W
Volume 2, Issue 19, April 2006
To r Sea each far ou er r s
avelength centrofin@centrofin.gr
Tanker Management Incompetence & Self Assessment vs
Negligence
(TMSA)
CENTRO-NEWS
The management and the operation of the vessels, within a culture of safety and environmental excellence, were formalised with the introduction of the International Safety Management (ISM) code. The Oil Companies International Marine Forum (OCIMF) has been in the forefront of the drive to have implemented a common vessel-inspection process through the Ship Inspection Report Exchange (SIRE) system. We all are aware of our 'vetting' inspections and reports. Now a new programme, which has already been prepared and implemented by our company, is shortly coming into force by all tanker-vessels. It is OCIMF's TMSA and a tool designed to assist ship operators in measuring and improving their management systems. This programme encourages tanker operators to assess their safety-management system against listed Key Performance Indicators (KPI) and indicates the best practices.
We continue in this issue the second part of the paper delivered by Max Cross and Harry Hisrt of INCE & co at the 15th LSM Annual Ship Management conference last October 12, 2005.Many of our readers enjoyed the first part on issue 18. Ed. A SPOTLIGHT ON KEY RISKS Case Study 2: The Star Sea [2001] 1 Lloyd's Rep.389 Decision of the House of Lords. Star Sea sailed form Corinto, Nicaragua bound for Zeebrugge laden with a cargo of fruit and coffee. Two days into the voyage a fire broke out in the engine room following an accidental flash black whilst using an oxy-acetylene torch. Efforts to put out the fire using extinguishers failed, and 2.5 hours later the master decided to use the CO2 system.
In this issue pg2-5
Incompetence vs Negligence pg6
Hippocrates pg8
Spontaneous Combustion Hazards pg10
cont'd to pg 2
The ageing brain pg14
Combating Diabetes TMSA Seminar in CENMAR/ Manila
Best practice is the most effective way to solve problems; it creates opportunities and optimises performance in crucial areas, such as, safety and environmental excellence. The company aims to transfer those best practices across its managed fleet through the consistent application of improved processes and procedures. Does the implementation of the TMSA programme mean more paperwork and more 'difficult' life onboard? NO, the opposite, I hope. It provides guidance; it is built upon and complements the existing ISM code and its valuable feedback eliminates duplication of effort.
cont'd to pg 4
What Makes an Effective Executive (Master, Manager, Leader) (by Peter F. Drucker, excerpt from HBR, June 2004) An effective executive does not need to be a leader in the sense that the term is now most used. The following nine practices are to be exercised: 1.- Ask ”What needs to be done?” 2.- Ask “What is right for the vessel, company, enterprise?” 3.- Develop action plans 4.- Take responsibilities for decisions 5.- Take responsibility for communicating 6.- Focus on solutions / opportunities rather than problems 7.- Run productive meetings 8.- Think and say “We” rather that “I”, and 9.- Listen first, speak last
TO THE MASTER: Please circulate this Bulletin to the CREW.