sure that younger crewmembers understand, putting themselves in the shoes of theyounger crewmembers.

2-3 Harmony between technology andhuman beings: 4M management
In the aircraft field it is said that 4M management, as shown in Figure 2-4, is indispensable
as a guiding principle to properly manage the repair/inspection/maintenance necessary toensure that the aircraft remains “airworthy”.
Man who acquires the Method（necessary knowledge) and who uses the Material, theMachine & the Facility can carry out repair/inspection/maintenance. Those 4 initials
are M. 4M management is the same as ERM (Engine Resource Management), and it isessential for the implementation of quality control.

          

（

）     （         ）      

Figure 2-4 Management of 4M

13

4M is compromised when the following examples occur:(1) Machine&Facility: the maintenance personnel judges the deterioration ofparts by measuring with a “faulty measuring scale”.
(2) Machine&Facility: the maintenance personnel tightens bolts using an“uncalibrated torque wrench that has a deteriorated spring”.
(3) Material: the maintenance personnel installs non-genuine parts.
In Table 2-5, aircraft and ships can be compared using 4M.
It is clear to see that 4M can be applied to ships also, therefore, please take some time toreview this and use it onboard whenever possible.

Industry

Aircraft

Ship

Important points

Gravity
Human beings

Water (Sea)
Human beings

Knowledge, Repair/
Inspection/Maintenance,
Instruction Manual, Procedure,
Training, Education

Knowledge, Operation, Repair/
Inspection/Maintenance,
Instruction Manual, Procedure,
Training, Education

Airline Mechanic(Supervisor, Subordinate,
Senior, Junior)Engine Department Crew
(Supervisor, Subordinate,
Senior, Junior)Repair/Maintenance Parts,
Fittings

Repair/Maintenance parts,
Ship Supplies, Chemicals,
Lubricating Oil

Facility, Equipment,
Equipment, Tools,
Maintenance Hangar

Facilities, Equipment, Measure,Tools, Dry Dock

MethodMan
4M
Material(Materials, Parts,
Consumables, etc.)

Machine & facility(Facilities, Plant andEquipment etc.)

Table 2-5 Comparison of 4M

14

2-4 Limitation of human capacity
Factors that cause human error include the following recognition processes.

Error when registering information
Example: Crewmembers sometimes overlook parameter information of engine
room machinery dials etc. (change of pressure, temperature, vibration,and so on) during engine room rounds, etc.
Errors in the memory process (errors due to limitations of short-term
memory, long-term memory) (lapse)
Example: The technical personnel forgot what he planned to do.
The technical personnel believed that he completed his work eventhough he did not finish it, and so on.
Error in the judgment process (mistake)
Example: The technical personnel believed the action was correct without any
doubt.
The technical personnel worked according to procedures that do not
apply, and so on.
Temptation to deviate (violation)
Examples: The technical personnel unavoidably used a tool not specified for thetask.
The technical personnel believed it was safe and didn't wear theprescribed protective goggles, and so on.
Error in the output process (slip)
Example: The technical personnel hit the next key on the keyboard for operating
the remote monitoring system,
The technical personnel skipped the items on the check sheet andproceeded, Captain inadvertently pressed the main engine “manualemergency stop button,” which was identically shaped and locatedimmediately adjacent to the “program by-pass button,” and the main
engine stopped in an emergency in the center of the canal (Pleaserefer to “3-2-1 Incident case of loss of propulsion in the US: Incorrect
operation of the main engine in the wheelhouse”) , etc.

Among the above factors, let’s look at errors that occur when registering information.
15

Errors when registering information
Table 2-6 shows, “Errors when registering information”. Let us imagine your vision
during taking a round in the engine room when “Focusing on one thing,” “Checking
aimlessly,” “Thinking about something different,” or “Jumping to the wrong
conclusion,” and so on. The information around you that you recognize with your eyes
such as “color, numerical values, indication on a measuring gauge, quantity, and open/
closed state of switches and valves,” and so on can be perceived as only an image likesome ordinary scenery or landscape. As a result, it cannot enter into your selection/
judgment/decision process accurately and cannot be transmitted to the brain, whichthen leads to an incorrect output (action). Factors such as similar notation, a confusing
display, busyness, fatigue, lack of sleep, aging, your physical condition, and so on also
influence the background processes behind your actions, and if they overlap, the risk oferror increases. Please be aware that a lack of sleep can lead to the same decline in brain
function as when drinking alcohol. Please refer to the errors of each process in “Reference
Material 02: Under what circumstances does an error occur?” (Page108).

