to understand that length of lead time can affect his perceived reliability
3. Companies can also minimize lead time by putting in place systems to ensure prompt re-
order on stocks, approaching reorder level.
4. Entering a partnership with major suppliers. Can also help in reducing Lead time.
5. Establishing a JIT (Just in Time) approach to Inventory management JIT Just In Time
Management This is zero inventory Philosophy. Where we have items when we need. And none when
we don't. In a conventional inventory control. Demand is predicted and based on "Lead time” the
stock is acquired.
Inventory Management Plan

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This plan is based on Pareto's principle the last step is to class all spares & stores inventory into 3
classes. (ABC analysis)
Class A Important, expensive items, small quantities. e g. Piston crown liner, connecting rods. Class
A items require tight control, accurate records and forecasting correct demand. The JIT method is
suitable. Personal supervision is necessary

Class B Significant it medium quantities e.g. Fuel PP plunger barrel, needle & guide. Class B items can
use a conventional stock control is placed system. Order based on predicted demand, lead time and
minimum spares policy.

Class C unimportant items of large quantities e.g. Nuts & bolts, gaskets, spanners Class C items
require minimum management supervision, Care must however be taken, to avoid excess Inventory
or complete nil Inventory.

38. BOL, negotiable or non-negotiable?

Depends on type of BOL that is based on to whom goods to be delivered.

The B/L which is transferable by endorsement, called negotiate B/L. Such as ‘Order B/L’, where
goods are delivered to the ‘Order’ of a named person/party. Such named person/party has the right
to ‘endorse’ the B/L either in ‘blank’ or to a named person.

The B/L is to be called non-negotiable when it is not transferable by endorsement. Straight B/L is the
example of non-negotiable B/L.

Straight B/L has fixed consignee and port mentioned on B/L and can not be sold or negotiated. So, it
is non-negotiable B/L. Order B/L is negotiable and can be sold /transferred by shipper and there
after endorsing the B/L in consignee name before B/L is sent to consignee. Generally tanker
charterers widely used order B/L.

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39. Sea trial analysis.

A sea trial is the testing phase of a watercraft (including boats, ships, and submarines). It is also
referred to as a "shakedown cruise" by many naval personnel. It is usually the last phase of
construction and takes place on open water, and it can last from a few hours to many days.
Sea trials are conducted to measure a vessel’s performance and general seaworthiness. Testing of a
vessel’s speed, maneuverability, equipment and safety features are usually conducted. Usually in
attendance are technical representatives from the builder, governing and certification officials, and
representatives of the owners. Successful sea trials subsequently lead to a vessel’s certification for
commissioning and acceptance by its owner.
Although sea trials are commonly thought to be conducted only on new-built vessels (referred by
shipbuilders as 'builders trials'), they are regularly conducted on commissioned vessels as well. In
new vessels, they are used to determine conformance to construction specifications. On
commissioned vessels, they are generally used to confirm the impact of any modifications.
Sea trials can also refer to a short test trip undertaken by a prospective buyer of a new or used
vessel as one determining factor in whether to purchase the vessel.
Sea trials are fairly standardized using technical bulletins published by ITTC, SNAME, BMT, regulatory
agencies or the owners. They involve demonstrations and tests of the ship's systems and
performance.
Speed trial
In a speed trial the vessel is ballasted or loaded to a predetermined draft and the propulsion
machinery is set to the contracted maximum service setting, usually some percentage of the
machinery's maximum continuous rating. (ex: 90% MCR) The ship's heading is adjusted to have the
wind and tide as close to bow-on as possible. The vessel is allowed to come to speed and the speed
is continuously recorded using differential GPS. The trial will be executed with different speeds
including service (design) and maximum speed. The ship is then turned through 180° and the
procedure is followed again. This reduces the impact of wind and tide. The final "Trials Speed" is
determined by averaging all of the measured speeds during each of the runs. This process may be
repeated in various sea states.
Crash stop
To test a crash stop, the vessel is ballasted or loaded to a predetermined draft and the propulsion
machinery is set to the contracted maximum service setting, usually some percentage of the
machinery's maximum continuous rating. The trial begins once the order to "Execute Crash Stop" is
given. At this point the propulsion machinery is set to full-astern and the helm is put hard-over to
either port or starboard. The speed, position and heading are continuously recorded using
differential GPS. The final time to stop (i.e.: ship speed is 0 knots) track line, drift (distance traveled
perpendicular to the original course) and advance (distance traveled along the original course line)
are all calculated. The trial may be repeated at various starting speeds.
Endurance
During endurance trials the vessel is ballasted or loaded to a predetermined draft and the propulsion
machinery is set to the contracted maximum service setting, usually some percentage of the
machinery's maximum continuous rating. The fuel flow, exhaust and cooling water temperatures
and ship's speed are all recorded.

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Maneuvering trials
Maneuvering trials involve a number of trials to determine the maneuverability and directional
stability of the ship may be conducted. These include a direct and reverse spiral manoeuvres, zigzag,
and lateral thruster use.
Sea keeping
Sea keeping trials were used exclusively for passenger ships but now used in a variety of vessels.
Involves measurements of ship motions in various sea states followed by a series of analyses to
determine comfort levels, likelihood of sea sickness and hull damage. Trials are usually protracted in
nature due to the unpredictability of finding the correct sea state and the need to conduct the trials
at various headings and speeds.

40. Active material in BWT.

“Active Substance” means a substance or organism, including a virus or a fungus that has a general
or specific action on or against harmful aquatic organisms and pathogens.

The G9 Guidelines describe the approval process for systems that make use of ‘active substances’.
‘Active substances’ are defined by the Convention as “substances or organisms, including a virus or a
fungus, that have a general or specific action on or against harmful aquatic organisms and
pathogens”. Active substances and preparations may be added to the ballast water or be generated
onboard ships within the BWM system. These substances must comply with the BWM Convention.
To comply with the Convention, BWM systems that make use of active substances (or preparations
containing one or more active substances) need to be approved by IMO, based on a procedure
developed by the Organization. The objective of this procedure is to determine the acceptability of
the active substances in ballast water management systems concerning ship safety, human health
and the aquatic environment. The procedure is thus provided as a safeguard for the sustainable use
of active substance, and is not intended for the evaluation of the efficacy of the active substances
(the efficacy of BWM systems, including those that make use of active substances, should be
evaluated in accordance with the G8 Guidelines).

The proposal for approval of an active substance must include:

 data on effects on aquatic plants, invertebrates, fish and other biota, including sensitive and
representative organisms,
 data on Mammalian Toxicity,
 data on environmental fate and effect under aerobic and anaerobic conditions,
 physical and chemical properties of the active substance and preparations and the treated ballast
water,
 Analytical methods at environmentally relevant concentrations.

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41. Voyage cost analysis by C/E.

Voyage costs
Are variable costs associated with the commercial employment of the ship.
Are the responsibilities of the ship’s commercial operator. If the ship is let on a time charter, the
charterer is liable for the voyage costs.
Voyage costs include:-
a) Fuel costs/bunkers
b) Port charges-port dues and service charges (e.g. tugs hire, pilotage, cargo handling, agency fees.)
c) Canal charges
Voyage costs: Fuel costs are depending on:
Fuel price
Engine power and efficiency
Design and state of the hull
Ship’s speed
Voyage costs: Port charges
Fees for the use of facilities and services provided by the port
Facilities uses fee is called port dues:-general use of port facilities, this is based on:
Volume of cargo
Weight of cargo
Gross tonnage for the vessel net tonnage for the vessel Services:- service charges for pilotage,
towage, cargo handling costs(loading/discharging)
Voyage costs: Canal charges
Suez & Panama canal Suez; charges are calculated in terms of the Suez Canal net ton (roughly
corresponds to cargo-carrying space below the deck)and Special Drawing rights (not commonly used
measures) charges vary for different types and sizes of ships Panama; flat rate per Panama Canal net
ton is used

42. How to select engine for a ship?

The different aspects that need to be taken into consideration when choosing a engine for a ship.
The criteria for selecting a main engine may change from ship to ship and also according to the
requirements. The emphasis on each criterion will also differ. But there are few general aspects that
remain same for almost all types of ships and we will enumerate them one by one, briefly. The
criteria includes: required horse power, weight, space, capital cost, running costs, requirement for
electrical power and heat, reliability and maintainability, manoeuvring ability, ease of installation ,
vibration , noise and availability. As you would notice the title takes into account the hull design as
well. This is necessary because of the forces of vibration and weight of the engine would have to be
borne by the hull, hence ship hull design is equally important to be taken into consideration.

