Book Image

Operator Training Simulator Handbook

By : Joseph Philip
Book Image

Operator Training Simulator Handbook

By: Joseph Philip

Overview of this book

Operator training simulators in the process industry have been around since the 1970s, but you may not find a book that documents the development of these systems and the standard best practices. The Operator Training Simulator Handbook covers best practices for OTS engineering and OTS training development and delivery, starting from the basic the jargon and the different types of OTS systems. It will take you through the best approaches to project specification as well as building, maintenance, planning, and delivering these systems by sharing real-life experiences and dos and don’ts. As you advance, you'll uncover the various challenges in the planning and delivery of operator training models and understand how to address those by working through real-world projects. This book helps in specifying the best fit for purpose, choosing a cost-effective system when acquiring an OTS. You'll also learn how you can turn your OTS projects into digital twins before finally learning all about documentation in a typical OTS project, covering the sample structure that you can use as a starting point in your projects. By the end of the book, you'll have learned best practices for developing operator training simulator systems and have a reference guide to overcome common challenges.
Table of Contents (11 chapters)
1
Section 1: Introduction, Definitions, and Classifications
3
Section 2: Best Practices for the Development of OTS Systems
6
Section 3: OTS' Future, Training Model, and Reference Documents

Reaching the promised land

I had a vision, years ago, that one day we would get to integrate OTS projects with ICSSs and make the most of this for suppliers and end users alike.

Finally, in the 21st century, we have reached the promised land and this is a reality, and correctly so, we can call OTS systems DTs.

Unfortunately, in the past, OTS projects and ICSS projects were almost always kept apart and run as two different projects. I have worked for three ICSS suppliers and all three did the same. There were many reasons for that, but the main one was that the OTS project budget was much smaller than the ICSS budget, let alone the full project. For example, a Floating Production Storage and Offloading (FPSO) project could cost a few billion dollars; an ICSS, tens of millions; and an OTS could cost a million dollars or even less. This made the OTS project much smaller in the full picture of the project.

In addition to that, in the past, OTSs generally, and process models especially...