Errors when registering information
Focusing on one thing
Information is notregistered.

・Vision/hearing is limited.
・Field of view is limited.
・Visible range is limited.
Checking aimlessly

Information isregistered, but notprocessed.

・A lack of interest.
Thinking about something different
Jumping to wrong conclusion

Information
registered,
but was illuded.

・ The information is of interest but
misinterpreted.
(Hasty judgments, misunderstanding,assumptions).
Table 2-6 Errors when registering information

16

Incorrect
operation&
poor
maintenanceHumans collect information by taking advantage of their five senses when making
decisions and acting on them. Figure 2-7 shows the ratio of the five senses affecting
information collection in general.

  









 













Figure 2-7 The five senses

17Surprisingly, sight accounts for 83%, and hearing 11%. However, since the brain
cannot process all the information it perceives, it can only see and hear according to
the information that the brain imagined in advance. That is, since humans’ subjectivity
interposes, you will only see what you want to see and will hear only the sounds you
want to hear. Furthermore, these abilities greatly influence the decision of engine
operation and repair/inspection/maintenance.
Humans have the wonderful capability to “see, hear, judge, act,” but these limitations
can cause human error. Therefore, it is necessary to harmonize between the goals to beachieved and machinery/equipment function. If it is impossible to do so, it will result inincorrect operation or faulty engine room machinery maintenance.
For the aviation industry, “human capability and its limitations” are shown in Table
2-8, and are essential items for qualification requirements, maintenance programs,
maintenance training, and so on. Thus, these are incorporated into the basic education
program, and national examinations require proficiency in this area. It is highly
likely that the shipping industry can learn something from these important points thatoriginated in the aviation industry.

POINT(1) Understand human capabilities and their limitations.
(2) Based on these capabilities, we need harmony
amongst humans, machinery systems and theenvironment.
Table 2-8 Human capabilities and limitations18

2-5 Error chain: example of an engine
accident
Most engine accidents are the result of a chain of small errors.

Engine accident error chain example
Figure 2-9 shows an example of an engine accident error chain. The following humanerrors (in red) form the chain.

               

                 )  *+$ ,                       - 

           !"        #          $        $                %  &   '  '
$  (    $                            
                                      

Figure 2-9 Error chain: example of an engine incident

19

As a countermeasure, according to the principles of ERM and BRM, if one person’s
mistake occurs during teamwork, somebody must notice this as early as possible and“advise, warn, or help out”.
The following situations illustrate this:A Third Engineer, boarded a ship for the first time after being promoted. It was his
3rd day onboard. Because he was unfamiliar with the engine-room MO check list
system, he had difficulties completing the checks.
The Chief Engineer boarded after returning from shore service. It had been a longtime.
The Second Engineer was in charge of the generator. He had been on board for
5 consecutive years and he had the longest ship boarding experience among
the engine crew members. Furthermore, he believed that he had the best
understanding of the engine room.

When the strainer differential pressure alarm activates, if the crewmembers candistinguish between physical abnormalities (strainer blockage) and electricalabnormalities (signals, wiring, and so on) based on the logic tree shown in Figure 2-10,
they can refer to the 8 inspection items and grasp the whole picture.
As a result, the person in charge can establish a mutual understanding with the Chief
Engineer regarding the 8 inspection items and be on the same page.
Therefore, they could have broken the chain of errors through referring to the 8 items
related to engine operation management, repair/inspection/maintenance work, andtroubleshooting.

