This File about :
-Background of Training And Education Office(ASC).
-Mission And Strategy of of Training And Education Office(ASC).
-Program of Training And Education Office(ASC).
-Structure, Facilities, and Other Activity (TEO)
This document provides information about a 5-day training course on Managed Pressure Drilling Operations taking place from November 30 to December 4, 2015 in Kuala Lumpur, Malaysia. The course will be led by Ian Davidson, an expert in well engineering with over 37 years of experience. The course will cover the basic principles of managed pressure drilling, how it addresses non-productive time problems, an overview of different managed pressure drilling methods, well design considerations, and equipment selection. Attendees will learn how to evaluate managed pressure drilling candidates, design managed pressure drilling programs, and evaluate project risks and economics.
[Pem Zhipeng Xie] project management: lean six sigmaPem Zhipeng Xie
This document discusses Lean Six Sigma for process improvement and project delivery. It begins with an introduction to Lean Six Sigma, describing it as an approach that combines Lean methodology for waste reduction with Six Sigma for variation reduction and quality improvement. It then outlines the benefits and potential drawbacks. Several industries where Lean Six Sigma has been applied are highlighted, along with a case study of a foam manufacturing company that implemented Lean Six Sigma to improve production processes and quality. The document concludes that Lean Six Sigma can drive significant process improvements when applied systematically across various industries.
Introduction to Unit Operation Fundamentals and Troubleshooting Training CourseKarl Kolmetz
This document describes an introductory training course on unit operations fundamentals and troubleshooting. The course aims to help processing plant engineers and operators understand key concepts to improve safety, reliability, reduce costs and increase profits. It is taught over 3 to 5 days by a senior instructor and covers topics like mass transfer, fluid dynamics, heat transfer, reactions, and case studies. Attendees include operations and maintenance personnel who want to broaden their skills and apply concepts to optimize their facilities. The goal is for participants to leave with strategies to troubleshoot issues and increase operational excellence.
The document provides an overview of process safety, outlining key differences from occupational safety. It describes process safety as involving the prevention of unintentional chemical releases that can seriously impact plants and the environment. The ten pillars of compliance for process safety management are then defined, including safety management systems, aging equipment, competence, safety instrumented systems, overfill prevention, containment, emergency response plans, performance indicators, and safety leadership. Major accidents that resulted from failures in management of change are also discussed.
This document provides an overview of a training development company called OGPSS. It describes their vision, mission, team members and capabilities. It outlines several proprietary training courses they offer for skills like planning, safety, and maintenance of equipment. Visual training modules are provided for refinery components. Unskilled training covers basic safety, PPE usage, hand tools, gaskets, and rigging. An industry skills program is also described which takes a modular approach to artisan qualifications.
The document discusses various root cause failure analysis techniques including: 5 Whys method, Ishikawa diagrams, failure mode analysis, statistical analysis, and selecting/prioritizing corrective actions. It provides examples of root cause analyses including issues with Boeing C-17 landing gear sensors, Blue Screen of Death software errors, conveyor drive failures, and mobile hydraulic truck pump leakage. The key lessons are the importance of thorough problem definition, dedicated investigation, not assuming initial causes are correct, and using data to identify root causes and prevent recurrence.
This document discusses Songa Management's use of an online training portal called Trainingportal to provide e-learning modules on regional procedures and rig-specific procedures to its employees. It aims to have all employees complete the necessary training modules for their roles, which may include theoretical and practical components as well as exams, by mid-2012. The training portal tracks completed competencies and automatically reminds users of outstanding modules. So far about 5000 training packages have been completed by 160 people covering 280 procedures.
This document provides information about a 5-day training course on Managed Pressure Drilling Operations taking place from November 30 to December 4, 2015 in Kuala Lumpur, Malaysia. The course will be led by Ian Davidson, an expert in well engineering with over 37 years of experience. The course will cover the basic principles of managed pressure drilling, how it addresses non-productive time problems, an overview of different managed pressure drilling methods, well design considerations, and equipment selection. Attendees will learn how to evaluate managed pressure drilling candidates, design managed pressure drilling programs, and evaluate project risks and economics.