43. Recent development in BOL.

With the inclusion of an electronic bills of lading clause in the latest iteration of the NYPE form, as
well as the International Group of P&I Clubs’ approval of 3 electronic trading systems, we discuss
some of the possible advantages and disadvantages of such systems to international trade. Are the
benefits that such systems are purported to bring too great to be ignored?

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The bill of lading

Paper bills of lading have been used throughout the world to document and effect international
trade for centuries. Yet whilst the world has become increasingly digitalized the paper bill of lading
has, on the whole, remained a constant feature of global trade. Its continued use is mainly due to its
combination of three legal characteristics that it has developed over time: (i) it is a receipt of the
goods carried; (ii) it provides evidence of the terms of the contract of carriage; and (iii) it is a
document of title to the goods. It is these characteristics that have, until relatively recently, foiled
attempts to replace the paper bill of lading with an electronic equivalent. However, with the
inclusion of an electronic bills of lading clause in BIMCO’s NYPE 2015 time charter form, as well as
the International Group of P&I Clubs’ approval of the coverage of three electronic trading systems,
the dominance of the paper bill of lading may well be coming to an end.
Issues with the paper system
Whilst the paper bill of lading has been used for centuries it is not without its faults, the principal
problems being that:

 Carriers are obliged to discharge the goods carried on production of an original bill of lading: this
is particularly problematic today given both the speed of transport and the fact that the cargo
may be sold multiple times during carriage. As a result of this the bill of lading is often not
delivered to the consignee in time, and the carrier is often required to accept a letter of
indemnity. This indemnity does not, however, remove the carriers’ liability under the bill of
lading and creates an additional administrative burden and cost to the trade.
 The paper system is hugely expensive (such cost is estimated to be between 5 – 10% of the
value of the goods carried each year).
 A paper bill of lading may be forged with relative ease and carriers are liable for misdelivery
against a forged bill of lading.
Benefits of an electric bill
The electronic bill of lading or e-bill, in theory, addresses many of the flaws of the paper system,
bringing with it a number of advantages:

 It can be sent around the world instantaneously, hugely lowering the administrative burden of
trade (especially where cargo is subject to multiple transfers of ownership during carriage).
 Any amendments or corrections required can be made far more efficiently and cost effectively.
 Electronic payment systems, and related advances in security, make an electronic system
considerably more secure than its paper equivalent. This is obviously subject to cyber issues.
These benefits will cut the administrative costs of trade significantly and reduce, if not eradicate,
situations where carriers discharge their cargo against letters of indemnity.

44. Liquidated damage cost.

Liquidated damages are the predetermined estimate of loss to one party when the other party has
delayed or failed to meet some contractual deadline or achieve certain performance criteria. Its
purpose is to provide for adequate compensation to the Buyer, while ensuring that the Seller is not
unreasonably penalized.

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In a typical shipbuilding contract it is common to see liquidated damages clause for delay delivery.
This will be computed on a time basis (daily, weekly or monthly) e.g. US$5000 per day of delays or
based on a percentage of the contract e.g. 0.2% of the contract price for each day of delay etc.
Usually, it will be capped at 10% of the contract price. The parties may agree to a grace period (of
between 7 to 21 days) before the liquidated damages becomes operative.

45. How to become a leader?

Some believe certain people are born leaders. Others think an individual can learn to be a
leader. Regardless of how you may feel you obtained your leadership skills, there are always
ways to enhance your abilities. This list of suggestions may inspire you to reevaluate your
leadership abilities and address any issues you find need improvement.

1. Be a positive role model.

As a leader, your actions set the tone for what is appropriate behavior in the workplace. Exhibit
actions that you want your team to emulate. You may establish rules of conduct or have
expectations for how staff should behave at work and what actions will not be tolerated. The best
way to encourage these specific actions is to correctly and precisely demonstrate these behaviors
yourself.

2. Be humble.
Share the credit for successful projects with your team. If you make a mistake, readily admit to your
error. Apologize when needed and admit when you do not have the solution to a problem.
Demonstrate the willingness to seek answers from other sources. Such actions show your human
side and help you gain the respect of employees and customers alike.

When you admit a mistake your employees feel safe admitting their mistakes, instead playing the
"blame game." Accepting that individuals make mistakes will create a more cooperative
atmosphere in your company.

3. Practice effective communication.

Let your team know they may openly discuss workplace issues with you. Be approachable. Give
employees your attention, keep an open mind and make eye contact as they speak, (don't be
working on your next project or email.) Maintain the confidentially of the conversation. You can
build trust this way. Be sure your staff knows of your expectations for them. Quickly address any
misunderstandings. Make a note of what was discussed and put in a private email to your employee,
if appropriate. This will help keep misunderstandings at a minimum.

4. Find a mentor.
A confident leader realizes there is always more to learn and will turn to a trusted friend or colleague
for their opinion of a given issue or to receive feedback on their job performance. Seeking the advice
from someone with more experience is not a sign of weakness.

5. Be emotionally aware.
Business is ultimately about dealing with people. While some may say emotions have no place in the
business world, wise leaders strive to be aware of the sensitivities of others. These leaders learn to

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acknowledge different opinions and consider background information to better understand those
around them. Emotions usually reveal the deeper, most important and relevant points of personal
interactions. It is an important area to explore more deeply.

6. Encourage creativity.
Let your team know you are open to their ideas. Empower them to take their ideas to the next level
by giving positive feedback and constructive advice as warranted. The opportunity to present and try
out ideas can lead employees to deeper commitment, enhanced problem-solving abilities and
greater productivity. Reward creativity and recognize that these actions help your staff develop their
full potential.

7. Be passionate about your work.

Leaders must demonstrate a commitment to the goals of the company. Show your staff how strongly
you believe in the organizational goals and how much you value their contribution to this endeavor.
If you want dedicated employees, be dedicated yourself. Don't hesitate to speak passionately about
what you believe in.

8. Know your team.

Learn about your employees. Ask about their families or recreational activities they enjoy. Politely
ask how things are going for them. Doing so will demonstrate that you care about them as human
beings and do not consider them just another name on the company payroll.

Jot down this information so you don't forget areas that are important to your employee. Be sure to
include remote workers. Review these notes before an interview or progress report with an
employee so you can make appropriate comments that show you are thinking about them.

9. Think positive.
It is easy to be positive when things are going well but a good leader will remain confident when
things go wrong. They embrace failures and inspire their team to consider such events as
opportunities to learn. A positive outlook will help your staff remain encouraged and create an
overall upbeat environment where people will want to remain. Thinking and acting positive go hand-
in-hand. Never slight anyone, in or out of your employ.

10. Be yourself.
All leaders have their own style of dealing with people. Talk with your mentor or supervisor to help
identify your strengths and weaknesses. Seek advice on how to enhance your weaker skills and
utilize your stronger assets to their maximum potential. Obtain feedback from your staff as how they
view your management style. Share some information about your personal life to help your staff
learn about you. Plan a happy hour where business is not discussed and everyone can be
themselves.

