RELIABILITY OF MARINE TRANSPORTATION IN MIRI OIL AND
GAS ACTIVITIES
MOHAMMAD BIN MORSHIDI
A project report submitted in fulfillment of the
requirements for the award of the degree of
Masters of Science (Transport Planning)
Faculty of Built Environment
Universiti Teknologi Malaysia
APRIL 2009
iii
DEDICATION
To my wife and my six grown up children who have been very supportive and closed
in my heart.
iv
ACKNOWLEDGEMENT
“In The Name Of Allah, Most Gracious And Most Merciful”
Syukur alhamdullah, throughout the studies, He has given me strength and
healthiness to enable me to attend the classes without failed during the entire
programmed and giving me the courage to complete my project report.
I wish to thank those who had helped and gave their assistance and guidance
during my two and a half years part time course post graduate Master of Science
program.
Foremost, I would like to express my greatest appreciation and sincere thanks
to my project report Supervisor, Dr. Muhammad Zaly Shah Bin Mohd Hussien who
had given me his valuable comments, motivation and supports with his word of
encouragement and guided me throughout the whole project report.
My sincere thanks to Professor Dr Abdullah Ab Rahman and the rest of our
lecturers in the Master of Science (Transport Planning) program for their support,
guidance and encouragement throughout the study.
My appreciation to Capt Tiong Kwong Heng, Regional Marine Lead,
Sarawak Shell Berhad for providing the secondary statistics; and all respondents
(clients, passengers, employees and third party professional/classification society);
who had responded with their feedbacks and value information for me to complete
this project report.
v
My thanks to my course mates in this Master of Science in Transport
Planning program; especially to brother Norman Anuar, Simon Lawai, Baughman
Minggu Barang and Unggit Awan who had been working closely with me and giving
me their support and suggestions throughout the completion of this project report.
Finally, to my loving wife, Puan Hajjah Salhah Hj Wasli, and my six grown
up children (Azrifaizul Aizam B. Mohammad, Azmie Faizal Aizam B. Mohammad,
Zanariah Bt. Mohammad, Fazril Aizam B. Mohammad, Nazihah Bt. Mohammad and
Fazrul Aizam B. Mohammad), thanks for their understanding, patience, undivided
support and encouragement for me, throughout my two and a half years post graduate
Master of Science program. May Allah bless us all.
Mohammad Bin Morshidi
APRIL 2009
vi
ABSTRACT
The purpose of this research is to investigate the reliability of marine
transportation in Miri Oil and Gas activities. Marine transportation had becoming
very important in supporting the oil and gas activities, to transport industrial
personnel, deck, bulk and dry bulk cargos from the base onshore to offshore
installations. Offshore exploration and production activities are dynamic and the
operating cost is very high; allowing no room for lay time or down time. Hence,
marine transportations play an important role in ensuring that the activity be
continued to achieve the daily production output KPIs. Lately, there are occasions of
vessel’s frequent breakdown due to machinery failure and later vessel was not being
delivered in time or longer vessel turn-around time, and this had significantly
disrupted the offshore day-to-day activities in term of vessels’ planning and
movement of cargos and industrial personnel subsequently result to the losses of
revenue, day productions and productivity. In this research, a simple random
methodology using standard questionnaires addressed randomly for their feedbacks
on how reliable are these marine transport services. Response from the respondents
revealed that the vessel performance and services did not meet their expectation due
to their frequent machinery breakdown. This was due to poor or ineffective
implementation on their preventative maintenance program and this reflects the
people; the shipboard and shore base support employees. Realizing this, the
competitiveness advantages of treating these employees as the organization assets
requires a consistent management philosophy and a coherent set of human resources
practices in addition to an effective implementation of the preventative maintenance
system. The management must be willing to adopt the ‘We CARE (Credibility,
Action, Result, Engagement)’ or ‘Get REAL (Recognition, Enforce, Action,
Leadership)’ management concept. The client should also support by allocating
appropriate allowable maintenance days for the maintenance job to be executed
perfectly.
vii
ABSTRAK
Tujuan penyelidikan ini adalah bagi menyiasat kebolehpercayaan
pengangkutan marin dalam aktiviti minyak dan gas di Miri. Pengangkutan marin
adalah amat penting dalam menyokong aktiviti industri minyak dan gas, untuk
mengangkut kakitangan perindustrian, kargo geladak, kargo pukal, dan kargo pukal
kering daripada pengkalan bekalan ke luar pantai. Eksplorasi luar pantai dan aktivitiaktiviti pengeluaran adalah dinamik dan kos operasi adalah sangat tinggi; tidak
membenarkan ada ruang untuk masa terluang atau masa henti. Oleh itu, tugasan
pengangkutan marin memainkan satu peranan penting dalam memastikan bahawa
kegiatan itu berterusan untuk mencapai KPIs pengeluaran harian. Kebelakangan ini,
terdapat peristiwa-peristiwa dimana kapal kerap kerosakan akibat kerosakan jentera
dan kapal tidak dapat dikembalikan untuk beroperasi dalam masa yang ditetapkan
atau pusingan masa kapal lebih panjang, dan ini telah menggangu aktiviti-aktiviti
harian luar pantai, perancangan serta pergerakan bagi kargo dan kakitangan
perindustrian dengan kesudahan mengurangkan hasil pendapatan, pengeluaran dan
produktiviti harian. Dalam penyelidikan ini, satu kaedah rambang yang mudah
dengan menggunakan soal selidik yang standard dibuat secara rambang untuk
mendapatkan maklum balas tentang perkhidmatan pengangkutan laut ini. Maklum
balas daripada responden menyatakan bahawa prestasi dan perkhidmatan kapal tidak
mencapai jangkaan mereka akibat kekerapan kerosakan jentera. Ini merupakan akibat
daripada kurang pelaksanaan atau kurang berkesannya program pencegahan dan
penyenggaraan seterusnya ia mencerminkan kakitangan berkaitan; iaitu kakitangan di
atas kapal dan kakitangan sokongan di daratan. Menyedari hal ini, kelebihan daya
saing mengiktirafkan kakitangan sebagai aset organisasi memerlukan falsafah
pengurusan konsisten dan satu set amalan-amalan sumber manusia, tambahan kepada
pelaksanaan berkesan sistem penyenggaraan and pencegahan. Pihak pengurusan
haruslah melaksanakan konsep ‘We CARE (Credibility, Action, Result,
Engagement)’ or ‘Get REAL (Recognition, Enforce, Action, Leadership)’. Pelanggan
harus juga memberi sokongan dengan menyediakan jangka masa yang berpatutan
untuk kerja-kerja penyenggaraan dijalankan dengan baik lagi sempurna.
viii
TABLE OF CONTENTS
CHAPTER
1
TITLE
PAGE
DECLARATION
ii
DEDICATION
iii
ACKNOWLEDGEMENTS
iv
ABSTRACT
vi
ABSTRAK
vii
TABLE OF CONTENTS
viii
LIST OF TABLES
xii
LIST OF FIGURES
xiv
LIST OF CHARTS
xvii
LIST OF ABBREVIATIONS
xviii
LIST OF APPENDICES
xix
INTRODUCTION
1.1
History of Oil in Sarawak, Malaysia
1.2
Involvement of Marine Transport in the Oil and
Gas activities
1.3
1
4
Various types of Marine support vessel & their
support role
5
1.3.1
Anchor Handling Tugs & Supply
5
1.3.2
Straights Supply Vessel
6
1.3.3
Landing Craft Motor/Tug
7
ix
1.4
2
1.3.4
Accommodation Workboat/barge
8
1.3.5
Diving & Support Vessel
9
1.3.6
Safety Standby Vessel
10
1.3.7
Superfast/Fast crew boat
11
1.3.8
Mooring Launch
12
How personnel commute from shore to Offshore
platform
13
1.5
Problem statement
15
1.6
Issue and relevance of the study
15
1.7
Objectives of study
16
1.8
Research questions
17
1.9
Research hypotheses
17
1.9.1
Preventative maintenance missed
18
1.9.2
Temporary repairs
18
1.9.3
Budget reduction
19
1.10
Study output
19
1.11
Conclusion
20
LITERATURE REVIEW
2.1
Introduction
21
2.2
Reliable Marine Transportation
22
2.3
What is reliability?
23
2.4
Preventative maintenance
28
2.4.1
30
Value of preventative maintenance
2.5
Temporary repair
30
2.6
Ship turn-around time
31
2.7
System reliability
32
2.7.1
Case study 1-The crash of flight 261
33
2.7.2
Case study 2- Reliability study for a
2.7.3
2.8
Diesel Engine
37
Case study 3- The plight of ComEd
44
Reliability management
46
x
2.8.1
2.9
3
Conclusion
47
49
RESEARCH METHODOLOGY
3.1
3.2
4
Developing Reliability culture
Introduction
50
3.1.1
Survey research
51
3.1.2
Types of survey
51
3.1.3
Questionnaires
52
3.1.4
Interviews
52
3.1.5
Quantitative method
53
3.1.6
Qualitative method
54
3.1.7
Sampling
54
Preferred methodology
55
3.2.1
Primary data collections
56
3.2.2
Secondary data collections
58
3.2.3
Tertiary data collections
59
3.2.4
Data analysis
59
3.2.5
Data analysis techniques
59
3.3
Constraints and limitations
60
3.4
Conclusions
61
FINDINGS AND DATA ANALYSIS
4.1
Introduction
62
4.2
Data presentation
64
4.2.1
Section A – For clients
64
4.2.2
Section B – For vessel passenger
67
4.2.3
Section C – For technical / Maintenance
employees of Marine Transport service
providers
4.2.4
69
Section D – For 3rd party Professional
body/classification Society
75
xi
4.3
4.4
5
Secondary data
78
4.3.1
Vessel performance for Y2008
78
4.3.2
Vessel performance 1 Jan – 12 March
2009
79
4.3.3
Typical company league table in 2008
80
4.3.4
Marine League Table Score calculation
81
Conclusions
81
CONCLUSION AND RECOMMENDATION
5.1
Introduction
83
5.2
Recommendations
86
5.2.1
Retaining staff
87
5.2.2
Training
88
5.2.3
Rewards system
89
5.2.4
Incentives system
90
5.2.5
Maintenance
91
5.3
Conclusion
REFERENCES
93
xii
LIST OF TABLES
TABLE NO.
TITLE
PAGE
4.2.1 - 1
Service reliability
64
4.2.1 - 2
Satisfaction on the service rendered
65
4.2.1 - 3
Determining crew competency
66
4.2.2 - 1
Purpose for trip
67
4.2.2 - 2
Service convenience and comfortable
68
4.2.3 - 1
Gender
69
4.2.3 - 2
Age
70
4.2.3 - 3
Income level
71
4.2.3 - 4
Marital status
72
4.2.3 - 5
Length of service
72
4.2.3 - 6
Job satisfaction
73
4.2.3 - 7
Salary scale
74
4.2.3 - 8
Determine vessel service performance
75
4.2.4 - 1
Onboard preventative maintenance
75
4.2.4 - 2
Who should determine the competency of these
seafarers
77
4.3.1
Vessel performance for Y2008
78
4.3.2
Vessel performance from 1 Jan to 12 March 2009
79
xiii
4.3.3
Typical company league table in 2008
80
4.3.4
Marine League Table Score calculation
81
Preventative Maintenance tasks
92
5.2.6 -1
xiv
LIST OF FIGURES
FIGURE NO.
TITLE
PAGE
1.1 - 1
Malaysia’s First Oil well, Grand Old Lady No. 1
2
1.1 - 2
Lutong Refinery
2
1.1 - 3
Port Dickson Refinery
2
1.1 - 4
Typical Offshore Structure/Platform
3
1.3.1 – 1
Anchor Handling Tug and Supply (AHT’s)
6
1.3.2 - 1
Straight Supply Vessel (SSV)
7
1.3.3 - 1
Landing Craft Motor/Tug (LCM/LCT)
8
1.3.4 - 1
Accommodation Workboat (WB)
9
1.3.5 - 1
Diving and Support Vessel (DSV)
10
1.3.6 - 1
Safety Standby Boat (SSB)
11
1.3.7 - 1
Superfast Crew Boat (SFCB)
12
1.3.8 - 1
Mooring Launch (ML)
12
1.4 – 1
1.4 – 2
Map showing the locations of Oil and Gas
Platform offshore Miri and Bintulu in Sarawak.
Total passenger movement from M1, M3, B11, F6
and F23 field in year 2008
Graph showing passenger movement
1.4 – 3
(mob/demob) via superfast crew boat from
M1,M3, B11, F6 and F23 field in year 2008
13
14
14
xv
1.5 - 1
Research Problem, Current and Ideal situations
15
1.9 – 1
The Vicious Cycle of Reactive Maintenance
17
2.2 – 1
Reliable Marine Transportation
22
2.7.2 – 1
2.7.2 – 2
2.7.2 – 3
Plot of the life test data for diesel engine
components
Plot of the life test data for diesel engine
components and for improvement
Plot of the life test data for diesel engine
components after improvement
40
40
41
2.7.2 – 4
A composite bathtub curve
41
2.7.2 – 5
Bathtub curve for overall product life cycle
42
2.7.2 – 6
2.7.2 – 7
2.7.2 – 8
Pilot warranty cost as a function of component life
cycle
Number of repairs of diesel engine components as
a function of their life cycle
Cost of individual repairs as a function of the
component life cycle
42
43
43
4.2.1 – 1
Service Reliability
64
4.2.1 – 2
Satisfaction on the service rendered
65
4.2.1 – 3
Determining crew competency
66
4.2.2 – 1
Purpose for trip
67
4.2.2 – 2
Service convenience and comfortable
68
4.2.3 – 1
Gender
69
4.2.3 – 2
Age
70
4.2.3 - 3
Income Level
71
4.2.3 - 4
Marital Status
72
4.2.3 -5
Length of service
73
xvi
4.2.3 - 6
Job Satisfaction
73
4.2.3 - 7
Salary Scale
74
4.2.3 -8
Determine vessel service performance
75
4.2.4 - 1
Onboard preventative maintenance
76
4.2.4 - 2
Who should determine the competency of these
seafarers
77
xvii
LIST OF CHARTS
CHART NO.
TITLE
PAGE
xviii
LIST OF ABBREVIATIONS
AHTS
Anchor Handling Tugs and Supply
DSV
Diving Support Vessel
FAA
Federal Aviation Administration
KPI’s
Key Performance Indicators
LCM/T
Landing Craft Motor/Tug
MDT
Mean Downtime
ML
Mooring Launch
MTBF
Meantime Between Failures
MTTF
Meantime to Fail
NTSB
National Transportation Safety Board
PCSB
PETRONAS Carigali Sdn Bhd
PM
Preventative Maintenance
SBM
Single Buoy Mooring
SFCB
Superfast Crew boat
SHELL
Sarawak Shell Berhad
SSB
Safety Standby Boat
SSV
Straight Supply Vessel
WB
Accommodation Workboat/Barge
xix
LIST OF APPENDICES
APPENDIX
TITLE
1
Section A – For clients
2
Section B – For vessel passengers
3
4
Section C – For Marine Transport Employees
Technical / maintenance dept
Section D – For 3rd party professional
body/classification society
PAGE
1
CHAPTER 1
INTRODUCTION
1.1
History of Oil in Sarawak, Malaysia
Malaysia’s first oil well was discovered by Shell on the top of Canada Hill in
Miri Division, Sarawak in 1910 (Figure: 1.1 - 1). Name by Shell’s Miri Grand Old Lady
No.1, it was completed on 10 August the same year with an initial production of 83
barrels per day in December. With that discovery, Shell built its first oil refinery in 1914
located in Lutong, Sarawak (Figure: 1.1 - 2) to cater the production from Sarawak and
Sabah.
2
Figure 1.1 – 1: Malaysia’s first oil well, Miri Grand Old Lady No.1 in 1910
Figure 1.1 – 2: Lutong Refinery 1916
Figure 1.1 – 3: Port Dickson Refinery
3
Malaysia second refinery build by Shell in Port Dickson (Figure: 1.1 - 3), was
designed specifically to meet the requirements of the Peninsular Malaysia increase
market demand in 1960; and at the same time to cater the increase of the oil production.
Since the closure of the Miri land field, the activities were shifted to offshore
where the producing fields are all located at remote area offshore. In 1963, Baram
Sarawak’s first offshore field was discovered with the help of advance in exploration and
production technology used. These were followed with the discoveries of few new
offshore fields such as West Lutong, Tukau, Baronia, Betty, Bakau, and Bokor to name
few.
Since then, Shell has progressively extended the search into deeper waters using
complex drilling structures for offshore operations. These giant offshore structures are a
visible symbol of development in exploration and production technology that has taken
place in Sarawak in particular and Malaysia in general, especially over the last decades
(Figure:1.1 - 4).
Since almost all the oil and gas exploration and production activities are offshore,
it is important that a reliable marine transport services be provided to support their
activities and cater for their needs.
4
Figure: 1.1 - 4: Typical offshore structure/platform.
1.2
Involvement of Marine Transport in the Oil and Gas activities
As discussed earlier, the exploration and production activities are located in the
remote areas offshore, and supplies are from shore. Therefore, the needs of designated
infrastructures and facilities to support these operations have to be made available.
These includes but not limited to the marine transport to support and serve in
transporting materials, essentials supplies, equipments and people out to the offshore
installations, thus provides networking from land and sea at the same time to complete
the supply chain processes. These marine transports comprises of various types namely
Anchor Handling Tug and Supply (AHT’s), Straight Supply Vessel (SSV), Landing
Craft Motor/Tug (LCM/T), Accommodation Workboat and work barge (WB), Diving
and Survey vessel (DSV), Safety Standby Boat (SSB), Superfast and Fast Crew Boat
(SFCB/FCB) and Mooring Launch (ML). These vessels types are specially designed and
built base on the job specifications, to be fit for purpose.
Although the world price of the hydrocarbon is fluctuating, the offshore
exploration and production activities are still active as long as the demand is still there.
This had attracted more foreign investors coming in to participate in the exploration and
productions of these hydrocarbon products. Along the way, industry players had explore
even to deep waters and this had prompt to the discoveries of new oil and gas field
further offshore. The day-to-day offshore activities had also increased where the
movement of goods, essentials supplies, material and people in a timely and
economically manner; and had becoming crucial in supporting the day to day activities.
The demanding force within the oil and gas industry had becoming more and
more competitive and each and every company competing aggressively whether they are
local, regional or even international marine transport players. It is therefore important
5
that any failures and service inefficiency such as vessel frequent breakdown, vessel
turnaround time, vessel unavailability, so on and so forth by any marine transport
operator will greatly affect the industry. The reverse impact from this non-reliable
marine transport operator will result to losing the market share, unable to compete and
also sustain.
On the other hand, the chain reaction from these non-reliable transport service
providers will also have significant impact to the industry as this will jeopardize their
offshore exploration and production activities at large. It is therefore important that these
marine transport service providers to provide “Reliable” marine transport especially to
compete and remain sustainable within this dynamic global market environment and able
to share future market opportunities.
1.3
Various types of marine support vessel & their role
1.3.1 Anchor Handling Tug & Supply (AHT’s)
In the offshore oilfields, a standard design of Anchor Handlings Tugs & Supply
(Figure: 1.3.1 - 1) with numerous roles such as the ability to assist in the fire fighting
operations, oil pollution control and recovery, and rescue capabilities apart from her core
activity in handling anchors of the workboat/barges, barges and drilling rigs. Anchor
Handling Tug & Supply plays an important role in supporting these drillings rig and
accommodation workboats/barges within the offshore exploration and productions
activities such as managing the deployment, retrieval of anchors and anchor wires, or
6
moving a mooring spread, the barges, drilling rigs and workboat/barges as and when
required.
In order for these vessel to carry out their task effectively, efficiently and safely,
these vessels are designed and fitted with bigger engines horsepower, winches and
anchor handling equipments; bigger deck spaces and below deck stores for bulk cargo.
New and modern Anchor Handling Tug and Supply; they are built with new
technology such as the Directional Positioning (DP1 or DP2) system, and these can cater
deep sea explorations and productions activities.
Figure 1.3.1 - 1: An Anchor Handling Tug & Supply (AHT’s)
1.3.2 Straight Supply Vessel (SSV)
Straight Supply Vessel (Figure: 1.3.2 - 1) is vessel designed with deeper drafts
able to carry all types of offshore supplies and requirements for the need of the drillings
activities. In addition, these supplies that is necessary to keep the drilling unit
7
functioning for months, and sometimes years offshore without having to return to port to
replenish their consumables. These vessels should have a bigger deck spaces for storing
drill pipes, drilling tools, scaffolding, helicopter fuel tanks, chemicals, food containers
and maintenance equipments. Under the deck, these vessels must be able to carry bulk
cargo such as cement, barites, bentonite, marine gas oil, fresh water, brine, oil based
mud and drill water.
Figure 1.3.2 - 1: Straight Supply Vessel (SSV)
1.3.3 Landing Craft Motor/Tug (LCM/LCT)
A Landing Craft Motor/Tug (LCM/LCT) (Figure: 1.3.3 - 1) unlike the Straight
Supply Vessel (SSV) is vessels designed with shallow draft and a ramp at the bow for
the purpose of roll-on and roll-off (RORO) activities. With medium size deck spaces
able to carry small to medium offshore supplies and requirements for the productions
activities offshore to replenished their consumables such as food in containers and
maintenance equipment. Under the deck, these vessels can also carry small quantity of
bulk cargo such as potable and drill water, and marine gas oil.
8
Figure 1.3.3 - 1: Landing Craft Motor/Tug (LCM/LCT)
1.3.4 Accommodation Workboat/barge (WB)
Accommodation Workboat (Figure: 1.3.4 - 1) is vessel designed to provide
accommodation for the offshore industrial personnel to stay and live during their 4
weeks offshore duty and these vessel will be moored onto the platform throughout the
activities. This vessel provides a hotel like accommodation that can accommodate 150 to
200 for these offshore industrial personnel at one time. The reason is that by having this
accommodation workboat, they can minimize the productive time loss taken by
