Perspective Chapter: Smart Maintenance in Modern Ship Engineering, Design and Operations

*Saulo Vasconcelos and Paulo Vasconcelos*

## **Abstract**

Marine Engineers are forged to face the most complex adversities of the maritime environment, whether in cabotage, maritime support, fluvial or on oil and gas rigs. Usually, the Marine Engineer is responsible for the production of potable water, lubricating oil and fuel system, sanitary and cooling system, propulsion system, electricity generation and others. This chapter will use quality tools, including the dart of Vasconcelos to quickly find the root cause of the problems. Troubleshooting is part of day-to-day job of an experienced Engineer, and he knows what kinds of techniques to use to troubleshoot and solve problems in an organized, quick and easy way.

**Keywords:** Marine Engineer, smart maintenance, troubleshooting, quality tools, dart of Vasconcelos

## **1. Introduction**

The recent trend to design smart modern ships, more efficient with a high level of automation and processes control, this introduction of new technologies and changes in manning, requires from the Marine Engineers expertise to quickly solve the problems presented in the routine on board of modern merchant ships and oil rigs.

Marine Engineers are forged to face the most complex adversities of the maritime environment, whether in cabotage, maritime support, fluvial or on oil and gas rigs. Usually, the Marine Engineer is responsible for the production of potable water, lubricating oil and fuel system, sanitary and cooling system, propulsion system, electricity generation and others.

It is especially important to know the operating parameters of the systems and equipment, in order to give the correct diagnosis to his equipment and to know exactly which "medication" needs to be applied to solve the problem.

This chapter will use quality tools, the dart of Vasconcelos illustrated in **Figure 1** [1] to quickly find the root cause of the problems. Troubleshooting is part of day-to-day job of an experienced Engineer.

**Figure 1.** *Dart of Vasconcelos.*

## **2. What is troubleshooting?**

Troubleshooting can be defined as a logical search based on the symptomatic of a system or equipment, about what could be causing a particular problem, what would be its origin and how we could solve it to make the system or equipment operational again. One of the most important things to do an efficient troubleshooting is have a considerable knowledge from the subject in question, that can be obtained from the job experience and/or from a database (often from the system or equipment catalog itself) which provides a basis for the failure analysis that occurred.

Therefore, in summary, troubleshooting can be viewed as a careful way, which allows to accurately identify all the details of the system and, from that it is possible to make small changes in order to arrive at the root cause of the failure, as well as the to analyze each of the listed hypotheses to see if they can solve the problem effectively.

## **2.1 Dart of Vasconcelos**

The basics steps of a good troubleshooting consist in identify the faced problem, establish a theory for the problem, test the theory, establish an action plan, and implement the solution. It is also possible to divide the troubleshooting sequence in define the problem through the *Symptomatic*, do a *Logical Search***,** creating hypotheses**,** do the *Contestation***,** reducing the hypotheses and, finally, proceed with the *Solution* to solve the problem, where the hypotheses are tested and confirmed. Therefore, we can simplify that sequence through the of "Dart of Vasconcelos" illustrated in **Figure 1**.

Symptomatic:

**Definition of the problem***.* It is essential to understand the system affected and what should be analyzed. It consists on the title of the troubleshooting.

Example:

1.Main engine #02 running with low fuel oil pressure. Title could be: "**Low fuel pressure oil on main engine #02**".

## Logical Search:

**Create hypotheses***.* Consist in analyze what systems or equipment are being affected by the problem and in to do the temporal analysis of the problem, the timeline, to be able to formulate hypotheses for the problem. In other words, create hypotheses to know exactly what should be inspected in each situation. Obviously, this will require good knowledge of the equipment and system in question, as well

*Perspective Chapter: Smart Maintenance in Modern Ship Engineering, Design and Operations DOI: http://dx.doi.org/10.5772/intechopen.99027*

as the help of drawings, catalogs and manuals to understand the operation of what is being analyzed.

Example:


Creating Hypotheses:


## **Contestation:**

**Reduce hypotheses.** At that phase, you should contest the hypotheses created with the intention of reduce at the maximum the possibility of causes for the problem. Discuss hypotheses with all involved on the troubleshooting task, making use of manuals, schematic drawings, maintenance history and other relevant information, until minimize the hypotheses.

To solve the problem, is essential eliminate hypotheses. Reducing Hypotheses:


## **Solution:**

Solve the problem.

On that last step, once minimize the hypotheses, it is time to test each one, always starting from the easier one, to confirm and validate the hypotheses and finally find the solution for the problem. The correct diagnosis is extremely important. It is a critical part of the troubleshooting, once a wrong action can make you develop other undesirable problems and do the task harder, spending more time and producing emotional stress among the team and compromising the chance to quickly find the real problem. Remember to be organized and caution during the hands on for the tests.

Therefore, discovered the problem, the corrective action will be taken to put back on service the system/equipment. Remember to always log the problem with a report, thereby increasing the database to fix any such problems that may occur, and thus helping the team solve the problem in the future when you are not around.

Indeed, as the dart game has the intention to hit the bull's-eye, the Dart of Vasconcelos has the intention to hit it and solve the problem, which is the main target.

### **2.2 Practical example of troubleshooting**

A particular ship began to show a significant loss of lubricating oil in one of its main electric power generation engines, after maintenance of replacing the liners and sealing rings of the corresponding pistons. In that case, the troubleshooting would lead us, assisted of the Dart of Vasconcelos, to reason as follows: (Definition of the problem: Symptomatic) what could be causing this significant loss of lubricating oil (Create hypotheses: Logical Search)? How to determine the source of the problem (Reduce hypotheses: Contestation) and how to act to make the system/ equipment operational again (Solve the problem: Solution)? [1].

Symptomatic:

Significant loss of lubricating oil. Title: "**Loss of lubricating oil on engine**". Logical search:

1.Lube oil purifier discharging excessive lubricating oil to sludge tank.

2.Lube oil leaking from pumps or hoses.

3.Lubricating oil passing through combustion chamber due seal ring damaged.

Contestation: Reducing Hypotheses:


Solution: Solve the problem: *Perspective Chapter: Smart Maintenance in Modern Ship Engineering, Design and Operations DOI: http://dx.doi.org/10.5772/intechopen.99027*

To validate the possible hypothesis, is necessary to test to confirm. One way to identify with lube oil has been burned together fuel is to observe the color of the exhaust gases from the engine. If it is bluish gray in color, this means that the lubricating oil is probably being burned together with the fuel.

Another easy test to do is a compression test performed on the cylinders that passed for the maintenance. The cylinder with low compression pressure should certainly be the cylinder with the problem.