20    
           

      

                


 #   #
 #        
 #   #                                           ! "                   

 #  #$% &  ! & '
 #            ! 
   &  &  #    #     # 

Figure 2-10 Logic Tree: in event of strainer differential pressure alarm

In various jobs other than this example, it is recommended that the person in charge ofeach piece of machinery/equipment prepares such a technical basic chart in cooperation
with the engine department. It helps crewmembers to resolve engine diﬃculties. And
then, when they build the troubleshooting procedure, it is good to add weak points
peculiar to the ship by taking advantage of the advice of experienced experts. As aresult, it becomes a more persuasive weapon in the fight to resolve trouble.
Therefore, it is recommended that the chief engineer make an effort to establish theabove system that enables the engine department to work as one team in cooperation.
In addition to a logic tree analysis, there is also a “fishbone” analysis method that canbe used for problem-solving. Please refer to “Reference Material 03: Problem Solving
Method” (Page 111).
21

2-6 What to be careful of with repair/inspection/maintenance
Even if the ship management company or the ship prepares an absolutely perfectprocedure/instruction manual in theory, we cannot eliminate human error because
humans apply their five senses, as mentioned above. James Reason said maintenanceaccidents of aircraft occur in an environment as shown in Table 2-11, according to his
book “Managing Maintenance Error”. He is a British psychologist famous for his “Swisscheese” model of accident causation. He worked in the aviation field with the Royal Air
Force Institute of Aviation Medicine and the U.S. Naval Aerospace Medical Institute.
Errors in repair/inspection/maintenance(1) Humans directly implement and rely on their hands for repair/inspection/maintenance work.
(2) The level of wear and deterioration of each item to be maintained
will vary, making it diﬃcult to formulate routine procedures.
Therefore, the organization, management and awareness all directly
inﬂuence this.
(3) Reassembly work is more vulnerable to human error than that ofdisassembly, because reassembly imposes a much greater burden
upon limited mental resources (memory and attention), thus greatly
increasing the probability of error.
(4) Many accident causes are as follows: incorrect parts, incorrect
installation of components, ﬁtting of wrong parts, electrical wiring
discrepancies, foreign objects (tools, rags, personal items) left
behind in the reassembly of machinery, and so on.
(5) There are several assembly procedures, hence the margin for error
is increased.
(6) When there is a simple and quick work procedure, which violates
the approved procedure. (Black book)(7) Overfatigue, etc.
Table 2-11 Errors in repair/inspection/maintenance

22

The ship’s crewmembers and the manager/supervisor of the ship managementcompanies might realize that the same things are happening onboard. Repair/inspection/
maintenance errors always occur when maintenance personnel “(1) do not perform thework that must be done at a determined time/timing, or (2) perform work that does notneed to be done”, as shown in Table 2-12.
Example: The crewmembers did not replenish lubricating oil in the generators with the
manufacturer’s recommended amount (Please refer to “3-2-2 Incident case of loss of
power in Norway: Inadequate replenishing of system lubricating oil to diesel generators
on electric propulsion vessel”).
When there are errors in repair/inspection/maintenance(1) When maintenance personnel do not perform necessary workrequired during operating conditions or repair/inspection/maintenancerecommended in the instruction manual at the appropriate time.
(2) When maintenance personnel perform repair/inspection/maintenancework that is not required or is prohibited.
Table 2-12 When there are errors in repair/inspection/maintenance

The managers/supervisors of shipowners or ship management companies must
repeatedly remind crewmembers about “errors that occur during inspection/repairs/
maintenance” as shown in Table 2-12 and Table 2-13, also mentioned above in “2-4Limitation of human capacity”.
On the other hand, there are times when crewmembers cannot always perform theimportant repair/inspection/maintenance.
There might be several possible reasons behind this:23

The ship management company does not supply sufficient quality andquantity of spare parts to the ship due to cost-saving.
Because of the tight schedule, it will not secure the time for repair/inspection/
maintenance.
As a result, the crewmembers onboard lose motivation to carry out repair/inspection/maintenance, and in the worst case, they deteriorate and lose theability to perform repair/inspection/maintenance work onboard.