commuting from onshore to the offshore locations. This vessel is fitted with crane,
having large deck spaces for minor fabrication, again to expedite repair work and is
important in supporting the offshore maintenance work. Moored from her stern towards
the platform; industry personnel can make their way onto the platform and vice versa via
a suspended gangway to carry out and executed their daily activities.
9
Figure 1.3.4 - 1: Accommodation Workboat (WB)
1.3.5 Diving & Survey Vessel (DSV)
Diving & Survey Vessel (DSV) (Figure: 1.3.5 - 1) are designed to carry the
offshore supplies to meet the requirements for the productions and maintenance
activities offshore. Diving & Survey Vessel should have a deck spaces for storing
supplies, scaffolding, chemicals, food containers and offshore maintenance equipment.
Under the deck, they must also be able to carry bulk cargo such marine gas oil, potable
and drill water. New and modern Diving & Survey Vessel is fitted with crane, stern air
frame and ROV especially for supporting the diving activity.
10
Figure 1.3.5 - 1: Diving & Survey Vessel (DSV)
1.3.6 Safety Standby Boat (SSB)
A vessel, referred to as a Standby Vessel (Figure: 1.3.6 - 1), are designed to pick
up survivors from the installation or from the sea and accommodate up to 100 survivors
on a temporary basis and be able to provide first aid treatment for all such survivors,
whenever required. The vessel shall be present within a fifteen (15) mile radius from
every manned Offshore Installation. Its main purpose is to be available at all times to
render assistance in the event of an emergency on or near the installation.
11
Figure 1.3.6 - 1: Safety Standby Boat (SSB)
1.3.7 Superfast Crew Boat/Fast Crew Boat (SFCB/FCB)
Superfast Crew Boat/Fast Crew Boat (SFCB/FCB) (Figure: 1.3.7 - 1) are vessels
specially designed for providing commuting services from onshore base to offshore
installations,
industry
personnel
boat
to
platform/boat
to
accommodation
workboat/barge, boat to drilling rigs transfer and vice versa, transportation of small and
loose materials, equipment and supplies (within its limitations), carrying out standby
duties, emergency duties as directed by charterer, pollution control, offshore
maintenance and/or production support, salvage and towage, if necessary. This vessel
can travel at a speed between 16 to 18 knots for a Fast Crew Boat and from 21 to 25
knots for a Superfast Crew Boat. The need for the high speed is to save the commuting
time incurred by the offshore industry personnel either from the onshore base to reach
the offshore installation or vice versa.
12
Figure 1.3.7 - 1: Superfast Crew Boat (SFCB)
1.3.8 Mooring Launch (ML)
Mooring Launch (Figure: 1.3.8 - 1) are boat that operate within the port limits
and they are assigned to attend and assist the berthing / unberthing of tankers at the
single mooring buoys (SBMs), Transportation of personnel to / from shore, maintain 24
hour radio watch and standby at tanker throughout the operation, other mooring or
maintenance operations as directed by charterer.
13
Figure 1.3.8 - 1: Mooring Launch (ML).
1.4
How personnel commute from shore to offshore platform
In Sarawak, most of the offshore platform structures are located at high seas of
Miri and Bintulu and the mode of transport for these offshore industrial personnel (or
passengers) are by means of fast crew boat. Here, the point of embarkation and
disembarkation at onshore are from Pulau Melayu wharf and Kiat Siang deport in Miri;
and Bintulu Commercial Wharf or Bintulu Port in Bintulu.
Figure 1.4 - 1: Map showing the locations of Oil and Gas Platform offshore Miri and
Bintulu, in Sarawak.
14
MONTH
JANUARY
FEBRUARY
MARCH
APRIL
MAY
JUNE
JULY
AUGUST
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER
GRAND TOTAL
TOTAL TRIP
17
16
22
23
32
25
27
28
23
24
25
19
281
PAX MOB
319
223
372
371
757
1217
1199
1036
900
939
826
452
8611
PAX DEMOB
352
334
264
328
353
501
973
916
920
886
837
689
7353
TOTAL
671
557
636
699
1110
1718
2172
1952
1820
1825
1663
1141
15964
Figure 1.4 - 2: Total passenger movement from M1, M3, B11, F6 and F23 field in year
2008
PASSENGER MOB / DEMOB VIA SFCB 2008
1400
1200
PAXS
1000
800
600
400
200
0
1
2
3
4
5
6
7
8
9
10
11
12
MONTH
PAX MOB
PAX DEMOB
Figure 1.4 - 3: Graph showing passenger movement (mob/demob) via superfast crew
boat from M1, M3, B11, F6 and F23 field in year 2008
15
1.5
Problem Statement
The increase in offshore activities greatly relied on the efficiency and reliability
of the Marine Transportation service providers in providing link between the land and
offshore installations/facilities, for the purpose of delivery of essentials supplies and
offshore industry personals. Vessel breakdown had resulted in the disruptions in the
offshore day-to-day activities, and this had significant impact to the industry due to the
as loss of revenue, production and productivity.
Research Problem
Current Situation
Ideal Situation
Although Marine Transportation complies to the
The numbers of Marine
incidences, casualties and
machineries
breakdown
should be reduces and vessel
performance should be 95%
International Safety Management (ISM) code
Standards and Safety of Life at Sea (SOLAS);
the numbers of marine incidences, casualties and
machineries breakdown is still high.
Figure 1.5 – 1: Research problem; current and ideal situations
1.6
Issue and relevance of the study
More often than not, issues in the marine transportation services that provide
services to the Oil and Gas industry is when there are incidences of vessel’s engines
break down. These breakdowns may result to vessel downtime; thereafter vessels could
not be delivered back for service in time. Vessel’s breakdowns have caused delay in the
16
offshore day-to-day activities, disrupting of vessel scheduling and significantly result to
the loss of revenue, productivity and production.
As a whole, materials and people that had been scheduled for offshore
installation for the job to be carried out could not reach or delivered on time. The losses
incurred not only to the marine transportation service providers itself, but also to the
customers and with the impact to the country revenue, in general. The true cost as result
of the breakdown could even reach to millions of US dollars, if not properly managed
and resolved.
1.7
Objectives of study
The objective of this study is to develop a theoretical framework and
methodology for an effective preventative maintenance system. With specific focus on
Marine Transportation in Miri Oil and Gas activities emphasizing on the Fast Crew
Boats operations, the objectives of this research are:
i.
To review existing vessel’s preventative maintenance system and propose a
theoretical management framework.
ii.
To identify suitable mix of maintenance strategies.
iii.
To propose recommendations in improving vessels preventative maintenance.
17
1.8
Research questions
The following research questions will be asked to selective clients, vessels’
passengers, marine transport technical/maintenance employees and third party service
providers/classification society throughout the study:
i.
How reliable is marine transport services?
ii.
How frequent does the vessel breakdown/equipment fails?
iii.
How effective is the Preventative Maintenance carried out onboard?
iv.
What level of competencies is the engineering crew onboard?
1.9
Research hypotheses
It is hypothesized that the following vicious cycle of reactive maintenance has
the greatest influence to cause vessel breakdown as result of equipment failures.
Figure 1.9 - 1: The Vicious Cycle of Reactive Maintenance. (Source: Lloyd’s Register
Shell Technical Forum, 2008)
18
1.9.1 Preventative maintenance missed
It is hypothesized that the preventative maintenance was not carried out as
planned that have caused vessels’ machinery to breakdown. Minor defects that can be
rectified during the planned maintenance were however not rectified and had resulted to
more defective preventable items to aggravate and failed. With the predicted breakdown
and in order to attend and rectify them, resources that had been assigned to other
assignments had to be assigned to manage and rectify this breakdown.
1.9.2 Temporary repairs
It is hypothesized that the temporary repairs carried by the technical support due
to unavailability of spares and time constraint had result in the repetitive preventative
maintenance work. Vessel was asked to operate with substandard conditions and minor
defects reported keep on piling up and at the end the backlog grows and become major
breakdown.
19
1.9.3 Budget reduction
It is hypothesized that the organization budget reduction, cost saving, controlling
of employees expenses will affect the morale of the maintenance employees, hence will
drop the production standard.
1.10
Study output
It is expected that at the end of this research study, the researcher will be able to
address the fundamental issues faced by the Marine Transportation service providers
serving the Oil and Gas activities in Miri, in particular to the ‘Hardware’ and the
‘Software’ issues.
To accomplish the research objectives, it is also expected and hoped that this
research study could provide a better and in-depth knowledge on the problem issues; as
well proposing good management practices onboard and onshore within the industry
players. More focus will be on improving the ‘Hardware’ and ‘Software’ issues.
20
1.11
Conclusion
To conclude, although the researcher will come up with the proposal on
suggestions and recommendations in enhancing the management system in the
preventative maintenance programmed and managing the people, there is still a need for
more literature review to clearly identify the problem issues. A thorough research
methodology with broader population feedbacks that can also assist to surface the
problems and this can be proceeding to a doctorial level of study.
21
CHATPER 2
LITERATURE REVIEW
2.1
Introduction
Literature review is a process of investigating that requires reading what other
authors had written in respect to the areas of interest, in order to gather information to
support or refute the argument prior to conclude the findings.
Reading other authors writing may also helps to devise a theoretical or analytical
framework as a basis for the analysis and interpretation of the data collected, identify
and explain relevant relationships between the facts. This will then helps to summarize
previous information, thereafter guiding through the course of action.
22
2.2
Reliable marine transportation
In the fast-moving, complex and dynamic market, one of the biggest challenges
to the Marine Transportation service providers are to ensure that customers are well
served by maximizing vessel utilizations and minimized downtime. In order to become
a reliable Marine Transportation service provider, it is paramount importance that they
process a systematic and effective management system in compliance to the maritime
standards and practices. These include the management of the facilities often known as
the ‘Hardware’ and the human resources often known as the ‘Software’.
Here, a good system of preventative maintenance and scheduling in addition to
having right people for the right job is vital. The questions of how competence is
competence had always been the issues within the maritime industries.
Perform
above 95%
On time
delivery
Reliable
Marine
Transportation
Comply to
Standards &
Practices
Effective
Management
System
Figure 2.2 - 1: Reliable Marine Transportation. (Sources: Shell Marine Forum 2008)
23
2.3
What is Reliability?
Before we proceed further, it is very importance that we have a better
understanding, the meaning of ‘Reliable”. The concept of reliability is relatively new in
the engineering disciplines, but it is becoming increasingly important as part of the
engineering design process, the establishment of preventive maintenance programs, and
others. In various areas of engineering and manufacturing, there is one definition of
reliability generally accepted. For example, Ebeling (1997) defined reliability as “the
probability that a component or system will perform a required function for a given
period of time when used under stated operating conditions. It is the probability of a
non-failure over time.” Ebeling further states that the definition must be made specific
by providing an unambiguous and observable description of a failure, including the unit
of time over which failure will be evaluated. This definition of reliability is widely
accepted in engineering. In the area of transportation, on the other hand, there are several
different definitions of reliability which have been developed.
In the 1998 California Transportation Plan (Booz-Allen & Hamilton, Inc.,1998;
also discussed in NCHRP 311, 2001; Estimation of Reliability, 2000; Reliability as a
Measure of Transportation System Performance, 2000; Reliability Measures for
Highway Systems and Segments, 2002), reliability is defined as the level of variability
between the expected travel time (based on scheduled or average travel time) and the
actual travel time experienced.
Shaw (2000) suggested the following definition of reliability: “Reliability is
generally defined as the operational consistency of a facility over an extended period of
time. Reliability has historically been associated with the performance of mechanical
equipment or devices. In this context, reliability is defined as the probability of a device
performing its purpose adequately for the period of intended time under the stated
operating conditions”. The definition is similar to the definitions frequently used in
reliability engineering.
24
Stephens (2004) in his book “Productivity and Reliability-based Maintenance
Management” wrote that reliability is considered the systems that have the ability to
perform the intended functions during the expected period of life time. In the order
words, a machine, a component or product, over it period of time should be able to
perform base on it function at the expected level of capacity and capability.
Technical terms on reliability define that the probability of the system or a
product reliability that will performs its specified function under each specified
conditions throughout its specified life span. As the key word here is probability,
whether the system will perform its intended function will not be certain however it is a
matter of chance and random occurrences. The preventative maintenance program can
be expected to include all activities that will keep the system in optimum working order
during the life whereas an appropriate preventative and predictive maintenance program
can improve and enhance by contributing to the reliability of these system and the
understanding of the statistical reliability of the design of the system is equally important
in order to plan for an adequate maintenance program.
Bentley (1998) wrote in his book “Introduction to Reliability and Quality
Engineering” says that system reliability is always being considered that the operation
equipment or facilities are treated as a system rather that an individual components. A
system is a logical collection and arrangement of components aligning working in order
to perform a specific function. In order for the system to achieve its objectives, each and
every component must perform it function in harmony within the entire system.
Therefore the reliability of a system will depend crucially on the reliability of the
elements presented. Each component again had its own mini-system which consists of
series on internal components. An example is that of a factory equip with a variety of
machinery and equipment working as a whole as an integrated system to achieve the
production objective. Any one of the units fails will fail the overall system.
Hence the overall reliability of a system is a function of the number of
components, the configuration or arrangement of these components in the system, and
25
the reliability of each individual component arranged in series, parallel, or a combination
of the two.
Another definition of reliability is the absent of failure. Therefore the reliability
of the system is a function of its failure rate, λ. If the failure rate or failure at a given
periods of time, is stated as λ, then the system reliability can be calculated as follows:
R=1–λ
Assuming the six units of engines of same and identical model is designed to
operate to 1000 accumulated running hours before they required to be serviced. If three
of the units breakdown after 250, 500 and 700 hours respectively, the failure rate, λ, of
these machinery are:
The numbers of engine is six. Three out of six units of these engines break down
after operating at 250 hrs, 500 hrs and 700 hrs respectively. The remaining three units of
engine were still operating till the recommended 1000 hrs before servicing carrying out:
Therefore :
λ=
3
_
=
0.007
250 + 500 + 700 + (3 x 1000)
The reliability of this engine is:
R=1- λ
R = 1 – 0.007 = 0.0093
The engine reliability will deteriorate over the time.
Meantime between Failures, availability and mean downtime
An important concept in reliability, useful for preventative and predictive
maintenance planning is meantime between failures (MTBF). Equal important are the
associated issues of equipment availability and downtime.
26
Meantime between failures (MTBF) is the expected average time or the expected
frequencies with which we can expect the equipment to breakdown or fail. Based on
historical data and statistical probability, meantime between failures (MTBF) for a given
component or system is the time interval during which we can expect the unit to perform
its function after installation, proper maintenance or overhauling.
Equipment availability is the proportion of time that we can expect the
equipment to be up and operational. The average total amount of time that it takes to
return failed equipment back online and ready for the operation, from issuing as work
order, to dispatching maintenance crew to completion of the task is referred to as the
mean downtime (MDT).
Meantime between failures is the reciprocal of failure rate:
MTBF = 1
λ
Using the previous example, therefore:
MTBF =
1
0.007
MTBF = 143 hours
Therefore between the laws of probabilities, we can expect the equipment to fail
after approximately 143 hrs of operation. Once again this is not certainty but likelihood,
a chance. These will helps the maintenance planner to work with, rather than attempting
to determine the frequency of preventive maintenance (PM) schedules without data.
Given the mean down time (MDT), derived from historical data and experience,
and meantime between failures (MTBF), equipment availability is calculated as follows:
27
Availability =
MTBF
MTBF + MDT
Birolini (2003) wrote in his book “Reliability Engineer, Theory and Practice”
stated that reliability refers to the characteristic of item, express by the probability that
the item will perform its required function under given conditions for a stated time
interval and is generally designed by R. From the qualitative point of view, reliability
can be defined as the ability of an item to remain functional. Quantitatively, reliability
specifies the probability that no operational interruptions will occur during a stated time
interval. This does not mean that redundant parts may not fail; such parts can fail and be
repaired on-line. The concept of reliability thus applies to non-repairable and repairable
item. To make sense, a numerical statement of reliability (e.g. R = 0.9) must be
accompanied by the definitions of the required function, the operating conditions, and
the mission duration. In general, it is also important to know whether or not the item can
be considered new when the mission starts.
An item is a functional or structural unit of arbitrary complexity (e.g. component,
assembly, equipment, subsystem, system) that can be considered as an entity for
investigations. It may consist of hardware, software, or both and may also include
human resources. Often, ideal human aspects and logistical support are assumed, even if
(for simplicity) the term system is used instead of technical system.
Levin and Kalal (2003), in their book “Improving Product Reliability, Strategies
and Implementation” highlights that one of the key advantages of implementing
reliability throughout the organization and at every phase of the product life is that the
product value increases because of an improved customer’s perception of the value of
the product and the lower cost of production. There is a common misperception that
implementing reliability delays the product development time and increases the cost of
the product (both material and production cost). But the reality is the exact opposite,
where products that are more reliable generally have lower production costs. The reason
28
for this is the result of many factors that contribute to reducing product cost and the
product development cycle.
Kueck & et. al, (2004), in their journal ‘Measurement Practices for Reliability
and Power Quality – A toolkit of Reliability Measurement Practices” brief that reliability
has to do with total electric interruptions - complete loss of voltage, not just
deformations of the electric sine wave. Reliability does not cover sags, swells, impulses
or harmonics. Reliability indices typically consider such aspects as:

