培养下一代船舶系统设计工程师-台大视角

B. Asbjørnslett, P. O. Brett, B. Lagemann, S. O. Erikstad
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引用次数: 0

摘要

在特隆赫姆的挪威科技大学(NTNU),我们有着悠久的传统,为挪威和全球海运业提供船舶建筑和海洋技术方面的理科硕士学位。目前,我们每年约有120名硕士研究生毕业。到目前为止,他们通常受雇于挪威的三大出口行业,即航运和造船、海上石油和天然气、渔业和水产养殖,尽管海上可再生能源越来越多地成为主要雇主。在本文中,我们将报告我们如何计划进一步发展我们的研究计划,包括一般的海洋技术,特别是海洋系统设计。根据我们以往IMDC会议的经验,在该领域的同行教育机构之间分享和讨论这一主题对于新的想法和见解以及反馈和质量评估都很重要。我们认为有四种主要力量将对海洋技术研究计划产生最大的影响:到2050年,可持续性将成为海洋系统设计各个方面的关键驱动力,我们必须为未来的硕士毕业生提供基础(系统)知识以及定量工具、模型和方法,其水平远远超过我们今天的水平。认为数字化将继续成为各方面发展的主要力量。一个方面将是在一个数字孪生、网络物理系统、远程和自主操作以及zeb数据正在成为家喻户晓的概念的行业中设计和操作的产品和系统。另一个方面是用于分析、优化、可视化和沟通的工具、模型和方法,我们教育部门在冠状病毒大流行期间和之后经历了重大飞跃。创造力、学生参与度和创新将在工程课程中发挥更重要的作用。许多大学采用的CDIO(构思、设计、实施、运营)教育框架反映了这一点,CDIO在台大的整体教育战略中处于中心地位。具有相应模型、方法和工具的系统视角对下一代造船师来说将更加重要。这方面的一个相关例证是,认识到2050年国际海事组织的减排目标不能通过改进船体形式或新发动机技术等单一努力来解决,而是需要与船舶本身、其操作概念以及整个操作环境(包括燃料基础设施、技术发展、法规和经济激励)有关的许多倡议的协同贡献。如果没有系统能力,我们的毕业生将无法满足海事行业以及整个社会的期望。在我们的建议文件中,我们将介绍我们为应对这些挑战而已经实施的改革和迄今取得的成果,并概述我们未来继续改进的策略。
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Educating the Next Generation Marine Systems Design Engineer – The NTNU Perspective
At the Norwegian University for Science and Technology (NTNU) in Trondheim we have a long tradition for education Master of Science candidates in naval architecture and marine technology for both the Norwegian and global maritime industry. Currently we graduate approximately 120 MSc candidates each year. Until now, they have typically been employed by the three major export industries in Norway, being shipping and shipbuilding, offshore oil and gas, and fisheries and aquaculture, though increasingly offshore renewable energy has become a major employer. In this paper we will report on how we plan to further develop our study programme, both marine technology in general, and marine systems design in particular. It is our experience from previous IMDC conferences that sharing and discussing this topic among peer educational institutions in this field is important for both new ideas and insights as well as feedback and quality assessment We believe there are four major forces that will have the highest influence on the marine technology study programmes: That sustainability will be a key driver in all aspects of marine systems design towards 2050, and that we must equip future MSc graduates with both the fundamental (systems) knowledge as well as quantitative tools, models and methods on a level far beyond where we are today. That all aspects of digitalization will continue to be a major development force. One aspect will be the products and systems to be designed and operated in an industry where digital twins, cyber-physical systems, remote and autonomous operations and zetabytes of data are becoming household concepts. Another aspect is the tools, models and methods applied for analysis, optimization, visualization and communication where we in the educational sector have experienced a substantial leap under and in the wake of the Corona pandemic. That creativity, student engagement and innovation will play a more central role in engineering programmes. The CDIO (Conceive, Design, Implement, Operate) education framework adopted by many universities reflects this, and CDIO has is central in the overall educational strategy at NTNU. That a systems perspective with corresponding models, methods and tools will be even more important for the next generation naval architects. A relevant illustration of this is the recognition that the 2050 IMO targets for emission reductions cannot be resolved by singular efforts such as improved hull forms or new engine technologies, but will require the concerted contribution from many initiatives related to the ship itself, its concepts of operation, as well as the operating context at large including fuel infrastructure, technology developments, regulations and economic incentives. Without systems competencies our graduates will fail to meet the expectations from both the maritime industry as well as the society at large. In our proposed paper we will present both the changes that we have already implemented towards meeting these challenges and the results we have obtained so far, as well as outlining our future strategy for continued improvement.
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