[Pem Zhipeng Xie] project management: lean six sigmaPem Zhipeng Xie
This document discusses Lean Six Sigma for process improvement and project delivery. It begins with an introduction to Lean Six Sigma, describing it as an approach that combines Lean methodology for waste reduction with Six Sigma for variation reduction and quality improvement. It then outlines the benefits and potential drawbacks. Several industries where Lean Six Sigma has been applied are highlighted, along with a case study of a foam manufacturing company that implemented Lean Six Sigma to improve production processes and quality. The document concludes that Lean Six Sigma can drive significant process improvements when applied systematically across various industries.
Introduction to Unit Operation Fundamentals and Troubleshooting Training CourseKarl Kolmetz
This document describes an introductory training course on unit operations fundamentals and troubleshooting. The course aims to help processing plant engineers and operators understand key concepts to improve safety, reliability, reduce costs and increase profits. It is taught over 3 to 5 days by a senior instructor and covers topics like mass transfer, fluid dynamics, heat transfer, reactions, and case studies. Attendees include operations and maintenance personnel who want to broaden their skills and apply concepts to optimize their facilities. The goal is for participants to leave with strategies to troubleshoot issues and increase operational excellence.
The document provides an overview of process safety, outlining key differences from occupational safety. It describes process safety as involving the prevention of unintentional chemical releases that can seriously impact plants and the environment. The ten pillars of compliance for process safety management are then defined, including safety management systems, aging equipment, competence, safety instrumented systems, overfill prevention, containment, emergency response plans, performance indicators, and safety leadership. Major accidents that resulted from failures in management of change are also discussed.
This document provides an overview of a training development company called OGPSS. It describes their vision, mission, team members and capabilities. It outlines several proprietary training courses they offer for skills like planning, safety, and maintenance of equipment. Visual training modules are provided for refinery components. Unskilled training covers basic safety, PPE usage, hand tools, gaskets, and rigging. An industry skills program is also described which takes a modular approach to artisan qualifications.
The document discusses various root cause failure analysis techniques including: 5 Whys method, Ishikawa diagrams, failure mode analysis, statistical analysis, and selecting/prioritizing corrective actions. It provides examples of root cause analyses including issues with Boeing C-17 landing gear sensors, Blue Screen of Death software errors, conveyor drive failures, and mobile hydraulic truck pump leakage. The key lessons are the importance of thorough problem definition, dedicated investigation, not assuming initial causes are correct, and using data to identify root causes and prevent recurrence.
This document discusses Songa Management's use of an online training portal called Trainingportal to provide e-learning modules on regional procedures and rig-specific procedures to its employees. It aims to have all employees complete the necessary training modules for their roles, which may include theoretical and practical components as well as exams, by mid-2012. The training portal tracks completed competencies and automatically reminds users of outstanding modules. So far about 5000 training packages have been completed by 160 people covering 280 procedures.
This document discusses driving a built-in quality culture. It begins with an overview of lean manufacturing principles and establishing a quality culture through leadership commitment, employee engagement, and communication. It then covers built-in quality concepts like process validation and quality feedback. The document outlines topics to be discussed including visiting a built-in quality plant and leadership's role. It emphasizes that quality and safety are top priorities driven by a leadership-led quality culture.
This document contains the resume of S.M. Jakir Hossain. It summarizes his career objective, work experience, education qualifications, skills, and references. His work experience includes roles as an OE/HES Specialist at Chevron Bangladesh and as a Production Engineer at Samuda Chemical Complex. He has an MBA in Marketing from University of Information Technology & Sciences and a B.Sc. in Chemical Engineering from Shahjalal University of Science & Technology.