the number of customers;

the connected load;

the duration of the interruption measured in seconds, minutes, hours, or days;

the amount of power (kVA) interrupted; and

the frequency of interruptions.
Power reliability can be defined as the degree to which the performance of the
elements in a bulk system results in electricity being delivered to customers within
accepted standards and in the amount desired. The degree of reliability may be measured
by the frequency, duration, and magnitude of adverse effects on the electric supply.
2.4
Preventative maintenance
Preventive maintenance is a schedule of planned maintenance actions aimed at
the prevention of breakdowns and failures. The primary goal of preventive maintenance
is to prevent the failure of equipment before it actually occurs. It is designed to preserve
and enhance equipment reliability by replacing worn components before they actually
fail.
29
Preventive maintenance activities include equipment checks, partial or complete
overhauls at specified periods, oil changes, lubrication and so on. In addition, workers
can record equipment deterioration so they know to replace or repair worn parts before
they cause system failure. Recent technological advances in tools for inspection and
diagnosis have enabled even more accurate and effective equipment maintenance. The
ideal preventive maintenance program would prevent all equipment failure before it
occurs.
Preventive maintenance from Wikipedia, the free encyclopedia defines “The
care and servicing by personnel for the purpose of maintaining equipment and facilities
in satisfactory operating condition by providing systematic inspection, detection, and
correction of incipient failures either before they occur or before they develop into major
defects.
Maintenance,
including
tests,
measurements,
adjustments,
and
parts
replacement, performed specifically to prevent faults from occurring.
The primary goal of maintenance is to avoid or mitigate the consequences of
failure of equipment. This may be by preventing the failure before it actually occurs
which preventive maintenance (PM) and condition based maintenance help to achieve. It
is designed to preserve and restore equipment reliability by replacing worn components
before they actually fail.
Marquez, Life Cycle Engineering-increasing equipment efficiency and planned
work wrote that Preventive Maintenance or PM is a time based strategy conducted at a
set interval or predetermined time when a piece of equipment is taken off line and
inspected and based on the inspection repairs are made and the equipment put back on
line.
30
2.4.1 Value of Preventive Maintenance
There are multiple misconceptions about preventive maintenance. One such
misconception is that preventative maintenance is unduly costly. This logic dictates that
it would cost more for regularly scheduled downtime and maintenance than it would
normally cost to operate equipment until repair is absolutely necessary. This may be true
for some components; however, one should compare not only the costs but the long-term
benefits and savings associated with preventive maintenance. Without preventive
maintenance, for example, costs for lost production time from unscheduled equipment
breakdown will be incurred. Also, preventive maintenance will result in savings due to
an increase of effective system service life.
Long-term benefits of preventive maintenance include:

Improved system reliability.

Decreased cost of replacement.

Decreased system downtime.

