Friday, 20 November 2015
Sunday, 8 November 2015
Research, Development and Maintenance
5-8 April 2016
Thursday, 2 July 2015
I'm running the risk of letting the cat out of the bag here as myself and a colleague Howard Parkinson (contact site http://www.railsystems.org) are in the process of writing a couple of papers on the subject. Both papers have a focus on its use in the management of safety within the rail industry.
The idea is to investigate how 'Big Data' and it's sidekick 'Analytics' can be used to help prevent accidents.
One thorny issue which has come up right at the start relates to the collection of personal data. We have generated a safety data taxonomy - business, operational, asset, social, personal etc, as part of the study. Of course safety management has a focus on the people and a large fraction of accidents are caused by - people. So, our study may be a short one if the data that matters for the 'analytics bit' is driven by staff related information. Not sure the rail industry is ready for that one with all its security and privacy issues.
We shall see - more later ......
Tuesday, 26 May 2015
Just released an overview of our safety risk management training courses - see following link.
There are big elements of system design and software simulation in all this so make sure you know what your doing (see previous posts).
Hopefully the training pack will help bring through some new physics/engineering/computing talent.
Monday, 30 March 2015
So the past few months have been extremely interesting on the work front.
One of the activities I've been involved in is building innovation ideas for a major rail client.
The transport industry in the UK has gone mad with innovation. All sorts of 'innovative' schemes are hitting the streets for all and sundry to bid for. Which in itself it's not a problem provided the value of submissions can be evaluated appropriately. However, therein lies the problem. Just how do you value an innovation idea.
I suppose it's relatively easy if the idea is well advanced and the value can be measured in a business generated manner. However, the ideas we came up with are potentially major game changers. Value gone bonkers but not easy to demonstrate when what's needed is a period of research to prove the idea has legs. Not easy to show what the return on investment is.
To get these ideas off the ground there is a need to be able to play around and try out things to develop proof of concept or a demonstrator. However, not everyone views this 'playing' the same - one classic comment was 'well they are great ideas to fund student beer drinking for a year'. Fortunately, they (eventually) saw the potential value was worth funding the beer for a while ;)
Bigger organisations appear to be more comfortable with incremental change rather than radical new ideas, as most have ready made processes in place for evaluating and funding them. The radical changes need to be part of a research and development approach. R and D does not sit well in most of these organisations.
Our solution ..... see future posts on how things work out.