11. Study past leaders.

Take a look at those who have previously held your position. Examine why they failed and why they
succeeded. Become aware of common mistakes. Compare your leadership style to theirs. Also, take
a look at your peers to compare their progress while taking into consideration variables such as
location and economic factors.

Your leadership style doesn't have to be the same as a previous leader in your company or position.
In fact, your leadership style shouldn't be the same as anyone else's. Improve your style, but stay
real.

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12. Challenge your staff.

Employees may become bored and dissatisfied if they are performing the same tasks and projects
each day. Give your staff new challenges that are within their abilities. Provide constructive feedback
as they work on new projects. Learning and mastering new challenges will give your staff a sense of
accomplishment. It shows that you have confidence in their skills and value them as part of the
organization. There are many skill learning opportunities on line that can be worked on during
working hours.

46. Bottom end and x-head bearing sheared

off, how to reach port?
The engine is designed and balanced to run with all cylinders as well as all turbochargers working. If
a breakdown occurs which disables one or more cylinders, or turbochargers, repair should
preferably be carried out immediately.

One unit may need to be disabled when any of these conditions exist:

 Damage to a main component of the combustion chamber

 Damage to a crosshead or bottom end bearing on that cylinder.

As we know we have to cut off unit, remove con-rod, proceed to port with reduced rpm around 57%
mcr. X-questioning why 57%mcr? This because to maintain all parameters. Accepted by sarkar.

Procedure for Cutting off Cylinder Unit

The following sequence would be carried out for ships which use the MAN B&W slow speed engine:
11. Stop engine, isolate systems and allow to cool
12. Ensure a procedure is written that minimises the risk to personnel during the operation.
13. Discuss the task and written procedure with the engine room personnel to ensure they are
familiar with the risks, and the methods to be used to minimise these risks.
14. Ensure the fuel pump is de-activated by lifting roller and locking (if applicable, for ME engine it is
different).
15. Lift exhaust valve actuators so exhaust valve remains closed during running. (Note: the air spring
supply to be left open)
16. Dismantle air start supply line, and blank with suitable steel plates, the main and control air
pipes
17. Dismantle bottom end bearing, and turn engine to suspend piston, crosshead and connecting
rod from supplied crosshead supports.
18. Secure big end of connecting rod in crankcase.
19. Blank off main lube oil inlet to crosshead within the crankcase with a blanking plate.
20. Isolate the cylinder lubricator for that cylinder by placing all lubricators on no stroke.
When one engine cylinder is isolated, then one problem that may occur is a “dead spot” during
manoeuvring. This is due to the air start valve being isolated for that unit, and is more likely when a
smaller number of cylinders are present. The Master must be informed that this could occur, and
the remedy would be to kick the engine in the opposite direction, and then restart in the required
direction.

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47. MLC title-3 explain.

Title 3: Accommodation, Recreational Facilities, Food and Catering
The title specifies rules detailed rules for accommodation and recreational facilities, as well as food
and catering.

 Accommodation: Accommodation for living and/or working should be "promoting the seafarers'
health and well-being". Detailed provisions (in rules and guidelines) give minimum requirements
for various types of rooms (mess rooms, recreational rooms, dorms etc.).
 Food and Catering: Both food quality and quantity, including water should be regulated in the
flag state. Furthermore, cooks should have proper training.

48. RO code.
The Code for Recognized Organizations (RO Code) was adopted by the Organization by resolutions
MSC.349 (92) and MEPC.237 (65).

This Code:

.1 provides flag States with a standard that will assist in achieving harmonized and consistent global
implementation of requirements established by the instrument of the International Maritime
Organization (IMO) for the assessment and authorization of recognized organizations (ROs);

.2 provides flag States with harmonized, transparent and independent mechanisms, which can assist
in the consistent oversight of ROs in an efficient and effective manner; and

.3 clarifies the responsibilities of organizations authorized as ROs for a flag State and overall scope of
authorization.

PURPOSE: The Code serves as the international standard and consolidated instrument containing
minimum criteria against which organizations are assessed towards recognition and authorization
and the guidelines for the oversight by flag States.

SCOPE

2.1 The Code applies to:

.1 All organizations being considered for recognition or that are recognized by a flag State to
perform, on its behalf, statutory certification and services under mandatory IMO instruments and
national legislation; and

.2 all flag States that intend to recognize an organization to perform, on their behalf, statutory
certification and services under mandatory IMO instruments.

2.2 The Code establishes:

.1 The mandatory requirements that an organization shall fulfil to be recognized by a flag State

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.2 The mandatory requirements that an RO shall fulfil when performing statutory certification and
services on behalf of its authorizing flag States (part 2);

.3 The mandatory requirements that flag States shall adhere to when authorizing an RO (part 2);
and .4 guidelines for flag State oversight of ROs (part 3).

2.3 The Code defines the functional, organizational and control requirements that apply to ROs
conducting statutory certification and services performed under mandatory IMO instruments, such
as, but not limited to, SOLAS, MARPOL and the Load Lines Conventions.

2.4 All requirements of the Code are generic and applicable to all ROs, regardless of their type and
size and the statutory certification and services provided.

2.5 ROs subject to this Code need not offer all types of statutory certification and services and may
have a limited scope of recognition, provided that the requirements of this Code are applied in a
manner that is compatible with the limited scope of recognition. Where any requirement of this
Code cannot be applied due to the scope of services delivered by an RO, this shall be clearly
identified by the flag State and recorded in the RO's quality management system.

CONTENTS: The Code consists of three parts. Part 1 contains general provisions. Part 2 contains
mandatory provisions for the flag State and RO as already contained in relevant IMO instruments
and applicable international standards. Part 3 contains guidelines for the oversight of ROs by flag
States.

49. Role of IMO to bring BWM to force?

The IMO-GloBallast R&D Forum is organized every two years and is one of the most important
international conferences on BWM. It aims at bringing together leading scientific experts, the
maritime industry, academia and technology development leaders in the field of ships’ ballast water
management for a comprehensive overview of this rapidly expanding area of research and
development and technology commercialization.

Invasive aquatic species are one of the four greatest threats to the world’s oceans, and can cause
extremely severe environmental, economic and public health impacts. The GEF-UNDP-IMO
GloBallast Partnerships Programme is assisting developing countries to reduce the transfer of
harmful aquatic organisms and pathogens in ships’ ballast water and implement the IMO Ballast
Water Management (BWM) Convention.

The GloBallast Project is an outstanding example of direct, large-scale action taken by IMO together
with other international entities, to address a global threat to the health of the world’s oceans, by
further improving the environmental and socio-economic sustainability of shipping and reducing its
negative impact on the marine ecosystems.

Following the success of the original ‘Global Ballast Water Management’ Project, IMO is currently
executing the GEF-UNDP-IMO GloBallast Partnerships Programme (2008-2016) to sustain the global
momentum in tackling the ballast water problem and to catalyse innovative global partnerships to
develop solutions.

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The full title of this project is Building Partnerships to Assist Developing Countries to Reduce the
Transfer of Harmful Aquatic Organisms in Ships’ Ballast Water. It is more simply referred to as
GloBallast Partnerships (GBP).

GBP’s main aim is to assist developing countries to reduce the risk of aquatic bio-invasions mediated
by ships’ ballast water and sediments. With the help of tools developed and lessons learned from
the pilot project, GBP is working to:

 expand government and port management capacities;

 instigate legal, policy and institutional reforms at national level;
 develop mechanisms for sustainability; and
 Drive regional coordination and co-operation.

The Project also aims to spur global efforts to develop technology solutions, and enhance global
knowledge management and information exchange to support marine biosecurity initiatives.