Better spares inventory management.
Long-term effects and cost comparisons usually favor preventive maintenance over
performing maintenance actions only when the system fails.
2.5
Temporary repair
The word temporary repair is aim to make the process or restore the technical
condition in order to achieve the mission. Temporary repair is an important method of
technical management, especially before the general repair is carried out. Sometimes it
31
may not be necessary or impossible to carry out the repair or to restore the breakdown
equipment inview of time constraint and the cost, therefore temporary repair can be
considered. Here again, decission had to be made what need and what need not to be
repaired especially those breakdown equipment that have little effect on the mission and
can be repair later.
2.6
Ship turn-around time
Ship turn-around time are the time taken for a ship to discharge her cargo or
passengers and sail out immediately after that. Ship turn-around time is dominated by
the time necessary to unload and load containers, passengers and cargoes. For the
unloading and loading a ship, most cranes spend only half of their moves carrying a
container. During unloading, the crane is empty when moving to the ship and also during
loading; the crane is empty when returning to the dock. Double cycling is the practice of
using these “empty” moves to carry a container, thus making the crane more productive,
and reducing turn-around time.
For vessel transporting industrial workers/passenger within the oil and gas
activity in Miri, the turn-around time is more dominated to the vessel machinery
reliability without deficiencies and untoward incidences. The redelivery not on-time and
critical machinery failures will significantly affected the vessel/ship turn-around time,
hence they will have great impact on the movement of passengers and the day-to-day
offshore activities.
32
2.7
System reliability
Operations of equipment or facilities are treated as a system rather that as
individual components. A system is a logical and arrangement of a series of components
working as a whole in order to perform a specific function. For the system to achieve its
objectives, each component must perform its function in harmony with the entire system.
Should one of these units fails, the overall system can fail.
The overall reliability of the system is a function of the number of components,
the configuration or arrangement of these components in the system, and the reliability
of each individual component. The system components can be arranged in series,
parallel, or a combination of the two.
When these components are arrange in series, the system reliability is the product
of the reliability of each individual component, assuming that the reliability of each
component is independent of the reliability of the other components.
Series Reliability Equation:
Rs = R1 X R2 X R3 X ……… X n
To illustrate a system composed of four components in series with the
reliabilities of each components are given as 0.88, 0.90, 0.99, and 0.80 respectively, then
the reliability of the system can be calculated as follows:
Rs = 0.88 X 0.90 X 0.99 X 0.80 = 0.61
The system reliability is approximately 61%. As stated earlier, reliability
represents probability. A reliability of 0.61 or 61% means that the system will perform
its function nearly 61% of the time with 39% chance that the system will fail.
33
Again, equipment and components failures may occur at different rates during
the life of the product and follow by the statistical and probability distributions.
Normally, the initial higher failure rate, known as infant mortality or debugging stage, is
due in large part to improper design or manufacture, defective or inadequate components,
or improper installations. An example for a diesel engine, this phase is 1,000 hours of
operation. Most manufacturing defects are discovered during the first 20 hours and the
next 980 hours of operation usually reveal both manufacturing and design defects.
Factors such as improper calibration or usage may also result to machinery failure during
the early stage of the product life.
Then the second stage product life is useful or the productive stage of the product
life. Failures during this phase are random or chance failures, which occur in a random
manner. The useful life or the chance failure phase of the product is the segment of the
product life cycle that is most important as far as preventative maintenance planning is
concerned. At this stage the data are collected and analyzed to determine the meantime
between failures (MTBF).
Finally is the life cycle of the product which is the wear-out phase of the
equipment life. The failure rate rapidly increases a function of time during this stage
where most equipment is probably fully depreciated. Some are use for back up, or may
be cannibalized for spare parts. However, the equipment useful life can be extended by
having a proper and a proactive preventative and predictive maintenance program.
2.7.1 Case Study 1 – The crash of Flight 261
The following case study 1 highlights the significance of preventative
maintenance programs to enhance service reliability and how such programs can play a
34
role in air traffic safety and can prevent loss of life. Unfortunately, we often do not need
to look far beyond our won industries to see how the lack of proper maintenance
programs and practices can cause harm or result in destruction of property and
productivity with significant and adverse financial consequences.
At about 4.30 pm on Monday, January 31, 2000, Alaska Airlines Flight 261
plunged into the Pacific Ocean north of Los Angeles, killing everyone aboard. The
Boeing McDonnell Douglas MD-80 was carrying 83 passengers and five crew members.
Although the National Transportation Safety Board (NTSB) is still investigating
the extract cause of the crash, and the final report has not been published yet (at the time
the case study was written), from the onset of the investigation certain aspects have
focused on “maintenance organization and procedures” along with “airline industry
lubrication practices”
So far much of National Transportation Safety Board (NTSB) investigation of
the crash has focused on the apparent failure of the jackscrew mechanism in the tail
section of the plane which is responsible for raising and lowering the front edge of the
stabilizer. According to the investigators, the wreckage, point to the possibility that the
mechanism was not “adequately lubricated”. Part of the investigation also is addressing
questions concerning the effectiveness of maintenance procedures and the oversight of
maintenance by the Federal Aviation Administration (FAA).
The only explanation for the airplane’s fatal dive, which is provided by the
preliminary analysis of the data from the jet’s flight recorder, is that the jackscrew
assembly’s end stop broke off in flight. The end stop, which is attached to the bottom of
the jackscrew, is part of the flight control mechanism and is designed to assist with the
proper operation of the plane’s horizontal stabilizer. The stabilizer, which resembles a
wing, is part of the tail structure and is use to control the plane’s ascent and descent, or
to maintain level flight. As the jackscrew turns through a gimbal nut, it tilts the front
edge of the stabilizer at different angles, pushing the nose of the airplane up or down. An
35
upward tilt of the stabilizer pushes the nose of the airplane downward, and vice versa.
The end stop prevents the stabilizer from tilting up more than 2.2 degrees, which results
in the maximum downward force on the aircraft’s nose. Based on the results of the
performance analyses and a simulation study to replicate flight 261’s final moments, the
National Transportation Safety Board (NTSB) now believes that the stabilizer actually
may have tilted up to 22 degrees, or 10 times the safe maximum. The only way for that
to happen, or even to tilt the stabilizer half a degree higher than normal, is to separate or
break off the end stop from the jackscrew.
The salvage crew recovered the jackscrew from the ocean floor with the gimbal
threads wrapped around it like a Slinky and the end stop missing. The investigators
continue to look into the role of Alaska Airlines’ maintenance program and procedures
as a cause or a contributing factor to the crash. One possibility is that the jackscrew was
not adequately lubricated, either because mechanics were lax or because the grease that
Alaska Airlines used did not work, causing excess friction that could have in turn
accelerated the wear of the gimbal nut and caused the threads to strip. Alaska Airlines’
lubrication schedule for the jackscrew was less frequent than that of other carriers. At the
time of the crash, Alaska Airlines lubricated the jackscrew every 2,500 flight hours or
approximately every eight months. Other airlines lubricate the mechanism as frequently
as every 500 flight hours, or five times as often.
The investigation is probing into the possibility that the plane’s jackscrew
assembly was so worn that it would have required replacement three years before the
crash. Records indicate that an Alaska Airlines mechanic had ordered the part to be
replaced in September 1997 but was later overruled by other mechanics.
It does not seem likely that the design rather than the maintenance of the
stabilizer system contributed to the crash. In 1960, in order to acquire certification of the
MD-80 stabilizer system, McDonnell Douglas designers provided Federal Aviation
Administration (FAA) with the analyses showing that the probability of the end stop’s
failure was one in one billion.
36
Although it was a sad incident, it is interesting to note the following findings that
were made after the crash of Flight 261- findings that have a direct bearing on the role of
maintenance and maintenance procedures.
After the crash of Flight 261, the Federal Aviation Administration (FAA)
ordered an immediate inspection of planes with the same stabilizer control system. As a
result of this order, 23 planes were found to have potentially dangerous jackscrew
abnormalities. The discovery that so many planes were flying with potentially unsafe
parts points to the fact that the federal airline safety regulatory system does not work as
well as the public has the right to expect. It also suggests that the preventive and
predictive maintenance procedures and programs, at least for some airlines, have much
room for improvement and currently leave a great deal to be desired. No regulatory
system and no maintenance program ever should have allowed those planes to be flying
with defective or substandard parts.
It is also disturbing to learn that Alaska Airlines mechanics had decided three
years earlier to replace the part but reportedly were overruled the next day after further
testing of the part and without waiting for results of standard follow-up tests.
Subsequently, how much attention did Alaska Airlines and its maintenance program pay
to the stabilizer after it was flagged, then un-flagged, for replacement?
Prior to June 1998, three airlines had reported eight corroded stabilizers on the
MD-80 series and 20 cracked ones were found by the end of the same year. In June 1998,
the FAA issued a directive that airlines disassemble the tail section and replace the
damaged parts within 18 months. Total 117 hours at a cost of $7,000 per plane. In the
case of Flight 261, this would have translated to less than $80 per victim- a very small
price to pay to save a life, or in this instance, 88 lives.
The investigation further reveals the breakdown and the causes of US civil
aviation accidents as provided by the National Transportation Safety Board (NTSB).
These incidents point to maintenance, or more specifically the lack of adequate and
37
proper maintenance practices, as a cause or a major contributing factor. Once again, it is
difficult to comprehend why these accidents continue to occur, given the available data,
statistics and knowledge of contributing factors, and the measures that can be taken to
prevent such catastrophes.
2.7.2 Case Study 2 - Reliability Study for a Diesel Engine
The following case study 2 highlights the importance of having reliability study
on equipments and components to understand the products useful life span before
product failures as part of the marketing process and product warranty process. The test
also helps to improve the product reliability through plan and improved design making
them acceptable in the market in terms of product life cycle, warranty and maintenance
cost.
Manufacturers conduct life test on their products and their components for a
variety of reasons. The tests can be determined the useful life of components and
products, the meantime between failures, and product reliability. The data are used for
warranty purposes, to establish preventative and predictive maintenance schedule and
routines, to estimate product life cycle costs, for product liability protection, for quality
and reliability improvements, and so on. Data obtained from such tests are also useful to
design and process planning, evaluation and improvement and often mandated by
contracts, especially military contracts.
As discussed earlier, life testing involves continuous operation of several units
until the units fail.
38
Based on the total of units tested, the total operating time for each unit, and the
number of units still operational after a certain amount of time has lapsed, MTTF and
other important product and component characteristics can be determined.
A leading international manufacturer of diesel engines routinely conducts life
tests on various components and products. In the case presented here, life tests were
performed on nine product models, with sample sizes varying from 17 to 75 units. More
than 10 different components, including valves, turbos, injectors, bearing, camshafts,
and cylinders and so on, were tested.
The plot of the life test data is presented in Figure 2.7.2 - 1. Some important
information regarding the product failure rate, MTBF, and component reliability are
obtained from the data. The use of exponential probability paper and the reasonably
straight line of the plotted data confirm the validity of the constant failure rate
assumption.
It has been said that anything that cannot be measured cannot be improved.
Product reliability can be improved only through proper data collection and analysis.
Figure 2.7.2 - 2 and 2.7.2 - 3 show the plots of the life test data after further reliability
studies and improvements. It is interesting to note that as the result of these studies, the
failure rate of the manufactured products dropped from the initial 24.9% to 7.7%, which
is a significant improvement.
Each component also exhibited a bathtub life cycle curve. The overall product
life cycle curve is exhibited in Figure 2.7.2 - 4. As shown in the figure, the infant
mortality or debugging stage lasts for approximately 1,000 hours of continuous
operation, according to the test results. The straight line portion of the graph, which
represents a constant failure rate during this period and lasts approximately 1,000,000
hours before the need for a major overhaul arises, depicts the useful stage of the product
or component life.
39
The three additional graphs presented in Figure 2.7.2 - 5, 2.7.2 - 6 and 2.7.2 - 7
also are based on the results of the life test data. A careful and close study of each graph
reveals different, yet interesting information. Figure 2.7.2 - 5 and 2.7.2 - 6, which
display warranty costs and the number of repairs respectively, in effect show the product
or component failures during the first 20,000 hours of operation. The warranty costs and
the number of repairs are quite high during the early stages of product life which closely
correspond to the debugging stage of the life cycle curve. However, as the normal or the
useful life cycle begins, both warranty costs and occurrence of failures decrease and then
maintain a constant rate.
The graph in Figure 2.7.2 – 7, displays the dollar cost per repair during the first
20,000 hours of operation. The graph shows an upward trend, indicating an increasing
cost per repair after the debugging stage (the first 1,000 hours). Whereas the number of
failures or repairs is relatively high during the debugging state, these initial failures are
minor and most likely will require simple adjustments or alignments with low
expenditures of time and other resources. Subsequent repairs although fewer in number,
are comparatively more major and often may require replacing parts or components;
therefore they tend to be more costly per occurrence. This is another case that supports
preventative maintenance often minor and less expensive steps can help avert major
expensive problems from occurring in the future.
40
B10 – 12,504 Hrs
Failure Rate = 24.9% @ 40K
90
80
Legend
1
W/rr
70
60
50
40
Failure Rate %
30
20
10
5
2
1
.5
Eta
Beta
r^2
.2
170928.4
0.86
0.874
n/s
542/521
2000
0725
.1
10
100
1000
10000
100000
1000000
Hours Between Failure
Figure 2.7.2 – 1: Plot of the life test data for diesel engine components
B10 – 31,387 Hrs
Failure Rate = 12.5 % @ 40K
90
80
Legend
1
W/rr
70
60
50
40
Failure Rate %
30
20
10
5
2
1
.5
Eta
Beta
r^2
.2
320145.2
0.969
0.953
n/s
529/521
2000
0725
.1
10
100
1000
10000
100000
1000000
Hours Between Failure
Figure 2.7.2 - 2: Plot of the life test data for diesel engine components after
improvements
41
B10 – Meets Goal
Failure Rate = 7.7 % @ 40K
Failure Rate %
90
Legend
1
W/rr
80
70
60
50
40
30
20
10
5
2
1
.5
Eta
Beta
r^2
1372574
0.714
0.934
n/s
2000
0725
528/521
.2
10
100
1000
10000
100000
1000000
1E+07
Hours Between Failure
Figure 2.7.2 - 3: Plot of the life test data for diesel engine components after
improvements
Repairs
Injectors
Turbos
Pistons
Valves and Rings
Block, Crank,
Main Brgs
Overhaul
1000 Hrs
All components do not have the same life
Figure 2.7.2 - 4: A composite bathtub curve
42
Repairs
20 Hrs
Useful Life
Components Average Out to a Straight Line
1000 Hrs
Overhaul
Figure 2.7.2 - 5: Bathtub curve for overall product life cycle
Figure 2.7.2 - 6: Pilot warranty cost as a function of component life cycle
43
Figure 2.7.2 - 7: Number of repairs of diesel engine components as a function of
their life cycle
Figure 2.7.2 - 8: Cost of individual repairs as a function of component life cycle
44
2.7.3 Case Study 3 – The plight of ComEd
The word reliability is also commonly used in everyday life. This related to when
a service or vehicles breaks down, the users or consumers are forcibly made aware of the
limited reliability of the product or services.
In the following case study 3, it highlights the significance of having planned
preventative and predictive maintenance programs in order to provide reliable services to
meet the users and customers expectation and satisfaction. Unfortunately, in this case
study, a service industry lack of proper maintenance programs and practices had caused
harm or result in losses of lives and productivity with significant and adverse financial
consequences.
Commonwealth Edison (ComEd), providing electrical power to over 3.4 million
customers in northern Illinois including Chicago, experienced severe power outages that
affected more than 100,000 residential and business customers during the summers of
the late 1990s and 2000. In addition to significant economic and financial losses, these
outages created health hazards and result to many deaths. During the extreme heat in the
summer of 1995, ComEd’s outages contributed to the death of hundreds of people.
Some of the business centers affected by these outages include the Chicago loop,
down town office skyscrapers, the Chicago Board of Trade, and the Dirksen Federal
Building, with extensive disruption of trade, business and productivity.
“Every summer, it seems to be something different,” noted an attorney for the
Citizens’ Unity Board. He continued, “Last summer it was power shortages. This
summer it is problems with the transmission and distributions system.” And an angry
mayor, calling ComEd to task, declared that “They have major problems in that
company. They have a responsibility to the city of Chicago and the city deserves
answers.”
45
What went wrong at such a giant corporation to cause so much “embarrassment”
to the company, which resulted in the firing of several of its top executives and senior
vice president? A report to the Illinois Commerce Commission puts the blame clearly
and squarely on ComEd’s failure to spend money to maintain the sub-stations and power
lines. The report states that some of ComEd’s circuits are more than 70 years old and in
dire need of replacement. In addition, the company has failed to protect some of its substations against lightning strikes. The company planned for temperatures no higher than
93 degrees Fahrenheit even though July temperatures routinely reach 96 degrees. These
high temperatures stress the system and caused collapse repeatedly, leaving thousands of
customers without power, sometimes for several days. Failure or breakdown of substations or a transformer tends to overload others poorly maintained and already loaded
transformers and substations, and so on, creating a domino effect of breakdown and
exacerbating the problem. Each subsequent failure affects a large number of customers.
The Citizens’ Unity Board agreed the report underscores concerns about ComEd’s
maintenance of its system.
Senior vice president of ComEd also said that investigation of the infrastructure
had revealed that most of the system’s problems were caused by lack of maintenance.
The ComEd’s chairman called the blackouts, “total unacceptable” and implied that some
employees could lose their jobs as a result of the outages. He added, “We must improve
our maintenance and inspection procedures.”
In summer, 2000, as a public relations stunt, ComEd offered to pay $60 to
residential customers and $100 to businesses customers if they suffered blackouts lasting
a specified period of time. For the month of June 2000 alone, the company paid out
$147,500. These are not the only losses that the company has endures. Lack of proper
preventive and predictive maintenance procedures and program, which have resulted to
outages, have cost ComEd and its customers hundreds of thousands of dollars and also
have resulted in the losses of lives.
46
In the light of (no pun intended) ComEd’s troubles, Mayor Daley of Chicago
introduced legislation allowing a Wisconsin company to build a power plant in Chicago.
The Mayor stated that this new plant provided much needed competition for the city’s
power monopoly. ComEd is also losing customers to other competitors. One of the
biggest real estate defected from ComEd. Equity Office Properties Trust, the owner of
25 buildings totaling nearly 10 million square feet of space in the Chicago area, is now
buying power from an alternate source. Among the other defectors are the owners of the
Sears Tower and the Jon Hancock Center, two of the most notable Chicago landmarks
and prominent features of the magnificent Chicago skyline.
2.8
Reliability management
Sometimes people wonders why it is so hard to improve equipment reliability. At
first glance it may seem as a simple task to improve equipment reliability in a facility;
however there are obvious improvements to be made in order to materialize.
Preventing equipment failures or prolonging equipment life is possible by
improved lubrication, alignment, balancing, operating procedures, adjustment, detailed
cleaning, installation practices, good engineering, and filtration. Finding failures early
can be done by inspections such as vibration analysis, looking, feeling, smelling, oil
analysis, and Amp readings, the list is endless. Once failures are found, a plan for
corrective actions and then schedule the job, execute, and record history for the job. In
order to plan well, there is need of a functioning store room and a good technical
database including inventories of materials and technical specifications.
The above doesn’t seem so hard to do, but it is very difficult to implement. It is
always easy to be said than done. The truth is that most organizations know what to do,
47
but they rarely do it. An analogy could be that when we try to lose weight, control our
diet and do more exercises; however it is very hard to actually do.
In the case of Marine vessels supporting the oil and gas activities, the type of
service pattern depends on the size and the market demand and environment, and this
had very much affected the reliability on the marine transportation services provided. As
an example, these marine support vessels are of different sizes and feature characteristics
depending on their roles and responsibilities, hence these vessels are fitted with different
types of equipments and machineries from a low speed revolution engines to high speed
revolution engines. Here, we can visualize that the components wear and tear differs
very much between a low speed revolutions engines compare to a high speed revolution
engine. Hence, in order to focus on this research, the researcher area of study is on the
vessel’s preventive maintenance programs.
The preventative system have to be designed to be mature and the processes must
be in control, only then will the reliability of our product and services rendered will be
high. The return for these products and services is in dollars not lost to warranty claims
and upset customers. As service providers, it is important that prompt action to be taken
to make changes and ensuring product and service quality and reliability being rendered.
2.8.1 Developing Reliability culture
Product and service reliability must be everyone’s job. To achieve this work
philosophy, there is a need to transform the organization’s culture into one where
everyone talks about product and service reliability issues. Getting an organization to
this point will take time and had got to go through three processes before the program
roll out.
48
1. Formalized the reliability process in a document.
These documents define the reliability process that will be followed through throughout
the activities.
2. Implement to top-down training for the new reliability process.
The training plan should be developed to educate the organization on the new reliability
process and should be rollout in a top-down approach. Senior and middle management
need to buy into the process before it is disseminated to all other levels of the
organization and any issues that are not resolved before rolling out the training to the
masses, the result will be unlikely to get them buying in need for success.
3. Prepare a reliability process implementation plan.
The final step involves developing a credible implementation plan that transforms the
organization into a culture that is focused on reliability issues and able to achieve the
reliability goals. The implementation plan defers for different company’s sizes and types
of businesses. Regardless of how big or small is the organization, the common method to
transform an organization into a culture that relies on the new reliability process to
ensure product and service reliability is by using the seven infrastructure approach.
i.
Goal setting
ii.
Organizational setting
iii.
Training and education
iv.
Promotion
v.
Diffusion of success stories
vi.
Incentives and rewards
vii.
Diagnosis and monitoring
Implementing a reliability program in an organization is no different from
implementing a quality program. Today, most if not all companies have quality
programs in place and most organization experience significant amount of resistance
49
from the internal environment, especially on the resources allocation; in changing the
way the activities had been carried out. It is very difficult to change the way an
organization operates and the essence is that the need to change the organization culture.
The changes are usually slow to take hold and often take years to fully implement.
2.9
Conclusions
Today we share from our friends, colleagues, competitors and we knew from
personal experiences that the rules are different. With company takeovers, buyouts,
mergers, and downsizing it has becoming clear that the old rules are no longer holding
up. The world is changing and companies have to change to stay in business especially
in this dynamic working environment.
If we know what our competitor(s) are doing that allows them to provide low
prices and still remain competitive, that’s knowledge. How they managed to do this it
better knowledge. Seeing what we are doing (or not doing) in comparison can make or
break our company. Adopting to meet the competition will keep us sustain in the market
place. The need to invest in new method will be an added value to take us past our
competitors and this is what we need for our business to stay alive.
50
CHAPTER 3
RESEARCH METHODOLOGY
3.1
Introduction
Research methodology is the process where the researcher will be trying to
obtain valid information and data, discuss and relate them in his research study. It is very
important to note that this chapter is the essence of this study report. There are various
methods and techniques used in order to achieve good and higher-quality research
problems to surface and come out with solutions in solving the problems.
Several alternatives or methods that can be used as guidance in carrying out the
study such as from previous case study, field survey, interviews, questionnaires,
aggregate quantitative and qualitative reviews, and samplings. No approach depends
solely on one method any more and would exclude a method merely because it is
considered as “quantitative”, “qualitative”, “case study”, “action research”, or what so
ever. Some approaches depend heavily on one type of data-colleting method, but it is
not exclusively. Case studies which are generally considered to be quantitative studies
can combine a wide range of methods, including quantitative techniques.
51
Method chosen by the researcher as they provide the data, which the researcher
enquires in producing a complete piece of research.
3.1.1 Survey research
Survey research is one of the most important areas of measurement in applied
social research. The board area of survey research encompasses any measurement
procedures that involve asking questions to respondents. A “survey” can be anything
from a short paper-and-pencil feedback form to an intensive one-on-one in-depth
interview.
3. 1.2 Types of survey
Survey can be divided into two broad categories: the questionnaire and the
interview. Questionnaires are usually paper-and-pencil instruments that the respondent
completes. Interviews are completed by the interviewer based on the respondents says.
Sometimes, it’s hard to tell the difference between a questionnaires and an interview.
52
3.1.3 Questionnaires
Mail survey is one of a relatively inexpensive questionnaires to administer and
able to cover a wide number of people. They allow the respondent to fill it out at their
own convenience. The disadvantages of mail questionnaires are not the best vehicles for
asking detailed written responses and the response rate are often very low.
Group administered questionnaires are questionnaires administered in group
settings for convenience. A sample of respondents is brought together and respondents
are asked to respond to a structured sequence of questions. The researcher could give the
questionnaires to those present and respondents could ask for clarification on any
unclear questionnaires. The response rate would surely be high. Very often, it was
relatively easy to assemble the group within the company or business.
3.1.4 Interviews
Interviews are a far more personnel form of research than questionnaires. In the
personnel interview, the interviewer works directly with the respondent. Unlike mail
surveys, the interviewer has the opportunity to probe or ask follow-up questions and the
interviews are generally easier for the respondent, especially if what are sought are
opinions or impressions. Interview can be time consuming and they are resource
intensive. The interviewer is considered a part of the measurement instrument and the
interviewers have to be well trained in how to respond to any contingency.
Telephone interviews enable a researcher to gather information rapidly. Most of
major public opinion polls were based on telephone interviews. Like personnel
53
interview, they allow for some personal contact between the interviewer and the
respondent and the interviewer is allowed to ask follow-up questions. Some major
disadvantages of telephone interview where most people do not have publicly-listed
telephone numbers; some don’t have telephone. People often don’t like the intrusion of a
call to their homes for reason of privacy. Telephone interviews have to be relatively
short.
3.1.5 Quantitative method
Quantitative methods are used by researcher to investigate areas of the case study
where it is possible to test research questions under rigorous conditions. It is about
quantifying the relationship between variables. Variables are the things the researcher
may measure on the problem issues, which can be humans, animals, or cells. Variables
can represent subject characteristics (e.g. weight, height, sex), the things the researcher
are really interested in (e.g. athletic performance, rate or injury, physiological,
psychological or sociological variables), and variables representing the timing of
measurements and nature of any treatments subjects receive (e.g. before and after a real
drug or a sham drug). To quantify the relationships between these variables, the use of
effect statistics such as the correlation coefficient, the difference between means of
something in two groups, or the relative frequency of something in to groups.
Quantitative research can be used to:

Determine the awareness level of the brand/product/company provided or the
advertising campaign (and for the competitors).

Measure how people feel towards the product/company and the competitors.

Define the corporate or product image (strength and weakness).

Determine what attributes (characteristic) most drive the purchase of the
product/services provided.
54

Determine the extent to which our products/employees perform (satisfaction) and, if
not, identify which attributes (characteristics) most are perceived as underperforming.
3.1.6 Qualitative method
Although qualitative research may involve the use of descriptive statistics, more
frequently it involves methods that do not usually employ numerical methods; these may
include, for example, questionnaires, case studies or content analysis. One of most
important factors with the use of such methods is to ensure that the researchers are able
to approach their data collection by using more than one method.
Qualitative method can be use to explain, apply and evaluate:

Ethics.

Participant and researcher expectancies

Reliability and validity (internal and external)

Demand characteristics

Sampling techniques
3.1.7 Sampling
In a large group, the interest is unmanageable and is geographically scattered and
the study could result in considerable expenditure of time, money and effort. Therefore,
55
selecting a sample is needed and is a very important step in conducting a research study.
A ‘good’ sample is one that is representative of the population from which it was
selected.
3.2
Preferred methodology
In this research, a simple random methodology shall be used for collecting data
through few different sources such as primary data, secondary data and tertiary data
collections. The data and information required for the research shall be obtained through
standard questionnaires collected from the following sources:
Section A - Clients

Section B - Users/passengers

Section C - Service providers – technical/maintenance employees

Section D - 3rd party professional body/Classification Society
The reason for the researcher to choose and use these methods in the study is that
there are cheap, more accurate, and fast; and the researcher can expect higher respondent
and feedbacks. In this research, they will cover design for reliability, encompassing the
preventive maintenance and inspection, safety and integrity.
56
3.2.1 Primary data collections
For the primary data collection, administered questionnaires will be distributed to
the respondents. These questionnaires will be divided into 4 sections as follows:
Section A will be assigned to the client i.e. Shell Marine Captain and PCSB logistics department and the total will be 6.
Section B is research questions designed and addressed to the users or the vessel
passengers. The survey population here is 500 people.
In this survey, to determine the perception among the 500 people, the researcher
is looking at a worst case scenario due to the population is large group, scattered and is
unmanageable. The variability, i.e. the variance, is at the maximum, compute the sample
size required if the final result is to be reported at 95% confidence level and a margin of
error of 0.05.
Therefore the variability is expected to be at the maximum, the proportion p is equal to
0.5. This means there will be equal number of respondents that would answer ‘Yes, I
Agree’, ‘No comment’ and ‘No, I Do Not Agree.’
Therefore, when p = 0.5, the variance s2 can be obtained from Eq. (6.24)
S2 p(1 p)
= 0.5(1-0.5)
= 0.25(0.5)

The confidence level (1 – α) 100% = 95%. Hence, α is 0.05
Using Table A.2: Areas under Standard Normal Curve, therefore, z= 1.6449
The margin of error e is 5% (or, 0.05). So, the infinite sample size n0 is:
57
n0 = z2 s
2
2
S
= (1.6449)2 (0.25)
(0.05)2
= (2.7057)( 0.25)
0.0025
= 0.6877
0.0025
= 275.08
= 275
The final sample size n:
n0 = n0
1+
n0
N
= 275.08
275.08
1+
500
= 275.08
775.08
500
= 500(275.08)
775.08
= 177.45
= 177
For this section B, the researchers need to sample at least 177 passengers in the actual
survey; under the worst case scenario situations.
58
Section C is for technical/maintenance employees of the Marine Transport
services and the total survey population is 10.
Section D is for third party professional body/classification society and the total
survey population is 6.
3.2.2 Secondary data collections
Secondary data collections are also important in conducting any study.
Secondary data collections can be classified into two, internal and external sources.
Internal sources - The aim for conducting this method of data collection is to give a
clear explanation on the company’s performance. These internal sources shall be, but not
limited to the followings: 
Planned maintenance program.

Vessels breakdown.
External sources - External sources are more varied than internal sources and these
sources came from the clients’ reports.

Vessel’s breakdown.

Vessel’s incidence records.

Vessel’s on time delivery.
59
3.2.3 Tertiary data collections

Record of marine vessels performance as per Client’s league table.
In this study, the researcher will only use the External sources and Tertiary data
collection as a reference.
3.2.4 Data Analysis
Data collected from these sources shall be analyzed manually, tabulated and
highlights on the findings in relation to the reliability of marine transportation in Miri
Oil and Gas activities.
3.2.5 Data analysis techniques
From the reviews on all the information collected which includes the
respondent’s personal information, respondent’s experiences, respondent’s perceptions,
general information and understanding pertaining to the marine transport services, these
information will be analyzed and interpreted using numbers as coding. These numbers
represents their answer to the corresponding questionnaires asked.
60
From here, the researcher will than selects only those related information that
signify the area of studies at the same time reducing the sizes. It is essential to give a
clear picture of the data collected in graphic presentation since graphic presentation can
be much clearer and easy to be read and understood.
Thereafter, using statistical techniques base on the graphic patterns presentation,
the researcher will finally interpret them in answering the research questions and the
hypothesis.
3.3
Constraints and limitations
During the research study and the collections of data and information, the
researcher anticipate that some of the data and information may not be revealed or will
not be disclosed, facts and figures may not be accurate, data may not be available due to
the following limitation and constraint:

This study is confine only within the Oil and Gas activity in Miri.

Some information and data could not be revealed due to its sensitivity.

Limited resources such as reference books, journal, internet, newspapers, and
magazines pertaining to the maritime Oil and Gas activity.

This research papers will be carried out for a period of 5 months beginning
November 2008 and to be completed by end of March 2009; and the timing is another
constraints to the researcher in data and information collections.
Nonetheless, the researcher believes that the above limitations and constraints
have insignificant impact on the areas of this research.
61
3.4
Conclusions
It is expected that at the end of this research study, the researcher will be able to
address the fundamental issues faced by the Marine Transportation service providers
serving the Oil and Gas activities in Miri, in particular.
To accomplish the research objectives, it is also hoped that this research study
could provide a better and in-depth knowledge on the problem issues; as well proposing
good management practices onboard and onshore within the industry players. More
focus will be on improving the ‘Hardware’ and ‘Software’ issues.
62
CHAPTER 4
FINDINGS AND DATA ANALYSIS
4.1
Introduction
Analysis from the primary and secondary data collected will be presented in this
chapter. The survey was carried out through questionnaires to find actual response from
the respondents towards the service reliability provided by Marine Transport services
within the oil and gas industry in Miri.
Questions asked in a form of questionnaire and these questionnaires were
designed and were divided into three (4) sections (refer to appendices), namely,

Section A. For Client.

Section B. For Vessel Passengers i.e. Offshore Industrial workers.

Section C. For Marine Transport Employees – Technical/maintenance Dept.