That is, it is the “collapse” of 4M and ERM. When repair/inspection/maintenanceprogress falls behind schedule, instead of leaving everything entirely up to crew
members on board, the ship management company must analyze what is happening
between those onboard and the management system on the company side. It is
indispensable for the company to establish a system that supports the seafarers onboard
the ship to achieve a higher safety level.

2-7 When and what should crewmembers
evaluate and judge on board?
The basis of engine room watchkeeping is to monitor the condition of the equipment(recognizing and grasping the current situation).
When monitoring engine operation condition, the crewmembers must always consider“when, where, and what they need to pay attention to on board”. Table 2-13 and Table
2-14 show the basic check items needed during engine operation and repair/inspection/
maintenance.

24Basic items to check during engine operation

Category

Status of
Device or
MachineWhat to Judge/Evaluate?
Please increase awareness of the problems,and listen to the noises coming from the machinery.

・Are the pressure gauge, thermometer, and rotating
gauges accurate?

M a c h i n e O p e rat i o n M a n a g e m e nt

・Is the glass of instruments and sight glass broken or
dirty?

Prior tostarting ofequipment

・Is the scale easy to read?
・Is the lighting around the engine machinery &equipment sufficient?
・Is a pipeline system for lubricating oil, cooling water,fuel oil, etc. in place?
・Are the control switches or control valves set to thecorrect positions?
・Is continuous operation possible?

Starting ofequipment

・Is it normal?
・Will it be necessary to stop the machinery &equipment manually all of a sudden?
・Is it abnormal?

Duringoperation

・Is continuous operation possible?

(unusual, abnormal,
leakage, alarmsounds, vibration,
noise, smell, etc.)

・Will it be necessary to stop the equipment manually allof a sudden?

・Is it normal?

・Is it abnormal?
・Can it be repaired?

Emergency
manual stop・Do you have to leave it?
・Will it be necessary to carry out any additional
inspections/confirmation, including that of related
systems and equipment?

Table 2-13 Basic items to check during engine operation

25

Basic items to check during repair/inspection/maintenanceRepair / Inspection / Maintenance Management

Category

Status of
Device or
MachinePrior torepair/inspection/
maintenanceDuringmaintenance

What to Judge/Evaluate?
Please increase awareness of the problems,and check attentively.

・Did you prepare 4M (Method, Man, Materials, Machine& Facility ), and do you have a risk assessment protocol
in place?

・Must any parts that you removed due to overhauling
be replaced or renewed?
・Are there any abnormalities?
・Is it possible to reuse or refit any of the parts during
overhaul on the machinery?
・Will the maintenance be implemented as scheduled(as planned)?
・Or will the schedule be brought forward?

Regularmaintenance・Will the time of maintenance be extended(postponed)?
・Is the maintenance schedule recommended by the
manufacturer appropriate considering the actual
operation and running of the equipment?
・Is it earlier or later?
・Can own crew on board manage repair, inspection,and overhaul by themselves?
・Will it be necessary to arrange for the repair company
from shore to attend during an emergency?

Repair・Will repair and overhaul need to be carried out at adry dock urgently?
・At present, is it possible to carry out emergency repair
work by the own crew on board and to postpone fullscale repairs until the next regular dry dock?

Table 2-14 Basic items to check during repair/inspection/maintenance26

As mentioned above in “2-4 Limitation of human capacity,” if crewmembers “checkaimlessly,” or “think about something different” during engine room rounds, this is
likely to cause an error.
It is important for younger crewmembers to consciously monitor conditions and predictchanges that may occur during inspection and to keep up to date regarding each pieceof machinery or area where attention should be paid. When monitoring and inspecting,they must also remember the voice of experience from experienced crewmembers/colleagues and information about trouble that occurred on other ships.
In other words:(1) When crewmembers check the engine, they must pay full attention andlisten carefully for abnormal noises coming from the machinery during its
operation.
(2) When crewmembers carry out repair/inspection/maintenance, they mustobserve and evaluate the wear, deterioration, and aging of the machinery
carefully comparing this with the information from each manufacturer
and drawing reference to past similar vessel accidents.
Therefore, crewmembers need to increase their awareness of potential problems, andlook out for and listen carefully with close attention.