This document summarizes a project to reduce ergonomic risks at workstations in the KV cylinder block line to facilitate greater gender diversity. The project aims to reduce ergonomic risk scores at six workstations from their current levels to below 10, allowing for an increase in the proportion of women employed from the current 7% to 14%. Key activities outlined include measuring current ergonomic risk scores, analyzing risk factors, developing solutions to reduce risks, implementing changes, and monitoring outcomes. The sponsor, process owner, and project team are identified and a timeline is laid out to complete the project in 4-6 months.
Invest NI Lean Conference 2016 | Case Study: Interface | Creating a lean thin...Invest Northern Ireland
The document outlines the lean journey of a European manufacturing organization from 2014-2016. It describes initial problems like lack of investment in people and resistance to change. First steps included structuring roles, providing formal training to shift managers and team leaders, and empowering employees. Early projects focused on improving yarn flow and reducing changeover times. Subsequent efforts sustained changes through daily management reviews, waste walks, and continued training. Looking forward, the organization aimed to maintain continuous improvement projects on each shift and expand lean methods to service departments.
The training academy is offering several maintenance-related courses over 5 days, including Maintenance Planning, Pumps, Piping, Vibration, Bearings, Conveyor Belt Splicing, and Vehicle Maintenance Management. The courses will cover relevant topics and concepts, be held at the academy's training center in Cairo, Egypt, and can accommodate between 8 to 12 trainees. Interested parties should contact the academy manager Emad Ezzat to schedule a course according to their requested dates.
The document outlines training offers from A-part Training Academy on various maintenance-related topics. The Maintenance Planning course covers maintenance concepts and strategies over 5 days for 8-12 trainees. The Pumps course covers classification, selection, design, operation and maintenance of various pump types over 5 days for 8-12 trainees. Similarly, the Piping, Vibration, Bearing, Conveyor Belt Splicing and Vehicle Maintenance Management courses provide 5-6 day training programs on their respective topics to 8-12 trainees per course. All courses are to be held at A-part Training Academy's location in Cairo, Egypt.
Oil and gas tank farm management may, dubaiPetro Nomics
This document provides information about an oil and gas tank farm management course taking place from May 18-22, 2015 in Dubai, UAE. The course will provide participants with the latest technical and managerial knowledge for handling and controlling product logistics. It will cover topics like measurement and calibration, product quality control, loading and receipts, inventory management, terminal operations, logistics planning, and health and safety. The goal is to help participants improve operational efficiency. The course fee is $3,500 per participant and in-house training can also be provided. Interested individuals should contact the organization for registration details.
Oil and gas tank farm management may, dubaiPetro Nomics
This document provides information about an oil and gas tank farm management course taking place from May 18-22, 2015 in Dubai, UAE. The course will provide participants with the latest technical and managerial knowledge for handling and controlling product logistics. It will cover topics like measurement and calibration, product quality control, loading and receipts, inventory management, terminal operations, logistics planning, and health and safety. The goal is to help participants improve operational efficiency. The course fee is $3,500 per participant and in-house training can also be arranged. Interested individuals should contact the organization for registration details.
The document provides an introduction to the 12 steps of a Quality Circle problem solving process. It begins with problem identification and categorization into A, B, and C problems. Step 2 is problem selection where problems are shortlisted. Step 3 is defining the selected problem using tools like flow diagrams. Step 4 is analyzing the problem through data collection and identifying causes using tools like cause and effect diagrams. Step 5 identifies possible solutions through brainstorming. Step 6 foresees possible resistance to solutions. Step 7 implements solutions on a trial basis. Step 8 involves regular implementation if improvements are seen. Step 9 is follow up and review through control charts. The document outlines techniques used by Quality Circles like brainstorming, data collection, graphs
Operational discipline in practices - Build the safety cultureRonachai Fuangfoong
The document discusses various methods to improve operational discipline in chemical process industries, including conducting floor level meetings to identify risks, performing job cycle checks to ensure standard operating procedures are followed, conducting daily safety audits to identify hazards, and incorporating consequence analyses into work instructions to understand safe operating limits and emergency response. It provides examples of completed forms for a floor level meeting, job cycle check, risk assessment, daily safety audit, and consequence analysis to demonstrate how these methods can be implemented.