Section D. For third Party professional body/classification society.
Due to time constraints and job commitments, only 6 questionnaires in Section A
were distributed to the client, 177 questionnaires in Section B distributed to the
63
passengers, 10 questionnaires in Section C distributed to the Marine Transport service
providers technical/maintenance employees and 6 questionnaires in Section D
distributed to the third party professional body/classification society.
All 6 questionnaires of Section A passed to the Client and the respond were
100%. The Client here is the vessel’s contract holders.
For those questions in Section B passed to the vessels’ passengers, out of 177
questionnaires, 168 or 95% had responded. The definitions for passengers here are those
industrial personnel working for the oil and gas at offshore installations such as the
platforms, rigs, work barges and areas launches.
Under Section C, 10 questionnaires were distributed to selected employees of
different work categories from two local Marine Transport service providers and the
respondents were 100%.
In Section D, 6 questionnaires were distributed to the third part professional
body/classification society and the respondent is 100%. The definitions for third party
professional body/classification society are those providing technical support and those
issuing the vessel certificate for the vessel to operate.
In addition to the number of respondents answering the questionnaires, secondary
data such as record of the vessel performance, record of vessel breakdown, were also
collected and presented for this study. At the time of this data presented, the researcher
believes that the accuracy of the data collected to be accurate and reliable.
64
4.2
Data presentation
On completion of the survey, the following results were obtained: -
4.2.1 Section A – For Client.
Table 4.2.1-1: Service reliability
Comments
Numbers
Percentage
Yes
5
83%
No comment
0
0%
No
1
17%
Total
6
100%
1
83 % Says Yes
0
0 % Says no
comments
17% Says No
5
Figure 4.2.1- 1: Service Reliability
Figure 4.2.1 - 1 shows that as far as the vessel reliability is concern; to the client,
there are still acceptable (refer to Table 4.2.1 - 1 above).
65
Table 4.2.1 - 2: Satisfaction on the service rendered
Pertaining to vessel’s
Strongly
Satisfied
Satisfied
No
Not
Strong Not
Comment
Satisfied
Satisfied
Operations
2
0
4
0
0
Maintenance
0
1
3
2
0
Communications
0
3
2
1
0
Conditions
1
5
0
0
0
Contractual Speed
0
1
5
0
0
Mgmt commitment
1
0
5
0
0
Crew competency
1
0
3
2
0
Crew Training
1
1
2
2
0
6
5
4
3
2
1
0
Traini ng
nc y
Satisfied
Crew com pete
Management
commitment
Vsl speed
Vs l Con dition
ation
Vsl Com munic
ce
Vs l M ainten an
Vsl O peratio ns
Strong Satisfied
No comment
Not Satisfied
Strong Not Satisfied
Figure 4.2.1 - 2: Satisfaction on the service rendered
Figure 4.2.1 - 2 shows that the vessel operations though acceptable, however they
have yet to be proven over the time as the vessel provided are considered new. On the
vessel maintenance, the clients are still not happy as there are still unplanned breakdown
thought vessels are still new. It is therefore necessary to improve the vessel preventative
maintenance in order to build in the client confidence; otherwise the operator will lost
the market share (refer to Table 4.2.1 – 2 above).
As far as the communication is concerned, there is no evident of communication
breakdown between the client and the operator. And for the vessel’s condition and
66
speed, the client is more than happy since these new fleet of vessel are equipped with
latest technology and higher engine capacity.
The operator management on the other hand had proven their full commitment in
supporting their day to day business; and this had boost the morale of the crew base on
their safety record.
As far as the crew competency is concerned, the respond shows that it needed to be look
at in order to perform. This includes providing them with adequate and appropriate
trainings and skills.
Table 4.2.1 - 3: Determining Crew Competency
Comments
Numbers
Percentage
Government
5
83%
Market force
0
0%
Industry
1
17%
Total
6
100%
1
0
83% Governmant
0% Market Force
17% Industry
5
Figure 4.2.1 - 3: Determining Crew Competency
Figure 4.2.1 - 3 above shows that the respondent agrees the government or
administration should be responsible to determine the competency of the seafarers. This
is because the administration are the governing body and the authority, hence they
should provided support and resources to upgrade the crew standard and competency by
67
providing affordable and appropriate training institute and funding to fund their
educations (refer to Table 4.2.1 – 3 above).
4.2.2 Section B – For vessel passenger
Table 4.2.2 -1: Purpose of the trip
Comments
Numbers
Percentage
Remarks
Site visits
15
9%
Site inspection visit
Working
45
86%
Routine work
Inspections
6
4%
Work scope inspection
Others
2
1%
Going for shore leave
Total
168
100%
6 2 15
9% Site visit
86% working
4% Inspection
1% others
145
Figure 4.2.2 -1: Purpose for the trip
Figure 4.2.2 -1 above shows that out of 168 respondents, 99% of the respondents
are going out are either to work or return from work while 1 % is going for shore leave.
This show the important for the boat services for the day to day offshore activities (refer
to Table 4.2.2 – 1 above).
68
Table 4.2.2 - 2: Service convenience and comfortable
Comments
Numbers
Percentage
Yes
152
90%
No
16
10%
Total
168
100%
16
90% Says Yes
10% Says No
152
Figure 4.2.2 – 2: Service convenience and comfortable
Figure 4.2.2 – 2 above shows that 152 or 90% of the passengers were satisfied
with the boat services in term of passenger convenience and comfortability. It is very
important to provide a convenience and comfortable boat services as the journey taken to
and from shore to the furthest offshore installation will takes between 6 to 7 hours and
the closest is 2 hours. Passenger commuting with these boats on arrival at their work
location must feels perfectly good, fit and readily to commence their assigned task
otherwise if they were tired during the entire journey, their productivity will be affected.
Again, this depends very much on the vessel speed and prevailing weather
conditions (refer to Table 4.2.2 – 2 above).
69
4.2.3 Section C – For Technical/maintenance employees of Marine Transport service
providers
The employees selected for this sampling were employees of different position
and background from two Marine Transportation service provider locally.
Table 4.2.3 - 1: Gender
Comments
Numbers
Percentage
Male
10
100%
Female
0
0%
Total
10
100%
0
100% - Male
0% - Female
10
Figure 4.2.3 -1: Gender
Figure 4.2.3 – 1 above shows that all 10 or 100% of the respondents were males
working in the organizations’ maintenance department supporting the vessel
maintenance program. Although, there are female employees in their departments, they
are only involved in the administration work (refer to Table 4.2.3 – 1 above).
70
Table 4.2.3 – 2: Age
Comments
Numbers
Percentage
Below 20 yrs
2
20%
Between 21-30 yrs
5
50%
Between 31 -40 yrs
3
30%
Above 41 yrs
0
0%
Total
10
100%
2
3
20% below 20 yrs
50% between 21-30 yrs
30% bteween 31-40 yrs
5
Figure 4.2.3 -2: Age
Figure 4.2.3 – 2 above shows that 70% of the technical/maintenance staff are
below 30 years old and can be considered green in this field. The organization’s
themselves had been in existence since the past 30 years and this shows that the staff
turnover is very high (refer to Table 4.2.3 -2 above).
Technical/maintenance
employees
are
considered
critical
positions
in
maintaining the organization facilities and because of their high turnover; the
organization had lost these skill employees and in order to fill this gap, they had to
continue recruiting and training and lots of valuable time supposes for planning and
implementing the maintenance programmed being wasted for training and recruiting.
71
Table 4.2.3 - 3: Income Level
Comments
Numbers
Percentage
Below RM1000/mth
6
60%
Between RM1001-RM2000/mth
1
10%
Between RM2001-RM3000/mth
1
10%
Above RM3001/mth
2
20%
Total
10
100%
60% earn below RM1000/mth
6
1
1
10% earn between RM1001RM2000/mth
10% earn between RM2001RM3000/mth
31
20% earn above RM3001/mth
Figure 4.2.3 – 3: Income Level
Figure 4.2.3 – 3 above shows that 6 or 60% of the respondents earned below
RM1000.00 per month, 1 or 10% earned between RM1001.00 to RM2000.00 per month.
With the present economy, salary had become one of the main factor in retaining staff
within the organizations (refer to Table 4 (refer to Table 4.2.3 – 3 above).
Income or remunerations plays an important role in instilling employees’
performance and morale. In view of the small community and the environment is rather
specialized, employees are able to compare from one organization to another and based
on these comparison; being underpaid will affected their work performance and
productivity.
72
Table 4.2.3 - 4: Marital status
Comments
Numbers
Percentage
Single
7
70%
Married
3
30%
Others
0
0%
Total
10
100%
3
70% Single
30% married
7
Figure 4.2.3 – 4: Marital Status
Figure 4.2.3 – 4 above shows that 7 or 70% of the respondents were still single
while 3 or 30% were married. Those single respondents does not have much
commitments and they are willing to change job and organization at any time should
there are pulling power from outside and this had resulted to high staff turnover (refer to
Table 4.2.3 – 4 above).
Table 4.2.3 - 5: Length of Service
Comments
Numbers
Percentage
Less than 5 yrs
8
80%
Between 6 – 10 yrs
2
20%
Between 11-15 yrs
0
0%
Above 16 yrs
0
0%
Total
10
100%
73
2
0
80% less than 5 yrs service
20% between 6 - 10 yrs service
0% between 11 - 15 yrs service
0% more than 16 yrs service
8
Figure 4.2.3 -5: Length of Service
Figure 4.2.3 – 5 above shows that 8 or 80% of the respondent had served the
company less than 5 years; 2 or 20% between 6 to 10 years, and none were employed
more than 11 years. This reflected that the staff turnover is considerably very high (refer
to Table 4.2.3 – 5 above).
Recruiting new un-skill and semi skill employees had
affected the effectiveness in implementation of the planned and schedule maintenance
program.
Table 4.2.3 - 6: Job satisfaction
Comments
Numbers
Percentage
Yes
4
40%
No
6
60%
Aspect of Dissatisfactions
 Salary & remuneration
 No development training
Total
10
100%
4
6
Figure 4.2.3 – 6: Job satisfaction
40% Yes
60% No
74
Figure 4.2.3 – 6 above shows that out of 10 respondents, 6 or 60% says they are
not satisfied with their job due to the salary structure and no development training (refer
to Table 4.2.3- 6 above). Employees that are not satisfied with their job due to the above
reasons can be demoralized and this had affected their work performance; resulting to
improper maintenance program implementation.
Table 4.2.3 – 7: Salary scale
Comments
Numbers
Percentage
Very Low
1
10%
Low
6
60%
Reasonable
3
30%
Total
10
100%
1
3
10% Very low
60 % Low
30 % Reasonable
6
Figure 4.2.3 – 7: Salary Scale
Figure 4.2.3 – 7 above show that 70% of the respondent considered that the
salary and remuneration are very low; if compare to the job and the industry (refer to
Table 4.2.3 – 7 above). Organization’s salaries that are not structured to the industry
standard had also contributed to employees’ high turnover; and again this significantly
affected the organization maintenance programmed implementation by having new and
inexperience employees who have little or shallow knowledge on the maintenance
system.
75
Table 4.2.3 - 8: Determine vessel service performance
Comments
Numbers
Percentage
Management
4
40%
Employees
6
60%
Total
10
100%
4
40% Management
60% Em ployees
6
Figure 4.2.3 – 8: Determine vessel service performance
Figure 4.2.3 – 8 above shows that out of the 10 respondent, 6 or 60% feels that
the employees are the people who determine the vessel service performance as these are
the people who are technically doing the job at the frontline, while 4 or 40% says the
management (refer to Table 4.2.3 – 8 above).
4.2.4 Section D – For Third Party professional body/classification society.
Table 4.2.4 - 1: Onboard preventative maintenance
Comments
Numbers
Percentage
Ineffective
6
100%
Effective
0
00%
Total
6
100%
76
0
100% Ineffective
0% Effective
6
Figure 4.2.4 - 1: Onboard preventative maintenance
Figure 4.2.4 – 1 above shows that out all 6 respondents or 100% felt that onboard
preventive maintenance is ineffective. These were based on their experiences; visiting
the vessel during vessel inspections and survey and with the record of unplanned engine
breakdown (refer to Table 4.2.4 – 1 above).
Although in papers it is evident that systematic periodical onboard preventative
maintenance system being carried out as per the International Safety Management (ISM)
code; it is however questioned on the machinery premature breakdown that proven they
are more often and not; a paper exercises rather than truly implemented. Probably this is
due to time constraints and limitations for the crew to carry out the maintenance; crew
knowledge and competencies; crew responsibility, accountability and feelings of
ownership; or management support in providing requested spares promptly. Spare
requested not being attended by the management can also demoralized the shipboard
crew and shore-based maintenance group and greatly affected the maintenance program.
In addition, the International Safety Management (ISM) code and standard
requires lots of paper work and crew are boxed down with all these paper exercises. In
order to save time and met the standards requirement, the tick in the empty box
syndrome started to crop up to prove and as an evident that the onboard preventative
maintenance had been carried out.
77
Table 4.2.4 - 2: Who should determine the competency of these seafarers.
Category
Numbers
Percentage
Government
1
17%
Market force
0
02%
Industry
5
87%
1
0
17% Governmant
0% Marketforce
83% Industry
5
Figure 4.2.4 - 2: Who should determine the competency of these seafarers
Figure 4.2.4 – 2 above shows that 1 or 17% of the respondent felt that the
Government should determine the competency of the seafarers while 5 or 87% believes
that it is the industry. The reasons are that the industries are the people who are aware of
the standard and the requirements to be met. However, this could not be done alone
without the support from the operators and the administration (refer to Table 4.2.4 – 2
above).
78
4.3
Secondary data
Table 4.3.1: Vessel performance for Y2008
2008 SFCB Operation
Total
No of days
No of
Availability
no. of
unavailable
days
per vessel
days
(Offhire/PMS)
available
%
Alpha D
366
48.8
317.2
86.6
28530
Bravo F
366
29.2
336.8
92
22242
Bravo F1
366
43.5
320.5
87.6
25680
Bravo F2
366
1.9
364.1
99.5
24024
Charlie L
366
75
291
79.5
Vessel
Total no of passengers
movement
15964
Charlie P
Total
300
28
272
90.7
226.4
116,440
Table 4.3.1 above shows that in 2008, the numbers of day’s vessel unavailability
are 226.5 days which was due to engines breakdown or machinery failure and total of
116,440 passengers were moved from shore to offshore and vice versa.
79
Table 4.3.2: Vessel performance from 1 Jan to 12 March 2009
As of 1 Jan-12 March 2009 SFCB Operation
Total
No of days
no. of
unavailable
days
(Offhire/PMS)
Alpha D
71
19
52
73.2
4680
Bravo F
71
2.3
68.7
96.7
4554
Bravo F1
71
1
70
98.5
5600
Bravo F2
71
NIL
71
100
4686
Vessel
Total
22.3
No of days
available
Availability
per vessel
%
Total no of
passengers movement
19,520
Table 4.3.2 above shows that from 1 Jan – 12 March 2009, the numbers of day’s
vessel unavailability are 22.3 days which was also due to engines breakdown or
machinery failure and total of 19,520 passengers were moved from shore to offshore and
vice versa during that period.
80
Table 4.3.3: Typical company league table in 2008
ABC Company - League Table 2008 Data input (Jan~Dec 2008)
No
0
1
2
3
4
5
6
7
8
Data
Element
No of vessel charted by Client X (primary)
Contract
No of vessel crews (vessel chartered by Client X, Primary)
data
Target No of ACT/year (from ship crews only - as reference)
No of injurious incident - LTI
No of injurious incident - RWC
No of injurious incident - MTC
HSE
No of injurious incident - FAC
elements HSE-MS score 2008
No of MFV done by GM (and above)
No of ACT submitted to Client X (Ship Crew)
No of Best ACT & nominated Top 10 ACT
No of unplan breakdown/maint
Operation Percentage of on-time delivery (no of on-time delivery/total number)
elements
Percentage of vessel availability (Average - Vessel chartered by Client X)
Data
2008
Dec'08
2008
Dec'08
Dec'08
Dec'08
Dec'08
Dec'08
Dec'08
Verification By
Client X Data
ABC Co
1.8
1.8
16.5
16.5
198
198
0
0
0
0
0
0
0
0
2.12
2.12
4
4
124
124
2
2
8
8
66.7%
66.7%
82.8%
82.8%
81
Table 4.3.4: Marine League Table Score calculation
Marine League Table Score calculation
No
Area
Purpose for this element in
League table
Element
Max score
Weighted
among
point
contractor
Your
Score
Weighted
score
1
No of Injurious incident (incl LTI,
MTC, RWC, FAC) over no of vessel Emphasising on Goal Zero
chartered by Shell
0.00
20
0.00
20.00
2
HSE-MS score 2007
Emphasising on improving
HSE-MS
3.08
15
2.12
10.32
No of MFV done by GM (Mgmt
Emphasising on leadership team from OM and above) over no
visibility and commitment
of vessel chartered by Shell
3.00
10
2.22
7.41
4
No of ACT over no of vessel crews Emphasising on Safety
chartered by Shell
culture
17.86
10
7.52
4.21
5
No of Best ACT/nominated Top 10
award receiving from Shell over no Emphasising on ACT quality
22.50
5
of
vessel
chartered
by
Shell
4.3.3 above shows a typical league table for a company
