As such we have seen at first hand the many positive changes the ISM code has brought to the marine industry. Most of our members are now using ISM effectively to increase safety on board their ships. This includes creating safe working practices and working environments, making suitable safeguards against potential risks and continuously improving safety management skills of personnel.
ROOM FOR IMPROVEMENT... But despite its success to date, we believe there is still scope to improve the effectiveness of ISM.
PRODUCING MORE EFFECTIVE SMS DOCUMENTATION
One issue we have noticed is the tendency for SMS documentation to be bulky and difficult to read, defeating its purpose – it should be short, simple and easily understood. Addressing this concern, we have witnessed several of our larger members carrying out major reviews of their systems to reduce the volume of text dramatically and replacing it with flow charts, diagrams and other visual signs to assist quick reference.
SMS documentation needs to be readily accessible to both office staff and crew members on board. Crew members should know exactly where the documentation is on a ship and how they can quickly find the procedures and checklists they need. Digitalising the SMS will assist the crew in easily finding relevant procedures when required.
SMS documentation should also be unique to the ship, even if it started life as a standard ‘off-the- shelf’ manual. There is no point, for example, in having tanker procedures in an SMS for a dry bulk cargo ship, or having checks for bow thrusters where none exists.
A key point to note in drafting SMS checklists is that they should balance the need to remind crew members what to do and instruct them step-by-step on what to do. Crew members are qualified and experienced to carry out their duties on board, that is why ship owners employ them, right? So, they will know how to do their job and the checklist is available to remind them, not to give them step-by- step instructions. The longer the checklists, the less likely they will be followed properly and the more likely they become just a paper exercise.
Finally, new procedures and checklists should not be added to an existing SMS without properly reviewing older procedures – and removing or consolidating them as necessary. This will ensure there is no duplication or contradiction. Sadly enough we frequently find
this to be the case when we carry out our reviews either on board or in the ship manager’s office.
TAKE A SENSIBLE APPROACH TO NEAR-MISS REPORTING
We are aware that ISM has prompted some shipowners to encourage an over-the-top approach to reporting near-misses and non-conformities in the mistaken belief this alone will improve safety. This method has also been encouraged by major charterers in the wet and dry trades.
There should however be no minimum target set for the number of near-miss reports. The focus should be on learning from genuine near-misses and non- conformities. Creating paperwork for these occasions for the sake of pleasing major charterers is of little value if the incidents are not genuine or if the lessons learnt are not built into training programmes and new safety projects.
Near-miss reports should be analysed and categorised so they can be combined with reports from other ships in the fleet. They should also be cross-referenced with similar statistics and categories from port state control (PSC) inspections, oil major inspections (SIRE) and Rightship inspections.
Any category standing out in key performance indicators (KPIs) needs further analysis and lessons learnt should be incorporated into the next training programme or safety project. A real incident in this category is more likely if such steps are not taken.
44 | The Report • December 2018 • Issue 86
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