Gaurav Goel is seeking a position as a Kiln (Mechanical) Deputy Manager with over 10 years of experience in cement plant maintenance and commissioning. He holds a Bachelor's degree in Mechanical Engineering and is authorized to work in India. His experience includes maintenance of kilns, coolers, and other equipment at two cement plants totaling over 15,000 tons per day of designed capacity. His responsibilities involved scheduling maintenance, reducing downtime, supervising teams, and ensuring safety and environmental compliance.
The document discusses Total Productive Maintenance (TPM), which is a four-cycle, eleven-step process for improving equipment effectiveness and eliminating waste. It describes each step in the TPM process and cycle. It also discusses the importance of engaging employees, assessing skills, developing skills, leadership behaviors, and aligning TPM with other business systems and processes.
This document provides a summary of an individual's work experience in oilfield cementing operations. It details his roles and responsibilities in supervising primary and remedial cementing jobs across several oilfields in Iraq and Kuwait from September 2012 to the present. It includes experience performing various cementing tasks like single and multi-stage jobs, lost circulation solutions, and pressure testing. It also lists his cementing training and certifications obtained from Schlumberger.
Improving Operational Performance With Smarter, Cost-Effective Training ProgramsGSE Systems, Inc.
This webinar, presented in conjunction with Hydrocarbon Processing magazine, introduces a simulation-based training strategy that helps plant owners:
- Avoid risk and decrease cost
- Protect revenue
- Increase workforce agility
- Spend less while getting better results
- Get 80% of the learning at 20% of the cost
For more information, please visit www.envision-training.com.
This document provides an overview of a training portfolio for various courses related to health, safety, security, and management systems. It includes a 3-page biography of the trainer, Dieter Moll, outlining his career experience and areas of expertise. The remainder of the document lists 69 proposed course titles along with brief 1-paragraph descriptions of each course, including topics such as active shooter response, accident investigation, port facility security, emergency response, ISO standards, and safety compliance. The courses range from 3 to 10 days and cover subject areas like security, safety, investigation, management, and industry-specific topics.
This document provides an overview of training courses offered by Dieter Moll, an experienced trainer and vocational course designer specializing in policing, occupational health and safety, security, maritime security, and related fields. It includes a career summary of Mr. Moll, his training philosophy, skills and expertise. The second half of the document lists 43 course titles that Mr. Moll provides across various categories like safety, security, management systems, and more. Each course listing includes the title, duration, and category.
The document provides an overview of process safety and barrier thinking. It discusses the differences between personal and process safety, with process safety having higher impacts. Barriers are measures to prevent hazards from being released or limit consequences, and must be effective, independent and auditable. There are equipment barriers like relief valves and human barriers like following procedures. Safety critical elements are equipment whose failure could cause a release, and have performance standards. Safety critical positions and activities help maintain barriers.
The document provides an overview of process safety and barrier thinking. It discusses the differences between personal and process safety, with process safety having higher impacts. Barriers are measures to prevent hazards from being released or limit consequences, and must be effective, independent and auditable. There are equipment barriers like relief valves and human barriers like following procedures. Safety critical elements are equipment whose failure could cause a release, and have performance standards. Safety critical positions and activities help maintain barriers.
The document summarizes the journey of implementing Total Productive Maintenance (TPM) at Salalah Port. It describes the initial preparation phase which included management commitment, training, and forming a TPM organization. It then discusses the kickoff event and progress made in the first phase, including workshops held and results from model machines which showed a 72% reduction in breakdowns on average. Key activities from the autonomous maintenance program are also summarized such as identifying abnormalities, implementing countermeasures and standard work procedures, and training operators.
