Hello and welcome to today's webinar, Achieve Capital Project Excellence, Factory Acceptance Test Protocols for Capital Equipment in the CTG Industry. I'm Joyce Fassel, Editor-in-Chief of Pro Food World, and I'll be moderating this discussion. But before we begin, we have a few words from our sponsors. 70% of the top 10 global food and beverage manufacturers use GE software to help optimize their manufacturing operations. Are you surprised? Well, GE is the world's premier digital industrial company, transforming industry by connecting the physical and the digital, sensing, predicting, and responding to make the world work better. GE is proud to be working with the OPEX Leadership Network to solve common operational challenges, make smarter decisions, and to achieve operational excellence. For more information, please go see the GE website at GE.com Food and Beverage. The webinar is also being sponsored by BNR. Perfection and automation means we put all of our knowledge and creativity into developing products that become transcending innovations. At BNR, we turn this model into reality by providing our customers with a complete automation solution that provides maximum flexibility and economic efficiency. Miscommunication between CPGs and OEMs during line startups often result in unbudgeted costs in travel and material and delays for everyone. Using a comprehensive factory acceptance test, or FAT checklist, establishes protocols and clarifies expectations during the purchase and installation process. Today's webinar will outline the benefits of FATs, the steps to perform them, and a case study that proves their value. But before I introduce our speakers, I want to let our audience members know that this webinar will also be available for archived viewing at profoodworld.com. And you will receive notification when it's ready, and the slides will be available for download from there as well. Please feel free to ask questions at any time during the webinar by typing your question into the questions pane of the GoToWebinar control panel, and we will take some time at the end of the presentation to address as many questions as time allows. So let's get started. Today's presenter, Jose Rios, is senior director of engineering at Nature's Valley, where he leads three highly focused teams, engineering, technical engineering, and engineering strategic initiatives to build upon the collective strengths in the engineering organization and bring greater levels of excellence. Primarily responsible for capital plans, Jose supports safety, quality, service, and efficiency through the execution of capital projects, process development, and organizational capability development. And prior to joining Nature's Valley, Jose was senior operations manager for Starbucks Roasting Plant and Conagra, where he implemented total productive maintenance tools for operations, maintenance, and engineering. In other previous roles, he was responsible for the engineering and maintenance functions at Danin, Pepsi, and Hershey. And overall, his experience includes more than 20 years in the food, beverage, and nutraceutical industries. But before we begin our main presentation, I'd first like to turn the discussion over to Steve Schlegel. Steve is the managing director of PMMI's Apex Leadership Network. Thank you, Joyce, and it's a real pleasure to be speaking with you all again this morning. PMMI founded the Apex Leadership Network in 2011, and we have had the distinct pleasure over these past five or so years to build a very dynamic community of manufacturing, engineering, and operations professionals. The focus is to bring in over 250 companies who now collaborate on solving common operational challenges that are non-proprietary and non-competitive. And as a result, we develop industry best practices and make all of these best practices available for free download on our website. This word cloud that you're looking at right now is an indication of the breadth and depth of how engaged the food, beverage, and nutraceutical industry is in the Apex Leadership Network. I call your attention to the size of multinational companies, to the small privately held companies, all sharing the experiences in crafting best practices. And where do those best practices come into play? In the three main categories of any CPG manufacturing operation. You have the people focusing on the human asset, process focusing on operational performance, and the technology sector focusing on capital spend. And today as you can see that all of these published work products are available on the Apex Leadership Network website. Go to ApexLeadershipNetwork.org and you can download any one of these work products for free. And as you can see, it's a holistic approach to being of guidance and assistance to enhance your current operations. Fundamentally, it's important to note that these are not academic white papers or consult needs. These are best practices that have been developed by industry for industry and therefore of significant value to all CPG manufacturing. Today, in just a few minutes, I'm going to turn the ball over to Jose, but today we're going to be talking about factory acceptance tests. The one voice factory acceptance test is a protocol for capital equipment in the CPG industry. It was published just about a year ago and like the other documents, these are protocols and checklists to help you clarify the expectations. The ultimate objective here is to assure that the value is received for the investment by you as a CPG company. Let's take a little closer look and what it is that the challenge in today's marketplace is one of miscommunication. We all know that.  What does the CPG expect in the FAT? The solution is to creating a format, a checklist if you will, that helps to the various parties to come together and develop an agreement way up front in the purchasing process as opposed to way in the back end of the capital project process. What are the key elements of the FAT checklist? They're in three basic blocks. The first one being planning. The second one being criteria. You can see the attributes of each under each main block. And the final one being testing. And as a value proposition to this, not only does the operations professional in the CPG have a better opportunity to have sustainable OEE, there is also the significant opportunity in capital spend to have vertical startups. To have that rapid acceleration to meet your target performance, which is highly important in today's most competitive world. So let's take a look at how it's been working for some companies. Rick Fox is the CEO of Fox for technologies. And as you can see, he found it as a great structure for discussion in working with their customers. Jill Costello of Press Juicery found the tool enable them to much more effectively perform in a capital project and many, many others. We have had nearly 1,000 downloads of the FAT document off of the website. And if you haven't done so already, we encourage you at the conclusion of today's webinar to go ahead and do that. So let's take a little closer look. I mentioned that there is a checklist. And as you can see, the checklist in those three blocks that I mentioned earlier, planning, criteria, and testing. So let's drill down just a minute to give you some idea of how this will encourage the collaboration, the fact that it's not prescriptive. This is meaning you don't have to do every one of these items and it's not telling you what to do, it's encouraging dialogue. And finally, it enables project tracking on this particular topic. So as we look into an example in the planning category, look at staffing. This has been one of the perennial discussions of if you're a CPG, who do I want to send? How do I want to take care of it from an OEM perspective? How do I match up my team with the team that's coming from the CPG? Clarifying the roles and responsibilities. So as you can get a sense of this document, we've identified each other's responsibilities, what is shared, and then some leadership guidance on each of these items. Another look would be in the criteria section, one being performance. So I chose this one in particular because this is where the rubber meets the road. Does the fact of how is it that you're going to clarify that the FAT does, in fact, that the equipment meets your expectations? So the CPG clarifies your requirements, such as number of changeovers and the working conditions. The OEM responsibility is to respond to the user requirements and show that that will, in fact, occur. And finally, to verify that is the testing category. And in the testing category, I chose the example of conformance to specifications. So this is where you, the CPG and the OEM come together and they have a mutual agreement under the shared responsibility on what inspections are going to occur. So for example, how do you verify the electrical code requirements during the FAT and in particular if it's an international project? So that gives you some understanding and it sort of paints the context of the scale and the value of the FAT protocol. And now I'll want to turn this over to Jose with all of his experiences, as Joyce mentioned in his bio. And what Jose is going to be doing is sharing an example from Nature's Bounty and how they've used the FAT document. So Jose, I pass it over to you. Thank you, Steve, and good morning, everybody. Nature's Bounty, a little bit about Nature's Bounty, the leading global vertically integrated manufacturer, marketer and distributor of retailer of a broad line of high quality vitamins, nutritional supplements, related products in the United States with operations worldwide. Our portfolio includes over 22,000 SKUs, 20 brands. We do employ 14,000 associates, spread around 12 manufacturing and packaging sites. We have six warehousing and distribution sites. And from a financial standpoint, we represent over $3 billion in sales. Some of our brands to the right, Nature's Bounty, Rx, Body Fortress, Esther C, Sundown Natural, in our portfolio, other ones could be Osteobiflux. The demonstration of our factory acceptance test, prior to having this guideline, this checklist, Nature's Bounty was a bit loose when it came to the documentation and the criteria of implementation of overall capital projects. These documents truly provided us a guide where we can collaborate with our vendors and stakeholders to deliver a much better quality-driven, not only factory acceptance testing, but startup once the equipment got to the floor. For our case, we chose a battle cardiner. For those of you who do not know what a battle cardiner would be, it simply inserts a bottle into a finished carton. And that carton is then placed on a shelf in places like CBS or Walgreens. Next slide, please. A little bit of the project background. Prior to the cardiner coming in to our facility, the majority of our needs were satisfied through either a manual operation or a very outdated automatic cardiner that was really constrained in terms of efficiency, variety, or flexibility. So the scope of this project included installing a new cardiner in one of our lines, upgrading some components downstream of the cardiner to make sure we had a good balance front to back in the line, purchasing the parts that would ensure expeditious, more efficient changeovers, integrating line controls for better bottle management, implementing a training program for the associates and mechanics. The majority of our equipment is dated highly mechanical. This was a transformation for our company where mainly servo-driven electronics and new technologies would be introduced to our facility. The benefits for us would be to increase our throughput by the reduction of cardiners related breakdowns. We would introduce a reduction in changeovers, therefore decreasing our downtime. We would increase yield by maximizing the amount of material we would use in our equipment. We would increase throughput on a variety of SKUs under 300 CCs, meaning smaller format type of bottles that would increase our round rate and would also eliminate the need to offline cardin with manual labor of the operations that we had in our corporation. Estimated annual savings of $250,000 were calculated by this investment. Of course, we did find some complications during our design phase in the project. We did have a large number of SKUs that resulted in some equipment redesign. The engineering and sales schedule were not completely aligned, so we had to work together to make sure that we can support the demand while implementing the new solution. Our cartons were not designed for high-speed automation and presented a lot of challenges. As you could see from the diagram on the right, there are certain tolerances that are preferred by automated equipment and we simply did not have that in-house. So we had over 61 cartons that did not meet the specifications for automation and ultimately we had to take a different look on that material and their relationship of bottle to carton. We did have some communication challenges and ultimately resulted in some trust and communication breakdown. Typically, in