2. HELLO! I am Stavros Thomas
https://dk.linkedin.com/in/stavrosthomas
Wind Energy Engineer
and Assets Integrity Analyst
Career Summary
2002-2006
2006-2010
2013-Now
2010-2013
2013 (Feb - May)
BSc (Hons) Computer Science
Master of Science (MSc) in Wind Energy
Education
IT ASSET INTEGRITY PROJECT LEAD
INDEPENDENT SCIENTIST
WIND ENERGY ENGINEER &
BUSINESS STRATEGY ANALYST
WIND ENERGY ENGINEER (RESEARCH)
WIND POWER BUSINESS DEVELOPER, COE
ANALYSIS & PORTFOLIO MANAGEMENT
KTP Associate - Decision Support Analyst
4. "Through all these challenging projects, we
have discovered just how misplaced
assumptions were in place. We assumed that
offshore wind could be tackled in the same
way as onshore wind or offshore oil and gas.
Offshore Wind Projects are unique as they
are built up project by project, region by
region, developer by developer.
Offshore wind is offshore wind, and there is
nothing else quite like it. "
Oscar Fitch-Roy, DNV GL, 2014
OFFSHORE WIND;
A UNIQUE BUSINESS AREA
" The financial costs of delay have sunk in. It's very costly. You have to do an
awful lot of planning. If you go out there and you forget the wrench, it's not
very popular to go back.“
Haxgar T, Rødsand 2 crew
member
KTP Associate - Decision Support Analyst
5. BIG CHALLENGES AND BIG OPPORTUNITIES
THROUGH INNOVATIONS IN VIA OPPORTUNITIES IN
LevelizedCostofEnergy
£MW/h(*2015prices)
KTP Associate - Decision Support Analyst
6. SUPPLY
CHAIN
POLICIES
OFFSHORE WIND PLANT CHALLENGES
PLANNING TECHNOLOGY INSTALLATION O&M
Making sure that all risks are identified.
Defining boundaries of a risk where it actually
belongs – to client or to a vendor- and who is
responsible for it.
Making sure that risks are visible to people who are
involved so that proper plans can be put in place
CLASSIFICATION OF RISKS
Type A: Risks related to Project factors.
Type B: Risks related to People factors
(including macroeconomic risks)
Type C: Risks related to Governance of the project
(including overall relationship of the organizations)
Type D: Risks related to Policies &
Regulations
9. AUDIENCE ANALYSIS
INTERVIEWS
▣ Project Owners
Equipment
Suppliers
▣ W.T Manufacturers
▣ Researchers
▣ Policy Makers
▣ Service Providers
▣ Tenders
SURVEY
▣ Construction and
Operation Firms
▣ Research Institutions
▣ Insurance and Asset
Management Firms
▣ Investors
▣ Economic Institutions
RESEARCH
▣ Lessons Learned From
the Past
▣ Previous Research
Projects
▣ Past Surveys
▣ Business Intelligence
and Market Intelligence
Supplier Relationships (in terms of trade and value creation)
Competitive Resources and Cost Drivers
Technological Overlaps to Other Markets
Resource Flows
Strategic Alliances
Knowledge Sharing
Potential Bottlenecks
KTP Associate - Decision Support Analyst
10. THE INNOVATION PARADOX
How confident are you that the following parameters in the offshore
wind energy industry will be overcome-improved in the next five years?
To what extent do you agree that the
establishment of Lean Principles in the
Supply Chain will drive down costs
significantly?
5%
60%
30%
5%
Strongly Agree Agree
Disagree Strongly Disagree
O&M vessels shortages
Strongly
Confident
Slightly
Confident
Moderately
Confident
Not at All
Confident
Availability of a trained
construction and engineering
workforce
The level of Technological
Innovation
Port Facilities capacity
The establishment of
offshore wind clusters
The impact of lean principles to
decrease installation lead time
Logistics and Inventory
Management Innovations
10 1860
5
682
40
12
1020
4225
36
60
45 15
1033
50
35
30155
22 38279
11. ‘’
What do your company-organization perceive as the most
important competitive parameter in relation to its offshore
wind energy development activities?
