Giorgio Pasqualin’s Post

You are a plant operator. Your career goals don't align with the company's objectives. What you do If my career goals don't align with the company's objectives as a plant operator, I would take the following steps: 1. Self-Reflection: I would first take some time for self-reflection to clarify my career goals and aspirations. This could involve assessing my skills, interests, values, and long-term career ambitions. 2. Research and Exploration: I would research other career opportunities within the field of plant operations as well as in related industries. I would explore different roles, companies, and career paths to identify options that better align with my goals and interests. 3. Seek Feedback: 4. Evaluate Options: Once I have identified potential career paths, I would carefully evaluate each option based on factors such as job satisfaction, growth potential, alignment with my values, and opportunities for advancement. 5. Networking: I would actively network with professionals in my desired field or industry to learn more about potential opportunities and build relationships that could help me transition to a new role or company. 6. Skill Development: Depending on the requirements of my desired career path, I may need to acquire new skills or qualifications. I would invest in professional development opportunities such as training programs, certifications, or continuing education courses to enhance my skillset and marketability. 7. Set Goals and Action Plan: Once I have identified my desired career path, I would set clear goals and develop a strategic action plan to achieve them. This could involve setting milestones, timelines, and specific actions to progress towards my career objectives. 8. Communicate with Management: If appropriate, I would have an open and honest conversation with my supervisors or management about my career goals and aspirations. I would explain the reasons for my decision to pursue other opportunities and express my gratitude for the experiences and opportunities provided by the company. 9. Plan Transition: Once I have secured a new opportunity aligned with my career goals, I would plan my transition from the current role responsibly. This may involve providing adequate notice, completing any pending projects or responsibilities, and ensuring a smooth handover of duties to my successor. 10. Maintain Professionalism: Throughout the process, I would maintain professionalism and integrity in my interactions with colleagues, supervisors, and stakeholders. I would continue to perform my duties to the best of my ability and uphold the company's values and standards until the time of my departure. By taking these steps, I would navigate the transition from a plant operator role that doesn't align with my career goals to a new opportunity that offers greater fulfillment, growth, and alignment with my professional aspirations.

Recent Control Talk Interview Apart from Technical Contents, there are multiple takeaways for higher-ups in Organizations. In all cases Politics prevails, overriding Management views and decisions are based on "How can we be wrong for so many years?" and embarrass themselves and so it is pushed under the carpet. 1. Just because DMCs have been running for 8-10 years does not mean it was implemented correctly and delivering value to its True Potential. In cases mentioned here revamp benefits well exceeded original benefits so Managers cannot wink and say it was 80/20 rule success in previous implementations. In case of Kemya KSA, prior DMC was running for many years and everyone in both Saudi and Exxon organizations was content with it. In fact when very Sr. Exxon Executives came to site they would brag about Kemya Olefins Plant being the Crown Jewel of Exxon Mobil. They were merely parrotting what was fed to them. There were reviews of DMC by EMRE by Lead Process Control Specialist Dave Hokanson who made site visits and by the "able" oversight of Chief Engineer Don Bartusiak. The point is both Exxon and Kemya were totally ignorant about $ 35 million/Year improvement opportunity which was delivered during my term at Kemya and Exxon Management failed to reward such an effort for 7 years despite much effort from my side! I was ranked in bottom 20% despite making significant difference to Exxon's bottom line at three Olefins Units for 15 years, (BOP, BOP-X, and Kemya) and had Strong positive written recommendations from site Saudi Sr. Operations Manager, site Saudi Technical GM. Yet Exxon Mobil Red-neck politics prevailed. 2. Similarly in the Dow Chemicals Case previous contractor had done an outstanding job according to plant personnel but had left $10MM/year opportunity on the table that was captured by me. There were annual reviews and plant visit conducted by Olefins SME Sjaak Michelson, Eddy Yapp (Director of Process Control), and others within Dow with high titles but failed to notice even basic things such as DMC was giving up on C2-Splitter Bottom C2= because transform range did not cover the operating range and many others. Once again the person who made a significant difference to the bottom line was penalized instead of rewarded. 3. I cannot discuss Ineos's case in detail currently due to a pending legal matter. 4. Corporations often choose Contractors based on low-bid and bigger backing corporation strategy. They do not have the skills to discern based on resumes/references presented and override low-bidder strategy. You can save pennies to lose millions as was the case with Exxon Mobil and Dow. 5. Major Contributions by many in the field such as Doug Raven, Ramesh Rao, Doug Robertson Jr. and others often get missed and sometimes miss represented depending on who is "pitching" in the Conferences. It is only fair to recognize their contributions in public domain as opposed to using it as if you have invented it within your own company!