1.11
0.25
3
HSE
(60%)
Table
31
6 December
No of unplan breakdown/
2008,
emphasizing
maintenance
over no of vessel 60%
chartered by Shell
from 1 January –
on HSE while 40% 4.44
on operational
issues. 0.00
These
10
4.44
include vessel breakdown and on-time vessel delivery as part of the service reliability
Operation
7
assessment.
(40%)
8
Those
Percentage of on-time delivery
(after maint, repair, PMS)
Emphasising on Operation
Excellent
Percentage of vessel availability
(average - vessel chartered by
companies
assessed and
Shell)
100.0%
10
66.7%
6.67
99.2%
20
82.8%
0.00
their aggregate scored below 30 point are required
100
to improve and will only be included in the systems once verified to have achieveABC
above
Co
30 point aggregate score.
4.4
League table aggregate score:
48.86
Conclusions
From the data collected and presentation, it was revealed that the respondents
were not satisfied with the boat services rendered and the performance of the vessel
operations and maintenance implementation.
82
Issues highlighted by the respondents such as but not limited to the ineffective
onboard vessels’ preventive maintenance, with strict compliance to manufacturer’s
recommendations, competent work force and development trainings.
The researcher agrees that people are important assets to every organization and
they play an essential part for the efficiency of the service provided as far as service
industry is concerned.
The recommendations will be highlighted in the next chapter, Chapter 5.
83
CHAPTER 5
CONCLUSION AND RECOMMENDATION
5.1
Introduction
From the overall analysis of the primary and secondary data collected and
presented, the trends show that the services provided by the marine transport service
providers did not met the end users and/or passengers’ expectations (refer to Table 4.4.3
– typical company league table in 2008 - vessels on time delivery and availability).
Hence, it is very important that these issues be addressed and analyzed thoroughly;
before the situations deteriorated. By doing so, the management will be able to develop
strategies on how to improve the situations and rectifying the deficiencies, subsequently
will improve the vessel reliability and service efficiency of the company, in order to
remain competitive within this dynamic industry, domestically and regionally.
Looking at the feedback from the clients pertaining to the vessel reliability, it is
obvious that their response on the services rendered are reliable; satisfying the needs as
all this vessel are new (refer to Table 4.2.1 – 1, service reliability and Table 4.2.1 – 2,
satisfaction on the service rendered). The reasons are the clients are only the vessel’s
84
contract holder and they are not the user of the services or the end users. The end users
are those utilized these vessels to support their activities. Therefore, as far as the client is
concern, so long is the vessel provided complies with their technical specification, that
all. However, in order to measure the service reliability hypotheses, their records on the
number of days vessel’s unavailability due to engines breakdown and machinery failures
including the delay in vessel redelivery (refer to table 4.3.3, typical company league
table in 2008 and table 4.3.4, Marine League Table Score calculation) should be
considered as baseline that the services did not met the end users expectations and this
had somehow or rather disrupted the end users day-to-day vessels and activities
planning, simultaneously affected their daily productions that had been made part of
their corporate key performance indicators (KPI’s).
In addition to the vessels not deliver on-time after the maintenance or vessels
maintenance days exceeding allowable period; this had contributed to the shortage of
boat to move the offshore industrial personnel from shore to the offshore installation and
vice versa. The offshore activities had to be slowed or even stopped as they were short
handed in manning the offshore installation or while waiting for spare from shore.
The other issue is when the vessel was on planned maintenance and was given
allowable period of time, agreed by both parties upfront for planning purposes,
especially before the coming of peak seasons/heavy activities. When ever the vessel was
unable to be delivered in time, this will again disrupted the end users’ planning and
arrangement. Other third party vessel’s maintenance programmed that had been in their
pipeline will also be affected as result of not being able to redelivery on-time.
From the passenger’s point of view, it had been their daily routine task to
commute onboard the vessel from shore and to the offshore installation and vice versa;
and the journey takes between six (6) to seven (7) hours depending on the vessel speeds
and prevailing weather condition, the journey will be much longer when travelling
during marginal weather conditions. The shortest journey will not be less than two (2)
85
hours and they demand a comfortable and good resting place throughout the journey. At
the same time, their health and safety should not be compromised.
Data collected and presented from these passengers; most if not all expressed
their satisfaction on the services provided (refer to Table 4.2.2 – 2, service convenience
and comfortable).
From the perspective of marine transport technical and maintenance employees,
the data collected and presented shows that their remuneration and reward are low
compare to their technical task and market value in this specialized industry. The data
recorded 60% of the respondent earned less than RM1, 000.00 per month (refer to Table
4.2.3 – 3, income level). They also responded that they are not satisfied with their job
due to the salary structure, and no development training given (refer to Table 4.2.3 – 6,
Job satisfaction).
As far as the salary and remunerations or rewards is concern; employees should
be paid appropriately and comparable with other active players within the same industry.
Random salaries survey within the industry players as a benchmark in rewarding
employees in order not to under pay or over paid employees especially during the
present economy crisis. Again this should commensurate with the individual
qualification and level of skill.
Human resources or the people are the important assets on every organization.
The people especially those technically-know-how employees in the frontline are the
people who can determine the reliability and performance of the facility provided by the
service provider (refer to Table 4.2.3 – 8, Determine vessel service performance). The
Marine Transportation service providers; as the experts in the field are the people to
know what types of skill and development training required for their employees.
It is very important that proper planning in addition to sufficient resource
allocation in human capital investment (refer to Table 4.2.4 – 2, Who should determine
86
the competency of these seafarers) should be made available as part of the organization’s
social corporate obligations; in order to achieve the organization strategic objectives.
Investments such as training, upgrading and incentives will make the employees feel
honored hence motivate employees in building self sense of ownership on their task and
this will make them to be more productive. However, support from the clients and the
administration is required in order to achieve this.
With the ongoing development trainings and upgrading program in place, this
helps to improve the employees knowledge and skill, hence will improve both, the
shipboard and shore based preventative and schedule maintenance implementation (refer
to Table 4.2.4 – 1, Onboard preventative maintenance).
5.2
Recommendation
In general, as a marine transport providing the service to the oil and gas industry,
it is often than not, regular representation need to be carry out on the company’s
capabilities and inviting the clients to reciprocate with an overview of the company’s
service performances.
Strategies are use by an organization in order to compete for business in the
marketplace and gain competitive advantages. Strategies may differ in many ways
including the extent to which the organization emphasizes innovation, quality
enhancement, and cost reduction, speed and employees competencies. While it appears
that different types of strategies require different types of human resources practices, it is
always evidence that the issue is always mixed, that is the adoption of the best practices
regardless of their qualifications and experiences. It is therefore important that the
human resources represent a competitive advantage that can increase profit when
87
managed wisely. Looking at the respondent feedback (refer to Table 4.2.3 – 5, length of
service); we can see that 80% of the employees works less than 5 years and shows that
they are new in that organizations with less work exposure and less skill. Having new
employees in an organization that had been in existence for the past twenty years
reflected that the staff turnover is considerably very high. The recruiting of new recruit
is time consuming and valuable times allocated for carrying preventative maintenance
were occupied for recruiting and the effectiveness in implementation of the planned and
schedule maintenance program was also being compromised.
5.2.1 Retaining Staff
Being given the time, effort and cost of recruitment, it should be automatic that
an organization should be proactive in retaining their employees, though many were not
doing so. It is therefore important that the organization need to understand why the
employees leave (refer to Table 4.2.3 – 5, Length of service); and to find out the solution
who to arm themselves against the high turnover and to initiate this at the strategy level.
Relating to the marine transport services as far as the seafarers is concern, which
had been characterized by an ongoing state of flux, the growth and the market demand
for seafarers in more compared to the supply. The changing of the economic and global
conditions are some of the basic factors that have affected; somehow or rather had
caused turbulence in the employment market. In addition to this, the shortage of so call
skill and competent seafarers in the marketplace had been an ongoing issues; not just
locally but had becoming a national dilemma. The pulling power is so strong to be
refused and this had contributed to employees high turnover in addition to an
organization bad leadership, vague culture, poor work/lifestyle balance and the
88
uncompetitive package arrangements are all factors that regularly surfaces in the
discussion (refer to Table 4.2.3 – 6, Job satisfaction).
There are no single strategy to solve the retention problem, but planning in
addition to the understanding of what motivates the employees, and then ensuring that
their needs are met, will go a long way towards addressing the issue.
Here, the ability to retain employees can improve the preventative maintenance
program implementation by having pool of skillful, experiences and loyal employees
and at the same time the organization can save their valuable time and resources;
unnecessarily wasted for advertising, interviewing, recruiting, and retraining.
Motivating the employees can also help to retain them and this motivation can
typically be broken down to reflect the mix career, money, rewards, career development,
and welfare, to name few.
5.2.2 Training
Nothing good happens for an organization until the employee makes it to happen
(refer to Table 4.2.3 – 8, Determine vessel service performance). Whether these
employees are meeting face to face with the client/end users or working over the systems
in the bowels of the organization, it is their skill and effort that make the difference. It is
not surprising, then, that in service successful organizations, training and development of
employees are seen as a never-ending process; that includes formal or on-the-job
training, guided experience, effective coaching, targeted performance review, and strong
support for learning from the organization.
89
To be effective, training should support serving the clients better, working
smarter, or creating better outcomes for the organizations.
Training must also be tailored to serve the individual’s need. The technology and
skill are advancing at a bewildering pace and rapidly becoming obsolete. The
introduction of the electronics aids and numerical control is quickly eliminating the need
for manual operations and the role shifted towards supervision and maintenance. To
impart this knowledge, an organization must construct program on training that
progresses in steps from elementary through basic, intermediate, and advance skills, and
so on. People in the front line need to grow in order to master this theory and practices
and this may not happen overnight.
As front liners, they need to learn to work on the gadgets - the computers and
electronic navigations aids, software as well as hardware, plus associated devices. They
also need to understand the purpose of the paper records and systems, not just which
blanks to fill in with what letters and numbers or to be ticked as paper exercises, but
what required by the clients and the industry standards, such as incident report and data
integrity, to name few; as part of the information management.
5.2.3 Rewards System
An organizational reward system includes anything an employee values and
desires that an employer is able and willing to offer in exchange for employee
contributions. The employer provides compensation for those contributions and more
specifically, the rewards includes both financial (salary, overtime, etc) and non-financial
(training and personal development, recognition, etc) rewards.
90
While money is obviously a powerful tool to capture the minds and hearts of
employees and to maximize their productivity, don’t underestimate the impact of nonfinancial rewards.
Rewards bridge the gap between organizational objectives and individual
expectations and aspirations. To be effective, the organizational rewards systems should
provide four fundamentals aspect:
(1) Sufficient level of rewards to fulfill basic needs.
(2) Equity with the external labour market – are wages paid by the organizations
“fair” in terms of competitive market rates outside the organization?
(3) Equity within the organization – in terms of the relative worth of individual
jobs and the multi tasking to an organization, are pay rates fair?
(4) Treatment of each member of the organization in terms of his or her
individual needs – is each individual’s pay “fair” relative to that of other
individuals doing the same or similar jobs?
Basically, the pay systems are designed to attract, retain, and motivate
employees.
5.2.4 Incentives system
It is important to distinguish merit system from incentives system. Both are
designed to motivate employees to improve their job performance. Merit systems are
applied to exempt employees in the form of permanent increases to their basic pay.
Incentives (e.g. sales commissions, profit sharing) are one-time supplements to basic
pay.
91
Incentives are based on two well-accepted psychological principles namely:
(1) Increased motivation improves performance, and
(2) Recognition is a major factor in motivation.
However many incentives were improperly designed, and they do not work.
They violate one or all of the four rules that is:
(1) Simple;
(2) Specific – employees need to know precisely what they are expected to do;
(3) Attainable – every employee should have reasonable chance to gain
something; and
(4) Measurable – objectives are the foundation on which incentives are construct.
5.2.5 Maintenance
Planned or scheduled maintenance embraces three forms of maintenance
namely breakdown, preventative and predictive maintenance. For effective planning,
developing the planned-maintenance system should be done systematically. However,
the respondent feedback on the preventative maintenance onboard is still not effective
(refer to Table 4.2.4 – 1, Onboard preventative maintenance). This can be due to crew
skill and competencies or even crew not motivated.
The purpose of performing predictive and preventative maintenance is to
eliminate breakdowns, but even when systematic maintenance practices are carried out,
unexpected failures still occur. These failures reveal the inadequacies in the timing and
content of maintenance plans and highlights ineffective recurrence-prevention measures.
92
Planned maintenance is extremely important for equipment and machinery life.
It can even determine the efficiency or the failure of the services rendered. Long running
hours and heavy utilization of the equipments and machinery create unexpected failure
and deficiencies break down or even serious incident. Therefore planned maintenance
are
tailored
made
to
complement
the
manufacturer’s
and
classification’s
recommendations
In this regards, particular important aspect of planned maintenance in ensuring
that improvements achieved through corrective maintenance are incorporated in the
systems.
The goals of planned maintenance are to eliminated equipment or machinery
failures and breakdown and minimize vessel downtime. This is done by controlling
equipment and machinery components, assemblies, subassemblies, accessories,
attachments and so on. It also maintains the performance of structural integrity and
prevents corrosion, fatigue, and other forms of deteriorations from weakening them.
Preventative Maintenance Tasks
Planned maintenance system