GBP has a significant Public-Private Sector Partnership component. Private sector participation is
achieved through the Global Industry Alliance (GIA) and GIA Fund, established with partners from
major maritime companies. The current GIA members include shipping giants such as Keppel
Offshore and Marine (KOM)and APL.

50. Power of C/E.

A Marine Chief Engineer is a key member of the onboard crew, overseeing the entire Marine
engineering department on the vessel and responsible for the maintenance and operation of all
engineering equipment onboard the vessel.

Working in Marine Engineering as a licensed mariner, a Marine Chief Engineer job is of high rank
onboard the ship, and in some cases shares equal rank with the Captain. Often the duties are split
between these two posts, with the Marine Chief Engineer taking responsibility for all machinery and
onboard maintenance. The Marine Chief Engineer must ensure that the engine room is suitable for
inspection by coastguard authorities and ensures that there is a surplus of fuel and spare parts. In an
emergency the Marine Chief Engineer will assume complete control of the engine room.

 A Marine Chief Engineer holds complete responsibility for the operation of the engine room
and any maintenance of machinery onboard the vessel.
 As head of Marine Engineering on board ship, the Marine Chief Engineer works closely with
the Captain, occasionally holding equal rank, to ensure that the physical aspect of the vessel
is completely under control.
 You must work within a small team to ensure that all maintenance is completed efficiently
and in depth.
 The Marine Chief Engineer must maintain inventory for any spare parts, extra fuel and oil.
This inventory must be kept up to date.
 The Marine Chief Engineer must also ensure that the engine room is well kept and prepared
for inspection by higher authorities, and it is the Marine Chief Engineer’s responsibility in the
event that the inspection finds the room unsatisfactory.

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 You must also determine the volume of oil, fuel and lube required for each voyage and
ensure that substantial quantities of each is on board.
 The Marine Chief Engineer delivers general daily operation of the engine room to their
primary assistant.

51. E/R flooding, action as C/E.

Engine room flooding as the name indicates, means filling up of the engine room space with water.
Engine room flooding can affect the water tight integrity of ship. In this article we will find out what
are the main reasons for engine room flooding what has to be done in case of engine room flooding.
Course of Action for Engine Room Flooding:
The engine room flooding can take place due to mainly three reasons:

1) Leakage from Equipment and system

Engine room flooding can take place due to leakage in the engine room space from machinery or sea
or fresh water system. Leakages can generally be from big sea water pump, from sea water or fresh
water cooler, leakage from boiler feed water system etc.

The leak can also take place from any of the fresh or sea water pipeline due to which a lot of water
can enter the engine room space. Leakage of any ballast water tank in the double bottom of the
engine room, leakage from manhole, or crack in the water tank can also lead to engine room
flooding.

Sea water or fresh water piping and system of the engine room are huge in size and thus hold large
possibility for leakages.

Action to be taken in such situations

– Call for maximum man power to tackle the situation.

– The sooner you find the fault the better.

– Start the other circulating system and isolate the leaking pump, pipe, cooler etc.

– Close inlet and outlet valves of the effected system to stop the leak.

– Inform chief engineer regarding the leak and follow the instruction from him.

– Put a notice or placard regarding leaking equipment or system and trip the breaker until repairs
has been done.

– In case of any tank leakage, start transferring the excess content from that tank to other tank and
try to minimize it as much as possible.

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– Tank should not be used until cement box or welding has taken place or a repair has been done.

2) In case of leakage from Overboard Valve

– If the Leakage is after the valve and if the valve is holding shut the valve if the system involved for
that valve permits normal operation of the ship with the valve closed.

– If the valve is not holding then identify the leak. It may be from the valve stem gland or flange
joint; try to repair the leak.

– If system for that valve can be isolated without disturbing the normal operation of the ship, put a
blank in the valve.

– If the repair is temporary then when ship reaches the port, call the divers to blank the valve
opening from outside and carry out permanent repair.

3) Flooding due to crack in the hull or small hole in the hull

– In this case, as soon as you find the leak, call for help from nearest coastal state because if the
leakage is more, the ship’s stability will be affected.

– By all means, the leakage has to be minimized and finally stopped.

– If the leak is not big enough, then cement box is to be put in place of the leak and repairs are to be
done accordingly.

– In case of leakage due to damage from any accident like collision or grounding, there is nothing
much that can be done as the opening in the bulkhead is large and there is no chance of stopping
the leak. In such cases, the captain has to decide whether the ship is safe place to stay or not and
decision for abandoning the ship has to be made.

– In case of abandon ship signal being announced, the crew should muster to their respective
lifeboat and abandon ship operation should be carried out.

For any of the above reasons, if the water level ingress in the engine room is very high, then open
the emergency bilge ejector valve with consent of the chief engineer and pump out the water
overboard. Entry of the same is to be made in Oil record book (ORB) with date, time, and position of
the ship and reason of direct discharge with signature of officer involved in operation, chief
engineer, and master should be registered.

Action as C/E

a. Initial action
b. Follow up action
c. Corrective action
d. Preventive action

Hole in side shell what to do as C/E

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1. Identify the point of sea water ingress.

2. If possible try to rectify by putting cement box etc.
3. Emergency bilge suction open and start MCSW pump connected to it.
4. List the vessel to opposite side of the hole.
5. Stop the vessel and try to insert wood through the hole from overboard side.
6. Check the damage stability of the vessel in flooding condition.
7. Calculate stability and identify the imminent danger or any chance of improvement.
8. Inform owner, superintendent, chartered, p &I club and h&m insurance agent.
9. Ask for salvage and towage as demanded by situation.
10. Go to nearest port of repairs.
11. Repair the holed hull plate in presence of classification society.
12. Present your case and defend the interest of SHIP owner for litigation and insurance.
13. Carry out detailed reporting as per ISM.
Use shell expansion plan. All strakes are numbered from aft to fwd and from garboard strake to
upper most continuous deck gunwale. So from here find out damaged strake. Check the scantlings of
the strake from the builders approved plan by class during construction. Use same scantlings.

52. Types of PM System.

Answer for this question is project management, PERT and CPM.

53. FIFO/LIFO- Inventory Management.

FIFO and LIFO accounting are methods used in managing inventory and financial matters involving
the amount of money a company has tied up within inventory of produced goods, raw materials,
parts, components, or feed stocks. They are used to manage assumptions of cost flows related to
inventory, stock repurchases (if purchased at different prices), and various other accounting
purposes.

"FIFO" stands for first-in, first-out, meaning that the oldest inventory items are recorded as sold first
but do not necessarily mean that the exact oldest physical object has been tracked and sold. In other
words, the cost associated with the inventory that was purchased first is the cost expensed first.
With FIFO, the cost of inventory reported on the balance sheet represents the cost of the inventory
most recently purchased.

"LIFO" stands for last-in, first-out, meaning that the most recently produced items are recorded as
sold first. Since the 1970s, some U.S. companies shifted towards the use of LIFO, which reduces their
income taxes in times of inflation, but since IFRS banned LIFO, more companies returned to FIFO.
LIFO is used only in the United States, which is governed by the generally accepted accounting
principles (GAAP).

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54. RPS 2005.

Subject: Registration of RPS Providers under M.S. (Recruitment and Placement of
Seafarers) Rules, 2005.