THE INNOVATION PARADOX
Perceive this
parameter as one out
of the five most
important
Importance of the parameter
(on a scale from 1 to 5,
1 indicates most important)
Quality 92% 2.1
Supply Consistency 74% 3.3
Inventory
Management
37% 3.5
New Technology 26% 3.4
Price 87% 2.8
Flexibility 65% 3.9
Innovativeness 35% 3.6
Client Adjustments 38% 3.7
Other 8% 1.4
12. Machine-Learning
Screw-in turbine foundations
PARADOX PARADIGM
From Monopile to helical piles. Instead of driving a single
hollow steel tube foundation into the ground with a pile
driver, helical piles are essentially giant screws that would
be screwed into the sea floor.
Machine learning algorithms can applied to spotting damaged turbines and
reduce the O&M costs. The Lillgrund offshore site operated by Swedish
firm Vattenfall was the first real-life experiment.
The curves for fatigue life prediction of the welded joints of the
monopile foundation are 20-25 years old. Despite the significant
improvements on the welding technology and errors detection we still
use the old curves […].
Screw-in Turbine Foundations
The Most Often Used Foundation
KTP Associate - Decision Support Analyst
13. Is the innovation paradox
associated with a learning
paradox where there is no room
for experimenting with new
solutions?
LITTLE ROOM FOR EXPERIMENTATION
Costs
Uncertainty
No
Innovation
Risks
A limited group of decision-makers
Difficult for new companies to
enter the market
Private Maintenance Packages
New Boundaries
KTP Associate - Decision Support Analyst
14. CAPABILITIES CAPATALIZATION
SWOT ANALYSIS
W
O T
• Strong scientific and technological capabilities
• Listening attentively
• Facilitating group discussion and ethos
• Creativity, optimism and critical thinking
• Negotiating, Interviewing, Editing, Expressing ideas
• Identifying resources, Setting targets-goals
• Defining Needs, Extracting important information
• Motivating
• Cooperating
• Delegating with respect
• Representing others,
• Good contacts with W.E organizations and Institutions
• Lack of experience with the Dominance
based rough set approach (DRSA)
• Limited practical experience with
the Adaptive meta-heuristic methods
• Lack of standards for assessing decision-making capacity
and applicability for the W.E industry
• The challenge of acceptance from the industry
s w
o T
• The WE industry itself is not adapted to
respond effectively to changing the tradional
methodologies
• Political instability where shifting governments shift
political framework and market conditions
• Market Recession- Lack of investors to invest in
new methods and techniques.
• The ever-changing governmental regulations
• The increasing global interdependencies
• Unpredictable financial markets
• Opposition to change
• Project Duration
• Research activities with a prestigious University and
a respected technical consultancy firm
• Excellent network-Promote KTP
• Offshore market in growth .
• Opportunities for further advancement
• Assess, analyse and implement ideas to pragmatic
solutions for the CoE mitigation
• Knowledge transfer in Operational research
• Contribute to the development and implementation of
an innovative tool to facilitate decision making and
accelerate OWE projectt development.
• Value creation, knowledge, critical thinking, etc
15. REFERENCES
William A. Levinson. Lean management system
lms:2012: A framework for continual lean improvement. Business and Economics, 2012.
B. W. Byrne, G. T. Houlsby, Helical piles: an innovative foundation design option for
offshore wind turbines,DOI: 10.1098/rsta, 12 January 2015
Harold Kerzner, Project Management: A Systems Approach to Planning, Scheduling, and
Controlling (11th Edition), 2013
I. Antoniadou, N. Dervilis, E. Papatheou, A. E. Maguire, K. Worden
Aspects of structural health and condition monitoring of offshore wind turbines, Volume:
373 Issue: 2035, January 2015
KTP Associate - Decision Support Analyst
16. Thank you !Any questions?
KTP Associate - Decision Support Analyst