In positions 👷🏻 ☀️ as a laborer or operator, continual learning is essential for mastering diverse tasks, including shovel work, operating machinery, and maintaining quality control standards in the field #solar #persistence #WorkEthic #grit #solarenergy #sustainability #CleanEnergy #SolarIndustry #dedication #sucessmindset

A plant operator is responsible for overseeing a plant facility's production process. Plant Operator professionals are responsible for monitoring equipment and improving the plant's efficiency, quality, and safety. Plant operators also conduct other administrative tasks, for instance, recording test outcomes. #field_operator #operation #plant_operator

How can plant operation employees make them more marketable in plant operation Plant operation employees can make themselves more marketable in the field by focusing on several key areas: 1. Continuous Learning and Skill Development: 2. Specialization in Niche Areas: - Develop specialized skills or expertise in niche areas of plant operation, such as process optimization, equipment maintenance, safety management, or sustainability practices. This can make employees stand out in the job market. 3. Cross-Training and Multifunctionality: - Gain experience and proficiency in multiple areas of plant operation by cross-training and acquiring skills across different departments or functions. Being versatile and adaptable enhances employability. 4. Effective Communication Skills: - Cultivate strong communication skills, both verbal and written, as effective communication is crucial for collaboration, problem-solving, and leadership roles within plant operations. 5. Leadership and Management Abilities: - Develop leadership and management capabilities by taking on leadership roles, supervisory positions, or project management responsibilities. Demonstrating leadership potential enhances career advancement opportunities. 6. Problem-Solving and Decision-Making Skills: 7. Safety and Regulatory Compliance Knowledge: - Stay informed about safety regulations, environmental compliance standards, and industry-specific regulations relevant to plant operations. Having a strong understanding of safety practices and regulatory requirements is highly valued. 8. Hands-On Experience and Practical Knowledge: - Gain hands-on experience and practical knowledge by actively participating in plant operations, maintenance activities, and process improvement initiatives. Practical experience complements theoretical knowledge and enhances credibility. 9. Networking and Professional Relationships: 10. Demonstrated Track Record of Success: - Highlight past achievements, accomplishments, and contributions in resume, interviews, and professional profiles. A proven track record of success and tangible results adds credibility and marketability. 11. Adaptability and Flexibility: - Demonstrate adaptability and flexibility to changing circumstances, technologies, and operational requirements within plant operations. Being able to adapt quickly to new situations is highly valued in dynamic environments. 12. Professional Development and Career Planning: - Invest in professional development and career planning by setting goals, seeking mentorship, and actively pursuing opportunities for advancement within the field of plant operation. By focusing on these areas, plant operation employees can enhance their marketability, expand their career opportunities, and position themselves for success in the competitive job market.

Day 8: Nurturing Expertise - Wharf Operator Training Programs for Coal Sampling Excellence Welcome to Day 8 of our exploration into elevating vessel discharge coal sampling at wharf operations. Today, we set our sights on the human element, recognizing the pivotal role of wharf operators. Let's dive into the profound impact of tailored training programs, shaping operators into guardians of precision during coal discharge. Embarking on the Training Voyage: 1. Customized Curriculum Creation: - Delve into the process of crafting training programs specifically tailored for wharf operators engaged in coal sampling. - Explore the elements of the curriculum designed to enhance expertise and operational efficiency. 2. Best Practices Emphasis: - Highlight the importance of instilling industry best practices in operator training. - Discuss how emphasizing best practices contributes to standardized and high-quality coal sampling procedures. 3. Hands-On Practical Training: - Explore the significance of hands-on, practical training sessions in the coal discharge environment. - Showcase how real-world scenarios enhance operator skills, fostering confidence and competence. 4. Technology Integration Training: - Address the integration of training on cutting-edge technologies used in coal sampling operations. - Ensure operators are proficient in handling automated sampling devices and real-time data analytics tools. 5. Safety Protocols and Emergency Preparedness: - Highlight the inclusion of safety protocols and emergency preparedness in operator training programs. - Discuss the role of operators as key players in maintaining a secure working environment during coal discharge. 6. Continuous Learning Culture: - Advocate for a culture of continuous learning among wharf operators. - Explore mechanisms for ongoing training, keeping operators abreast of industry advancements and evolving best practices. 7. Performance Monitoring and Feedback: - Discuss strategies for monitoring operator performance during and after training. - Emphasize the importance of feedback loops to refine training programs and address evolving challenges. Operator Empowerment and Beyond: Wharf operator training programs aren't just about imparting knowledge; they're about cultivating expertise. By investing in our operators, we empower them to be stewards of precision, ensuring each coal sample is a testament to excellence in vessel discharge. Join us in celebrating the unsung heroes of coal sampling – our skilled and trained wharf operators. ⚓🎓 #OperatorExcellence #CoalSamplingTraining #WharfInnovation