1. M.S. (Recruitment and Placement of Seafarers) Rules, 2005 have been in effect since 18th
March, 2005. Rules-8 of these Rules requires that a person, company, institution, agency or
other organization in the public or private sector which is engaged in recruiting seafarers on
behalf of employers or placing seafarers with employers, may obtain a license to do so on or
before 31 December, 2006.
2. Indian shipowners have been representing that they need not obtain a license under the
M.S. (Recruitment and Placement of Seafarers) Rules, 2005. This matter has been reviewed
and it is clarified that-
a. Indian Shipowners are not required to be registered under M.S. (Recruitment and
Placement of Seafarers) Rules, 2005, when recruiting seafarers for placing them on
their own vessels, provided they engage them directly through their own offices.
3. If however Indian ship-owners do not engage seafarer directly through their own office but
through an agent, it would be necessary for them to engage a agent duly licensed under the
M.S. (RPS) Rules, 2005. Indian ship-owners shall submit documents declaring and describing
their procedures for recruitment and placement & the name and details of their RPS, if any,
to the office of Director, Seamen’s Employment Office with copy endorsed to this
Directorate within 15 days of the issue of this circular. They shall file also the name of the
authorized signatories whose signature will be appended to the Articles of Agreement filed
for their vessels. Any change in this declaration shall be intimated to the Shipping Master’s
Office without which the Article of Agreement will be automatically rejected.

All Indian ship owners may note that Article of Agreement shall be rejected by the Office of
Shipping Master from non-registered RPS providers and the ship will be liable to
suspension / revoking of its General Trading License, if it sails without due observance of
these procedures of safe manning.

All Indian Shipowners, INSA, FOSMA, MASSA, Seafarers Unions, training institutes and other
registered RPS providers are hereby advised to disseminate this information to all concerned
for information

55. M/E chain tightening, effects on timing and

how to adjust?
Wear on the chain pins, bushes as well as the chain sprockets can all lead to a slackening off of the
chain. This can lead to 'slap' and changing of cam timing. This alters the leads of the fuel pumps and
exhaust valves... The degree of angular displacement by checked using a manufacturer supplied
poker gauge.
Chain damage occurs if the chain is too tight or too slack and the result is fatigue cracking of the
links. If the tension is too tight, then this adds to the working stress of the chain. Insufficient tension

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leads to 'slap' with resultant damage to chain and rubbing strips. Vertical misalignment of the
sprockets means rubbing at the side plates resulting in reduction of thickness and possible failure.

Chain stretch and hence reduction in tension can be accounted for by movement of a tensioning
wheel. The tension usually being checked by movement to and fro at the centre of the longest free
length. Max. is about 1 chain pitch.
Recommended limit on stretch is about 1.5 to 2%, if max. movement of the tensioned is reached
before the chain has reached its max. stretch then a pair of links may be removed. When max.
stretch is reached, or if the chain shows signs of damage then the chain should be replaced.
The simplest method is to break the old chain and attach the new chain to it. The engine is then
turned and as the old chain is paid off, the new chain can be paid in. This maintains approximately
the correct timing; the tension of the chain can then be set. Final adjustment of the timing can be
made following manufacturer’s instructions, this generally means turning the engine until No1 is at
top dead, then checking by us of pointer gauges the position of the cam. The cam drive is adjustable
and can be slackened off, by hydraulic means on large modern engines, the section of cams can then
be turned relative to the crankshaft angle and the timing restored. The chains are lubricated by the
injection of a jet of oil between the chain wheels and the chain rollers just before the rollers are
about to engage the wheel. Thereby an oil cushion is formed to dampen the impact. A question
asked by an examiner was to explain the polygon of forces with respect to chain drive. This refers to
the forces acting on the chain links as they pass over the chain wheel.
Some of these forces are; bending moment on the link as it travels around the sprocket
 Stress changes on the link as it passes from the driving side to the driven
 Tensioning of the chain dependent on the number of links between the sprockets varying i.e. related
to the pitch
 Centrifugal forces acting on the links.

On engines with chain driven camshafts, as the chain elongates, the timing of the fuel pumps and
exhaust valves is retarded. When this retardation reaches a certain point, the camshaft must be
retimed. This is done by expanding the coupling between camshaft and drive using high pressure
oil, and turning the camshaft to the correct position using a large spanner and chain block.

56. T/CH clearance check.

What is K value in turbochargers?

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 It is a distance between the rotor shaft end and the flange of bearing cover measured by blower
side.
Purpose of K value in turbochargers?
 To ensure that rotating impeller does not to touch the stationary blower casing cover in case of
thrust bearing worn out.
How to measure turbocharger axial and radial clearance?

Axial Clearance

 Push the shaft by screw jack and measure by Depth Gauge (0.2 – 0.3 mm)
Radial Clearance
 Lift the shaft radially and measure by Dial Gauge (0.15 – .02 mm)

57. How will you decide charterer’s

contribution in oil pollution?
In certain jurisdictions e.g. California, Alaska & Japan, a charterer can incur direct and even strict
liability for pollution caused by the ship. This may arise in a variety of ways.

First, by force of law due to the vessel’s operations. For instance, in the United States Oil Pollution
Act 1990 (OPA 90) provides that “any person owning, operating or demise chartering the vessel”
may be liable. Although under OPA 90 it seems that a time charterer is only liable if considered to be
the operator of the vessel as well, the individual states in the US have been able to enact their own
legislation and most states target, “transporter of oil”, “person having control over oil”, “person
taking responsibility” so that a time charterer can be at risk. Additionally, in some states such as
Alaska, strict liability for pollution is also imposed on cargo interests, so that a charterer who owns
cargo attracts liability through that route.

Although most states outside the USA are party to the CLC (Civil Liability Convention) under which
tanker pollution claims are channelled solely to the registered shipowner, if the cause of the
pollution is something for which the charterer is responsible (such as in an unsafe port situation)
then the charterer may be obliged to indemnify the shipowner.

58. Specific term for sharing of container at

port?
SHARE A CONTAINER

 Want to ship goods to India but don't have enough to fill a container?
 Are you looking for someone to Share a Container with?

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If yes, then sharing a container is a very good option. Sharing a container reduces the cost of
international shipping allowing you pay only for the space you need. Ship2India.com will help you
find shippers who want to share a container and help you reduce the cost of international shipping.
In case there are no other shippers from your area, then Ship2India.com will help you find shipping
companies who are willing to share a container. Fill in your contact detail and save your shipping
expenses.

Sharing a container reduces the cost of international shipping as you only pay for the space you
need. If you only have some personal belongs to ship or a small amount of furniture then groupage
or a share a container service is the cheapest way to ship your personal effects & furniture overseas,
as you will only pay for the space your goods occupy in the shipping container.

A Slot Charterer almost always is an actual shipping line who belongs to a consortium or
service but may not be operating a vessel on that service. Instead, the shipping line chooses
to buy certain amount of “slots” (space on board a ship) from the principal vessel operators
on every vessel. These “slots” may or may not be fixed for a voyage or for the duration of
the consortium. The slot charterer functions as an independent shipping line and uses their
own equipment and bill of lading and has their own account with the port and the port
invoices them directly for their charges. They have no obligation to share commercial
information with the vessel operator.
A Vessel Sharing Agreement (VSA) is usually reached between various partners within a shipping
consortium who agree to operate a liner service along a specified route using a specified number of
vessels.

It is not necessary for each of the partners to have an equal number of vessels.

The quantum of space that each partner gets may vary from port to port and could depend on the
number of vessels operated by the different partners. So, the space that is available for loading and
discharging at each of the ports of call is shared between the partners.

59. Additional safety on bulk carrier.

The requirements are also retrospectively applied to existing vessels. Research has shown that the
majority of bulk carrier incidents affect those over 15 years old, carrying high density cargoes with
alternate hold loading, and 40–50% involve the forward hold. There is a long phase-in period for
existing vessels, whereby those over 15 years of age are checked and modified if required first, and
the youngest vessels have until they are 17 years old to comply. The requirements apply to existing
ships carrying cargoes with density of 1780 kg/m3 or over, as this was considered the point at which
alternate hold loading becomes viable. Structural standards are specified in detail in a separate IMO
Conference Resolution which incorporates in full the relevant IACS Unified Requirements. These only
apply in the case of flooding of the forward hold, and because of this there is no special additional
requirement for overall longitudinal strength in the flooded condition.