the big process and a normal FAT process for nature's bounty, it followed just simply a price, a proposal, and for the most part, the following lines. As per customer specifications, in the standard basic machine, it's a number of three days for customer operators training and FAT in the shop. Those are included. Transport and loading are excluded and lodging is excluded. And after that, there will be some additional charges if additional time is required. NBTY created an internal FAT design phase and shared these design with our vendor. The vendor was actively engaged and provided a lot of feedback for both our benefits. This collaborative process really leveraged the One Voice FAT document that Steve briefly talked about. We invited them on site to dialogue and truly come up with a comprehensive document that benefited added value to not only the nature's bounty company, but our OEM as well. It was used to provide the framework of discussion where we walked through the existing document and came up with some deliverables that were assigned to owners and truly created a great dialogue, great responsibility, accountability on both sides. We verified the relevance of each of the One Voice criteria. We modified the FAT document to make sure the criteria was met. We clearly defined each step of the way and the deliverables along the way. And we forced a hard look at all of the assumptions that were taken during the procurement phase, during the early design phase of this project. We were able to reallocate budgets to cover most of the critical items, crucial items on the FAT. In the end, it resulted in a well-prepared detailed schedule of events. We added a day to our FAT. We had a racy matrix that truly showed accountabilities, things that needed to be delivered. We aligned the FAT deliverables with our project success criteria. Make sure that there's direct connectivity between those two documents. We defined machine-to-machine interfaces. We improved our induced failure testing session. We removed non-applicable sections of the document. We clearly listed documentation required. We improved the maintenance requirements and the testing of these equipment. It resulted in a kickstart of the project the right way. A lot of ownership, a lot of value added in the front end of the project. We created an FAT that aligned both our provider and the company and the stakeholders on the expectations and deliverables of these equipment. We had a successful FAT on the first strip, which was overseas in Italy. We improved the existing MBTY nature spouting process for factory acceptance testing. We have much better planning, much better induced failure testing. Equipment interfaces, much improved, and again, maintenance requirements were clearly defined and implemented prior to reaching the floor for installation. Communication overall was much improved. The trust between stakeholders, engineering, and OEM was reestablished and strong. The FAT implementation truly leverages three areas. It integrates these documents into existing processes. It is a bolt-on to any early management capital execution processes anyone would have. It's truly a guide, a checklist. It removes any of the guessing work, any of the thinking on what are the areas that I must think about or come up to ensure that you have truly a great factory acceptance testing. It promotes early collaboration into this process. There was, as I said, there was a large degree of collaboration not only from the OEM, but from the stakeholders to make sure that there were certain aspects that were truly insured, that were deliverable prior to the machine hitting the floor. Lastly, it really clarified expectations. It allowed the plant to truly drill down what the expectations were, not only for the OEM for engineering, but for themselves. A plant would truly understand the need for material, the need for representation. In the OEM side of things, it truly clarified, gave them an outline and scope of the areas that would be looked at, the alarms, the induced failure testing, and for engineering, it allowed us to truly guide these build throughout inception and installation. The factory acceptance testing is truly a value proposition, as I said. It brings our industry as a service to initiate as part of your request for quotation. We start thinking about these areas very, very early in the process. So it clarifies the expectations, support customers, sales engineering, it avoids getting into the weeds and down rabbit holes that complicates situations, and it does deliver a very successful solution that reduces cost, increases sales through service, and repeats sales. This document provides structure for discussion, again, what the industry normally does. A two-month project executed cleanly between the equipment manufacturer ourselves. A little background, again, on nature's bounty proposition on our engineering execution. We truly have five phases in engineering that we execute. The first phase is assessing feasibility. That's truly where we put our business hat on. We think about what good looks like by executing success criteria. We justify our project by creating a strong business case, and then we have some supporting documentation in the form of functional block diagrams and FMEAs. In the definition phase and analysis, we truly then start looking at some areas of inputs and outputs. We drill down into the technical success criteria more by implementing a little bit of engineering. During the design phase, we will do some total cost of ownership, startup management, and some reliability center FMEAs. During the construction phase, it's where we do our factory acceptance testing. And lastly, during commissioning, we do our qualification process and a site acceptance testing. All of these processes provide very value when a strong FAT is achieved, where we can roll it out to all phases of engineering. It integrates very smoothly into all these processes. While many companies are already doing FAT, it's a standard process. It's effectiveness, clarity, early. All engineers can truly benefit from this process, as it's not prescriptive, and it's a guideline, and it ensures good customer service. Well, thank you, Jose. That's a great example of your application of the FAT, and we really appreciate you sharing that with today's audience. What I want to add value to that is going back to that initial wheel of people, process, and technology, I'd like to share with you that at the core, if you look at the FAT at the core, and as Jose just presented in their engineering process, it assures or it validates the fact that they, as Nature's bounty, are getting what they expect. So there are other aspects, though, that dovetail into this. So the existing toolbox, if you will, that best practices that are available to you also relate to it, the OEE calculator, total cost of ownership, workforce engagement, as it relates to who do you send on an FAT, PMMI's risk assessment on PACSAFE program. But in addition, there are other aspects that I wanted to let the audience know that the OPEX Leadership Network is currently working on. We're working on a complementary document for request for proposals. So guidelines for request for proposal process. Also on secured vendor access, that is the OEM's ability to securely get into and remotely monitor the performance of their machines while they're on the CPG's floor. And above all, is worker safety. So all of these documents are currently available or work in process to help you drive operational performance and excellence within your organization. So with that, I'd like to turn it back over to Joyce, who can moderate any questions for Jose. Okay. Thank you, Steve, and thanks, Jose. Please feel free to ask questions at any time. You can type your questions into the questions pane on the GoToWebinar control panel. So, Jose, here's our first question from the audience. This person would like to know how difficult it was to integrate the OPEX FAT solution into your existing processes, and did you have to make a lot of changes to either your process or the tool, the FAT tool, that you downloaded? Yeah, that's a great question. Thanks for the question. No, I found that these guidelines really seamlessly integrated well with our current processes. Again, the fact that it's not prescriptive, it just really removes all the thought process from the final document that you will present really made it very smooth to integrate into our existing process. Not only in the FAT side of things, but throughout the whole process, it really guided you to think about the areas that you wanted to test, the responsibilities of their team, and it truly made it a very seamless and collaborative effort. Okay. Another question we have is, how was this process received or viewed in your organization? Yes. So definitely, it was received well, not without some hesitation, some doubt. At the beginning, the overall impression that is felt by a group is, here comes additional work. However, once you realize that the guideline really facilitates the thought process, the dialogue, the collaboration between teams, it really was well received. It removed all the emotion out of the process and truly focused the team in data-driven responsibilities and deliverables. Okay. Jose, here's another question. I don't know if you're going to know the answer to this, but we'll put it out there. How does this differ than what P&G uses and conducts for FATs? I am not familiar with the P&G process. I'm not one of my former employers. However, I would venture to guess that there is a document that is written already for the most part in all my former experiences. There's a document that is already written, and this one is very different because it's not again a prescriptive document. What it truly is doing is outlining responsibilities, areas, it defines well the process, provides clarity in the different areas of an FAT without having to adjust your existing FAT documentation. So it truly provides you that checklist for everyone involved to think about not only the piece of equipment, but other areas outside the piece of equipment that will ensure the return on investment, areas like maintenance practices, areas like documentation, areas of budgeting, all of those areas are inclusive in this document whereas typical FAT documentation will ignore or neglect that. Okay. We have another question concerning OEE. This person says, what OEE expectations have you given to the OEMs within the FAT process and how do you resolve them missing that number? Great question. So for the most part, everybody starts for a world class OEE of 85%. In this situation, again, this document guides you through a dialogue and deliverable or realistic expectations based on all of the factors that are needed to consider. For example, in our case, we had challenges with material. That will definitely affect the OEE of a piece of equipment. We had extremely new aggressive technology coming in, so we knew we needed to implement strong training regimen in order for us to be successful. The value of these documents is outlined and identified those needs so that everybody has a realistic expectations, knows what they need to deliver, and when it comes to OEE or performance, it's clearly defined based on all of those factors I mentioned. Okay, another question is, how would you suggest engaging your suppliers in using this process? Great question. For us, our supplier was very, very receptive to utilizing this document. If we are talking about a manufacturer of equipment, it added the value in the front end, as they knew exactly what to expect when the visit was performed. They knew exactly what to expect during the installation phases, so it provided not only a value at the present, but having gone through the process, it provides resellable value to other customers down the pipeline. When it comes to suppliers, like components suppliers, it truly does identify as well some of the challenges that going from instance from a manual operation would be to an automated application, and it provides the vehicle, the framework to successful partnership. Jose, do you recommend using all sections and elements of the FAT? Yes, I recommend that at least you scan through them and identify what is applicable to your situation and process. In our case, there were certain areas that were not applicable in the nutraceutical industry, and the way we operate it, so therefore we just simply omitted those in the final product. But it is a very comprehensive, all-inclusive document that allows you that flexibility to be non-prescriptive, to add or subtract to the checklist as you see fit. Well Jose, I'd like to thank you for a great presentation today on factory acceptance testing, and for more information about PMMI's OPEX Leadership Network, please visit OPEXleadershipNetwork.org. For the latest news about engineering and operations in the food and beverage manufacturing industry, and to view news about our upcoming webinars, please visit profoodworld.com. Thank you for attending this presentation and have a great day.