2-8 SummaryEngineers must understand science principles (chemistry and physics) and apply theseto engine room engineering and technology (technical skills). Marine engineers who
have to operate ships with limited technical personnel need to pay attention to this andconsider the psychology (law of behavioral characteristics: human limitations). From
now on, they need to think about how to utilise psychology and ergonomics in order to27

mitigate the risk caused by humans.
When planning work instructions for operating machinery, crewmembers should place
human beings at the center of the equation rather than machinery by incorporatingteam members’ wisdom and experience and considering the human capabilities andlimitations (weak points & threats) due to human behavioral characteristics.
Ultimately, they need to raise the standard of work by applying the above.
It is also true that experienced crewmembers such as the Chief Engineer and theFirst Engineer have high hurdles to negotiate as they support their team in successful
engine room management. However, to achieve safe operation without engine trouble,
experienced crewmembers need to devise ways to bring out the best performance inyounger crewmembers under their care. This will mean changing their approach toyounger crewmembers. Furthermore, the younger crewmembers will also need to have aflexible mindset.
However, changing the attitudes of others can be challenging, so experienced
crewmembers need to step outside of their comfort zones if they are to improve thewhole team to create a sustainable workplace.
Then, it is recommended that experienced crewmembers do the following:(1) Prepare an adequate working environment, such as a safe space towork.
(2) Train and mentor (teach, guide, and nurture) next generation younger
crewmembers in basic skills.
(3) Offer ample support (non-technical skills) to help younger crew
members develop.

By doing this, younger crewmembers will develop the tools needed to be independent.
Experienced crewmembers and younger crew members need to establish a sense ofunity. We would like to ask the experienced crewmembers to simply demonstrate toyounger crew members the fundamentals, such as to not lie, to not make excuses, and tonot betray their team. Through the mutual understanding of both parties, a truly robust28

team can be realized.
As mentioned above in “2-5 Error chain: example of an engine accident”, the following
error chain causes engine trouble:(1) When the engine department crew not only lack knowledge andexperience in technical skills, but also make errors when registering
information, memory, judgment, deviation, output, etc., they begin
to overlook small abnormalities in engine operation and repair/inspection/maintenance.
(2) If crew members continue to deviate from the original reasons or
purpose of engine operation and repair/inspection/maintenance due
to “conceit, preconceptions, or a lack of information,” the ship cannot
achieve maintenance as planned in accordance with the SMS (Safety
Management System).

The engine department crew tends to focus on the completeness of their mechanical/
electrical technical knowledge and tend to focus mainly on dealing with engine
equipment. However, since humans have limitations, it is necessary to consider how thiswill play out in the future as humans remain central to engine room operation. Thus,
when planning work instructions for operating machinery, consideration must be given
to improving work methods with people at the heart of the operation.
Furthermore, the shipowner and the ship management company need to include
awareness building, which harmonizes and aligns technical safety with such limitations,that reinforce repair/inspection/maintenance, as shown in Figure 2-15.

29

              
  



                                  

                                           
 





                     !

Figure 2-15 Harmonization between technical safety an human “weak points"

30

Chapter3

Preparing foran emergency situation

The engine department’s mission is to “maintain stable ship’s propulsion and secure asource of electrical power”. However, there is a risk of an accident occurring if thesecannot be secured.
Loss of propulsion or loss of power can have both primary and secondary impacts on
marine casualties.

1 Primary (direct) impact
The following are primary impacts shown in Figure 3-1.

① Collision withother vessels② Damage to port
facilities③ Stranding④ Cargo claim, etc.

