ENGINE ROOM SIMULATOR

Engine Room Simulator with ERM

INTENDED LEARNING OUTCOME

To obtain relevant information early.

To build a shared mental model of the situation.
To be cautious, safe strategies and keep options open as long as possible.
To have realistic and sensitive to constraints.
To share workload.
To monitor progress by cross-checking each other.

WHAT IS RESOURCE MANAGEMENT?

Course about MANAGEMENT.

it is the ACT of managing; handling, supervision, or control of business or other enterprise such as the
bridge & engine room when applied to maritime vessels.
The person who directs, controls, manages resources and expenditures; a person who handles a
responsibility and has resources under him such as subordinates and has also a manager above him called
his superiors.

THIS PERSON WHO DO MANAGEMENT IS CALLED THE MANAGER

WHY DO WE NEED RESOURCE MANAGEMENT?

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CAUSES OF MARITIME ACCIDENTS

FACTORS AFFECTING PERFORMANCE

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HUMAN ERROR

WHAT IS ENGINE RESOURCE MANAGEMENT

This training programme deals with management in highly operational situations in the
engine room.

ENGINE ROOM RESOURCE MANAGEMENT

It is a fact that the way human beings interact, communicate and make decisions in such situations is quite
similar. So management errors are also similar.
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ENGINE ROOM RESOURCEMANAGEMENT

CREW MANAGEMENT ERROR

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LACK OF COMPETENCE IS ACTUALLY A MINOR REASON FOR AN ACCIDENT!

ENGINE ROOM RESOURCE MANAGEMENT OBJECTIVES

To have a good situational awareness and knowledge with the following:

Position, course and speed

Main Engine Condition
Hazards to navigation
Weather condition
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Crew Condition
Pilot’s intentions

THE RESOURCES ARE THE FOLLOWING

MRM AS REQUIRED BY THE CONVENTION

ATTITUDES & MANAGEMENT SKILLS

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THE THREE TRUTHS

The sea is dangerous.

We can not change the law of nature.
We make mistakes.

SEVEN HAZARDOUS THOUGHTS

MANAGEMENT SKILLS APPLIED ONBOARD SHIPS

Planning
Organizing
Leading
Controlling
Delegating
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CULTURAL AWARENESS

Communication is difficult even without culture.

The Chief Engineer is in the middle and needs to communicate with many different people in the
organization.
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Cultural gap or cultural differences often times contribute to misunderstanding onboard and there is
a need to know others people culture.

FACTORS OF CULTURE:

NOTE

Individuals in different cultures can have more in common than individuals in the same culture.
Asians can be westernized; Americans can be quiet.
So keep an open mind and don’t stereotype people, they’ll probably surprise you.

INCREASE CULTURAL AWARENESS ONBOARDSHIP

Respect other people’s culture for good communication

Learn what motivates people as individuals and as members of their culture
Interpreter - pay careful attention to

INCREASE CULTURAL AWARENESS ON BOARDSHIP

Language and to reactions. You may need a cultural interpreter familiar with the
culture who can act as a link between cultures
Explain actions and give clear messages in simple language

THE DONT’S ABOUT CULTURAL AWARENESS

Don’t stereotype people - individual variation is very wide

Don’t assume people have your values
Don’t offend people - there are cultural, religious and body language rules that will offend certain
cultures
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COMMUNICATIONS AND BRIEFING

The Principles of Good Communication

Setting the climate

Interactive
Closed Loop

SETTING THE CLIMATE

The Chief Engineer must set a good climate to his subordinates in order to foster good
communication.
When the Chief Engineer is open to his men there would be an effective communication among the
team; engine department.

CLOSED LOOP
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BRIEFING GUIDELINES

Make time
Open and friendly
Who should run?
Interactive
Define responsibilities
Closed loop

DE-BRIEFING GUIDELINES

As soon as possible
Yourself first
Positive & Negative
Whole team
Interesting
Make plans
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SHORT TERM STRATEGY

Short Term Strategy is a practical method for dealing any type of task, but usually useful in
abnormal or emergency situations when use of all available resources is necessary.
When we speak of emergency it is usually a time constraint situation.

5 STEPS OF SHORT TERM STRATEGY

Identify the problem

Build the plans
Check the plans
Summary briefings
Monitor
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Identify the problem.