I'm Dushan and I manage the system and session team at Directlype. I'm going to give a short talk about the tools and, you know, the applications and the things that we have to manage our entire application stack and infrastructure and stuff like that. So, to give a brief introduction about myself, I've been with Directlype for the past eight years and when doing system administration stuff on Linux and stuff like that for ten years now. And the main, I mean, most of the infrastructure at Directlype is on Linux and some products do use Windows. I'm only covering the Linux infrastructure and automation surrounding that and not even those infrastructure side. So, the teams that we have in place are mostly engineering teams which consist of system architects, software engineering and some sysads as well. And the operations which are the 24-storey seven teams like system operations, data center operations for remote hands and network operations. The corporate IT team basically they only handle our internal infrastructure. And so the entire set of all the system stream, former systems operation group with various skill sets and focus on different areas of the infrastructure. The products that we have, you know, again, a lot of various products add monetization which belong to the media and business units. And then we have a lot of hosting products and then the messaging platform to inform and so forth. They're all hosted mostly from collated data centers in the US. So, we buy our own hardware, you know, we buy our own networking equipment. We are with ISPs. So the whole infrastructure is managed by us. And so we are moving some stuff to AWS at some stage. The applications again, you know, a lot of open-source applications. Most of the application styles of the products use the open-source applications. Some of them are listed out here. And so coming to the infrastructure tools and automation. So the core part of any infrastructure automation effort is the inventory, right? What do you have? What hardware do you have? What networking equipment do you have? What applications are installed and stuff like that. So we started out when we used to be a... I'm coming to infrastructure management. We used to be the traditional folks where we used to have scripts that we run on each box to do stuff. You know, and over a period of time we realized that it doesn't scale. And so we started automating the entire infrastructure from the ground up and realized that the first part that we need to tackle is the inventory. So we started using this application called Rack Monkey. We were in Perl and, you know, collecting our inventory bits there. And later on, you know, we made an arrow or a fork of that in the press in the SDC box right now. So this application basically consists of all of our equipment details, starting from racks, location centers, the servers in them, their hardware specifics, their networking information, which port and switch are they connected to and stuff like that. So we basically provision racks for any product. We provision a rack, stack up with an entire load of servers, and then, you know, deploy applications on it and forget about them. So then they get used whenever the capacity is required. So when the rack is loaded, all the barcoded information gets read into the inventory tool. And then we have an integration with Cobbler for, you know, ascending roles to the fresh hardware which was stacked onto the rack. So the Cobbler profiles, when they start, they get appropriate Cobbler profiles. And for Windows boxes, I mean, it goes to WDS and stuff like that, but that's not integrated audio. And so there's other integration with other devices, like the Cobbler strips to get power consumption of a rack or a server. And it also has integration with networking equipment for some stuff. We also do busker management like that. So these are all, again, the authentication of this tool itself. So when we have mostly Dell hardware, so all automation is running again with Dell hardware with some stuff like create creation, et cetera, that happens. After a machine is racked, a live CD, you know, it boots for a live CD, live CD, and then you do the create creation settings and stuff like that. There's the metadata that is collected and uploaded to the inventory tool, and then the OS provision is kicked off. And then once the OS is provisioned, you have configuration management stuff, which happens by puppet. And so we again wrote a lot of modules and, you know, for each of the applications that we use, and many of them are custom according to the needs that we have. And we build a lot of custom RBMs. And we use Koji for that purpose. So all we need to do is upload a spec file in the source RBM, and it gives us RBMs for all architectures and TOS flavors that we use. And chip for revision control, and it's a shared repository of all the puppet managers sitting there that every project uses. All development changes trackware puppet. And we have written a lot of custom tracks in puppet, which gives us information of each of the bugs. Like LLVP is a tool which tells you about which switch a machine is connected to, and it also updates the switch also when LLVP is enabled on the switch, networking switch, it updates the port aliases. So then, you know, when you look at the switch configuration, you will know this machine is connected to that switch, this particular port. So the host name is separated on the switch. So this custom fact helps us in making the puppet manager easier where we can decide on what configuration to put into that box based on that fact. We do some application deployments that have a scan as well, so that the developers have control directly to deploy to their stages. We also use a tool called MCollective, which integrates with puppet as well, and then you can run commands on a local node, say, you know, run this command on all machines on this particular rack.  So those are the positioning tools, configuration management, and for monitoring we use NagUs, I mean, standard approach most of the infrastructure is like this. We did investigate a lot of tools like HyperA and Xenos and all these commercial tools that are available out there like spin-offs over NagUs with a good UI, but they all seem to be for regular IT admins who need a UI to do stuff like add a box and stuff. But for us, the flexibility that is in NagUs configuration files provide is invaluable then. So we wrote our own NagUs puppet module type and a provider which helps us configure NagUs from the plain configuration files. So it's a simple module which looks up all the host information and the host groups they belong to from CSVs, using corporate EXT lookup, and adds the host to the NagUs and assigns it to a particular host group or a host role and stuff like that. And also these checks are associated with these host groups. So that any host, when the new host is added, we just have to assign it to a host group so they can read all the checks automatically. We don't have to configure every check on the new host. And we have network service dependencies, you know, a lot of times you will have some network issues and stuff like that, so you will get flooded with thousands of others on your inbox. So these dependencies help minimize that. And we use take by XSH, not in IP, so that we don't have to maintain client-checking durations. And most of them are active checks and discipline monitoring is working on. So we also use Pingdom for external monitoring, protract or SLAs and stuff like that. So all our main services which are accessed by our customers, we have a service check in Pingdom which tells us if that service is done from a particular location. Pingdom checks from 14 different locations so we know that if it's done on any of the java areas because of routing issues and routing issues and stuff. And for instant management, we classify alerts as different categories as when being most critical and as when being the most important in all the others. So the August when loads are handled by the operation stream which helps us with the books and escalations and stuff. So both Pingdom and Amuse Alerts are integrated with Request Tracker, so which is the RD, which helps us to track every event or all that happens on our infrastructure, political analysis as well and we do have some other questions surrounding Pingdom to add services and checks to their system. And for trading, we use Gambia, which is one of the mostly used monitoring solutions for collecting metrics from your systems. And it says can be scalable, easier to collect, you can write a quick script to collect some metrics that you want to collect from the system. If you want to graph load over a period of 18 months or a year and stuff, let us include script and script and it runs the applied steps via gmetric. So those things are very default provided by Gambia itself like load, CPU, metrics and stuff like that. But Gambia makes it easy for you to collect other metrics that you want to collect, like say on your website you want to track the number of registrations per day on a graph. You can write a single script, you are going to get it from the database and send it to Gambia for a graph. And use RRD CacheD, which is an enhancement