This document discusses driving a built-in quality culture. It begins with an overview of lean manufacturing principles and establishing a quality culture through leadership commitment, employee engagement, and communication. It then covers built-in quality concepts like process validation and quality feedback. The document outlines topics to be discussed including visiting a built-in quality plant and leadership's role. It emphasizes that quality and safety are top priorities driven by a leadership-led quality culture.
This document contains the resume of S.M. Jakir Hossain. It summarizes his career objective, work experience, education qualifications, skills, and references. His work experience includes roles as an OE/HES Specialist at Chevron Bangladesh and as a Production Engineer at Samuda Chemical Complex. He has an MBA in Marketing from University of Information Technology & Sciences and a B.Sc. in Chemical Engineering from Shahjalal University of Science & Technology.
This document summarizes a project to reduce ergonomic risks at workstations in the KV cylinder block line to facilitate greater gender diversity. The project aims to reduce ergonomic risk scores at six workstations from their current levels to below 10, allowing for an increase in the proportion of women employed from the current 7% to 14%. Key activities outlined include measuring current ergonomic risk scores, analyzing risk factors, developing solutions to reduce risks, implementing changes, and monitoring outcomes. The sponsor, process owner, and project team are identified and a timeline is laid out to complete the project in 4-6 months.
Invest NI Lean Conference 2016 | Case Study: Interface | Creating a lean thin...Invest Northern Ireland
The document outlines the lean journey of a European manufacturing organization from 2014-2016. It describes initial problems like lack of investment in people and resistance to change. First steps included structuring roles, providing formal training to shift managers and team leaders, and empowering employees. Early projects focused on improving yarn flow and reducing changeover times. Subsequent efforts sustained changes through daily management reviews, waste walks, and continued training. Looking forward, the organization aimed to maintain continuous improvement projects on each shift and expand lean methods to service departments.
The training academy is offering several maintenance-related courses over 5 days, including Maintenance Planning, Pumps, Piping, Vibration, Bearings, Conveyor Belt Splicing, and Vehicle Maintenance Management. The courses will cover relevant topics and concepts, be held at the academy's training center in Cairo, Egypt, and can accommodate between 8 to 12 trainees. Interested parties should contact the academy manager Emad Ezzat to schedule a course according to their requested dates.
The document outlines training offers from A-part Training Academy on various maintenance-related topics. The Maintenance Planning course covers maintenance concepts and strategies over 5 days for 8-12 trainees. The Pumps course covers classification, selection, design, operation and maintenance of various pump types over 5 days for 8-12 trainees. Similarly, the Piping, Vibration, Bearing, Conveyor Belt Splicing and Vehicle Maintenance Management courses provide 5-6 day training programs on their respective topics to 8-12 trainees per course. All courses are to be held at A-part Training Academy's location in Cairo, Egypt.
Oil and gas tank farm management may, dubaiPetro Nomics
This document provides information about an oil and gas tank farm management course taking place from May 18-22, 2015 in Dubai, UAE. The course will provide participants with the latest technical and managerial knowledge for handling and controlling product logistics. It will cover topics like measurement and calibration, product quality control, loading and receipts, inventory management, terminal operations, logistics planning, and health and safety. The goal is to help participants improve operational efficiency. The course fee is $3,500 per participant and in-house training can also be provided. Interested individuals should contact the organization for registration details.
Oil and gas tank farm management may, dubaiPetro Nomics
This document provides information about an oil and gas tank farm management course taking place from May 18-22, 2015 in Dubai, UAE. The course will provide participants with the latest technical and managerial knowledge for handling and controlling product logistics. It will cover topics like measurement and calibration, product quality control, loading and receipts, inventory management, terminal operations, logistics planning, and health and safety. The goal is to help participants improve operational efficiency. The course fee is $3,500 per participant and in-house training can also be arranged. Interested individuals should contact the organization for registration details.
