Operator training is critical in transitioning project upgrades to operation with minimum disruption. Case studies show that lack of operator re-training and new operating systems can undermine upgrades, while involvement of operators in development and strong training programs can enable fast and successful commissioning. A systematic approach is needed to assess and prioritize operational elements at each project stage, develop targeted training deliverables, and facilitate knowledge transfer through experienced coaches and operator involvement.
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This 2 day course is designed to provide essential knowledge in shipyard management and the various operations taking place – ship design, shipbuilding, repairs & maintenance, conversion and retrofitting. This includes
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and construction, the material covered in the in the various course modules explains the different shipyard processes and operations involved in a clear and straightforward manner.
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This 2 day course is designed to provide essential knowledge in shipyard management and the various operations taking place – ship design, shipbuilding, repairs & maintenance, conversion and retrofitting. This includes
the early ship design and contracting stage, following up to the post contract, ship construction and production up until project completion and handover phase. Prepared by an international leading specialist in marine technology
and construction, the material covered in the in the various course modules explains the different shipyard processes and operations involved in a clear and straightforward manner.
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Earned Value Management
وهي أسلوب متبع لقياس ومتابعة المشاريع والتحكم بها. تناولت هذه المحاضرة بعض المفاهيم الخاطئة في قياس المشاريع ومن ثم تم شرح إدارة القيمة المكتسبة وفوائدها. وتم التطرق لخطوات بناء واستخدام إدارة القيمة المكتسبة وشرح مؤشرات الأداء التي يتم استخدامها فيها.
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هذه المحاضرة تحدثت فيها عن إدارة القيمة المكتسبة
Earned Value Management
وهي أسلوب متبع لقياس ومتابعة المشاريع والتحكم بها. تناولت هذه المحاضرة بعض المفاهيم الخاطئة في قياس المشاريع ومن ثم تم شرح إدارة القيمة المكتسبة وفوائدها. وتم التطرق لخطوات بناء واستخدام إدارة القيمة المكتسبة وشرح مؤشرات الأداء التي يتم استخدامها فيها.
Shipyard project management need to be improved as ship's technology are improving every day. This presentation will give you an idea of the recognized project management standards that can be used on Shipbuilding and Ship Repair Projects.
Hyperspring Implementation of BWROG EP/SAG CONTE 2019GSE Systems, Inc.
GSE subsidiary Hyperspring presentation given at CONTE 2019. The presentation was on the implementation of the BWR owners group emergency operating procedures and severe accident guidelines and was given by Hyperspring's Rick Shindel
Construction Management in Developing Countries, Lecture 8, Project Pperation and Maintenance in Developing Countries, impediments in implementation of planned maintenance
Enterprising leader & planner with a strong record of contributions in streamlining operations, energizing businesses, heightening productivity, systems & procedures
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The continuous improvement process is a framework used to plan for local improvement across different areas to impact student achievement.
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The process typically includes four stages: defining the problem or opportunity, measuring current performance, analyzing data to identify root causes of problems, and implementing solutions while tracking their effectiveness.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
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All of this illustrated with link prediction over knowledge graphs, but the argument is general.
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LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
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The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
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Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
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Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
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Speakers:
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Charlie Greenberg, Host
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
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GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
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https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
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The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
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State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
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Attacks on counties – USA
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In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
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Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
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https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
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👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...
Operational Readiness and Importance of Operator Training
1. Operator training is critical in
transitioning project upgrades to
operation with minimum disruption
Juan Jorge
Aurecon Regional Manager – South America
2. Project Value Still Being Destroyed!
• Many corporations have implemented front end loading studies
• Despite recent improvements in front end loading only 2.5% of projects meet
budget and schedule targets (PWC 2012)
• 69% of projects don’t make budget
• 57% of projects don’t make schedule
• Current measures are not totally effective!
3. Up to 30% of project value being
destroyed in project delivery!
Value Depletion Due to Poor
Operational Readiness (Deloitte)
4. Critical Issues in Operational Support
• Operational, financial and risk assumptions surrounding the existing operation may not be
valid after the upgrade.
• A requirement to continue production while the upgrades are carried out.
• Interfacing with existing equipment requires additional effort with regard to the position and
condition of existing plant.
• Matching the performance (and current condition) of existing equipment, or modifying its
operating regime, to ensure that it can support the performance of the new plant being
installed.
• Translating Original Equipment Manufacturer (OEM) manuals into a format which is
acceptable to operations personnel and aligned to CMMS.
• Interfacing with current operational restrictions, statutory requirements.