for any RRD based solution to speed up. So if you have used the RRD tool and any solution based on RRD tool like CacheD and stuff like that and you have thousands of rows, you know that. I hope it's saturated because of a lot of random IO because a lot of RRDs are very small, small pyres and stuff. So RRD CacheD acts like a layer, a caching layer between a tool like Gambia or CacheD and the disk. So Gambia talks to RRD CacheD, to send all updates and RRD CacheD caches everything and writes, you know, every few seconds as a sequential IO. So we group clusters based on project roles like for example one particular project, like Schenzo, the Schenzo web will be a cluster. So all the web servers on that, having that role will appear in that cluster and you can do cluster comparison and see how much each box is performing or how many web requests is each box getting and stuff like that. And GMOD is the client utility for Gambia which collects the statistics and runs on each server and the... so it contains a vital modules and you can also write geometric collect metrics from servers. So we have written some cluster modules and we have used SAR, you know, that provides most of the statistics on system like IO, SWAP, you know, paging statistics and new statistics and stuff like that. So we simply collect it by SAR and set it all to geometric so that we have trendable metrics. You know, we don't want to look at a, you know, a metric when something goes down or when you trend it over a period of time to see patterns and figure out what issues and a lot of my better modules for all the Apache and different applications and custom splits. So each project gets its own views with important metrics as a dashboard so that we can, you know, see the performance of a particular product at any point of time. We also use GraphMate for custom application metrics, business metrics, et cetera, like stuff that I spoke about, a number of registrations, a number of connected clients and stuff like that for certain projects. So from Java, you know, the statistics are directly sent to GraphMate using this cold hail modules. We also have some Python code too. So if some application exposes a metric as a JSON, we can fetch it via this Python daemon and send it to GraphMate. For the code monitoring, we do cacti, observium, which is rather new, pretty, and what's-of-goal is a machine pretty for its flow and jflow analysis and stuff like that. And log management is plunk for the critical launch with core operations scheme. And yeah, log stash and ask-to-search for the large data sets, the large amount of logs, like, you know, our middle of state platforms, you know, we send a lot of mails out, we see a lot of mails. So we set up index all those logs via log stash and ask-to-search so that we can search for, you know, email delivery logs or say somebody say, that's not complete is that I have not received an email, we can quickly search and see what kind of learning it's like. We also use way log courses and other projects for project application logs, like log4j, and there's going to be data sent to way log or having a JFC, if you want to see what your application is doing and your application has enough logging so you can use the log to have an index bottom of the logs. So that's it. I think those are the all the tools and, you know, stuff that we use to run our operations and many of them are, you know, very mature. I think it's easy and there's a lot of documentation out there to set up a quality audience. I can take up any questions if you guys have related to the voice positioning or the infrastructure itself for your applications running.


What kind of advice do you give to people as far as getting started with their creative life? Well, it's pretty much the same for almost any field. You have to be, you have to want it more than anything else. You have to commit yourself to it completely or you're not necessarily going to be any good at it. There are a lot of people who have talent, but if you don't really learn how to use that talent, you're not committed to technically accomplishing something. It's going to be a hard life even if you are successful. So my advice is study hard and give everything you've got, the beginning especially, and then see what happens. So how are you reflecting on contributing to our culture? Early on, as a lot of people do, they say, you really have to contribute, you have to be a doctor or you have to do something. The fact that there's something like that that is ostensibly, directly helpful to other people's lives, what I've come to understand over the years, and since it goes along with what I've wanted to do since I was four, that what I do is important to people's lives. Beyond survival, let the doctors, like my brother, my late brother, take care of them. I'll take care of their soul by helping to reveal their soul to them, by helping to open their minds, have an experience that they'll never forget, and that I think there's an ability in that. I do a lot of charity work and I have a foundation for asthma, so I don't just leave it at my work. I am involved in charities all the time, but my work is a charity in a certain sense. The only difference is I get paid for it. The charity I have to pick up, what I do, people come up to me and tell me all the time, have been extremely important to them, and given them great moments in their lives, and that's nice.


families and friends. A warm welcome to this second autumn graduation ceremony for 2012 of the University of Auckland. This week, the university is bestowing a total of 7,048 qualifications on some 6,862 students. At this ceremony, degrees will be conferred and diplomas awarded in the Faculty of Business and Economics. The total of 489 in person plus a further 220 in absentia. As Chancellor, I am privileged to preside at graduation once more. The twice yearly cycle of graduation ceremonies makes them no less significant for the university and me personally than for those of you being capped here today, many for the first and only time. Graduation is always a festive event, rich in history, pomp and colour, but with some endearing contemporary touches. Here in Auckland, our enviable mix of cultures and ethnicities is evident in the variety of dress and adornments worn by some of our graduates. Today is one of celebration, hard earned and well deserved.  The university, represented by the council and academic staff members seated behind me and those many professional staff who direct proceedings with unerring precision, takes equal satisfaction in your hugely significant day. The University of Auckland is deservedly ranked as one of the best universities in the world. The qualifications bestowed on you today will always serve you well in this country and abroad, whether in qualifying you for a fulfilling career or in leading to further challenging study, or simply for your own personal and intellectual enrichment. In today's world of constant and often bewildering change, you can never afford to stop learning and honing your skills and capabilities. So do keep in mind our ever expanding range of postgraduate opportunities. The critically important role of major research-led universities, such as the University of Auckland, in modern life is not always understood. Our cutting edge research is vital for long term sustainable economic growth and social development, never more so than in these globally uncertain economic times. Universities such as ours equip graduates like you, not simply for the jobs of today, but for careers not yet imagined. The University of Auckland's aspirations for the period ahead and our responses to an increasingly constrained funding environment are comprehensive and demanding. They are taking shape in our draft strategic plan from 2013 to 2020. And I encourage you to peruse this wide-ranging document on our website and let us have your feedback. I urge you as alumni of New Zealand's leading university always to remember your alma mater. We depend increasingly on our graduates for support, moral and political, as well as financial. This at a time when our country's universities receive the lowest-income per student in the developed world. Your advocacy and influence are vital in encouraging government and the community at large to fund universities so they can generate the knowledge needed to drive a productive and competitive economy and to create full and satisfying lives for all New Zealanders. That's enough for me on the challenges currently facing universities. For today is unquestionably your day. I warmly congratulate each and every one of you and trust that you will long cherish memories of your graduation in May, 2012. We welcome, as our speaker this afternoon, Karen Vodio. She is a research economist who has held important positions in the public and private sectors, as well as academia and charitable organizations. After gaining a BA degree, Ms. Vodio began her career on the research start of the New Zealand Institute of Economic Research. She also started a 35-year relationship with this university in various roles, which included teaching, competition, law and policy at masters and undergraduate levels. She spent five years as a member of the Commerce Commission and