Figure 3-1 P&I accidents that seriously impact the operation31

2 Secondary impact
The following are secondary impacts.
① Personal matter (sickness, injury, and loss of life)② Consequential environmental influence (pollution, destruction, so on)③ Claims for damage to property and cargo④ Economic loss caused by “off-hire”⑤ Reputational damage caused by media reports

Experienced crewmembers and younger crewmembers are engaged in various
operations in accordance with the SMS（Safety Management System) of each company.
So, if they routinely make risk assessments related to the operations concerned with
understanding the impact of such casualties as mentioned above, it will be possible totake the level of safety up a notch.

3-1 Common recognition of the state of loss of
propulsion and loss of power
There are various causes of loss of propulsion and loss of power, but those states canbe defined into two damaged states; partially and completely. If the bridge team on
board and the shore team don’t understand those states accurately, they cannot establish
a system organization structure for recovery. After receiving the first report from theengine department, it is important for both the oﬃcer on watch on the bridge and thesuperintendent on shore to confirm the situation simply and accurately. As shown in
Table 3-2, the loss of propulsion power and loss of power can be precisely grasped by
distinguishing between complete losses, such as loss of self-propelling and deadship,
and other partial losses.

32

Partial and complete loss
（1）Loss of propulsion:① Partially damaged state: reduction of main engine output which inevitably
leads to reduced speed operation (damage that lead to speed reduction).
・During speed deceleration of the main engine.
・When a main engine cylinder is cut oﬀ.
・When cutting a main engine turbocharger.
② Completely damaged state: loss of self-propelling ability (damage requiring
towing).
· When it is impossible to operate the main engine.
· When it is impossible to achieve propulsion supply and control of hullstability and manoeuvring due to weather and sea state conditions,because the main engine is partially damaged.
· Operating conditions of the main propulsion plant are not satisfactory.
When the boiler and auxiliary machinery cannot operate due to lack of
power.

（2）Loss of power (blackout ):① Partially damaged state: When some power supply units can supply alimited amount of power.
・It is impossible to use/start diesel generator or main switchboard system.
・It is possible to use/start emergency generator ( diesel generator cannot
supply power).
・It is possible to use battery system (neither emergency generator anddiesel generator can supply power).
② Completely damaged state: Dead Ship.
・None of the power supply units can supply any power.
・It is impossible to use stored energy such as starting air to start the prime
mover, battery, hydraulic pressure, and so on.
Table 3-2 Partial and complete loss

33

3-2 Cases of loss of propulsion and loss ofpower
The following cases are examples of loss of propulsion and loss of power in the USA,
Norway, and Japan.

3-2-1 Incident case of loss of propulsion in the US:
Incorrect operation of the main engine in the wheelhouse
In Texas, USA, a tankship lost its propulsion completely while navigating in a canal(artificial waterway) which resulted in a collision and a cargo (crude oil) spill.
Accident summary
The tankship carrying most of its cargo capacity was behind the scheduled time whilenavigating the canal (artificial waterway), so the captain decided to rapidly raise the main
engine speed according to
the pilot’s instructions. He
tried to increase the speedof the vessel by pushing the“program by-pass button”.
However, he inadvertently
pressed the main engine“manual emergency
stop button”, which was
identically shaped andlocated immediately
adjacent to the “program
by-pass button”, resulting  

in a complete loss of
propulsion.

34

Figure 3-3 Maps where the canal accident occurred (artificial waterways)                                 

Photo 3-4 Buttons for “manual emergency stop” and “program by-pass”

The ship dropped an emergency anchor using the starboard anchor because of an
emergency stop to the main engine and loss of ship’s manoeuvrability. However, theship’s heading bearing became uncontrollable, and the port bow collided with anothership at berth. After that, the starboard bow collided with another barge that approachedfrom the front. As a result, the starboard ballast tank and No. 1 center cargo tank werebreached. An estimated 462,000 gallons (1,756 kl) of crude oil spilled into the water.

3-2-2 Incident case of loss of power in Norway:
Inadequate replenishing of system lubricating oil todiesel generators on an electric propulsion vesselThis is an accident in which an electric propulsion ship lost its power completely whilecruising in stormy weather causing it to drop an emergency anchor.