I was once thought that being a field operator means I don't need to be fully able to read a P&ID, the meaning behind it and the SIS taken to avoid failure in the machines. Graduating from an associate degree in chemical engineering, there's not many chances to be a process/chemical engineer. But there were some moments where I got knocked out of my day-dreams being an engineer and start learning more like an engineer because being a field operator isn't only about operating the machines, but also about knowing well how "my area" will be saved in the future if there's some failures, what would be the actions, how to do it, and why. By taking in-depth courses in engineering and process industry, I get to know more stuff that I didn't get to learn in college. Now that I'm working as a field operator, I get more chances to learn right from the field and combining it with the theories I get from the online courses.  #theory #engineer #engineering #chemicalengineering #fieldoperator #operator 

I know, I know... 🙄 you've already hired a process engineer, a maintenance engineer, and even a technician..... But ultimately, who will be responsible when the question arises about preventive measures for the production line? All? So... no one 🤷♀️ That's why I'll show you 5 reasons to hire a person 👩🔧 who will take care of running and developing TPM!💡 ✔ Data analysis -> detection of problem areas Data analysis, i.e. the area of failure, number, time, reason, allows you to focus your attention and efforts on the areas that cause the efficiency of your automation to decline. ✔Taking action -> conscious self-awareness Planning and implementing preventive and maintenance activities, i.e. TPM 1,2,3... that will keep the machine in good condition, focusing on the most problematic areas. ✔ Reduction of energy and raw material consumption -> cost savings When we control failures, we work on shortening their duration and improving quality, thus affecting the raw materials and energy used, which are costs. ✔ Maintaining a spare parts warehouse -> shortening the failure time Having such a place properly located in production and properly managed reduces the time of failures by ensuring the availability of spare parts quickly and in quantity. And thus control over what and how much is needed. ✔ Team involvement and continuing the process The presence of a person who will be the "face" of activities such as: working on shortening failures through preventive actions, training on changes in TPM, educating on the need for such activities makes the process visible and therefore perceived as important. 🤔 Would a TPM specialist still be involved in your company? 👨🔧👩🔧 Let me know what you think in the comment! Follow Natalia Wojtkowiak profile to turn plans into reality in your production! 👉 Hear more about the implementation of TPM in production in the 💥new episode of 🎙the "Manage The Problem" podcast entitled: "How by 30% to increase automation efficiency?" (link in comments 👇👇👇 )

Are you tired of wasting time and resources on finding operators for your equipment every shift change? Do you want to optimize your shift line up process and increase your productivity and efficiency? If you answered yes, then you need to check out the automated shift line up module of the #Innomotics Short Interval Control solution. This module is designed to solve the problem of supervisors not knowing which operators are absent and what equipment will be left at parkup locations after shift change without operators. It also eliminates the need for supervisors to look for operators with the required licenses to operate the unassigned equipment. How does it work? The automated shift line up module integrates to various systems such as the Time & Attendance, the Learning Management, the Human Resources and the Fleet Management System in order to automatically collect the data it needs to know what equipment is available for the shift, which crew is in shift and which operators are expected vs which operators are present on site. The different assignment algorithms are then run against this data to assign operators with the required valid licenses and permits to the available equipment and notifications are raised to the relevant supervisors before the shift change meeting in case there are any issues with equipment that have no operators assigned. This way, the supervisors can address these issues very early in the shift change, saving the operation a lot of time and headache. The automated shift line up module also provides reports and analytics on the shift line up performance and compliance, helping the operation to identify areas of improvement and best practices. The automated shift line up module is only one of the modules of the Innomotics Short Interval Control solution, which is a comprehensive and innovative solution that helps you to monitor, control and optimize your operation in real time. If your operation is constantly battling with looking for operators to operate unoccupied equipment that takes sometimes up to an hour after shift start to resolve, then contact us at Innomotics Digital Solutions for more information and a live demo of our Automated Shift Line Up module. You won’t regret it! #Mining #MiningTechnology #MiningSolutions #MiningInnovation #DigitalTransformation

Elevate your career in industrial maintenance with us! I have several openings for seasoned Industrial Maintenance Managers who can lead your team to peak performance keeping facilities running smoothly every step of the way. Message me to learn more details for a new career opportunity! #MaintenanceLeadership #CareerGrowth"