Routine check
Inspection
Parts replacement/servicing
Repair
Improvement
Lead to
Action




Maintenance reliability
Design reliability
Operations reliability
Performance reliability
Table 5.2.5 – 1: Preventative Maintenance Tasks
93
5.3
Conclusion
The researcher agrees that the basic issue faced by Marine transport service
providers that had resulted to the inefficiency and non reliability of the vessel services
provided were more to the “Soft Issue” or the “Human Elements” factors. It is very
crucial that the management to focus on the suitable mix management and maintenance
strategy.
The marine transport service providers as an organization; in addressing these
problem issues should therefore plays their part and important roles by willingly to
change and adopt an friendly management approach known as ‘we CARE’ or ‘get
REAL’ concept or theory:
We ‘CARE’ concept or theory stands for:
Credibility – Management and employees integrity in implementing the
organization system.
Action – Action promptly on reports, request and appreciation.
Result – Measure performance for improvement and rewards.
Engagement – Engagement with the frontlines to closed up the gaps between the
management and the employees, especially those in the frontlines.

Get ‘REAL’ concept or theory stands for:
Recognition
–
Recognition
employees’
performance
and
organization
achievement.
Enforce – Enforcement on standards and practices.
Action – Action promptly on reports, rewards and appreciation.
Leadership – Leadership by example in implementing organization corporate
mission and objectives.
The people being important assets to an organization need to be taken care by
having a good, visible, transparent and approachable management system and this will
94
boost employees’ morale, working spirit, confidence and instill ownership on whatever
task assigned for the organization.
In order to improve, adequate resources had to be made available in order to keep
the hardware intact to fully compliance with the standards and practices.
The clients should also assist the marine transport service providers by
reconsidering adequate allowable maintenance days in order the marine transport service
providers could fulfill and implement the complete preventative maintenance circle; in a
win-win situation. The day-to-day productivity of these industries depends on the
efficiency and reliability of the marine transport service providers. From this view point,
the efficiency and reliability of the marine transport will endeavor to stimulate the
organizational, both the industry and service providers productivity with sound financial
returns.
REFERENCES
Captain V.R. Gibson (1999). ‘Supply Ship Operations’
David J. Ketchen, Jr & Donald D. Bergh (2004). Research Methodology in Strategy and
Management.
Dr. John P. Bentley (1998). Introduction to Reliability and Quality Engineering.
Dr. Muhammad Zaly Shah B. Muhammad Hussien. Notes on Sampling Design,
Transportation Quantitative Technique.
Drew D. Troyer, (June 2006). Website on ‘The Face of Effective Reliability
Management’.
John D. Kueck & Brendan J. Kirby, Philip N. Overholt, Lawrence C. Markel, (2004).
Journal on Measurement Practices for Reliability and Power Quality – A
toolkit of Reliability Measurement Practices
Lily Elefteradou and Xiao Chi (May, 2005). Website on ‘Review of Definitions’.
Lloyd’s Register Shell Technical Forum, 27 March 2008. ‘Maintenance Strategy
Optimization’.
Mark A. Levin and Ted T. Kalal (2003). Improving Product Reliability, Strategies and
Implementation.
Mather
P.
Stephens(2004).
Productivity
and
Reliability-Based
Maintenance
Management.
Micheal Hancox (1994). Oilfiled seamanship Volume 3, ‘Anchor Handling’
Prof Dr Alessandro Birolini (2003). Reliability Engineering, Theory and Practice.
Shell Companies of Malaysia (1991). ‘Shell in Malaysia’. Public Affairs Department,
Shell Malaysia Limited (1991). ‘The Founding Years’, Public Affairs Department,
Shelley H. Billig, & Alan S. Waterman (2003). Studying Service-Learning, Innovations
in Education Research Methodology.
Section A: For Client
Appendix 1
RESEARCH QUESTIONS ON MARINE TRANSPORT RELIABILITY
SOALAN KAJI SELIDIK RELIABILITI PENGGANGKUTAN LAUT
Dear Respondent / Responden,
Appreciate you can complete the questions below base on your understanding. All answers and data collected are for academic purposes
and is strictly CONFIDENTIAL
Diharap anda dapat melengkapi soalaan-soalan ringkas dibawah dengan jawapan yang anda sendiri fahami. Semua jawapan dan data
yang dikumpul adalah untuk tujuan akeadmik semata dan semua kandungan adalah SULIT.
Thank you/Terima kasih.
Mohammad Bin Morshidi (MB071516)
M. Sc Transport Planning
Universiti Teknologi Malaysia, Skudai, Johor.
___________________________________________________________________________
Please tick ( √ ) in the appropriate box.
Sila nyatakan ( √ ) dalam kotak yang berkenaan.
1.
Do you think that the service provided by Marine service providers reliable?
Adakah kamu rasa perkhidmatan Pengangkutan Marine boleh dipercayai?
Yes / Ya
No Comment / Tiada komen
No / Tidak
If NO, why?
Jika TIDAK,
kenapa?__________________________________________________________________________________________________
2.
How do you rate your satisfaction with the services being rendered by Marine service provider?
Pernilaian kepuasan hati anda berpuashati dengan perkhidmatan yang telah diberikan oleh pembekal perkhidmatan kapal?
Strongly
Not Satisfied
(1)
A)
B)
C)
D)
E)
F)
G)
H)
3.
No Comment
(2)
Vessel’s operation/ Operasi kapal
Vessel’s maintenance/ Baik pulih kapal
Vessel’s communication/ Komunikasi kapal
Vessel’s condition/ Keadaan kapal
Vessel’s speed/ Kelajuan kapal
Management commitment/ Komitmen pengurusan
Crew competency/ Kelayakan Krew
Training/ Latihan
Satisfied
(3)
Strongly
Satisfied
(5)
(4)
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
3
3
3
3
3
3
3
3
4
4
4
4
4
4
4
4
5
5
5
5
5
5
5
5
What do you thing about the type of vessel being provided?
Apakah anda rasa tentang keadaan kapal yang dibekalkan?
A)
B)
C)
D)
4.
Not Satisfied
Suitable / Bersusaian
Cleanness / Bersih
Compliance / Pematuhan
Safe & Secure / Keselamatan
1
1
1
1
2
2
2
2
3
3
3
3
4
4
4
4
5
5
5
5
Please state any suggestions on how to improve this service?
Sila nyatakan sebarang cadangan bagaimana untuk meningkatkan perkhidmatan ini?
_______________________________________________________________________________________________________
_______________________________________________________________________________________________________
5.
What do you think should be done to have pool qualified seafarers to man the vessel?
Apakah yang patut dilaksanakan dalam pendapat anda untuk dilaksanakan agar mendapat tenaga kerja yang berkelayakan
diatas kapal?
_______________________________________________________________________________________________________
_______________________________________________________________________________________________________
1 of 2
Section A: For Client
Appendix 1
RESEARCH QUESTIONS ON MARINE TRANSPORT RELIABILITY
SOALAN KAJI SELIDIK RELIABILITI PENGGANGKUTAN LAUT
6.
Who do you think should determine the competency of these seafarers?
Siapa yang anda fikir patut menentukan kelayakan pada tenaga pekerja ini?
Government/ Kerajaan
Market force/ Pasaran
Industry/Industri
If you state government, why? / Jika kamu nyatakan kerajaan, kenapa?
_______________________________________________________________________________________________________
_______________________________________________________________________________________________________
If you state market force, why? / Jika kamu nyatakan pasaran, kenapa?
_______________________________________________________________________________________________________
_______________________________________________________________________________________________________
If you state the indusry, why? / Jika kamu nyatakan industri, kenapa?
_______________________________________________________________________________________________________
_______________________________________________________________________________________________________
2 of 2
Section B: For Vessel Passengers
Appendix 2
RESEARCH QUESTIONS ON MARINE TRANSPORT RELIABILITY
SOALAN KAJI SELIDIK RELIABILITI PENGGANGKUTAN LAUT
Dear Respondent / Responden,
Appreciate you can complete the questions below base on your understanding. All answers and data collected are for academic purposes
and is strictly CONFIDENTIAL
Diharap anda dapat melengkapi soalaan-soalan ringkas dibawah dengan jawapan yang anda sendiri fahami. Semua jawapan dan data
yang dikumpul adalah untuk tujuan akeadmik semata dan semua kandungan adalah SULIT.
Thank you/Terima kasih.
Mohammad Bin Morshidi (MB071516)
M. Sc Transport Planning
Universiti Teknologi Malaysia, Skudai, Johor.
___________________________________________________________________________
1.
How regular you use the boat services?
Berapa kerap kamu menggunakan perkhidmatan kapal ?
Less than 2 times/6 months / kurang 2 kali setiap 6 bulan
Every month / setiap bulan
Every week / setiap minggu
Daily / setiap hari
2.
What is the purpose of your trip?
Apakah tujuan perjalanan anda?
To carry out site visit / untuk lawatan ke tempat kerja
For working / untuk bekerja
For inspection / untuk menjalankan pemeriksaan
Others: Please specify_______________________ / Lain-lain: Sila nyatakan: ______________________
3.
Do you feel convenient and comfortable with the boat service provided?
Adakah kamu rasa selesa dengan perkhidmatan penggangkutan laut yang dibekalkant?
Yes, why? Please refer to Question 4 / Ya, kenapa? Sila rujuk kepada soalan 4
No, Why? Please refer to Question 5 / Tidak, kenapa? Sila rujuk kepada soalan 5
4.
Please indicate your degree of reason why do you choose (yes) in question 3.
Sila nyatakan kenapa kamu memilih jawapan (ya) dalam soalan 3.
Strongly
Disagree
(1)
A)
B)
C)
D)
E)
5.
Disagree
(2)
Natural
(3)
Convenience / Selesa
Safety / Keselamatan
Efficient and friendly service / Cekap dan perkhidmatan yang bagus
Reliable service / Perkhidmatan yang boleh dipercayai
Friendy Customer Services / Kerjasama pelangan
Agree
Strongly
Agree
(5)
(4)
1
1
1
1
1
2
2
2
2
2
3
3
3
3
3
4
4
4
4
4
If no, why?
Jika tidak, kenapa?
Inconvenience / kurang kemudahan
Lack of reliability / kurang kepercayaan
Lack of friendly approach by boat crew / kurang kerjasama daripada krew kapal
Design of boat / Reka bentuk kapal
Inside layout structure not suitable / struktur dalaman kapal tidak sesuai
Lack of safety / kurang keselamatan
Uncomfortable / Tiada keselesaan
Boat frequent breakdown / Kapal selalu rosak
1 of 2
5
5
5
5
4
Section B: For Vessel Passengers
Appendix 2
RESEARCH QUESTIONS ON MARINE TRANSPORT RELIABILITY
SOALAN KAJI SELIDIK RELIABILITI PENGGANGKUTAN LAUT
6.
How many times you experience boat breakdown when you are using the boat services?
Pengalaman anda menggunakan perkhidmatan ini, berapa kalilah perkhidmatan ini tergendala/rosak?
Times / Kali
7.
According to you, how can we improve the boat service in meeting your expectations?
Pendapat, apakah cara yang terbaik untuk meningkatkan perkhidmatan kami untuk menepati harapan / jangkaan anda?
Vessel to be made available at all times when needed / Kapal perlu sedia ada setiap masa diperlukan
Maintenance schedule to be adhered / Jadual kerja penyelanggaran perlu dipatuhi
Boat crew to be helpful and to operate/ Krew kapal hendaklah sentiasa membantu and berkerjasama
Boat designed fit for purpose / Reka bentuk kapal bersuaian dengan jenis tugasan yang dilaksanakan
Housekeeping to be maintained / Kebersihan perlu dijaga
Competent crew members / Krew kapal yang bercompetent
Conducive internal environment / Suasana dalaman yang condusive
Others, please specify: __________________________________________________________________
Lain-lain, sila nyatakan: _________________________________________________________________
2 of 2
Section C: For Marine Transport Employees –Maintenance/Technical Department
Appendix 3
RESEARCH QUESTIONS ON MARINE TRANSPORT RELIABILITY
SOALAN KAJI SELIDIK RELIABILITI PENGGANGKUTAN LAUT
Dear Respondent / Responden,
Appreciate you can complete the questions below base on your understanding. All answers and data collected are for academic purposes and is
strictly CONFIDENTIAL
Diharap anda dapat melengkapi soalaan-soalan ringkas dibawah dengan jawapan yang anda sendiri fahami. Semua jawapan dan data yang
dikumpul adalah untuk tujuan akeadmik semata dan semua kandungan adalah SULIT.
Thank you/Terima kasih.
Mohammad Bin Morshidi (MB071516)
M. Sc Transport Planning
Universiti Teknologi Malaysia, Skudai, Johor.
___________________________________________________________________________
Please tick ( √ ) in the appropriate box.
Sila nyatakan ( √ ) dalam kotak yang berkenaan.
1.
Gender / Jantina
: Male / Lelaki
: Female / Perempuan
(
(
)
)
2.
Age- Years / Umur - Tahun
: 20 and below / 20 ke bawah
Between 21 – 30 / antara 21 – 30
Between 31 – 40 / antara 31 – 40
41 and above / 51 keatas
(
(
(
(
)
)
)
)
3.
Income Level / Pendapatan
: <RM1000/month / kurang RM1000 sebulan
Between RM1001 – RM2000/month
Antara RM1001 – RM2000/bulan
Between RM2001/month – RM3000/month
Antara RM2001 – RM3000/bulan
More than RM3001/month / Melebihi RM3001/bulan
(
(
)
)
(
)
(
)
4.
Marital Status / Taraf perkahwinan
: Single / Bujang
: Married / Berkahwin
Others / lain-lain _________________________________
(
(
)
)
5.
Qualification / Kelayakan
: PMR
SPM
STPM
DIPLOMA/ DEGREE
Others/ lain-lain _________________________________
(
(
(
(
)
)
)
)
6.
How long have you been employed?
Berapa lamakah anda telah berkhidmat?
‹ than 5 years/ kurang dari 5 tahun
Between 6 to 10 years/ antara 6 ke 10 tahun
Between 11 to 15 years / antara 11 ke 15 tahun
More than 16 years / lebih dari 16 tahun
7.
Are you satisfy with your present employment?
Adakah anda berpuashati dengan pekerjaan anda sekarang?
Yes, Why? Please refer to Question 9
Ya, Kenapa? Sila rujuk kepada soalan 9
No, Why? Please refer to Question 8
Tidak, Kenapa? Sila rujuk kepada soalan 8
1 of 3
Section C: For Marine Transport Employees –Maintenance/Technical Department
Appendix 3
RESEARCH QUESTIONS ON MARINE TRANSPORT RELIABILITY
SOALAN KAJI SELIDIK RELIABILITI PENGGANGKUTAN LAUT
8.
From what aspects you are not satisfied / Dari aspek manakah yang anda tidak berpuashati.
Strongly
Disagree
(1)
A)
B)
C)
D)
E)
F)
G)
9.
Disagree
Natural
(2)
(3)
No cooperations / Tiada Kerjasama
Inadequate equipment / Kemudahan tidak lengkap
Insufficient manpower / Kekurangan pekerja
Salary & remuneration / Gaji & upah
Staff Social Welfare / Kebajikan pekerja
Weak Management / Pengurusan yang lembab
No development training / Tiada latihan kemajuan
Agree
Strongly
Agree
(5)
(4)
1
1
1
1
1
1
1
2
2
2
2
2
2
2
3
3
3
3
3
3
3
4
4
4
4
4
4
4
5
5
5
5
5
5
5
Is the present company’s organization reporting structures effective and accepted to you?
Adakah carta lapuran organisasi Syarikat pada masa ini berkesan dan boleh anda terima pakai?
Yes/ Ya
No Comment / Tiada komen
10.
No, Please state
_________________________________________
Tidak, Sila nyatakan
_________________________________________
What do you think of the present company’s salary scale when compare with other competitors?
Apa pendapat kamu tentang skala gaji Syarikat pada masa sekarang berbanding dengan Syarikat peserta lain?
Very low/ Sangat rendah
Low/ Rendah
Reasonable/ Berpatutan
11.
What do you think of the present company’s salary scale when compare with the present cost of living standard?
Apa pendapat kamu tentang skala gaji Syarikat pada masa sekarang berbanding dengan kos sara hidup pada masa kini?
Very low/ Sangat rendah
Low/ Rendah
Reasonable/ Berpatutan
12.
Do you feel that the management appreciated what you had contributed?
Adakah anda rasa pihak pengurusan menghargai apa yang anda telah sumbangkan?
Yes/ Ya
No comment / Tiada komen
13.
No, Please state
_________________________________________
Tidak, Sila nyatakan
_________________________________________
Can you please give your opinion, how can we improve the vessels service performance?
Bolehkah anda memberi pendapat, bagaimana untuk meningkatkan perlaksanaan peningkatan kapal?
Minor defects to be rectified by crew onboard / Kerosakan kecil perlu diselenggarkan oleh krew kapal
Full support from shore technical team / Sokongan sepenuhnya pihak teknikal dari darat
Adequate spares to be provided / Bekelan penyelanggaran perlu dibekalkan
Vessel Planned Maintenance System to be adhered / System penyelanggaran atas kapal perlu dipatuhi
Housekeeping to be maintained / Kebersihan perlu dijaga
Crew training/continuous training to be provided / Latihan/latihan berterusan untuk krew perlu diadakan
Others, please specify: __________________________________________________________________
Lain-lain, sila nyatakan: _________________________________________________________________
2 of 3
Section C: For Marine Transport Employees –Maintenance/Technical Department
Appendix 3
RESEARCH QUESTIONS ON MARINE TRANSPORT RELIABILITY
SOALAN KAJI SELIDIK RELIABILITI PENGGANGKUTAN LAUT
14.
Please state any suggestions on how to improve the preventative management system.
Sila nyatakan sebarang cadangan bagaimana untuk memperbaiki system pengurusan kerjs bsik pulih.
Adequate numbers of maintenance day to be provided / Jumalah berpatutan hari kerja baikpulih diperlukan
Defects reported to be rectified by technical department /
Kerosakan yang dilapurkan perlu diselanggarankan pihak teknikal
Full support from management/ Sokongan sepenuhnya dari pihak pengurusan
Appropriate maintenance tools to be provided / Peralatan penyelanggaran yang berpatutan perlu dibekalkan
Planned Maintenance Schedule to be adhered and implemented /
Jadual penyelanggaran berkala perlu dipatuhidan dilaksanakan
Housekeeping to be maintained / Kebersihan perlu dijaga
Training/continuous training to be provided to technical/maintenance employees /
Latihan/latihan berterusan teknikal perlu diberikan pada kakitangan teknikal
Others, please specify: _____________________________________________________________________
Lain-lain, sila nyatakan: ___________________________________________________________________
15.
Who do you think should determine the vessels service performance?
Siapakah yang anda fikir yang menentukan penigkatan pretasi kapal?
Management / Pihat pengurusan
Employees/ Kakitangan
If you state management, why?/ Jika kamu nyatakan pihak pengurusan, kenapa?
___________________________________________________________________________________________________________
If you state employees, why? / Jika kamu nyatakan kakitangan, kenapa?
___________________________________________________________________________________________________________
16.
To reduce competition, do you agree that the company to initiate open and transparent market share with other operators?
Untuk mengurangkan persaingan, adakah anda setuju, jika syarikat mengikhtiarkan perkongsian pasaran secara terbuka dan
transparen dengan syarikat operator yang lain?
Agree / Setuju
No comment / Tiada komen
Disagree / Tidak setuju.
3 of 3
Section D: For Third Party professional body/classification society
Appendix 4
RESEARCH QUESTIONS ON MARINE TRANSPORT RELIABILITY
SOALAN KAJI SELIDIK RELIABILITI PENGGANGKUTAN LAUT
Dear Respondent / Responden,
Appreciate you can complete the questions below base on your understanding. All answers and data collected are for academic purposes
and is strictly CONFIDENTIAL
Diharap anda dapat melengkapi soalaan-soalan ringkas dibawah dengan jawapan yang anda sendiri fahami. Semua jawapan dan data
yang dikumpul adalah untuk tujuan akeadmik semata dan semua kandungan adalah SULIT.
Thank you/Terima kasih.
Mohammad Bin Morshidi (MB071516)
M. Sc Transport Planning
Universiti Teknologi Malaysia, Skudai, Johor.
___________________________________________________________________________
Please tick ( √ ) in the appropriate box.
Sila nyatakan ( √ ) dalam kotak yang berkenaan.
1.
What do you feel the onboard preventative maintenance program by the crew based on your past experiences?
Adakah anda rasakan tentang program kerja baik pulih di atas kapal berdasarkan dari pengelaman lepas anda?
Effective / Berkesan
Ineffective / Tidak berkesan
If ineffective, why? _________________________________________________________________________________________
Jika tidak berkesan, kenapa?__________________________________________________________________________________
2.
How do you rate onboard preventative maintenance carried out by the Marine crew during your survey/visits/inspection?
Pernilaian anda dengan kerja baikpulih yang dilakukan oleh krew kapal diatas kapal semasa pemeriksaan/lawatan anda?
Strong
Disagree
(1)
Disagree
(2)
A)
B)
C)
D)
E)
F)
3.
Agree
(3)
Engines operation/ Mengendalikan enjin
Engines maintenance/ Baik pulih enjin
Maintenance record/ Rekod kerja baik-pulih
Engines conditions/ Keadaan enjin
Crew competency/ Kelayakan Krew
Training/ Latihan
Strongly
Agree
(5)
(4)
1
1
1
1
1
1
2
2
2
2
2
2
3
3
3
3
3
3
4
4
4
4
4
4
5
5
5
5
5
5
3
3
3
3
4
4
4
4
5
5
5
5
What do you thing about the engine and engine room condition during your survey/visits/inspection?
Apakah anda fikir tentang keadaan enjin and bilik enjin semasa pemeriksaan/lawatan anda?
A)
B)
C)
D)
4.
Natural
Conducive work environment / Persekitaran kerja yang selesa
Clean & tidy / Bersih & teratur
Compliance to standard / Mematuhi piawaian
Safe work environment / Persekitaran kerja yang selamat
1
1
1
1
2
2
2
2
Please state your professional suggestions on how to improve this service?
Sila yatakan sebarang cadangan professional anda bagaimana untuk meningkatkan
perkhidmatan ini?
_______________________________________________________________________________________________________
_______________________________________________________________________________________________________
5.
What do you think should be done to have pool qualified engine crew to man the vessel?
Apakah yang patut dilaksanakan dalam pendapat anda untuk dilaksanakan agar mendapat tenaga kerja enjin yang
berkelayakan diatas kapal?
_______________________________________________________________________________________________________
_______________________________________________________________________________________________________
1 of 2
Section D: For Third Party professional body/classification society
Appendix 4
RESEARCH QUESTIONS ON MARINE TRANSPORT RELIABILITY
SOALAN KAJI SELIDIK RELIABILITI PENGGANGKUTAN LAUT
6.
Who do you think should determine the competency of these seafarers?
Siapa yang kamu fikir patut menentukan kelayakan pada tenaga pekerja ini?
Government/ Kerajaan
Market force/ Pasaran
Industry /Industri
If you state government, why? / Jika kamu nyatakan kerajaan, kenapa?
_______________________________________________________________________________________________________
_______________________________________________________________________________________________________
If you state market force, why? / Jika kamu nyatakan pasaran, kenapa?
_______________________________________________________________________________________________________
_______________________________________________________________________________________________________
If you state the industry, why? / Jika kamu nyatakan industri, kenapa?
_______________________________________________________________________________________________________
_______________________________________________________________________________________________________
2 of 2