• Aligning with and supporting the cultural and behavioural expectations of the operation
5. A Systematic Approach
• Operational readiness must be linked to each project stage
• Operational elements must be assessed and prioritised
6. Identification of Focus Areas
• A targeted audit tool can be used to assess weaknesses and omissions
• Operational elements must be assessed and prioritised for targeted delivery
7. Functional Elements of Targeted Areas
• Targeted areas from the audit will need to organised into functional elements
Systems and operator training developed to meet industry standards
8. Elements Divided into Deliverables
• The functional elements can be further broken down into deliverables
• Operations person responsible for each deliverable identified (RACI)
• Appropriate persons trained in relevant elements
9. Importance of Experienced Coaches
• Focus on knowledge transfer not rote learning
• Focus on experienced trainers who can provide
practical examples
• Training needs to be practical and tailored to
culture and stage of operator development
• Trainers who can use the principles of
knowledge transfer and not just learning
methods
10. Importance of Operator Involvement
• Operator understanding of the design basis and operational principles
used in design;
• Planned upgrade maintenance needs and regimes understood so that
down time for “trial and error” is minimised;
• The design provides for efficient operational requirements and
maintenance by taking such requirements into account
• Operators have “ownership” of the final design and installation through
understanding and participating in the design decisions, and inevitable
trade-offs between costs and “nice-to-haves”.
11. Change Control – Systems and People
• Essential link between engineering and operational stages
• Normally poorly done
• Change register should provide link between design phase and operational phase
• Can use an independent committee to vet changes notices
• Change management processes for people aligned to project phases and the “new
state”
12. Case Study 1 – Coal Mine Indonesia
Good upgrade planning/ engineering and
debottlenecking
X Let Down by lack of operator re-training and new
operating systems for upgraded facilities
13. Case Study 1 – Coal Mine Indonesia
Situation
•Established open cut coal mine Required increase in throughput from
17Mtpa to 35Mtpa
•Debottlenecking required to eliminate production restrictions
•Debottlenecking involved cooperation with OEMs
•13 km Overland Conveyor (OLC) was upgraded through speed increase to
8.7m/s
•Main commissioning / operational issue was instability in the OLC
•Operators had not been trained in the operating differences with respect to
new conveyor
14. Case Study 1 – Coal Mine Indonesia
What happened in practice
•Ramping up to full operational throughput rate loading onto the OLC
•Dealing with OLC instabilities when they start to occur
What would have been better
•Planning and management of maintenance shutdowns to minimise the time
between starting and stopping the OLC
•Management of stockpiling and machines at the mine and port to maximise
utilisation and minimise starting and stopping of the conveyor
15. Case Study 1 – Coal Mine Indonesia
Outcomes – Lessons Learned
•Output increased to the upgrade capacity over an extended six month
period
•Shutdowns and planned maintenance function could have been much more
organised pre-commissioning of the OLC
•Additional modelling and further training on how the OLC affected
operations downstream would have led to a more rapid improvement
•Change of operational approach over time to direct load coal from crusher
to ship as much of the time as possible for maximum efficiency
16. Situation
•Greenfield coal fired 1400MW power
station in Malaysia
•Requirement to commission plant over a
short time
•Company requirement to develop a new
operating culture – similar to a self directed
team style
•Operator selection not based on any
previous power station experience
Training and mentoring leading to fast track
commissioning and ramp up to operations
Case Study 2 – Jimah Power Station
17. Case Study 2 – Jimah Power Station
Solution
•The operators trained in power station operation in
four separate sessions
•The operators engaged early during construction
process
• The operators and maintenance personnel were heavily involved in the writing
and translation of the OEM manuals and in deciding operating methodology
• External assistance was used as required to overview the team development
of policy and procedures and to assist in commissioning
• A mentoring program was established and it was withdrawn gradually as
• competencies and culture grew
18. Case Study 2 –Jimah Power Station
Outcome
•Commissioning of the station took place to schedule and with no major
mishaps
•The operating culture has grown under the mentoring scheme
•Reviews were carried out for the first few years to assess progress and
ensure embedding
•The degree of mentoring has been cut back to occasional visits to provide
targeted development
19. Case Study 3 –Nickel Mine Koniambo
Situation
•Greenfield fluidised bed power station in New
Caledonia
•Operating personnel selected from local
population – requirement to move to self
sufficiency
•External assistance in framing operating
procedures into ESI Generation Training Package
•Local personnel part of the team developing
procedures and training for start up
Maximised benefit of local personnel through up
skilling in advance of commissioning and proactive
knowledge transfer programme
20. Case Study 3 –Nickel Mine Koniambo
Solution
•External assistance in building the training
framework and training requirements
•External consultants worked with local
personnel well ahead of commissioning to
develop the work packages
•Training packages were delivered with external
assistance
•External ongoing support on a required basis to
support the work
21. Case Study 3 –Nickel Mine Koniambo
Outcomes
•Maximised the rate and extent of knowledge transfer from expatriate staff
to internal staff and enable self-sufficiency
•Cultural differences, language, attitudes, numeracy and literacy
requirements were identified and the staff development process tailored to
suit
•Rapid local engagement and self-sufficiency
•Value-for-money in terms of set up and through-life-support
•Integrated operations processes and procedures
22. Conclusions
Brownfield upgrades require systematic and integrated operational readiness to optimise
results:
•Well-defined framework outlining the essential elements of operational support and the
interface with the project delivery stages.
•Auditing tool to assess weaknesses in operational aspects of the project
•A strong operational support system with the necessary.
•Strong integrated lead teams and disciplined change processes.
•Systems must be flexible and they must cater for the prevailing or desired workplace culture,
level of maturity and organisational structure.
•The operational support mechanism must span the entire project timeframe and they must
continue to support the operational staff post implementation.