since 2002, she has been a lay member of the High Court under the Commerce Act. She has had extensive governance experience on major corporate boards. Ms. Vodio currently chairs the Auckland City Mission and the Musicer's Sacred Trust, as well as being a director of the Reserve Bank of New Zealand. In 1993, she was awarded a CMG for services to business and economics. Ms. Vodio. Chancellor. Pro-Chancellor. Deputy Vice-Chancellors. Members of Council, members of the University of Auckland, graduands, families and friends. Some of you may be thinking there's a contradiction in having an economist address you today, just when you were expecting this to be such a happy occasion. But don't be alarmed. This economist is not going to talk about sovereign debt crises in Europe, budget deficits, bond rates, exchange rates, or concerns about international growth prospects, except to say that these sleep-depriving economic and financial issues are greatly affecting the international environment in which today's graduates will pursue their careers. It's a fragile environment, fraught with constraints and much uncertainty, as well as increasing competitive pressures. So today's graduates will have little option but to wear the mantra of efficiency and effectiveness in everything they do, whatever and wherever their roles might be. Now we know that geographical boundaries no longer determine the matching of talent with opportunity. More than ever, we can expect a premium for international and multicultural perspectives, as well as a premium for creativity and problem-solving skills. That fly Emirates ad actually grabs attention. Tomorrow rewards the curious, those who travel beyond the borders of convention, which leads me to my central theme, creating your own story. Those of you about to be capped have already embarked on your journey and you can have real pride in the formal recognition at today's ceremony of the credentials you have attained across a wide range of disciplines in the Faculty of Business and Economics at the University of Auckland. This is clearly a milestone event and one that we are all here to celebrate, but just a stepping stone nonetheless. Your stories are yet to be created. Part of what we are celebrating is the opportunity you each now have to influence the future, state and reputation of business, the opportunity to foster social and economic advancement. And we can only hope that this opportunity will not be squandered.  You are so fortunate to be surrounded today by supportive faculty, family and friends. You will always be indebted to them for the university education you have had. But they have really done no more than help pave the way for you to create your story. What they want for you more than anything is that you use this education to unleash whatever potential is within you. None of us knows on our graduation day what that potential might be. None of us knows the destinations we will reach in our journeys. Now some aspects of my story have just been shared with you. Your stories have yet to be narrated.  One can only feel sympathy for the young doctor, Tertius Lidgate, who in that great and insightful 19th century novel, Middlemarch, bitterly reflected that this is what I am thinking of. And that is what I might have been thinking of. As to Dorothea Brock, the central female character in Middlemarch, the author concluded that the effect of her spirit and everyday words and actions was incalculably diffusive. For the growing good of the world is partly dependent on unhistorical acts. Now these words still resonate nearly 150 years after they were penned. However diffusive the effect might be, what you say and do day to day matters. How you deal with issues of trust, dignity and justice matters. How you navigate risk, a conflict of interest or dispute resolution matters. Unhistorical acts they may turn out to be, but you have been handed the baton and like Dorothea you will be paving the way for those who follow. Given the investment that has been made in your university education, we are entitled to expect that you will do your best to ensure that the sum of your everyday actions will add value and raise the average. That you will help others to realize their potential and that you'll always be willing to interrogate your own thinking. Bearing in mind what Lord Keynes wrote a century ago, the difficulty lies not in the new ideas but in escaping from the old ones. We are also entitled to expect that in your head you will know that professional and accountable accurately describe the everyday conduct that will anchor your story. Maintaining high levels of personal integrity matters. Your grades may be good and your technical competence superb, but like a singer or violinist on this stage, something has to be added to distinguish the end result. Individual interpretation. It's the whole performance that counts and it's the preparedness to continue to learn and to better that performance that counts more. Now surely this audience would disagree with the young, tertius, Lidgate and Middlemarch for whom knowledge seemed a very superficial affair, easily mastered. And hopefully today's graduands would disagree with Lidgate's view that judging from the conversation of his elders, he had apparently got already more knowledge than was necessary for mature life.  When I consulted Wikipedia, just to remind myself of what was going on in the outside world in my graduation year, I found amidst beetle mania, Vietnam War protests and the collapse of New Zealand's wool economy that the World Cup trophy for soccer was stolen at a stamp exhibition in the UK. It was found under a hedge in Southeast London by a male mixed breed collie dog named Pickles, who became a celebrity and died soon after when he chaked on his lead chasing a cat. And by the way, the thief died of emphysema. Now I must confess that the place of Pickles in the historical record of world events had escaped me. What must not escape today's graduates is the opportunity to make the story you create wherever in the world you create it truly worthy of the University of Auckland's historical record. On your behalf, can I thank Ms Baudier for some very interesting and wise and valuable observations and advice. This is a meeting of council and convocation of the university for a ceremony of conferring degrees and awarding diplomas. At the ceremony, the Pro-Chancellor Ian Parton and I will be conferring degrees and awarding diplomas. I invite the Pro-Chancellor to award the diplomas and confer the degrees in the first half of this ceremony. Thank you, Chancellor. By the authority vested in me by Resolution of the University of Auckland Council, I, Ian Parton, Pro-Chancellor, confer the degrees and award the diplomas stated upon those who, within their faculty, have satisfied the requirements of this university. I call upon the Associate Dean of the Faculty of Business and Economics, Mrs Lowrensen, to present graduands in that faculty. Pro-Chancellor, as Associate Dean, I have the honour of presenting to you the students qualified for the award of a diploma or conferment of a degree in the Faculty of Business and Economics. Graduate Diploma in Commerce. Benazir Shazia Ali. Regan Quinton Badly. Lily He. Luigi Yatindra Ngunja Mani. Yusman Ahmad Khan. Sharon Pratika Kuma. Melissa Erika Mendenka. Sivashni Nadu. Tulsi Patel. Venushka Antonio Parera. Amrita Prasad. Divya Vanessa Boniface-Quadros. Aishleen Ramona Ram. Tracy Marie Shkumga. Seb Nishama. Rahul Ravadeep Singh. Shintel Taylor. Manas Tandon. Dupisha Ben-Yumarria. Chunming Yao. To the degree of Bachelor of Commerce. Michael Ola Rumwaju, Akanola Abraham. Angelo Elbregina. Jeanette Kay Adams. Adikari Muriyanselagi, Vikum Tarinda Adikari. Omeya Adil. Suheb Jamil Afiz. Alani Afu. Elliot Wade Agate. Shane Anthony Eric Albert and a Graduate Diploma in Commerce. Alzena Razia Ali. Richmond Fraser Allen. Lewis Allen Anderson. James John Angus. Shahad Ansari. Cheriflu Ana. Abhinav Arowa. Mark Hassan Asapua Desfuly. Namita Mary Justin Austin. Faith Natini Babendra. Chan Yun Beck. Wenjin Bei. Scott Lawrence Baker and a Graduate Diploma in Commerce. Manish Balsara. Karan Tashi Sandra Bangera. Dikshah Bansal. Meredith Chelsea Barrow. Daniel James Bowman. Kylie Bae. Tiffany Cheryl Crystal Bell. Senior Scholar Commerce, Polina Bellick. Calvin Andrew Benedict. Kelsey Ellen Benj. Nicholas John Lester Binsley. Gurlene Kaur Bhatia. Abhije Bhattacharya Ria. Haline Bhatti and a Graduate Diploma in Commerce. Michael David Bibby. Ian Richard Black. Stephen Christian Blaise. Vanessa Margaret Bond. Oksana Borodina. Courtney Wallace-Bald. Steven Daniel Marvin Boyce. Paul Stephen Brock. Anthony Patrick Forbes-Brown. Bridget Emily Bucknell-Waley. Georgia Kate Anna Burns. Anna Ellen Butcher. Carlos Savatiera, Jr. Canida. Logan James Cason. Philippa Margaret Cutherwood. Senior Scholar Commerce, Michelle Kavanaugh. Lauren Elizabeth Junohoski. Gier Yun Che. Ashley Daniel Chan. Hong Chin Chan. Lum Wu Wen Jiang Edwin Chan. Wai Heng Chan. Wui Hei Chan. Abhije Bhattacharya and a Graduate Diploma in Commerce. Shanil Vakash Chan. Li Wang Chan. Maninod Chan Suk. Sobheep Cha. Jennifer Cha. Arik Chen. Deng Ling Chen. Nans Yun Chen. Ting Ting Chen. Sarah Ting Yun Chen. Ting Ting Chen. Yang