60. How to hire TUG boat? Procedure.

The agreement between the Tugowner and the Hirer is and shall at all times be subject to and
include each and all of the conditions hereinafter set out.
For the purposes of these conditions:

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A. 'Towing' is any operation in connection with the holding, pushing, pulling, moving, ice-
clearing/breaking, escorting or guiding of or standing by the Hirer's vessel, and the
expressions 'to tow', 'being towed' and 'towage' shall be defined likewise.
B. 'Vessel' shall include any vessel, craft or object of whatsoever nature (whether or not coming
within the usual meaning of the word 'vessel') which the Tugowner agrees to tow or to
which the Tugowner agrees at the request, express or implied, of the Hirer, to render any
service of whatsoever nature other than towing.
C. ‘Tender’ shall include any vessel, craft or object of whatsoever nature which is not a tug but
which is provided by the Tugowner for the performance of any towage or other service.
D. The expression 'whilst towing' shall cover the period commencing when the tug or tender is
in a position to receive orders direct from the pilot or Hirer's vessel to commence holding,
pushing, pulling, moving, ice-clearing/breaking, escorting, guiding or standing by the vessel
or to pick up ropes, wires or lines, or when the towing line has been passed to or by the tug
or tender, whichever is the sooner, and ending when the final orders from the Hirer's vessel
to cease holding, pushing, pulling, moving, ice clearing/breaking, escorting, guiding or
standing by the vessel or to cast off ropes, wires or lines has been carried out, or the towing
line has been finally slipped, whichever is the later, and the tug or tender is safely clear of
the vessel.
E. Any service of whatsoever nature to be performed by the Tugowner other than towing shall
be deemed to cover the period commencing when the tug or tender is placed at the disposal
of the Hirer at the place designated by the Hirer, or, if such be at a vessel, when the tug or
tender is in a position to receive and forthwith carry out orders to come alongside and shall
continue until the employment for which the tug or tender has been engaged is ended. If the
service is to be ended at or off a vessel the period of service shall end when the tug or
tender is safely clear of the vessel or, if it is to be ended elsewhere, then when any persons
or property of whatsoever description have been landed or discharged from the tug or
tender and/or the service for which the tug or tender bas been required is ended.
F. The word 'tug' shall include 'tugs', the word 'tender' shall include 'tenders', the word 'vessel'
shall include 'vessels', the word 'Tugowner' shall include 'Tugowners', and the word 'Hirer'
shall include 'Hirers'. Where more than one tug is employed these terms shall apply to each
individually. If there is more than one Hirer each is jointly and severally deemed to be the
Hirer hereunder and employer of the crew in accordance with clause 3.
G. The expression 'Tugowner' shall include any person or body (other than the Hirer or the
owner of the vessel on whose behalf the Hirer contracts as provided in Clause 2 hereof) who
is a party to this agreement whether or not he in fact owns any tug or tender, and the
expression 'other Tugowner' contained in Clause 5 hereof shall be construed likewise.

61. Sea water in crank case, action and

detailed test procedure.
1. When sump oil is contaminated with SW, find sources of leakage (may be from LO cooler
during ME stopped) stoppage and rectified.
2. There is another possibility of contamination of main engine LO system by sea water through
sump diaphragm if engine room tank top flooding. This is happened in many cases for MAN
B&W main engine system.

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3. In port or while ME is stopped, transfer contaminated oil through purifier or transfer pump
into settling tank, settled for at least 24 hours at about 60 C°, and water and sludge drained
out periodically.
4. Oil passed through purifier at 78° C with optimum efficiency, and pump back to settling tank.
5. When sump tank is empty, interior cleaned and examined Purified oil sent to laboratory and
tested
6. During this time, new oil should be used
7. Oil should be reused, if lab results recommended that it is fit for further use. (Straight
mineral oil 3% water washed. Additive oil 1% water washed).

62. Piston of M/E seized how to reach port?

Remove and dismantle con rod.

Can't turn engine hence crosshead brg nut remove.
Guide shoe support and additional securing for piston.
Give small kick by turning gear so that con rod upper part move away from crosshead.
Same time attempt may be made to manoeuvre crosshead brg upper half away from crosshead pin,
if necessary tapping stud upward to make it possible. If brg stud can be removed then work easier.

Procedure for Cutting off Cylinder Unit

The following sequence would be carried out for ships which use the MAN B&W slow speed engine:
1. Stop engine, isolate systems and allow to cool
2. Ensure a procedure is written that minimises the risk to personnel during the operation.
3. Discuss the task and written procedure with the engine room personnel to ensure they are
familiar with the risks, and the methods to be used to minimise these risks.
4. Ensure the fuel pump is de-activated by lifting roller and locking (if applicable, for ME engine it is
different).

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5. Lift exhaust valve actuators so exhaust valve remains closed during running. (Note: the air spring
supply to be left open)
6. Dismantle air start supply line, and blank with suitable steel plates, the main and control air
pipes
7. Dismantle bottom end bearing, and turn engine to suspend piston, crosshead and connecting
rod from supplied crosshead supports.
8. Secure big end of connecting rod in crankcase.
9. Blank off main lube oil inlet to crosshead within the crankcase with a blanking plate.
10. Isolate the cylinder lubricator for that cylinder by placing all lubricators on no stroke.
When one engine cylinder is isolated, then one problem that may occur is a “dead spot” during
manoeuvring. This is due to the air start valve being isolated for that unit, and is more likely when a
smaller number of cylinders are present. The Master must be informed that this could occur, and
the remedy would be to kick the engine in the opposite direction, and then restart in the required
direction.

63. Communication failure, Noise.

The principal barriers to effective communication are: noise, poor feedback, selection of
inappropriate media, a wrong mental attitude, insufficient or lack of attention to work selection,
delay in message transmittal, physical separation of the sender and receiver, and lack of empathy or
a good relationship between the sender and receiver.

The Noise Barrier (overcoming communication barriers)

Noise is any random or persistent disturbance that obscures, reduces, or confuses the clarity or
quality of the message being transmitted. In other words, it is any interference that takes place
between the sender and the receiver. This is why we generally identify any communication problem
that can't be fully explained as "noise." The biggest single cause of noise in the communication
process may be the assumption that the act of communicating is a simple process - that it doesn't
require much thought or practice and all effective managers were born with this skill. This is not
true. Effective communication comes with study and practice. The effectiveness of the
communication process is dependent upon the capabilities of the senders and receivers.

To overcome the noise barrier to effective communication, one must discover its source. This may
not be easy. Noise appears in a variety of ways. During a conversation, have you ever been
distracted by the pictures on the wall, the view from the window, a report lying open on a desk, or a
conversation taking place in an adjacent room? Many people have been so distracted.

In the perusal of a written communication, have you ever been confused by irrelevant material or
the illogical approach taken by the author? Again, many people have.

Once the source, or sources, of the noise has been identified, steps can be taken to overcome it. The
noise barrier can't always be overcome but, fortunately, just the awareness of its existence by either
the sender or the receiver of a message can help to improve the communication flow.

64. Present DG, and chief surveyor of India.

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65. Charter party, commercial aspects.

Voyage charter party is a contract of carriage between the ship-owner and the charterer, when the
latter pays freight for use of the owner’s vessel for a specific voyage or a number of consecutive
voyages to ship certain commodities. Such transportation by sea usually forms an essential part of
charterer’s commercial activities attaining crucial importance to the delivery of the goods
undamaged and in time. On the other hand ship owner’s remuneration for the services rendered
covers its operating costs, fuel and crew including, plus profit margin. That makes vessel’s
continuous unhindered employment a basic revenue generating factor. Evidently, the owner would
be inclined to free himself from all liabilities for delays which result from congestion or unavailability
of cargo and/or berth.