Therefore, once done the correct diagnosis, proceed with the corrective action. Carry out the inspection on the cylinder with low compression pressure and confirm the damaged seal ring and then, replace it. Register the problem making a report, once it increases your database of troubleshooting for any similar problems that may happen and assist the team to solve problems when you are not around.

#### **2.3 Ishikawa diagram/fishbone diagram**

The Ishikawa diagram, or Fishbone diagram, as it is also known, is a cause-andeffect diagram that helps to find the root causes of a problem, analyzing the factors that involve the execution of the process. This method was created by the Japanese Kaoru Ishikawa in the 60's and it's highly used today in the most diverse industries. The main factor of the diagram is to consider all aspects that may have generated the problem, thus making it easier to organize ideas to arrive at a solution for the problem.

It is a fact that every problem has specific causes. Analyzing each cause and verifying the possibility that it is the root of the problem is the key to finding a solution. It is necessary, whenever possible, to analyze the simplest and most probable causes of the problem, in order to save time and avoid hard and exhausting work during troubleshooting.

The great relationship of the Ishikawa Diagram with the spine of a fish comes from the fact that we can consider the spines as the causes of the observed problems, which will contribute to the discovery of their effect. The Ishikawa Diagram has great applicability in different contexts and in different ways, among them, the use stands out:


#### **2.4 How to make an Ishikawa diagram?**

In order to carry out the Fishbone diagram, we must take the following steps:


The main categories represented in each of the spines are also known as the "6 M", referring to the following items:


## **2.5 Benefits of using the Ishikawa diagram**

It is easy to understand that the use of the diagram facilitates the visualization of the causes of problems and the effects caused by them. In addition, we cite as other benefits:

1.Facilitate team brainstorming, in order to facilitate the organization of ideas.


### **2.6 Example how to use Ishikawa diagram**

As an example of how to use the Ishikawa diagram, let us see how it would be applied to identify high coolant consumption in an Engine Room in engines plant. As explained before, first you need to do the sketch of the fishbone diagram, writing the "6Ms" (cause) to find out the problem (effect). Once done that, each one of the "6Ms" should be analyzed in separate, showing what could be caused the high coolant consumption in the engines plant. It assists the brainstorm and make easier to find out the real cause of the problem. **Figure 2** shows exactly the diagram for the explained situation.

Therefore, as seen, the diagram facilities the visualization of what could be causing the problem. The next step would be to analyze among all the election causes, what would be the correct one to the problem, for after that, check how to solve it.

*Perspective Chapter: Smart Maintenance in Modern Ship Engineering, Design and Operations DOI: http://dx.doi.org/10.5772/intechopen.99027*

**Figure 2.** *Example of Ishikawa diagram. Causes that increased the coolant consumption in a manufacturing plant [1].*

### **2.7 Difference between dart of Vasconcelos and Ishikawa diagram**

Before all, it's particularly important to say that both methods are good and can be used for any problem of cause and effect. Ishikawa diagram use a wider view of the situation, while Dart of Vasconcelos is more objective, making faster to figure out what is causing the problem. Ishikawa is a type of diagram that anyone can participate, independent of being a maintenance team member, for example, a painter can say his opinion about one problem with his vision, making sense or not. The Dart, on the other hand, suggests that only people with affinity in the task raise opinions, so it becomes more objective and practical. Other difference is that Ishikawa shows the causes that could be causing the problem; the dart of Vasconcelos shows the causes and a way to solve them. Somehow, the person performing the troubleshooting can analyze which one method should be better applied for the present problem. To a better understanding, let analyze one situation using both methods.

#### **2.8 Proposed problem**

A specific diesel engine has been presented difficulty to start recently. Douglas, 2nd Marine Engineer, reported that this engine is with maintenance late and that has been presented an unusual and thick smoke from the exhaust gases. Therefore, could you find out the possible problem of the engine?

To proceed with that troubleshooting, let start using Ishikawa diagram and after the Dart of Vasconcelos. Therefore, building the fishbone for the problem, we have the following schematic illustrated in **Figure 3**.

Observe that the diagram has several causes for the problem (effect) and each one should be analyzed to confirm if it is a possible cause or not. At same time that diagram facilities the visualization of the causes, depending on the problem it can have many causes and sub-causes, becoming hard and lingering the task, once it seeks to look at the problem as a whole, and not objectively, based on the affected system and the on temporal analysis. Therefore, let us analyzing each cause:


**Figure 3.**

*Ishikawa's diagram for engine with difficulty to start recently [1].*


Ishikawa diagram gives 5 possibilities for the problem. Analyzing each one we have:


*Perspective Chapter: Smart Maintenance in Modern Ship Engineering, Design and Operations DOI: http://dx.doi.org/10.5772/intechopen.99027*


Therefore, electing the priority to be inspected (based on possibility and facility) we have inspect air filters, double check for the steps done with the crew during maintenance, inspect fuel injectors, inspect turbochargers, and inspect fuel injection pumps.

Now let us analyze the same proposed problem above using Dart of Vasconcelos: **Symptomatic:** "specific diesel engine has been presented difficulty to start recently".

**Definition of the problem:** Engine with difficulty to start. Logical Search:

1.System affected: Fuel system and air system.

2.Temporal analysis: Engine is with maintenance late.

Creating Hypotheses:

Based on symptomatic and the logical search, is possible significantly reduce the quantity of hypotheses, for example, poor quality of fuel will not be considered as a cause, once only one "specific" engine presented the problem, if was a common problem, certainly fuel would be a great possibility. The same happen to polluted or rarefied ambient air, using temporal analysis, nothing make reference about changes on the work engine area to consider it as a cause. Note that using this method, is possible to be more specific and surgical on the troubleshooting, saving time with possibilities that really are important to find out the problem.

Indeed, the following hypotheses for the question are:


indicates a bad condition of turbocharger. Other occurrence would be clogged turbocharger air filter element or any unsuitable cause in the air supply.

#### **Contestation:**

Reducing hypotheses.


#### **Solution:**

#### **Solve the problem**.

Therefore, the possibilities of the problems were reduced in two, dirty air filters or injector problems. Starting from the easier to inspect and solve, inspect air filters for clogged and replace it. For fuel injector, inspect all injectors for carbonization on nozzle, test the pressure of opening and how the spray, and check for inappropriate injection timing is.

In summary, using both methods will be possible find the causes to finally solve the problem. Vasconcelos method shows more objectivity, and Ishikawa looks the problem as a whole. The person in charge doing the troubleshooting will decide which method will be better for each situation.

### **2.9 Availability and reliability of equipment and plant operation**

MTBF (mean time between failures) and MTTR (mean time to repair) are two indicators related to the availability of an Industrial Process.

