EDITOR’S PICKS
financial objectives". In addition, the expert pointed out that it is essential to have a single repository where all the data fromthe wastewater treatment plant is available, regardless of its type and source, "so as tomove forward swiftly and deliver robust results".
At amore advanced stage of digital transformation, this data is used to create, train and feed predictivemodels, simulations, anomaly detection algorithms and decision support systems. These all aimto improve plant operation in terms of quality, cost, environmental impact and transparency.
Stages prior to digital transformation
To ensure optimal digital transformation ofWWTPs, Idrica recommends taking two initial steps in its report: preliminary consultancy work at theWWTP and the implementation of datamanagement systems.
In the first consultancy step, a digital diagnosis of theWWTP is carried out by analyzing its starting point and establishing specific objectives adapted to the reality of the plant, in agreement with the operator. The result is a customized action plan tomeet these objectives.
Secondly, the implementation of data management systems enables the integration of allWWTP data, standardizing it with advanced intelligence and presenting themost relevant systeminformation to the user through a single holistic dashboard. Thanks to this system, "WWTPmanagers canmonitor all plant operations froma single
interface. In addition, this type of system can be used to create rules of all types to automate the treatment plant's processes, creating alarms for each one," stated the IdricaWastewater Specialist, Jacobo Illueca.
Eight characteristics of the bestWWTP technology
Not all technology is suitable for the digital transformation ofWWTPs. Itmust comply with a series of characteristics to enable operators to develop themain use casesmentioned below. According to the report drawn up by Idrica, the technologymust be:
■ Adaptable, enabling integration with multiple user authentication systems
(auth/login) and taking different data repositories into account.
■ Flexible, enabling standard customizations and specific behaviors
according to the established business processes.
■ Scalable, capable of responding as the number of users increases.
■ Multi-environment, enabling on- premise, private cloud and cloud-based
(service-based) deployments.
■ Competitive, capable of operating with third-party technologies and affordable licenses, with a low initial hardware footprint, and high availability if required.
■ Easy to deploy, with automated pipelines, and available both on-
premise and in the cloud, with reliable roll-back processes.
■ Easy tomaintain, with efficient logging, enabling remote and
centralizedmonitoring.
■ Easy to implement, having rich and well-documented APIs, without direct access to the database and business logic to prevent damage to the system.
The digital transformation ofWWTPs is, therefore, a key process thatmust be carried out tominimize costs while increasing both productivity and efficiency. This is especially relevant at a time like the present, with population growth and climate change playing a key role in the field of watermanagement.
Supply Chain Issues Revisited
In the last issue, Bridget Summers looked at supply chain issues affecting our industry. Here are the thoughts and comments fromJetchemon the subject, that we unfortunatelymissed fromthemain piece.
As one of the largestmanufacturers of high-pressure water jetting and drainage equipment in the UK, Superjet (part of JetchemSystems Group) had to learn to overcomemany disruptions and issues with suppliers since the company launched in 1991. Barry Lofthouse explained: “The recent pandemic combined with Brexit brought about several issues which Superjet had to deal with. Being a large UKmanufacturer
FOLLOW US
placed Superjet in a good position prior to the effect the pandemic had on ‘normal’ordering and supply processes. A large part of this was having built extremely good relationships with all suppliers over the years, ordering in bulk and working severalmonths, if not years, in advance. Thismeant Superjet not only held stock for current orders but also any imminent and future orders. This preparation allowed themto fulfil orders when other companiesmay have been struggling. The Head office and manufacturing facility, together with a nationwide depot network, enables them to not only hold large amounts of stock but also reallocate this stock across the UK when necessary.
June 2023 |
Large stock of spares and accessories
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