The document provides an introduction to the 12 steps of a Quality Circle problem solving process. It begins with problem identification and categorization into A, B, and C problems. Step 2 is problem selection where problems are shortlisted. Step 3 is defining the selected problem using tools like flow diagrams. Step 4 is analyzing the problem through data collection and identifying causes using tools like cause and effect diagrams. Step 5 identifies possible solutions through brainstorming. Step 6 foresees possible resistance to solutions. Step 7 implements solutions on a trial basis. Step 8 involves regular implementation if improvements are seen. Step 9 is follow up and review through control charts. The document outlines techniques used by Quality Circles like brainstorming, data collection, graphs
Operational discipline in practices - Build the safety cultureRonachai Fuangfoong
The document discusses various methods to improve operational discipline in chemical process industries, including conducting floor level meetings to identify risks, performing job cycle checks to ensure standard operating procedures are followed, conducting daily safety audits to identify hazards, and incorporating consequence analyses into work instructions to understand safe operating limits and emergency response. It provides examples of completed forms for a floor level meeting, job cycle check, risk assessment, daily safety audit, and consequence analysis to demonstrate how these methods can be implemented.
Gaurav Goel is seeking a position as a Kiln (Mechanical) Deputy Manager with over 10 years of experience in cement plant maintenance and commissioning. He holds a Bachelor's degree in Mechanical Engineering and is authorized to work in India. His experience includes maintenance of kilns, coolers, and other equipment at two cement plants totaling over 15,000 tons per day of designed capacity. His responsibilities involved scheduling maintenance, reducing downtime, supervising teams, and ensuring safety and environmental compliance.
The document discusses Total Productive Maintenance (TPM), which is a four-cycle, eleven-step process for improving equipment effectiveness and eliminating waste. It describes each step in the TPM process and cycle. It also discusses the importance of engaging employees, assessing skills, developing skills, leadership behaviors, and aligning TPM with other business systems and processes.
This document provides a summary of an individual's work experience in oilfield cementing operations. It details his roles and responsibilities in supervising primary and remedial cementing jobs across several oilfields in Iraq and Kuwait from September 2012 to the present. It includes experience performing various cementing tasks like single and multi-stage jobs, lost circulation solutions, and pressure testing. It also lists his cementing training and certifications obtained from Schlumberger.
Improving Operational Performance With Smarter, Cost-Effective Training ProgramsGSE Systems, Inc.
This webinar, presented in conjunction with Hydrocarbon Processing magazine, introduces a simulation-based training strategy that helps plant owners:
- Avoid risk and decrease cost
- Protect revenue
- Increase workforce agility
- Spend less while getting better results
- Get 80% of the learning at 20% of the cost
For more information, please visit www.envision-training.com.
This document provides an overview of a training portfolio for various courses related to health, safety, security, and management systems. It includes a 3-page biography of the trainer, Dieter Moll, outlining his career experience and areas of expertise. The remainder of the document lists 69 proposed course titles along with brief 1-paragraph descriptions of each course, including topics such as active shooter response, accident investigation, port facility security, emergency response, ISO standards, and safety compliance. The courses range from 3 to 10 days and cover subject areas like security, safety, investigation, management, and industry-specific topics.
This document provides an overview of training courses offered by Dieter Moll, an experienced trainer and vocational course designer specializing in policing, occupational health and safety, security, maritime security, and related fields. It includes a career summary of Mr. Moll, his training philosophy, skills and expertise. The second half of the document lists 43 course titles that Mr. Moll provides across various categories like safety, security, management systems, and more. Each course listing includes the title, duration, and category.
The document provides an overview of process safety and barrier thinking. It discusses the differences between personal and process safety, with process safety having higher impacts. Barriers are measures to prevent hazards from being released or limit consequences, and must be effective, independent and auditable. There are equipment barriers like relief valves and human barriers like following procedures. Safety critical elements are equipment whose failure could cause a release, and have performance standards. Safety critical positions and activities help maintain barriers.