#### *2.9.1 MTBF*

These are the periods of time that are lost while the machine is running and can be averaged using a formula. We have to apply the total performance time during a predetermined cycle under the number of failure that occurred during such time. According the Formula: MTBF = (Total Available Time – Waiting Time) / (numbers of shutdowns in the period of operation).

Example a freshwater generator designed to operate for 24 hours per day. Suppose the freshwater generator shutdown three times in the span of 30 days. The first shutdown occurred 48 hours from the start time and took 6 hours to repair. The second shutdown occurred 240 hours from the start time and took 4 hours to repair and the last shutdown 480 hours from start time and took 2 hour to repair before the freshwater generator was operating normally.

MTBF = (30daysx24hours - (6 hours + 4 hours+2 hour))/(3 shutdowns in 30 days of operations time) = 714 hours/3 = 236 hours or a mean time of 9 days and 20 hours between failures in the span of 30 days of the freshwater generator operation time.

With this conclusion, strategies can be created to face a problem gradually associated with the equipment.

*Perspective Chapter: Smart Maintenance in Modern Ship Engineering, Design and Operations DOI: http://dx.doi.org/10.5772/intechopen.99027*

### *2.9.2 MTTR*

MTTR is calculated by applying the average time it takes to perform a repair after the failure episode. See the formula: MTTR = (Total repair time) / (number of failures). If you use the example above, you should get the following solution:

MTTR = (6 + 4 + 2) / 3 = 4 hours.

This solution establishes the average time that the equipment was stopped. Generating a relationship with the two indexes is the availability of this process.

AVAILABILITY = MTBF/(MTBF+ MTTR).

Therefore the availability of the freshwater generator in this process on board of a vessel is:

AVAILABILITY = 236 hours/(236 hours + 4 hours) = (236/240)x100 = 98,34%.

Thus, the lower the MTTR and the higher the MTBF, the more efficient the maintenance team will work.

Reliability of an equipment is related with the MTTF (mean time to failure), or failure rate, which expresses the probability of the equipment failures during a given period of time. It's normally applied to unrepairable devices, such as electronic devices and some relays with expected life of 300,000 cycles of operation or more or less 10 years of span life.

## **3. Troubleshooting based in real cases**

In this part, is showed the questions based in real cases. Some of questions, before to be presented, have an initial introduction about the subject debated into the question, in order to help the reader to solve the problem. The reader may use one of the cause and effect methods spoken in the beginning of this chapter and use the *hints* of the questions for assistance him. Feel free to decide which one is better for you. Therefore, with no more conversation, let us initiate the troubleshooting!

### **3.1 Generator: Excitation**

A specific, Dynamic Position vessel class #02, with electric diesel engines, configured with two medium voltage busbars, a bus tie breaker, four brushless diesel generators, two fixed pitch propellers and four tunnel thrusters illustrated in **Figure 4** [1].

Laura, an experienced Marine Engineer was ordered to prepare the engines, once the operations have finished at that port, so the vessel had to leave. The Diesel Generator 01 was on the busbar, with the bus tie breaker closed, as shown in **Figure 5**.

Therefore, Laura activated the Power Management System (PMS), so that the others diesel generators feed the busbars, thus making four generators on the busbars, to then drive the propulsion's loads. However, the engineer was surprised,

**Figure 4.** *Electric diesel vessel with 2 fixed thrusters and 4 tunnel thrusters [1].*

#### **Figure 5.**

*Screen from power management system (PMS) during vessel operation at the port [1].*

#### **Figure 6.**

*Condition of screen from power management system (PMS) during the failure alarm [1].*

as generator #02 did not assume the load, generating several alarms, among them Automatic Voltage Regulator (AVR) fault, in the protection relay of generator #02, illustrated in **Figures 6** and **7**.

Observing on the Bridge, **Figure 8**, the Captain called to Engine Room to understand why the generator had not assumed the load, once the company's procedure require that all generators should be on the busbars for the vessel to leave the port until navigation. Laura replied that she was investigating, doing her troubleshooting while, the Chief Engineer and the electrician were on their way to

*Perspective Chapter: Smart Maintenance in Modern Ship Engineering, Design and Operations DOI: http://dx.doi.org/10.5772/intechopen.99027*

**Figure 8.** *AVR switch button [1].*

inspect the problem. Marine Engineer knew that this DP class #02 vessel had a lot of redundancy until arrives at the generator #02 busbars control cubicle, she recalled that each diesel generator had two AVRs, and then she quickly deselected the AVR #01 and selected the AVR #02, resetting the SEL 7000 bus protection relay.

At this moment, the Chief Engineer arrived at the Machinery Control Center (MCC) and Laura reported what she had done, promptly the Chief praised her and signaled her to continue the procedure that was underway with the electrician. Together, after all the conferences and resets, Laura, and the electrician Jair, issued the order for the PMS to start generator #02, which excited, synchronized, closed the circuit breaker on the busbars, and divided the load normally. Chief Engineer Nikola Tesla, asked to electrician Jair to look for a new AVR in the electric Warehouse, to replace the AVR #01, even so, Nikola thought about doing some tests.

Therefore, he requested that the Captain activate the tunnel thrusters above the port in two ways:


Vessel responded well, there were no alarms, or the opening of the generator #02 circuit breaker on the busbars.

Thus, this vessel definitively left the port for navigation towards its offshore operations and the Chief returned to rest as well as the electrician, after troubleshooting, to then follow the next operations.

Gabriel, the First Engineer, assume his duty service, and after his normal round, started a revision service for a fuel oil purifier that Laura had started on her shift,

**Figure 9.** *Condition of main busbars during navigation to offshore operations [1].*

#### **Figure 10.**

*Condition of main busbars during navigation after generator failure [1].*

once the ship was navigating, and there would be enough time to finish that maintenance service.

As soon as the maintenance started, Gabriel observed a change in the charge regime of generator #02 due to the sound emitted by it, and soon there was an alarm. The engineer went to the MCC, noting the condition of generator on PMS screen, seeing that the Generator had disconnected from the busbars with a series of alarms, among them: "AVR Fault", again as illustrated in **Figure 10**.

At this moment, the electrician Jair said: "we need to see this, can be a serious problem!", because he knew that Laura had selected another AVR during troubleshooting, on the night before, and it would be very unlikely that both AVRs had failed.