Use all resources
Use time available
Make time

Build the plans

Use all resources
Use time available
Make time
Set priorities
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Check the plans

Ask for suggestion
Compare plans
Consider inputs
Anything missing?

Summary briefing
Check understanding
Set monitoring guidelines
Gain commitment
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HOW TO CREATE THE TEAM FOR STS

Take care each other.

Inspire each other.
Cooperate w/ each other.
Create a good climate.
Understand each other’s work situation.
Understand our limitations.
Respect each other.

AUTHORITY & ASSERTIVENESS

Are major hazard in shipping perhaps because of history and tradition.

Understanding it can help to limit its negative effect.

AUTHORITY
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The Chief Engineer has formal authority because of his legal and company responsibility.
He may also have personal authority. Formal and Personal Authority are linked.
If Personal Authority is weak, then Formal Authority must be used. But if Personal Authority is
strong, then a good Master or Chief Engineer has little need to use his Formal Authority.
In this lesson were not talking about formal, legal and company authority but about Personal
Authority.
The level of authority that others see may be different from what was intended.

ASSERTIVENESS

Giving your ideas whether they are right or wrong.

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It can come from confidence, knowledge, skill, experience or just personality.

Understanding it can help to limit its negative effect.

NOTE

Authority and Assertiveness are very similar. We associate Authority with the Chief Engineer and
the person in-charge and assertiveness with the officers, junior members of the team or the crew.
Most people would agree that a Balance between the authority and assertiveness of any two
members gives the safest situation.
Everyone must be assertive enough to contribute to and, if necessary, challenge the situation.

MANAGEMENT STYLE

Please note that we will be dealing with management style, not persons with typical characteristics.
Ideally, a person can switch from different management style depending on the situation.
5 Management Styles
Tiger, Penguin, Sheep, Snail & Dolphin

TIGER (CHARACTERISTICS)

Authoritarian style
One way communication
Does not like challenges
One man band
Good leader in crisis

TIGER (EFFECTS OF THIS STYLE)

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Quiet and defensive engine team members

Poor communication and few challenges
Decline in performance
Low Morale

PENGUIN (CHARACTERISTICS)

Uses too much unimportant communication

The challenge & response is weak
He is too supportive to bridge/engine team members
Lower standards tolerated

SHEEP (CHARACTERISTICS)

Sets standard in between

Average communicator
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Authority is moody
Seldom applies Short Term Strategy

SNAIL (CHARACTERISTICS)

Set standard too low

Poor communicator
No authority
Poor short-term strategy

DOLPHIN (CHARACTERISTICS)

Good communications
Accepts challenges
Uses short-term strategy
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NOTE

The ideal manager is somebody who is very concerned with performance but the same time makes
best uses of his engine team.
He uses the Resource Management tools. Communications & briefings are carried out in the
correct way.
He establishes a good challenge & response environment, & always uses the short term strategy
when appropriate.

WORKLOAD

There are dangers of too low and too high workloads and should be avoided systematically using
methods like task analysis, delegation and rotation of work.
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DELEGATION

Everyone agrees that delegation is a good idea, but few people do it and ever fewer people do it well.

DELEGATION CHECKLISTS

Which tasks?
To whom?
Briefing.
Let go.
Monitor.
Reward.

HUMAN INVOLVEMENT IN ERRORS

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Some incidents and accidents are caused only by acts of God.

But human error usually plays a major part.
Actually its human involvement in errors because there’s often not one but a chain of errors.

UNDERLYING FACTORS

Increased competition and emphasis on cost cutting. Increasing age of the world’s fleet. This can lead to
new and strange technical problems.
Crews from mixed cultures. Frequent new crew turnover.

2 TYPES OF ERROR
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EXTERNAL ERRORS outside one’s direct control.

INTERNAL ERRORS Inside our head

TYPES OF EXTERNAL ERRORS

EXAMPLES OF INTERNAL ERRORS

1. Boredom – inattention
2. Edge of routine – doing the same task repeatedly
3. Fatigue
4. Lack of knowledge
5. Lack of training
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THREE TYPES OF RESPONSE TO AN INCIDENT OR ACCIDENT

Type 1 – prevent
Type 2 – minimize the probability
Type 3 – train to recognize, avoid, & minimize the consequences

JUDGEMENT AND DECISION MAKING

JUDGMENT is defined as processing information to produce a decision and a decision as the

conclusion of the judgment process, showing the action to be taken.