The commercial interest of the ship-owner in a voyage charter is to make profitable use of his vessel.
Unlike the charterer he is not primarily concerned with the choice of ports between which she is
used to carry goods, though it may be to his interest that the loading port in any voyage charter is as
near as possible to the discharging port in the immediately preceding charter, and that the
discharging port in the new charter is not too remote from potential loading ports for subsequent
charters. But his primary concern is that his vessel should earn the stipulated freight in as short a
time as possible. To the charterer, on the other hand, the identity of the particular ports between
which the cargo is to be carried is vital. So if he wants his cargo to be carried to or from ports where
there is risk of delay in loading or unloading cargo owing to congestion, it makes good
sense commercially that, irrespective of whether it be a berth charter or a port charter, the
charterer should assume the financial burden of that risk and compensate the ship-owner for the
additional time that his vessel has had to be employed in the adventure in the event of delay
resulting from this cause.

But whatever commercial sensibility of the above approach is, it is necessary to remember that, the
charterer often has no influence or control over congestions, strikes, government orders, etc. in
ports of loading and discharging. Therefore such delays may arise without any fault from his side,
same as many delays related to navigation and traditionally on the owner’s account are not results
of his failure. Thus, final apportionment of liabilities is not always or necessarily the most feasible
scheme from commercial point of view, but it is always an outcome of negotiations between the
parties, which usually reflects prevailing market conditions at the time of conclusion of contract.

66. Training of junior, how and where it is

mentioned?
Programs that can be implemented for training shall be in accordance with chapter VI of STCW code.
Details in Question number 81

67. Why other countries whose ship don’t do

business in polar area needs to sign Polar
Code?

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In general, the Polar Code is mandatory for all ships, both new and existing, operating on
international or domestic voyages within the IMO-defined boundaries of Arctic waters and the
Antarctic area. Polar waters generally cover the areas north of 60°N or south of 60°S although there
are slight deviations for Arctic waters intended to include the entire southern exposure of Greenland
while excluding Iceland and the Norwegian coastline.

The Arctic Ocean is the last frontier in commercial shipping, capturing the imagination of
merchant traders and explorers for centuries. It is also increasingly becoming a realistic means of
transporting goods and commodities around the world, saving time and fuel for large container ships
moving between Northern Hemisphere ports. Without a comprehensive regulatory system for
deciding which ships may operate in the Arctic, the international community and the Arctic region
will have a difficult task of ensuring the reliability of all the ships that want to use the Arctic sea
routes.

Shipping in the Arctic primarily occurs on two major routes: the Northern Sea Route and the
Northwest Passage. The Northern Sea Route is almost entirely within Russian territorial waters, and
runs along Russia’s northern shore. Under Russian law, its route is set from the Kara Gate to the
Bering Strait, and runs 2,551 nautical miles; from the Bering Strait to Murmansk, Russia’s largest port
at the western end of the Northern Sea Route, it is 3,074 nautical miles. For a hypothetical transit
from the port of Rotterdam to the port of Yokohama, the current route through the Suez Canal, Gulf
of Aden, and Straits of Malacca is up to 4,500 nautical miles longer than using the Northern Sea
Route. Thus, opening up this route to commercial shipping would save on the cost and duration of
intercontinental shipments.

68. What is current tonnage of India?

The Government has taken a policy decision to allow shipping enterprises based in India to acquire
ships abroad and also flag them in the country of their convenience. This decision is aimed at
encouraging Indian Shipping companies to have their registered offices in India itself while allowing
them to acquire further tonnage without forming subsidiaries out of India to own foreign flag
vessels. These companies register their ships abroad without actually opening their registered office
or a subsidiary company there. This will enable Indian companies to have access to cheaper sources
of funds abroad to acquire additional tonnage while not having to set up multiple enterprises abroad
to acquire and maintain such tonnage.

The policy however prescribes that the additional tonnage that can be acquired and flagged abroad
by these India-based enterprises is limited to the tonnage of the Indian flagged ships already
registered by them in India. The additional tonnage that can be acquired abroad is also subject to
employment of certain proportion of Indian crew thereby creating additional employment
opportunities for Indian seafarers.

The Government exchequer is expected to gain from this policy decision through tax on the
revenues earned from operations of this additional tonnage rather than through dividends from
such subsidiaries based abroad.
India’s national shipping tonnage was pegged at 10.47 million gross tonnage (GT) on 1 April.
“Indian flag and Indian controlled tonnage are vital for India’s trade, food and energy security and
for the growth of India’s export-import trade.

69. Guidelines in STCW2010 related to training

of junior?

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Programs that can be implemented for training shall be in accordance with chapter VI of STCW
code,
1. The purpose of such training should be to provide basic knowledge, increase their
proficiency and the same time enhancing their skills by subjecting them to simulated emergency
situations.
2. Familiarization and training to be conducted with respect to Ship board equipments, LSA,
FFA, emergency preparedness and critical equipments.
Chief engineer plays a important role towards satisfactory training of engine room personnel.
Chief engineer must establish a training program onboard ship. He should:
1. The training and evaluation should be carried out as per the TAR book under the strict
supervision of certified and experience senior engineer.
2. Give trainee independence of doing job and at the same time supervise the work constantly.
3. Identify constraints like language, lack of training, etc.
A) Upkeep of personal safety
This part is cover in welcome pack or safety tour which should conduct as soon as join the vessel and
before assign any job or duty.
Ship Familiarization: - chief engineer must ensure
1. He must aware of location of life jacket and immersion suits in his cabin and some addition
on public place.
2. Must know location of lifeboat station and his duty.
3. Location of fire station, fire party and his duty.
4. Identification of various alarm-general alarms, fire alarms, co2 alarms etc.
5. Know the escape route.
6. His duty as per Muster list for various emergency.
7. Where to find emergency procedure.
PPE requirement:-
 Ensure that all required PPE has been issued to him and make him aware of use of PPE as
per company requirement.
 Mentor him on the importance of wearing PPE.
Safety on stair:-This is most common and frequent place where person can injured.need to explain
about proper technique while using stairs, not to rush, use on hand for ship and one hand for
himself.

Emphasis on safe working practices:-

 Knowledge of manual handling technique.
 Procedure for enclose space entry and hazard associate with this.
 Permit to work system
 Respect barrier, permits, signs and notices.
 Importance of safety
 Nature of shipboard hazards
 He must aware of life saving rules.
B) Upkeep of the Safety of his colleagues on board.
The training should include knowledge and understanding of action to be taken upon encountering
an accident or other medical emergency.
1. Team work:- While working with others as team ,pay attention on safety aspect of job ,take
part on job hazards analysis .Be transparent in Passing information. Admit in case of mistake, this
can present some kind of accident.

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2. Working knowledge of safe working practices and personal shipboard safety, including:
electrical safety, lockout/tag-out, mechanical safety, permit to work systems, working aloft working
in enclosed spaces, lifting techniques.
3. Reporting:-JE should be trained to report any hazards situation. This will develop the
reporting quality. Reporting of near miss incident as per company policy.
4. The Training should include knowledge and understanding of action to be taken upon
encountering an accident or other medical emergency, Compliance with emergency procedures,
effective communication and human relationship on board.
5. Observation:-Ask to develop the sense of observation.
C) Technical job, responsibility he needs to learn at the earliest
The Training should include knowledge and understanding of maintaining a Safe Engineering watch
including:
1. Duties associated with taking over and accepting a watch.
2. Routine duties undertaken during a watch.
3. Maintenance of the machinery space logs and the significance of the readings taken.
4. duties associated with handing over a watch,
5. Safety and emergency procedures; change-over of remote/automatic to local control of all
systems
6. Safety precautions to be observed during a watch and immediate actions to be taken in the
event of fire or accident, with particular reference to oil systems.
The Training should include knowledge and understanding of the following

1. Basic configuration, Preparation, Operation of main and auxiliary.

2. Basic configuration, Preparation, Operation of electrical, electronic and control systems.
3. Appropriate use of hand tools, machine tools and measuring instruments for fabrication and
repair on board.
4. Maintenance and repair of shipboard machinery and equipment.
5. Compliance with pollution prevention requirements
6. The Trainee Should be given a basis knowledge of Pipe line Tracing.
7. The trainee should assist the watch keeping engineer in keeping a watch.