Time was running out before the vessel reached the platform, so Gabriel decided to communicate Nikola, because only with three generators, there would be a reduction in contract speed, compromising the contract speed with the client. Since the vessel was equipped with PMS there was no blackout, the thrusters were automatically reduced and until then the Deck officers had not noticed any difference in the speed of navigation. So, when Chief Nikola arrives at MCC, Jair and Gabriel were already exchanging the AVR that Jair had already brought from the electric Warehouse. Nikola, very dissatisfied just observed what Gabriel and Jair were doing. Nikola is an experienced Chief Engineer and knew that the chance of two

AVRs failing together would be very low. Therefore, Nikola looked for the excitation / load control diagram of generator #02, while Jair and Gabriel were replacing the AVR. Nikola knew the order of events in which a generator needs to synchronize in parallel with another generator:


When the breaker closes, the loading generator increases the AVR current injection as well as fuel injection in the diesel machine while the generators that are giving load do the reverse process.

Telemetry Mesh called "loading sharing" communicates data to ensure that the Kilo Watts (KW) load values in both generators are equal, maintaining the AVR control process / fuel injection according to the electric load charges of the busbars.

Before Chief Nikola continued his analysis, Jair and Gabriel notified the order of the change in the AVR. Not ensured about the change done, they started the test. Generator #02 curiously connected on the busbars normally. Jair and Gabriel, were incredibly happy, shook hands and praised each other. Nikola thanked, but still dissatisfied said: Let us test!

Thus, at this moment, Chief Mate Fernanda, who had already been notified, started to take charge in several ways, thrusters against each other, all forward and all reverse and still generator #02 remained on the busbars. Jair and Gabriel were certain that everything was right, after all, in these tests, generator #02 remained on the busbars, the tests were severe, if anything that had to happen would happen during the tests. When Jair went to boast to the Chief, Nikola, who was focused on reading the electrical diagram, said to him: I am going up, call me when this generator leaves the busbars again! Skeptical and upset Gabriel said: Chief, it is settled, we have done the tests! Nikola replied with a friendly smile: Dear friend, thank you for your effort, your work was excellent, but call me again when this generator is disconnected from the busbars. Nikola turned his back and left MCC.

Gabriel told to Jair that the Chief was very suspicious fellow. Jair said that Nikola thinks him is the master of all the machines, he thinks that he invented the generator! After all, the electrician was Jair. Gabriel already calmer, said: Jair, you know how it is, right? Chief is Chief.

Thus, Jair said goodbye to Gabriel and went to change some lamps of the vessel, and Gabriel went to continue the service in the Purifier of diesel oil.

Time passed, the purifier was set up, Gabriel called Danilo, Oiler, to clean the environment of the purifier, when again generator #02, presented unusual noise and failed!

Surprised and incredulous, Gabriel said: what a Chief! Going up to the MCC where the generator #02 cubicle was located, he found the Chief with a Laser

Temperature Gun (LTG) in his hand, measuring temperature inside the generator #02 cubicle. Nikola called Jair and said, change this component, giving Jair an electric contactor, and pointing out on the board which one he wanted to be changed. Jair, feeling pressured by the constant defects, changed the component requested by Chief Nikola. Even when driving in different ways, thrusters against each other, all the power in front and all the power in reverse, generator #02 remained on the busbars. Nikola said: Now the problem is solved!

Therefore, could explain what was the Chief Nikola Tesla thinking and how he found out that the electric contactor was the real problem?

**Hints:** Field and excitation coils.

Solution:

To understand and solve this problem, is important observe the timeline analysis of the problem. Three AVRs failed. First AVR failure with Laura, it was replaced by it hot stand by AVR # 02 in 1 hour by Laura, and then failed again after 6 hours and was replaced by a new one in 1.5 hour of service, lastly, other AVR failed after 4 hours with Jair and Gabriel and again was replaced for a new one in 1.5 hour of service. The same failure happens with all AVRs, what easily suggest that the problem may not be this component and yes, another item common to for the AVRs. The purpose of an AVR, illustrated in **Figure 11** is to control the voltage of a generator by injecting current into the exciting coil. When you turn on a heater in your cabin, for example, the current in the generator armature increases and the magnetic field crossing the armature decreases due Lenz law, so the output voltage drops. To prevent this to occur, the AVR increases the current injection in the main exciter, increasing the magnetic field of the coil, consequently the field crossing the armature, and finally the output voltage to it set point.

When someone turns on a lamp, the AVR injects more current into the main exciter, when someone turns off, the AVR decreases the excitation, so the set point remains constant. If this control were manual, you would be in front of the electrical energy board all day increasing or decreasing the field excitation value manually. But what is it to do with this contactor?

The contactor switches the AVR, without power the AVR does not works, if this contactor fails, the AVR fails. On the Other hands, if so, the generator would not work under any conditions, even when the AVRs were changed, much less in the tests performed, and every time the generator was switched on, it would fail, as it would not reach the excitation voltage. However, this was an intermittent failure. Observe the Direct Chain (DC) voltage coil illustrated in **Figure 12**.

**Figure 11.** *Excitation system for a brushless alternator [1].*

*Perspective Chapter: Smart Maintenance in Modern Ship Engineering, Design and Operations DOI: http://dx.doi.org/10.5772/intechopen.99027*

**Figure 12.** *DC voltage CWM coil [1].*

**Figure 13.** *Disassembled CWM DC contactor [1].*

This coil works with a small voltage value, so it must be relatively large to keep the contactor's contacts closed, it must have many turns to have a great magnetomotive force at a little current, so the wire gauge is small. The vessel was more than 10 years and probably that coil was never changed, suffering years of heating on it made the varnish of the wire that constitutes the coil lose its insulation, even more when in use, this short-circuits insulation, causing the coil to lose some turns, decreasing the magnetomotive force. During some heating, the coil loses strength, the ship vibrates, this generates an instant lapse by opening the contacts and closing again, which switches off the AVR, so the generator stays momentarily without voltage control, so there will be no way to work in parallel with another engine. Therefore, it was what happened. **Figure 13** shows the damaged contactor disassembled.

Note that the contacts are in bad conditions. When Chief Engineer was checking the temperature inside of electrical board, he observed the contactor (common for both AVRs) heater than the others. Usually, the number of operations wears the contacts and thus, the contactor has some defect, bad terminals, or something, but it was measured an increase in the temperature of the coil and not in the contacts. in a DC coil, the current is limited by the ohmic resistance of the wire, so it needs a lot of turns, to produce a strong magnetomotive force to close tightly the contacts So, it was a real guess, because it's known that coils are sensitive to temperature, after all the temperature degrades the varnish isolation.

When was disassembled another contactor of a new model, it was possible to compare and ratify the Chief Engineer theory, as illustrated in **Figure 14**.