Chen. Irene Ling Zhen Chiu. Sanjay Chiba. Lok Man Chiu. Ying Shuan Chenang. Sung Mung Chui. Yun Jin Chui. Phoebe Chong. Myung Ja Chun. Cam Yen Chung. Glen William Cleaver. Laura Michelle Klottwey. Anton Kevin Cobcroft. Jesse Robert Cogan. Paula Roberta Cohen. Stephanie Renata Craig. And a Graduate Diploma in Commerce. Irene Kui. Shane Christopher Dalton. Trisha Anne De Souza. Vivian Edward Diaz. Zeran Ding. Charles Phillip Michael Donne. Christopher Calvin Drake. Rupert Peter Owens-Driesdale. Wei Du. Yuhang Du. Nicole Elizabeth Edgar. Zane Ejaz. Hamish John Ronald Ennis. Benjamin McGregor Nolan-Elmsley. Laura Margaret English. Rezaan Ali Eskeri. Cheng Pan. Senior Scholar Commerce, Ling Pan. Rose Phan. Jane Utsovali Fasa Balu. Jonathan Sterling Fallott. Thomas Sawani Frisahoy. Steven Lee Flevel. Robert Nelson Janes Fletcher. And a Graduate Diploma in Commerce. Rebecca Louise Foley. Sebastian Simon Follis. Catherine Olivia Fonseca. Kay Lynn Fu. Mitchell Douglas Foster. Nicholas Joseph Francis. Stace John Freer. Benjamin Jonas Freelander. Irene Jordan Frost. Kendrick Yoke Sunfong. Ziwei Karan Fong. Samuel Ross Galloway. Yimang Gao. Luke Xavier Gardner. Megna Garg. Lesha Dawn Gent. Alice Victoria Winford-Gerbeck. And a Graduate Diploma in Commerce. Gabriel Esther Gillard. Olga Gladiceva. Rebecca Sarah Gutsch. Karl Robert Gorey. Krish Kunal Galsai. Nicol Krishanth Gunda. Angela Aniatta Grant. Stephanie Suzanne Grafangiza. Alastair Jeffrey Green. Sebastian Dennis Courtney Green. And a Graduate Diploma in Commerce. Claire Julia Greenhill. Aditi Grover. And a Graduate Diploma in Commerce. Meryl Narendra Golabdas. Benedict Francis Hager. Sana Hamadeh. Siong Hun Ha. Ayati Hariharan. Senior Scholar Commerce. Rachel Ann Haka. Venita Haka-san. Ha Sahiba. And a Graduate Diploma in Commerce. Alice Rose Harwood. Waiming He. Peter James Hemmingsen. Natalie Anne Henderson. And a Graduate Diploma in Commerce. Sansom Kiyom Yop-hing. Matthew James Hennepoff. Trent Gregory Hicks. Irina Hildebrandt. Gary Jason Hill. Johann Ross Hillman. Gavin Hong Tiong Hull. Gavin Hobbs. Vincent James Hockenhull. Laura Kate Hullioke. Sung-jin Hong. Bo-in-pa-yong-cha. Ying-hu. Mike Huang. Yifan Huang. Jonathan Oscar Huber. And a Graduate Diploma in Commerce. Isti Hudaia. Sung-kyu Huang. Rhys Michael Jack. Hana Zhang. Simon John Jarman. Rinesh Jiram. And a Graduate Diploma in Commerce. Yung-ji. Jijin Jiang. Angela Zhou. Andrew Nicholas Johnson. Brittany Amber Johnston. Ropin Dejot. Scott Justice. To the Degree of Bachelor of Commerce Conjoint. Christopher Benjamin Q. Adamson. And a Bachelor of Arts. Ahmed Saib Abdul-Sahib. Al Mokta. And a Bachelor of Science. Brooke Aston. And a Bachelor of Property. Lauren Elizabeth Beagley. And a Bachelor of Arts. Revingid Kaur Bhopri. And a Bachelor of Arts. Senior Scholar Arts. Senior Scholar Commiss. Julie J. Linshaw. And a Bachelor of Arts. Mai Bianco Castillo-Canillo. And a Bachelor of Arts. Senior Scholar Arts. Anan Emily Chai. And a Bachelor of Arts. Mingzong Chia. And a Bachelor of Arts. Queeni Wai-Chile Cik. And a Bachelor of Arts. Senior Scholar Science. Lex Yi Chen. And a Bachelor of Science. Pei Wen Chen. And a Bachelor of Health Sciences. Karen Khaman Ching. And a Bachelor of Science. Jade Wei-Chung. And a Bachelor of Arts. Laura Elizabeth Wuen-Yi-Chia. Lauren Theresa Collins. And a Bachelor of Property. Stefan Moritz, Rogan Cornel. And a Bachelor of Arts. Heidi Margaret Croft. And a Bachelor of Arts. Virginia Hope Joy Dale. And a Bachelor of Health Sciences. Anna Samona Dragolescu. And a Bachelor of Arts. Christina Nancy Ellen Dunn. And a Bachelor of Property. Senior Scholar Arts. Senior Scholar Commiss. Laura Grace Fitzpatrick. And a Bachelor of Arts. Lisa Yajifu. And a Bachelor of Arts. Jasmine Paul Young-Fong. And a Bachelor of Property. Shuvi Garg. And a Bachelor of Health Sciences. Olivia Rachel Gibbons. And a Bachelor of Arts. Zane Vincent Gibbs. And a Bachelor of Arts. Hannah Joy Going. And a Bachelor of Arts. Anne Brock Hayden. And a Bachelor of Science. Jingkyung Han. And a Bachelor of Science. Anna Elizabeth Wilson Harley. And a Bachelor of Health Sciences. Emily Louise Harris. And a Bachelor of Arts. Jordan Nicholas Hills. And a Bachelor of Science. Wing C Jessica Ho. And a Bachelor of Arts. Lauren Michelle Honeycomb. And a Bachelor of Arts. Zoe Rachel Hunt. And a Bachelor of Arts. Natalie Claire Inslee. And a Bachelor of Arts. Devea Jajendra Nath. And a Bachelor of Arts. Jody Patrick Thomas Johnston. And a Bachelor of Property. Postgraduate Diploma in Business. Charlotte Maria Arts. And Human Resource Management. Jane Barbara Banfield. And Human Resource Management. Christopher John Boyle. Luke John Clancy. And Administration. Angela Marie Clark. And Administration. Raymond Allen Coventry. And Administration. Aidy Malika Marama. Dylan Namati. And Administration. Sukanya Amal Kanti Dutta. And Administration. Terry England. And Operations Management. Alfred Mark Foster. Helena Jane Gibson. And Administration. Joanne Marie Glespie. And Human Resource Management. Peter Michael Robert Hall. And Human Resource Management. Jared Gregory Harris. And Administration. Prudence Elizabeth Hawkes. And Human Resource Management. Matthew Paul Hawkins. And Human Resource Management. Zaryn Alan Haywood. And Administration. Lee Deanne Knight. And Human Resource Management. Paula Faliau-Poulou. Maiau in Administration. Kumaran Mangalakuma. And Administration. Kelly Marie Mechans. And Human Resource Management. Bona Admetahisa. And Administration. Richard John Neat. And Human Resource Management. Andrew Crichton Nelson. And Supply Chain Management. Tanya Rona Rochelle Parangi. And Administration. Emma Mae Parker. And Human Resource Management. Bhavna Prentis. And Administration. Ben Joseph Richardson. And Health Management. Sharon Poonam Shah. And Administration. Christine Francis Smith. And Administration. Jane Glenburn Spears. And Human Resource Management. Angela Cher-Shin Tai. And Administration. Victoria Tatisfield. And Administration. Claire Helen Elizabeth Thorn. And Administration. Paia Tui. And Human Resource Management. Grant William Wardle. Jeffrey Hague White. And Human Resource Management. Jason Tarpine Wilson. And Supply Chain Management. Majid Zahua. Audrey Zhang. And Operations Management. Postgraduate Diploma in Commerce with Distinction. Ella Watson in Management. Postgraduate Diploma in Commerce with Merit. Lucy Laura Caitlyn-Clark. And International Business. Juncha Li in Information Systems. Sherina Manisha Patel. And Operations and Supply Chain Management. Postgraduate Diploma in Commerce. Gusa Zhang Sing in Management. Ji Yao in Operations Management. And Administration. Ji Yao in Operations and Supply Chain Management. Thank you, Pro-Chancellor, for conferring the degrees and awarding the diplomas in the first half of this ceremony. One of the great pleasures of graduation is the opportunity to hear performances by students from our acclaimed School of Music. Natasha Port on Obo, accompanied by Rosemary Barnes on Piano, will now perform Bassoon Concerto in F Major by Carl Moir. It's not that often that we have the pleasure of hearing the Obo at graduation and you're reminded on what an interesting instrument it is. And it was beautifully accompanied, of course, Rosemary on the piano, emphatically, but not overpowering. Can I ask everyone to show their appreciation again? Thank you. Every year we have memorable performances by our students and if you would like to hear further performances, all graduands and their families are invited to the graduation concert which is to be held at 7.30pm this Saturday in the Town Hall. By the authority vested in me by Resolution of the University of Auckland Council, I, Roger Franch Chancellor, award the diplomas and confer the degrees stated upon those who within the Faculty of Business and Economics have satisfied the requirements of this university. I now call upon the Dean of the Faculty of Business and Economics, Professor Wittred, to present further graduands in that faculty. To the degree of Bachelor of Commerce Honours with First Class Honours, Elena Bainsianou in Marketing, Prathik Balakrishna in Accounting and a Bachelor of Commerce, Jeremy Paul Beckham in Commercial Law, Kristin Victoria Bouchier in Marketing, Suzanne Frances Ammer-Bauerman Accounting, Chelsea Norma sorry, University Graduate Scholar, Chelsea Norma, Nahuea Boblitz and a Bachelor of Commerce, University Graduate Scholar, Rory Paul Bunker Economics, Christopher Alan Stewart Bunning Finance and a Bachelor of Commerce, Jennifer Lu Chen in Accounting and a Bachelor of Commerce, Claire Pixiancho in Marketing, Charlene Sarita Correa in Commercial Law, University Graduate Scholar, Senior Scholar Accounting, Matthew James Davis in Accounting with a Bachelor of Commerce, Paul Edward Dixon, Commercial Law and a Bachelor of Commerce and a Graduate Diploma in Commerce, Dylan John Ford in Marketing, University Graduate Scholar, Cameron Mark Fraser Accounting, Zach Hyde in Finance and a Bachelor of Commerce, Charlotte Tase Horton in Management and a Bachelor of Arts and a Bachelor of Commerce Conjoint, Stephen James Hoskins in Economics and a Bachelor of Commerce, to the Degree of Bachelor of Commerce Honours with Second Class Honours First