The document provides an overview of process safety and barrier thinking. It discusses the differences between personal and process safety, with process safety having higher impacts. Barriers are measures to prevent hazards from being released or limit consequences, and must be effective, independent and auditable. There are equipment barriers like relief valves and human barriers like following procedures. Safety critical elements are equipment whose failure could cause a release, and have performance standards. Safety critical positions and activities help maintain barriers.
The document summarizes the journey of implementing Total Productive Maintenance (TPM) at Salalah Port. It describes the initial preparation phase which included management commitment, training, and forming a TPM organization. It then discusses the kickoff event and progress made in the first phase, including workshops held and results from model machines which showed a 72% reduction in breakdowns on average. Key activities from the autonomous maintenance program are also summarized such as identifying abnormalities, implementing countermeasures and standard work procedures, and training operators.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
4. 1. Reflect to serious accidents on May 24th
, 2007.
Non-disciplinary act and poor safety behavior.
2. Knowledge and Skill Gap
Non systematic transfer of knowledge and / or
skill from senior to junior.
“Platinum skill” lost due to retirement /
resignation
3. To accommodate the CSR activities.
4. KAIZEN for improvement acceleration (increase
productivity, cost down, etc).
BACKGROUND
5. 1. Mission:
To ensure the availability of competent human resources.
2. Strategy:
ASC by ASC
(The development and fulfillment of employee competencies
are conducted in a priority by the ASC’s employees)
3. Role & Responsibility:
To set the Strategy of Training & Development, in order to
get the competent of human resource in all functions of
management.
MISSION & STRATEGY
ASC
9. B. Training System
SKILL MAP
(CUDBAS)
SKILL GAP TNA
CREATE
MODULE
TRAINER
ENHANCEMENT
TRAINING
EVALUATION BY
CONCERN
DEPARTMENT
Assessment
In-Class
Evaluation
Skill Map
Revision
Plan
Do
Check
Action
Plan
Do
Check
Act
16. C. MODULE
PROCESS
• Process Module 1 (Fluid Flow & Basic Measurement)
• Process Module 2 (Fluid Flow & Process Drawing)
• Process Module 3 (Fluid Flow & Valve Characteristic)
• Process Module 4 (Fluid Flow & Troubleshooting)
• Process Module 5 (Fluidization)
• Process Module 6 (Pilot Water Plant)
• Process Module 7 (Siphon Model)
• Process Module 8 (Heat Transmission)
17. C. MODULE
PROCESS
• Process Module 9 (Hydrostatic)
• Process Module 10 (Distillation & Scrubber Model)
• Process Module 11 (Decantation)
• Process Module 12 (Corrosion Model)
• Process Module 13 (Tower Colum)
• Daily Practice
35. Kind of Training
Training Category Total Trainer Trainer Ratio
Safety 28 trainers 1 / 41 employees
Process 29 trainers 1 / 17 employees
Maintenance 30 trainers 1 / 7 employees
Business 9 trainers 1 / 126 employees
1. ASC Employee
New Entry Training
Training for Existing Employee
a. SAF, Pro,Mtc & Business Module
b. Refresh (Classroom or E-Learning)
2. Business Partner
Safety Induction
Basic Safety
Safety Driving
Loading Unloading
D. Training Activities
36. Fire Fighting Training
Trainees :
Fire Fighting Team in each Dept.
(303 persons)
Location :
Fire Ground PT. Krakatau Steel
Cilegon
D. Training Activities
37. SAFETY & HEALTH
• Handling Flammable Gas
• Handling Hazardous Chemical
• Fire Fighting
• Handling Electricity Equipment
• Safety Driving
D. Training Activities
38. ENVIRONMENT & OTHERS
• Stadium Generale
• Re-use broken pallet
• Biodiversity
• Tutorial Course
• Edutainment
• Scholarship
D. Training Activities