**Figure 14.** *Disassembled new contactor model [1].*

#### **Figure 15.**

*Timeline for the failures in the generator # 02 synchronization in the busbars.*

Notice that the coil of the new models is smaller and has an electronic card, the 24 VDC supply feeds the card which energizes the coil, the card generates an alternating current (AC) wave, which feeds the coil. So, who starts to limit the current value is the impedance of the coil, the number of turns of the coil decreases due to the inductance, so the length of the coil decreases, the ohmic resistance of the wire decreases, thus, the heating decreases, less resistance, less active power dissipated in the form of heat, less heat, greater longevity for the coil lifespan.

Indeed, a simple electric contactor was causing those all problems and compromising the safety navigation of the ship. A better analysis and a correct diagnosis are especially important; otherwise you can create even bigger problems.

## **3.2 Availability and reliability of generator # 02**

Mariners Engineers work in shifts of 08 hours as can be seen in **Figure 15**, showing the timeline of this failure of generator # 02.

MTBF for the failures in generator # 02 in the period of 2 shifts of 08 hours: MTBF = (2 shiftsx08hours - (1 hours+1.5 hours +1.5 hours))/(3 shutdowns in

16 hours) = (16–4) hours/3 shutdowns = 12/3 = 4 hours.

MTTR is calculated by applying the average time it takes to perform a repair after the failure episode.

MTTR = (Total repair time) / (number of failures). According **Figure 15** we have:

MTTR = (1 + 1.5 + 1.5) / 3 = 4/3 = 1.33 hours.

AVAILABILITY = MTBF/(MTBF+ MTTR).

Therefore the availability of the generator # 02 in 2 shifts is:

AVAILABILITY = 4 hours/(4 hours+1.33 hours) = (4/5.33)x100 = 75%.

The reliability (MTTF) for the DC relay, is considered as for unrepairable devices, in this case it is hope the lifespan of 10 years for this relay, so its failure is consider due to lifespan.

The new relay with AC coil it is expect a longer lifespan than for the DC coil relay due to lesser Joule loss in the AC coil, and Chief Tesla will implement a predictive maintenance plan, measuring the temperature in the electric cubicle in every six month.

*Perspective Chapter: Smart Maintenance in Modern Ship Engineering, Design and Operations DOI: http://dx.doi.org/10.5772/intechopen.99027*

## **4. Conclusion**

The objective of this chapter is to contribute with readers responsible for the maintenance of vessels, petro rigs and any industrial processes control plant.

Focused on a smart way for rapidly to solve routine problems on board faced by Marine Engineers, it was prepared a revision in the literature concerning troubleshooting, describing how to prepare and use the Ishikawa diagram and also compare with the dart of Vasconcelos developed by Saulo Vasconcelos. In this real case study the Chief Engineer applied the dart of Vasconcelos to reduce the MTTR and shows the solution for the electric problem of the electric generation # 02, caused by an electric contactor that switches the AVR (Automatic Voltage Regulator), The Mariners Engineers, without troubleshooting the problem replaced three times the AVRs without success to find the root cause of the problem. The Chief Nicola Tesla, applying the dart of Vasconcelos, reached the bull's eye of the problem, the old DC electric contactor. The dart of Vasconcelos directs for root cause and also to avoid future problem, recording the timeline of the problems until the final action, in this real case study the installation of new electric contactor with AC coil with longer lifespan for its AC coil, increasing availability and reliability of the Diesel-electric system of this ship.

## **Acknowledgements**

The authors would like to thanks the LORD GOD for this opportunity, the Admiral Braz de Aguiar Maritime Academy for the authorization to public this work, and to inTechOpen Access Publisher for the virtuous circle created to share knowledge between readers and authors.

## **Author details**

Saulo Vasconcelos and Paulo Vasconcelos\* Admiral Braz de Aguiar Maritime Academy, Belem, Brazil

\*Address all correspondence to: douglasic@uol.com.br

© 2021 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/ by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

*Modern Ship Engineering, Design and Operations*

## **Reference**

[1] Vasconcelos D, Saulo. Troubleshooting for Marine Engineers with Real Cases. Marine Insight Publisher; 2021. ISBN: 978-65-00-22161-9

## **Chapter 6**

## Human Resource Management in National Shipping

*Prasadja Ricardianto and Imam Sonny*

## **Abstract**

This chapter of this book shows that the mastery of some modern techniques is needed by the ship's crew who work in a management to build a modern ship, in accordance with the theme of this project, namely modern ship engineering, design and operations. The main problem is how the management leaders of this modern ship project can apply transformational leadership style through work-life balance and employee engagement to the ship's crew to make their work effectiveness improved. In carrying out the ship building which takes a quite long time, do the employees can be mutually engaged and can pay equal attention to the work in this project and the work at home? This study uses quantitative method with Structural Equation Modeling. This modern ship building uses some terminologies or variables of human resources such as transformational leadership style, work-life balance, and employee engagement which, based on the research done, directly and positively affect employee's work effectiveness. The key findings of this study indicate that there is a specific model on employee engagement and crew work effectiveness that is very appropriate to be applied to modern ships related to engineering, design and operations.

**Keywords:** employee engagement, transformational leadership style, ship's crew, work effectiveness, work-life balance, shipbuilding management, modern ships, engineering, design, operations

### **1. Introduction**

According to the data from the Human Resources Division of an Indonesia's national shipping company having some ships berthing in the Port of Tanjung Priok, Jakarta, Indonesia, the employee performance appraisal of the shipping company has a fairly good score in general. There has been an appraisal of one of the ship's officers, who was given a bad score. The employee engagement in general lies on the ship's crew loyalty which is not so strong. In particular, their welfare is not so good as the other similar companies.

The problems of some ships berthing in the Port of Tanjung Priok related to the work effectiveness of ship's crew based on direct interview are such as; (1) Ship installation repair which is not on time, (2) Late and inaccurate reporting on accidents and emergency conditions, (3) The use of personal protective equipment not in accordance with the Standard Operating Procedure, (4) Inaccurate report on shipment, (5) Low understand of International Safety Management Code, and (6) periodic mechanical and electrical maintenance of the ship's hull which is unscheduled.

Transformational leadership style, work-life balance, employee engagement and work effectiveness have been studied in some previous researches. With limited

resources the ship's officers should be able to apply an effective approach in order to improve the work effectiveness of their staff. According to [1], in the human resource management research, three terminologies are used, namely transformational leadership, work-life balance and employee engagement. In fact, the variable of work-life balance has a higher position than other variables.

In addition [2], says that a further research will provide understanding of how engagement will prioritize the employee's interests. Human Resource Management is very necessary in the Shipping Industry [3]. In a modern ship building, the term work-life balance as a whole is rated positively by the respondents [4, 5]. Several things to cope with in the variable of work-life balance, especially with ship's crew, are home sickness, fatigue, family problems, discrimination, bad onboard communication during the voyage and bad work relationship [6, 7]. In addition, work engagement is much needed in the management of human resources in the modern ship industry, especially on cruise ships [8, 9].