70. Action and reason of water in bunker tank.

FO bunker tank gets contaminated with water from heating coil leakages.

Check the water content in the fuel when it is in the bunker tank
- Transfer the fuel to a dedicated (empty) service tank. Do the water in fuel test again
- Check the fuel specification Lab report for the fuel oil (you need to track the records)
- Heat up the fuel as per the temperature specification given in Lab reports
- Regularly drain the water. (This is where you can remove most of it)
- Once the water flow from the drain reduces, start the purifier and run it from settling to settling.
- Check the water content and place the gravity disc as per the requirement

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71. How to understand that engine

performance is good?
On ship, it is important to check the performance of the engine from time to time so as to ascertain
working condition and fault finding. In earlier days, the performance of diesel engine was taken
manually, but with the advancement of technology, automatic monitoring systems are being used.

Types of Diesel Engine Monitoring Systems

With the help of monitoring systems, the diesel performance of the engine can be taken easily and
within no time. The new technology provides two types of monitoring systems.

In the first system, the diesel performance is monitored continuously and is thus known as online
monitoring. Whereas in the second system, the engineer has to manually put the instrument on the
cylinder head, connecting the wire to rpm sensor and taking the readings manually and later
transferring to the computer. Generally on ships, the main engine has an online diesel performance
system whereas for diesel generators have a manual system.

The type of system that is to be installed depends on the company and the type of ship and engine.
The online system is quite costly than the manual one. In online system the diesel performance can
be seen remotely in the control room as well as in the cabin of the chief engineer. The system also
provides several graphs which precisely analyzes the condition of the engine. The graphs provide as
similar to draw and indicator cards plotted by the manual system. They help in achieving reliable and
efficient operation of the marine engine.

From the graphs obtained, various characteristics such as engine timing, compression pressure,
cylinder output etc. can be analyzed. They also tell us whether the engine is balanced or if some
units are overloaded. The graphs also indicates if the timing has to be adjusted, information on
piston rings leaking etc., thus providing necessary maintenance and adjustments to avoid engine
failure or damage to the engine.

Generally, the diesel performance of main engine and auxiliary engines are taken once every month
and the report is then analyzed. A copy of the report is also sent to the company’s technical
department along with the chief engineer’s comments on the report. The technical department
checks and replies back if any points are missed by the ship’s staff.

72. How to find defect in engine while sailing

and while anchorage?
Diagnose and fix marine diesel engine problems at sea
Engines don’t have hearts or souls. They can’t keep going out of loyalty or break down as an act of
rebellion, but are essentially straightforward things that depend on a sequence of simple processes
to keep going.
When a diesel stops, it is because something has interrupted one of those processes. If you can
identify the process and put it right, there is a good chance that you will be able to get the engine
going again.

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We can, make sure the engine’s vital support systems are functioning: fuel, oil, air, and water.
SYMPTOMS

 warning light and alarm

 sudden dense white or grey exhaust smoke
 engine failure
 unusual mechanical noise

LIKELY PROBLEM: oil

SYMPTOMS

 loss of power
 rough or uneven running
 no warning from gauges or alarms
 engine stops

LIKELY PROBLEM: fuel

SYMPTOMS

 overheat gauge or alarm

 lack of water from exhaust
 steam in engine compartment
 loss of power
 rough or uneven running
 engine stops

LIKELY PROBLEM: water

SYMPTOMS

 loss of power
 rough or uneven running
 no warning from
 gauges or alarms
 excessive black smoke

LIKELY PROBLEM: air

73. Container ship, difference in construction

and stability criteria.
74. Crank web deflection value high, action as
C/E.
75. Damage stability of container ship, and
latest update.
76. Ship in rough weather and behaving
erratic, water leakage, slow down, etc.,

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after arriving port, what all checks to carry

out?
77. STCW2010, what is competency?
78. If you entering a port with one unit
blanked, under what condition do you
enter?

CONTENT
1. Dry dock budgeting, commercial, financial and technical aspects.
2. PERT and CPM in details.
3. Heisenberg MS theory.
4. OCIMF, VPQ, VIQ.
5. Present bulk carrier and container market.
6. Polar code.
7. Articles in MLC.
8. Communication barrier.
9. Verbal and non verbal communication.
10. Bollard pool.
11. ABC inventory management.
12. Liner crack, how to make port?
13. Principle of budgeting, capital and revenue budget.
14. Macgregor X-Y Theory.
15. Propeller law.
16. EEDI during sea trial.
17. Cost and finance.
18. Tonnage tax and scheme.
19. What factors to decide to install a fire pump?
20. Deep score in crank pin bearing, action as a C/E.
21. FOSMA, INSA, MASA, how they influence Indian shipping?
22. TEU and containerisation. How big container ships get business?
23. Function NSB. How seafarers enter into NSB?
24. Oil pollution penalties in MS Act.
25. M/E piston crack, indications, action to reach port.
26. Why big size container built? And how they get business?
27. In sea trial, how loss of waves is compensated?
28. What do you mean by TMSA Risk assessment? How to carry out RA as per TMSA?
29. Company wants to install new BWT system in your ship. How you suggest your company?
30. Resources of C/E in engine room.
31. How to calculate or assess power of the engine of a ship?
32. Title of MLC. As a PSCO what’s documents to check?

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33. Theory of motivation.

34. Casualty investigation code.
35. Crank web slippage, action.
36. Yard delivery procedure.
37. Inventory management, Just In Time.
38. BOL, negotiable or non-negotiable?
39. Sea trial analysis.
40. Active material in BWT.
41. Voyage cost analysis by C/E.
42. How to select engine for a ship?
43. Recent development in BOL.
44. Liquidated damage cost.
45. How to become a leader?
46. Bottom end and x-head bearing sheared off, how to reach port?
47. MLC title-3 explain.
48. RO code.
49. Role of IMO to bring BWM to force?
50. Power of C/E.
51. E/R flooding, action as C/E.
52. Types of PM System.
53. FIFO/LIFO- Inventory Management.
54. RPS 2005.
55. M/E chain tightening, effects on timing and how to adjust?
56. T/CH clearance check.
57. How will you decide charterer’s contribution in oil pollution?
58. Specific term for sharing of container at port?
59. Additional safety on bulk carrier.
60. How to hire TUG boat? Procedure.
61. Sea water in crank case, action and detailed test procedure.
62. Piston of M/E seized how to reach port?
63. Communication failure, Noise.
64. Present DG, and chief surveyor of India.
65. Charter party, commercial aspects.
66. Training of junior, how and where it is mentioned?
67. Why other countries whose ship don’t do business in polar area needs to sign Polar Code?
68. What is current tonnage of India?
69. Guidelines in STCW2010 related to training of junior?
70. Action and reason of water in bunker tank.
71. How to understand that engine performance is good?
72. How to find defect in engine while sailing and while anchorage?
73. Container ship, difference in construction and stability criteria.
74. Crank web deflection value high, action as C/E.
75. Damage stability of container ship, and latest update.
76. Ship in rough weather and behaving erratic, water leakage, slow down, etc., after arriving port,
what all checks to carry out?
77. STCW2010, what is competency?
78. If you entering a port with one unit blanked, under what condition do you enter?
79.

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