Division, Suzanne Claire Ainsworth in Commercial Law and a Bachelor of Commerce, Michelle Winifred-Celliner in Commercial Law, Joanne Chen in Accounting, James Charles Anthony Cooper, Commercial Law, Emma Margaret Fenton, Commercial Law, Sue Tysa Tupo Valila-Fuveo in Operations and Supply Chain Management, Yongyang Guo Accounting, Joel John in Finance and a Bachelor of Commerce, to the Degree of Bachelor of Commerce Honours with Second Class Honours Second Division, Wing Loon Chan in Commercial Law, to the Degree of Master of Business Administration, Stephen Eric Becker and a Postgraduate Diploma in Business in Administration. Mark Bernard Godineau Rack Tim Helder Megan Hall James Daniel Hodgson James Fall Little John Ying Liu and a Postgraduate Diploma in Business in Administration Richard David Long Brendan Grant Main and a Postgraduate Diploma in Business in Administration Brendan Grant Main and a Postgraduate Diploma in Business Administration, Kirsten Lisa MacDonald Stacy Roger McIntosh Robert Alan Michael Merza Wajahat Ali Beg Wendy Lee Mitchell Theresa Marie Monahan Dawson Mahurangi Mutu Shivam Rajan Naidu Jun Siok Park Yan Leon Raver Natika Priyashama Aaron Peter Sleaboss and a Postgraduate Diploma in Business in Administration. Robert Nelson Spears Rosalind Helen Stewart Helga Daniel Vaal Philip Anthony Verissimo Timothy Hayden Walker Bradford Todd Weekly Stephen Mark White and a Postgraduate Diploma in Business in Administration. Baron Quinton Wong Timothy Craig Woods Wei Zhang To the degree of Master of Commerce with First Class Honours Mark Christopher Andrew Schulvers in Management Young Hun Ji in Management and a Postgraduate Diploma in Commerce with Merit in Management. Fang Xing Liu in Information Systems and a Postgraduate Diploma in Commerce with Distinction in Information Systems. Helen Liu Accounting Tony Kwok Luansou Economics Amanda Rachel Sterling Management Wei Ning Tan Information Systems Song Wang Economics Lin Wang in Economics and a Bachelor of Commerce Honours with Second Class Honours First Division in Economics. Minghan Wu Information Systems Lu Yu Accounting To the degree of Master of Commerce with Second Class Honours First Division Rachel Whitney Rose Cocker in Management and a Postgraduate Diploma with Merit in Management. Emma Elizabeth Gordon in Management. Darlene Kelly Management He Sun Kim in Management Deneethi Hassanrazi Paranagama in International Business Aina Frederica Tate Management Brigitte Vassana in Management Bonita Su Waiyun Marketing To the degree of Master of International Business with First Class Honours Tenmeh Mittil Joanna Birchamonato Constantin Silitski Thomas Edward Warden To the degree of Master of International Business with Second Class Honours First Division Christina Inaid Alvarado Yoseki Yuan Cheng Ning Ding Li Wenji David Jonathan Lau Wenda Lemos Martins Tawanda Elijah Munore Margaret Chan-Chue Nao Nadem Truta Li Yan Wang Rowan Jean Waterworth Jing Zhao To the degree of Master of International Business Second Class Honours Second Division Hu Feifei Nirushan Jegenathan Sanjit Kaushal Shenka Raghirathan Malavali Penkdi Pradeep Ravani Jingyao Wang Ping Zhang To the degree of Master of International Business Olga Lucenko To the degree of Master of Management So Yi Peng Etiva Pearl Willamoo To the degree of Master of Management Mark Keo Bright Phillip John Dobson Robert June Hill Robin June Hill Darren Noel Peter Mendonser I now call upon a Deputy Vice-Chancellor Professor Ian Martin to present the doctoral graduands. Chancellor, I have the honour of presenting to you the doctoral graduands to the degree of Doctor of International Business Second Class Honours To the degree of Doctor of Philosophy Benjamin Philippe Fath In Management Benjamin investigated why individuals become involved in creating innovative ventures how these ventures become established in markets and how they are sustained giving emerging competition Based on a study of 17 innovative New Zealand businesses his findings shed light on the individual opportunity nexus perspective of entrepreneurship and are of use to practitioners Fiedler in Management University Doctoral Scholar Anchi's research showed that German airports adopted certain neoliberal practices and norms as a response to a changing institutional environment Dekani in Information Systems University Doctoral Scholar Given a given set of cities and the cost of travel between each pair of them the travelling salesman problem or TSP for short is to find the least cost tour visiting all of the cities and returning to the home city Though the problem is easy to state the TSP is one of the most intensely studied problems in computer science and yet no efficient solution method is known for the general case Leila developed methods for the solution of the travelling salesman problem based on a compact formulation of the problem she performed computational experiments to further support the theoretical characteristics of this formulation Helen Yang Huang in Economics University Doctoral Scholar Helen provided one of the first empirical studies of the impact of quality of service regulations on electricity distribution networks in the United Kingdom and New Zealand Nan Zhang in Economics University Doctoral Scholar Nan investigated the efficiency of New Zealand dairy farming to provide estimates of its ability to adjust to possible cost increases arising from the emissions trading scheme Steven Edward Jollens in Accounting University Doctoral Scholar Steven investigated the link between quality of service systems and sustainability with a view to better understanding how economic organisations approach this important issue and in absentia all those other persons named in the book of Convocation qualified for the conferment of a degree or the award of a diploma As you would expect the university places great importance on teaching and it recognises this by making awards each year to teachers these awards are contestable across the university and signify truly superior achievement an award for excellence in innovation and teaching has been made to Miss Angela Lu in the Department of Accounting and Finance within the Faculty of Business and Economics I call upon a student of that faculty Kenny Chun to read the citation for Miss Angela Lu Angela's enthusiastic, innovative and effective teaching has made a significant contribution to teaching in the Accounting Information Systems class Angela showed an amazing level of commitment to improving student success in the topic that's usually pretty difficult for students I was impressed by her enthusiastic approach and the large amount of time she invested to developing resources to enhance learning she introduced a comprehensive range of e-learning resources her teaching methods are always very clear, relevant and interesting and we particularly enjoyed her pre-recorded computer laboratory workshop exercises with audio narrated instructions and explanations to guide students step by step through each problem in particular her students enjoyed the flying lessons PowerPoint slides these were animated diagrams with voice over narration that ran through each transaction cycle at a time Angela also introduced regular FAQ email announcements to explain to students common issues raised by the class and Angela didn't just develop these resources she collected data on how often students were using the recorded lectures, workshops and the tutorials so that she could analyze which ones were most effective and continue to improve the course Angela's innovations have resulted in the class being extremely happy with the course and have taken away the risk of frustration of administrative and computer literacy issues we're able to put all of our energy and understanding the course content I believe that Angela deserves this award because she has helped students appreciate accounting and to learn from a different perspective Angela On behalf of the university I now invite all today's graduates to stand and receive the congratulations of us all and the opportunity for the graduates to show their appreciation of their families and supporters and the staff of the university who have helped them as they achieve their qualifications This concludes this meeting of council and convocation of the university for the confirmative degrees and the award of diplomas I now invite you to sing the first verse of God Defend New Zealand in Maori and then in English The words are printed on the reverse of your programs


Tourists have flocked to swimming pools and beaches in Morocco on Sunday as temperatures continue to soar as high as 47 degrees Celsius in some regions. In Marrakesh, tourists and local residents cooled off in the Osiria swimming pool, the largest swimming pool in the city, while the tourists headed to coffee shops or restaurants with air conditioning to avoid the seaside heat. The Morocco Meteorological Department said the country will experience a heat wave and will continue till the next weekend, where temperatures range from 44 to 47 degrees Celsius. Since on Friday several Moroccan regions have recorded a rise in temperatures which is considered an exceptional case in Morocco due to the effect of hot and dry air masses coming from the Sahara towards Morocco.