In general, ship performance improvement in real time can be done through monitoring, analyzing and displaying the ship's performance during service [10]. The recent design of modern ship can be illustrated as an integrated system of its role, operation, and services and using computer-based appliances and based on the design model integrated with the environment [11]. The integrated use of appliances for a new ship design can lead to the quick implementation of ship virtual prototype that has been planned in the early stage. Currently, there is a need for an integrated ship design, through an innovative approach with a new generation of computers [12]. The management of modern ship should be able to adapt it. According to [13], modern ship building should also see the technology integration in management and ship operation, which especially has a close relationship between the ship and the onshore management unit. The development of information and communication technology on smart cruise ships will add to the cruise experience [14]. Technically a modern ship with improved sensor systems using speed log information, GPS, ocean currents and ship dynamics, after weather matching and filtering processes, can increase the average sailing speed [15].

This study tries to get new findings based on hypothetical test whether there are differences in the use of research method, dimensions and indicators and whether there is a direct or indirect relationship. This study tries to find some novelties by comparing the results of this research to the previous ones. The aim of studying the activities of such a modern ship, in accordance with the main theme of this study, is to provide inputs and considerations to the technically modern ship management to pay more attention to some important terminologies for being able to improve their employees' work effectiveness.

#### **1.1 Literature review and hypothesis**

#### *1.1.1 Work effectiveness*

Effectiveness and efficiency are of performance measurements that can be used to evaluate the employee performance [16]. The management of a shipping business is expected to be able to make appropriate decisions, as a main power to enhance the safety of their employees. It is necessary to improve the effectiveness of the ship's crew of national shipping companies to be able to compete with the private similar companies. Work effectiveness according to theory [17], has several research aspects; such as quantity, quality, reliability, attendance, and ability to collaborate. The variable of work effectiveness has several research dimensions, namely; 1) Work quality, 2) Work quantity, 3) Punctuality, 4) Work effectiveness, and 5) Independent attitude.

Conceptually, it can be concluded that work effectiveness is the output of employee's work consisting of work quality, work quantity, punctuality and

employee job satisfaction used to achieve the goals. The aspects of work effectiveness are; 1) Punctuality, 2) Work quantity, 3) Work quality, and 4) Work suitability.

## *1.1.2 Transformational leadership style*

According to [18, 19], transformational leadership style is an ability to bring significant changes to the employees in an organization. A leadership style with democratic dimension, according to [20], can give freedom to employees and involve them in the decision making, which is more productive. In addition, the results of the researches done by [12, 13], also indicate the significant influence of transformational leadership on the trust in a leader, and, in turn, it gives a positive impact on the employee engagement. A leader has orientation to his staff and their work. Moreover [21], explains that transformational leadership style can potentially has an influence in improving the performance and quality of ship's crew. Besides that, democratic leadership style is also very effective although further studies show various results. Transformational leadership behavior promotes teamwork, high performance expectations, and individual consideration significantly [22, 23]. Based on the opinion of [24], the characteristics of transformational leadership style, by developing several aspects, are; 1) Ideal influence; 2) Inspirational Motivation; 3) Intellectual Stimulation; and 4) Individual consideration. Ideal influence is the most important aspect of transformational leadership.

Conceptually, based on the theoretical studies and previous relevant researches from some experts who support this study, it can be concluded that transformational leadership style is the way of a leader to design, influence, and ask for the engagement of his subordinates to achieve the organizational goals consisting of several aspects, such as; 1) ideal influence or charisma, 2) inspirational motivation, 3) intellectual stimulation, 4) individual consideration, and 5) democratic style.

## *1.1.3 Work-life balance*

According to some experts like [25, 26], Work-life balance is guided by the working hours and positive results when someone is able to combine work role and family role. In the opinion of [27–29] Work-life balance has become an important variable in coping with one of employee management problems. There is a significant positive relationship between family life and work. Whereas Work-life balance according to [30] closely related to some other aspects like the job characteristics, allowances, support from superiors, employee's working culture, job satisfaction.

According to Frone, Yardley and Markel in [31], Work-life balance has five aspects, namely; (1) Time management; (2) Social life outside the work; (3) Work life balance; (4) Work-family balance; and (5) Ability to keep involved in the nonwork interests and activities. Work-life balance is also related to job demand, intention to move and psychological tension, but in positive ways it can involve family and result in job satisfaction [32, 33]. These five aspects are based on the theory and some previous researches that conceptually support this study to become the main aspect in the terminology of Work-life balance.

#### *1.1.4 Employee engagement*

An employee who wants to be engaged in the company must have commitment to the job and working motivation to achieve a high performance [19, 34, 35]. In the previous research, employee engagement according to [36–38] is a condition which is expected by the company, having psychological bond, having organizational goals and showing bond, commitment, vigor and focus on work. According to Khan, an employees will be tied to their work and when this happens they will

totally work; physically, cognitively and emotionally [39]. Aon Hewitt, who develops a model of employee engagement (**Figure 1**), explains that the five terminologies of Human Resources Management are established to be a Grand Theory and variable unity in this study.

Employee engagement is something satisfactory related to vigor, dedication, and absorption which is significantly and positively related to the performance of organization [41–44]. Whereas [45], proposes three aspects of employee engagement, namely Say, Stay and Strive. Strong employee engagement will be able to influence a work [46, 47]. In the opinion of [48] the engagement strategy implemented by organizations has reached a satisfactory level. Moreover [49, 50], state that an organization may have a competitive advantage in the form of increasing employee engagement and can affect the welfare. A research carried out by Schaufeli of Utrecht Work Engagement Scale (UWES) uses three dimensions; vigor, dedication and absorptions [51]. The results of correlation and regression from the research of [52], show that team support is the strongest predictor of an engagement.

Conceptually, based on the theory and previous researches from some experts who support this study, it can be concluded that employee engagement is a positive attitude of an employee to the engagement, commitment to working, enthusiasm in working, comfort in working with some aspects, namely: 1) Vigor, 2) Dedication, 3) Absorption, and 4) Stay.

## *1.1.5 Hypothesis*

H1. Transformational Leadership Style has influences on Employee Engagement H2. Work-Life Balance has influences on Employee Engagement

**Figure 1.**

*Model: Engagement drivers. Sources: [40].*

*Human Resource Management in National Shipping DOI: http://dx.doi.org/10.5772/intechopen.99477*

**Figure 2.** *Conceptual framework.*


Some terminologies in the Human Resource Management such as; Transformational Leadership Style, Work-Life Balance, dan Employee Engagement are important variables to improve the work effectiveness of ship's crew.

Below is the conceptual framework of this research (**Figure 2**).