35

Accident summary
At 13:50 on March 23, 2019, an electric propulsion passenger ship carrying a total of
1,373 (915 passengers and 458 crew) left Tromsø for Stavanger, southwest, in Norway
running on 3 generators.
One week before the accident, on March 16th, No.3 diesel generator (hereinafter DG3,
Units 1, 2, and 4 being DG1, DG2, and DG4, respectively) was inoperable due to aturbocharger failure. As a result, the manufacturer engineer worked on disassembling
DG3’s turbocharger on board.

Left Tromsø
21 March 2220 GMT
Norwegian Sea
Planned
Route
Accident Point
23 March 1400
Emergency
port entry

Scheduled toarrive at Stavanger
24 March 1300

Figure 3-5 Maps of navigation route

The weather at that time was strong winds and rough waves (Beaufort wind power 9-10
from the southwest, significant wave height 9-10 meters), and the ship was in roughweather. During operation, DG1, DG2, and DG4 had frequent lubricating oil low level
warnings and low lubricating oil pressure warnings for several hours from the earlymorning of the same day.
At 13:37 pm, the diesel generators all stopped in succession, so the crew responded by36

trying to restart the stopped diesel generators, but at 13:58 pm all 3 diesel generators
stopped completely, and the ship resulted in a loss of propulsion. 2 minutes later, since
the ship started drifting in the direction of the coast (shallows and southeast), a distresssignal “Mayday” was broadcasted. From 8 to 22 minutes later, emergency anchoring(starboard 1st and port 2nd, dropping in that order) was conducted, however the anchors
did not hold, and the ship continued to drift towards the shore. DG1, DG2, and DG4
were replenished with enough lubricating oil, and from 24 to 36 minutes later, thecrew manually restarted DG2 and turned on the main power supply. Then, the electric
propulsion devices on both sides were started, so the ship was able to secure minimum
ship’s propulsion. One hour and 9 minutes later, a passenger rescue by helicopter began.
From 1 hour 26 minutes to 1 hour 48 minutes later, the other two DGs restarted which
secured half ahead speed. Finally, 26 hours and 29 minutes later, the ship was able toarrive at the nearest port of Molde.
For details, please refer to “Reference Material 04: Accident details of loss of power in
Norway” (Page 116).

1345'26"
DG4 shuts down
1640 Tug arrives
1345'34"
DG2 shuts down
1400 Mayday

1358’31” DG2 & DG1shut down - Blackout
1406 Stbd anchor let go 10 shackles
1420 Port anchor let go 10 shackles
1422 DG2 back on the MSB but inmanual - Xtie close

1546 DG1
on board in auto
1524 DG4 backon MSB in manualmode, changed
to auto mode shortly
afterward
1505 Help arrives
for pax evacuation
1436

Shallow Contour = 5m
Safety Contour = 10m
Deep Contour = 20m

Figure 3-6

Map with sequence of events

37

Cause(1) The engine manufacturer’s recommendation for the amount of system lubricating
oil for the ship’s diesel generator is to remain between 68 to 75% of tank capacity.
However, the amount of lubricating oil at the time of the incident was 28-40%. As aresult of pitching and rolling caused by stormy weather, the liquid level of the systemlubricating oil was further lowered, and the suction capability of the lubricating oil
supply pump was lost. As a result, each generator’s lubricating oil pressure dropped,
the safety device was activated automatically, and the generators stopped.
(2) Regarding preparation for heavy weather voyages, there was a lack of risk
assessment based on the safe return to port defined in the SOLAS Convention on thefollowing points.

There was no standby generator
Amount of lubricating oil was insufficient

3-2-3 Transport Safety Board investigation reports for Japan:
Cases of loss of power
According to the Japan Transport Safety Board’s accident safety database, between
2011 and 2018, there were 8 vessels (5 cases occurred in port areas) that were identified
as “vessel not under command” due to loss of power or loss of control power source
onboard during navigation (excluding pleasure boats, personal water craft, mini boats,recreational fishing vessels, fishing vessels, tug boats, and push boats, etc.)38