I hate that I even have to make this video, but I feel like it's been a really long time coming because I see in comments on my videos, comments on other people's videos, and comments on SCP articles on the Wiki itself, people going, well, is this real?    No, I don't think that's true. I think I'm going to assume the latter. The point is the SCP Wiki is not real. And now we're going to talk about why it's silly to think that it is. So the SCP Wiki trades on the idea of realism. What makes a lot of the fiction on it work is that as part of our willing suspension and disbelief, we think of the stories as if they were real. So we look for the kinds of things we'd expect to see in a real scientific document, and we look for behaviors that we'd expect to see from real people. There's a few thousand failed articles on the site because the authors did nail the realism of the site properly. So when I talk about this, I totally get it. And I also understand that a lot of the SCP fan base are kids between 10 and 15. So that semblance of realism is enough to trick them into not just temporarily accepting that the SCP Wiki is a real thing, whilst they're reading, but also to embrace it outside of that. And part of that comes from just the average want of humanity to be special. That kid thinks they've stumbled on a conspiracy that they know a truth that no one else has, that the end of the world is real, and they're the only ones with a secret knowledge to stop it. And to be honest with you, that's not fully isolated to children. I've talked to full grown adults that thought the SCP Wiki was real. I'm looking at you, Carl, but I digress. Let's examine a few of the reasons why this makes absolutely no f***ing sense. But first of all, the content of the SCP Wiki is hosted on WikiDot.  Of course, you know, there's some concessions to be made here to the person that thinks the SCP Wiki is just a front to distract you from the truth. But if you really think about it, you would know about the SCP Foundation if it wasn't for the Wiki.  And frankly, if you were going to do all that, you probably wouldn't put it on a WikiDot site that is incredibly unreliable. You'd probably pick something expensive or good. Second, the SCP Wiki has a history. There's documented evidence of how it started. You can go to Japan and see the statue that SCP 173 was based on in an art gallery if you really wanted. And spoiler alert, it's got a wang now. There's archives of the original 4chan threads that started it all. And moreover, there's people who were around when the Wiki started that you can talk to and ask questions about what happened in the past. And before you go, yeah, but those people would totally lie because they're in on the conspiracy.   There's a bunch of authors, literally over a thousand of them. I'm one. I have a whole channel you're watching a video on right now devoted to talking about writing on the SCP Wiki. And I still get people leaving comments about how the SCP Wiki is real. And I need to stop pretending like it isn't. Every article in the site has an edit history. And you can see which users wrote what things. The whole thing is one of the largest creative endeavors ever ventured. No one ever talks about that. Oh, and finally, the Wiki only has the semblance of realism. It's not actually realistic. A real database would be mind numbingly boring because the people writing it aren't writing it to be entertaining. Plot twists happen in real life, but they're super rare. The average document would be a lot more clinically written than it currently is. And the average person would only barely understand what was being written down in the first place. Even I would probably have trouble with it. And even if we did understand it, it wouldn't be particularly interesting because again, actual realistic documents that describe things should be and are boring. One last thing. We, like me, people who go by the nickname Dr. Sumerian, are not actual staff members in some shadowy cabal. We're just a collection of imperfect authors creating fiction for you. Appreciate it for what it is because above all else, the SCP Foundation is not real. Or is it? No, obviously not. Have you listened to a goddamn thing I just said? Anyway, that's all. If you'd like to support the creation of more content like this, pledge on my Patreon, like these fine full count. There'll be a link in the description and at the end of the video. Also a special thanks to two new $5 pledgers, Stephanie Fountain and Harry Darling. Without your support, this kind of stuff wouldn't be getting made. So I want you to understand how much I appreciate it. And if you'd like to get your name shouted out in the next video, just go ahead and pledge at any level and I will read it in the next weekday video. And thank you very much for watching.


So my entire philosophy is this thing called the 10% target, which is making 10 attempts at whatever you want most. I use that to get the guests on my podcast. So you don't give up until you've made at least 10 attempts? At least 10 attempts, because the truth is, most people don't even make one attempt. Almost nobody makes two attempts. So if you're somebody who makes three attempts, four attempts, just on pure volume, you're going to have success. And I promise you, if you don't get to that goal, because I'm not saying you're going to get to that goal every time, but going through that process, another opportunity will 100% present itself that you never knew existed.


In this session, we are going to discuss the topic of state of nature with specific reference to Hobbes' philosophy. According to Hobbes, the state of nature was in which there were no criteria of rights and wrong. People took for themselves all that they could and human life has no importance. It is believed that a situation that is named as the state of nature, that a situation has been created by nature that every human being, So for Hobbes, the state of nature is characterized by the war of every human being in the world. So for Hobbes, the state of nature is characterized by the war of every human being in the world. So for Hobbes, the state of nature is characterized by the war of every man against every man. And this basic line is the reflection of the philosophy of Hobbes, that war of every man against every man. And every human being has his or her own rights, for which he or she is equal to every other person. So a consistent and violent condition of competition in which each individual has a natural right to everything regardless of the interests of the others. So the state of nature is a concept used in philosophy to create an image of hypothetical condition in which there is no political authority or association. So the concept is used to portray a society in which we no longer abide by the rule of law. In other words, where there will be only the battle of your own interests, there will be no rule of law. In fact, everyone will try to achieve their own interests in some way. The way they achieve it and the level at which they want to achieve it, this war will be fought with everyone. So philosophers have used the idea of a state of nature to argue that the state is based on an agreement between people to live together under laws. Now, what is the perspective of many philosophers about the state? That the state is basically a contract between individuals that how can everyone live together? That is, the importance of the state is that it gives people a chance to live together and to work together. So it is a social contract. Hobbes, Locke, Rousseau, they are the philosophers. They take opposing stance on the state of nature and therefore take differing views on the authority and justification of the state. In addition to Hobbes, there are two other very important philosophers, Locke and Rousseau, who have talked about the social contract. However, we can compare these three's opinions to each other. But these three's opinions are that each state has its own creation with a specific purpose. And what is the importance here? What is the distribution of authority? And who will have it? And then in the same way, the justification of the state, it matters a lot. The philosophy of Hobbes in the justification of the state is that nature is actually the master of the state. However, some philosophers believe that those living in the state, who get opportunities, actually provide a state that how they can live together, how they can live for the development of their lives. In other words, when a state provides a chance to live together for the development of their lives, basically a contract is developed between them, in which some boundaries are determined. But if the contract is based on the rules and regulations of the law, then everyone's life will be peaceful and under some rules and regulations, everyone will have opportunities to do proper struggles for themselves. So, the debate between the law and the state, which we will discuss in different contexts, is a perspective of Hobbes in the same context.


Oh, they've given it away, Sheffield United. Back to Sermon. Top of the box, Harry Wilson, to the left it goes in Fraser. Still nice build-up, nice interplay. Fraser tries to deliver it. Harry Wilson, blocked! Callum Wilson's goal! Sheffield United cannot keep up with the Wilsons. Harry Wilson shot, blocked. Callum Wilson rifles it into the roof of the net. They might have a tight defence, Sheffield United, but it's been breached by Bournemouth. 13 gone, 1-0 up. And it comes from Fleck again, deep. And in this time, Sander Berger launches it straight up in the sky. Ramsdell's battling to get there, just about got a fist on it. Stevens fires it in, clear off the line, and even close range. Here's Moussé at the other end, meanwhile trying to produce some of his Sheffield United. It lands to Moussé, plays a part. The two substitutes combine, and Sheffield United might have come from behind to steal this one. There are six minutes left in Sheffield United 2, form with 1.