## **2. Research method**

This research has four main variables in this case, such as, transformational leadership style, work life balance, employee engagement and work effectiveness. Each variable studied includes several dimensions and indicators. The analytical tool in this quantitative study uses Structural Equation Modeling (SEM) with the help of the Lisrel 8.7.1 program. Hair et al. [53] explained that the use of SEM allows simultaneous analysis of a series of relationships, thus providing statistical efficiency. The use of Structural Equation Modeling is also used to test research hypotheses.

The sampling technique in this study is called Cluster Systematic Sampling. The Slovin formula was used to obtain a sample of 290 crew members from a total population of 1,050 crew members from seven modern passenger ships with a capacity of 2000 passengers on each ship. The results of this research questionnaire are considered reliable and valid in previous trials on 30 respondents from crew members taken from one of the seven modern ships. The validity test on the work effectiveness, transformational leadership style, work-life balance and employee engagement instruments resulted in most of the items being valid statements. The results of the reliability test for all variables show that they are above 0.9 and it means that they have high reliability.

The use of the Lisrel analysis tool from Structural Equation Modeling is currently being carried out by several previous researchers to test the conceptual framework.

Previous research that has a positive effect on work effectiveness using SEM was carried out by [54]. Several studies on transformational leadership styles that have used SEM were also conducted by [48, 49, 55, 56]. The study of work-life balance

also applies a lot of SEM models adapted by [57–59]. Meanwhile, other studies related to employee engagement that use SEM are described by [60, 61]. Several researchers have previously been recorded using the SEM model with the help of the Lisrel program [62–64].

## **3. Discussion**

## **3.1 Result of model test**

Based on the test result of Confirmatory Factor Analysis (CFA) on the construct of transformational leadership style, that all the indicators in the dimension have been valid. Likewise, the value of CR is 0.96 (> 0.70) dan VE is 0.82 ( > 0.50). The test result of CFA on the construct of work of balance that all the indicators in the dimension have been valid. Likewise, the value of CR is 0.97 (> 0.70) dan VE is 0.87 ( > 0.50). The test result of CFA on the construct of employee engagement that all the indicators in the dimension have been valid. Likewise, the value of CR is 0.98 (> 0.70) dan VE is 0.91 ( > 0.50). Whereas, the test result of CFA on the construct of work effectiveness that all the indicators in the dimension have been valid . Likewise, the value of CR is 0.96 (> 0.70) dan VE is 0.87 ( > 0.50).

Based on the test result of Confirmatory Factor Analysis (CFA) on the construct of transformational leadership style, work life balance, employee engagement and work effectiveness from all the summarized indices, can be concluded that all the indicators used in this study have good validity and reliability values. Thus, it can be illustrated as the result of the model test (**Figure 3**).

## *3.1.1 Hypothetical test*

Some of the results of hypothesis testing are described in the following tables (**Figure 3**).

Based on **Table 1**, transformational leadership style and work-life balance affect employee engagement, so that both hypotheses 1 and 2 are accepted.

**Figure 3.** *Research model.*


#### **Table 1.**

*The influence of transformational leadership style and work life balance on employee engagement.*

H1: The influence of transformational leadership style on employee engagement.

Previous relevant study results state that transformational leadership style directly and positively affects employee engagement. The theoretical studies state that leadership style supports employee engagement. For example, the theoretical opinion of [65] states that leadership style supports engagement. Several previous studies by [66, 67], it has been studied that employee engagement can become a mediation for transformational leadership and company branding. Some studies say that transformational leadership style has a positive and direct influence on employee engagement [68, 69].

The result of another research shows that the relationship between the level of employee engagement and the influence of leadership can be measured through the level of management commitment [70]. Another leadership style, i.e. democratic style, shows its quite strong relationship with employee engagement [71]. Another research by [72] states that transformational leadership style affects the employee satisfaction of an Indonesian company through employee engagement. Good transformational leadership will improve employee engagement. However [73], in their study find the indirect relationship between transformational leadership and engagement.

Thus, the results of previous relevant studies support this study. It means leadership style has a direct and positive influence on employee engagement.

H2: The influence of work-life balance on employee engagement.

The previous relevant research by [31] test the hypothesis resulting in that work-life balance is necessary for employee engagement. Employee engagement is increasingly being seen as a win-win strategy for companies, employees, and their communities. Moreover [51], states that work-life balance is getting more important for employee engagement. Another research says that the policy and practice of work-life balance will get benefits from higher employee engagement [52, 53]. In another study through a comparison of indirect effects, the findings of [74] show that employee engagement and work-life balance can act as mediators. Moreover [75], explains that organizations support work-life balance and employee engagement. Another research by [72] explains that work-life balance affects employee satisfaction in an Indonesian company through employee engagement. The result of another research by [76] in Vietnam, shows that work-life balance and work stress positively affects employee engagement.

Thus, the results of this study are in accordance with previous theoretical studies and related research. This means that work-life balance has a positive and positive effect directly on employee engagement.

From **Table 2**, shows that transformational leadership style and work-life balance affect employee engagement, so that both hypotheses 3 and 4 are accepted.

H3: The influence of transformational leadership style on work effectiveness.

Previous relevant study results state that transformational leadership style directly and positively affects work effectiveness. The theoretical studies state that transformational leadership style influence work effectiveness. The findings of


**Table 2.**

*The influence of transformational leadership style and work-life balance on work effectiveness.*

researches [77], confirm that performance improvement is highly affected by many factors; one of them is leadership. This study is also in line with the opinion [78], stating that the variable of leadership directly affects employee's work effectiveness. Based on the study [79] on the business of shipyard in Indonesia, transformational leadership positively and significantly affects employee performance. The result of another research shows that transformational leadership style directly and positively affects work effectiveness [80]. Moreover [81], states that transformational leadership also develops a research model which is designed to assess the effectiveness and performance of leadership.

In conclusion, the results of this study are in line with previous theoretical studies and related research. Then, transformational leadership style directly and positively affects work effectiveness.

H4: The influence of work-life balance on work effectiveness.

Previous relevant study results state that work-life balance directly and positively affects work effectiveness. The theoretical studies state that work-life balance supports work effectiveness. The researches [80, 82] prove that better work-life balance leads to the improvement of employee performance. The arrangement of work-life balance can be related to the perception of individual performance, that those who have better performance are considered as able to take advantage of work-life balance.

In conclusion, the results of this study are in line with previous theoretical studies and related research. Then, work-life balance directly and positively affects work effectiveness.

From **Table 3** shows that Employee engagement has an effect on work effectiveness, the end result is hypothesis 5 is accepted.

H5: The influence of employee engagement on work effectiveness.