GOOD JUDGEMENT

Good Judgment Can Be Learned But This Isn’t Easy. It Takes Time And Experience.
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CATEGORIES OF DECISIONS

1. Routine Decisions
Often simple choices.
For example the vessel’s speed through restricted channels or how many tugs to use, planned
maintenance.
They are usually covered by company guidelines or by your experience or are obvious.

2. Instant Decisions
Are when there’s no need or little time for judgment.
Some instant decisions involve high risk and possibly high stress.
For example the threat of machinery malfunction, loss of power, they need fast reactions.

3. Considered Decisions
Need a lot of judgment.
They could be linked to one or more short-term strategies to solve the problem.
But they don’t have to involve problems. They could be important decisions that need careful
thought from the whole team.

EXAMPLES

Engine room fires.

Bunkering spillages.
Entering or leaving port in bad weather.
Machinery breakdown.

NOTE ON DECISION

1. Bad decision despite good judgment. A decision is only as good as the information on which it’s based.
Garbage in, garbage out. So, continually check the quality and relevance of information.
2. Decisions that require instant reactions
Train yourself to act quickly.
Discipline yourself to act slowly.
Count to ten.
3. When you decide to leave things as they are, this is a conscious decision. A decision has been made
and you should clearly communicate this fact.
4. If you unconsciously fail to take a decision for whatever reason, this does not occur at any particular
point in time, this can be serious.

AUTOMATION AWARENESS
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Give us different levels of help.

An example of a low-level of automation bridge is whether helmsman can be replaced by an autopilot
or the UMS in the engine room.
With the medium level of automation we’re still in the middle and in full control. But we’ve got more help
we can call on.

AUTOMATION

But in highly automated environments, example: modern ships bridges or engine control room, the
automation may take action on its own and keep
us out of the loop.
Automation, in fact the computers it consists of, is there to help you and has many powerful properties.

AUTOMATION VS HUMANS
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AUTOMATION
Good at monitoring data for years without getting tired
Computers can store, handle, retrieve large amounts of data at high speed
Perform many tasks at the same time
Decisions based on programming

HUMANS
Bad at monitoring data and get bored and tired easily
Not so fast and reliable
Only one or two tasks at the same time
Anticipate and improvise

AUTOMATION DANGERS

Automation affects workload

In normal modes, workload decreases when automation increases.
From manual to fully-automated navigation & steering system, UMS for engine room.
This is sometimes called the Automation Trap.
Someone stuck in the Automation Trap will counteract the escape from a critical situation.

New types of errors

automation also affect the timing of errors. Errors in pre-programmed routes may not be
noticed for hours.

Misunderstanding
We may also misunderstand parts of the system for abnormal modes.
We may have checklists and recipes of what to do, but do we know how the system really
works and how it links to other systems? We may also lack practice.

Attitudes to automation
We may have inappropriate attitudes to automation
Superior to machines – might lead to hazardous thoughts, you may mistrust what they are
saying even if it’s true.

Inferior to machines – might lead to overconfidence in the automation decreasing your need to
question and double-check. You may rely too much in the machines and be frightened to re-adjust
them, in case something goes wrong.
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CRISIS MANAGEMENT

When Resource Management principles fails and accident did happened, we still need to handle the
situation using crisis management.

RECOGNIZING AND HANDLING STRESS

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MANAGING THE CREW

Taking Command
Self knowledge
Training
Awareness of crisis phases

CRISIS PHASE
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SHORT TERM STRATEGY

1. Identify the problem
2. Build the plans
3. Check the plans
4. Summary briefing
5. Monitor

CRISIS PHASE 1 (SHOCK AND ORIENTATION)

Uncertain & show stress

Depend on a leader for direction
Need to told what to do
Coded pre-announcement

CRISIS PHASE 2 (STORMING)

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Emotional resistance
mild unease or open conflict
Should end in agreement
Anxiety levels should go down

CRISIS PHASE 3 (ACTION)

Cooperation develops
Team start to work as a team
Members become more flexible

CRISIS PHASE
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