The results of previous relevant researches state that employee engagement directly and positively affects work effectiveness. The theoretical studies state that employee engagement supports work effectiveness. Theoretically [61, 83, 84], state that employee engagement has an impact on the improvement of performance. The result of another research [85], also reveals the positive influence of perceived organizational support on the employee performance mediated by employee engagement. Another researcher shows the way organizations can enhance the engagement among their employees which will improve the effectiveness of organizations [86]. Finally, the need for strong organizational commitment and high work engagement is the determining factor of success to achieve higher performance [37, 87].


**Table 3.**

*The influence of employee engagement on work effectiveness.*

In conclusion, the results of this study are in line with previous theoretical studies and related research. Then, employee engagement directly and positively affects work effectiveness.

## **4. Mediation effect test**

This research also conducts a testing related to intervening or mediating variable, so it is necessary will be able to state whether employee engagement is appropriate to produce the intervening variable between transformational leadership style and work-life balance as the independent variables and work effectiveness as the dependent variable.

Employee engagement as an intervening variable between transformational leadership style and work-life balance as well as work effectiveness which explains that initially there is a significant direct relationship. For example, the value of t for the direct influence of transformational leadership style on the work effectiveness is 7.65 and after the inclusion of employee engagement the value of t decreases to 5.09 and still significant with t-value > 1.96 (**Table 4**).

The ways to improve the work effectiveness of modern ship's in line with the theme of this project, i.e. Modern Ship Engineering, Design and Operations, are through appropriate analysis, reducing fuel consumption through optimum ship's trim, on time machine setting or propeller cleaning [10]. In terms of engineering and operation, the ship's crew must pay attention to modern ship management such as the data of hindcast wind and the data of wind sensor, speed log sensor, and the filtering process, in order to get an accuracy in the daily report, the number of sensors and the Data Acquisition Systems (DAQs) where each of them can be seen as the node of data collection sources [15, 88].

According to [78, 79], in their researches, transformational leadership style and employee engagement, significantly affect the employee work effectiveness. In the time of Covid-19 pandemic, how the leadership can be responsible for supporting the tourism sector through the management of modern ship in order to be able to manage the crisis [89]. Radic and Radic et al. [9, 90] in their research state that there is an opportunity in a modern ship to enhance the employee engagement by enhancing the factors related to communication and advancement, the capacity to be engaged and the behavior of engagement. Study by [91], asserts the existence of significant and positive engagement related to the degree of retention, and some contributing factors. According to [8], the crew work in a bad condition and it determines their engagement, contributing to the identification of the dimensions of work quality that need to be improved by the Human Resources Manager in modern ships.

Work-life balance in modern ships must pay attention to the significant predictor of welfare such as the employee's multicultural environment [4]. Especially for shipping industry, seafarers who work on modern ships like a cruise ship, Barnett


#### **Table 4.**

*Single mediation test through employee engagement.*

explains the tendency of complaining the work condition which is full of stress and negatively affecting their work-life balance in the long term [3]. Through a quantitative approach [5], explains in his theory that work-life balance is highly necessary for the crew of modern ship.

Some studies are in line with this study that ship management through engineering, Smart Maritime Ecosystem, digital features of modern ship, the utilization of Communication Information Technology, especially in terms of efficiency, sustainability, security, and experience personalization, as well as challenges and limitations related to the improvement of that technology [14]. Improvements in several human resource variables through research on seven modern ships at the Tanjung Priok port, Jakarta, Indonesia that are well integrated will be able to improve engineering, design and operational fields such as the Smart Maritime Ecosystem, digital features of modern ships, utilization of information and communication technology, systems sensors, GPS.

## **5. Conclusion and recommendation**

Then it can be concluded that the effectiveness of work in the national shipping company is directly affected by the transformational leadership style of the ship's officers, work-life balance, and ship's crew engagement. Based on the results of research on modern ship building, the novelty of the research lies in several aspects of human resources. On the effectiveness of the work of the crew at the national shipping company, the novelty in the aspect of work reliability.

The novelty of the transformational leadership style of research lies in the aspect of intellectual stimulation. In the work-life balance variable lies in the work-family balance aspect, while the engagement of the crew is seen as new in the aspect of loyalty. The main novelty in this study is that the employee engagement variable is a mediating variable which is expected to be a key assessment aspect, especially for shipping employees on modern ships.

Overall, on the work effectiveness, It is hoped that the crew can immediately analyze several aspects of non-conformity in work, work safety and hazardous conditions immediately, correctly and accurately. This study is potential to support national shipping companies, particularly modern ship companies to improve the work effectiveness of employees, especially ship's crew.

The key finding of this research which is also a novelty of this research is that through variable of transformational leadership, work-life balance and employee engagement will be able to improve ship crew's work effectiveness. Thus, this modern ship research is integrated in line and supports previous research, especially the relationship between the four variables of human resources with the fields of engineering, design and operational. This research is a model that will improve the quality of modern shipbuilding with large weight and high speed.

### **Acknowledgements**

Writer team hereby give thanks the editors, Proofreader and the Directorate of Research and Community Service the Ministry of Research and Technology and Higher Education of the Republic of Indonesia as the financial supporter. Ship's Officers and Ship's Crew especially the ships berthing in the Port of Tanjung Priok, Jakarta. For all respondents we say thanks, also Trisakti Institute Transportation and Logistics that has assigned the authors to the Port of Tanjung Priok and for all assistance provided to accomplish this study.

*Human Resource Management in National Shipping DOI: http://dx.doi.org/10.5772/intechopen.99477*

## **Author details**

Prasadja Ricardianto\* and Imam Sonny Trisakti Institute of Transportation and Logistics, Jakarta, Indonesia

\*Address all correspondence to: ricardianto@gmail.com

© 2021 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/ by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

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## *Edited by Carlos Reusser*

Some marine propulsion systems are based on thermal machines that operate under the diesel cycle. Their main advantages, compared to other propulsion systems based on thermal machines, are low specific fuel consumption and greater thermal efficiency. However, their main disadvantages lie in the emissions produced by combustion, such as carbon dioxide (CO2), sulfur oxide (SOx), and nitrogen oxide (NOx). Over the last decade, the International Maritime Organization (IMO) has adopted a series of regulations to reduce these emissions based on the introduction of several energy efficiency designs and operational indicators. In this context, this book focuses on the design and operation efficiency of ships through an analysis of the main propulsion systems. It discusses the use of alternative fuels as well as the integration of hybrid and fully electric propulsion systems.

Published in London, UK © 2021 IntechOpen © sergeyryzhov / iStock

Modern Ship Engineering, Design and Operations

Modern Ship Engineering,

Design and Operations

*Edited by Carlos Reusser*