Problem solving: Collaborate well

The McKinsey Publishing guide to problem solving

Email 4 of 7

How to collaborate with your team and stakeholders

In the previous session, we looked at how design thinking can offer much-needed perspective when solving uniquely challenging problems. In this fourth email, we talk about collaboration. When done right, collaboration fosters diverse perspectives, expertise, and collective intelligence, enhancing problem-solving effectiveness.

In fast-moving, complex times, decision makers can’t effectively act alone when it comes to solving complicated workplace problems; diverse perspectives and rigorous collaboration are crucial to determining the best steps to take. What’s missing in many companies is the use of “contributory dissent,” or the capabilities required to engage in healthy, if divergent, discussions about critical business problems, write McKinsey senior partner Dana Maor and coauthors. Contributory dissent allows individuals and groups to air their differences in a productive way that moves the needle toward a positive outcome.

Learn how to establish cultures and structures where individuals and teams feel free to bring innovative—and often better—alternative solutions to the table, and dive into the best ways to master collaboration in problem solving.

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by "McKinsey Publishing Guides" <publishing@email.mckinsey.com> - 03:05 - 26 Jun 2025

How has the pandemic shaped consumer behavior?

On McKinsey Perspectives

DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS

Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms

Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.

—Alex and Axel

Five forces shaping consumer behavior

In the news

•

Enigmatic Americans. It’s a time of careful consumer spending, and US shoppers are uncertain if they should splurge on new furniture and cars or save for the future, MarketWatch notes. In a glimmer of optimism, a well-known index of consumer sentiment increased to 52.2 in late May—up from 50.8 earlier in the month, when respondents were more concerned about the economic effects of tariff policies. In a still uncertain environment, consumers are focused on value and are prioritizing essential purchases. [MarketWatch]

•

Spreading the pain. Some large international retailers—such as a sandal manufacturer and a jewelry maker—are considering increasing their prices in various regions to distribute the cost increases from US tariffs. As Reuters reports, this strategy may help these businesses prevent sharp price increases in the American market that could depress sales. In the meantime, central banks are keeping a close eye on this tactic, as it has the potential to increase inflation in other markets that have recently seen prices stabilize. [Reuters]

Even among consumers who say they’re concerned about rising prices, more than one-third still plan to splurge, especially those in Brazil, China, and the UAE.

On McKinsey.com

•

Unexpected choices. At the start of the decade, consumers quickly adopted new behaviors because of the COVID-19 pandemic. Five years on, the world has reopened, but the pandemic-related uncertainty—and its effects on consumers—remain. Although consumers continue to worry about rising prices and inflation, they keep spending. Meanwhile, shoppers’ expectations for value and convenience lead them to make surprising choices: for example, trading down in one area while splurging in another, McKinsey Senior Partner Becca Coggins and her coauthors share.

•

Lingering crisis-era behaviors. As McKinsey analysis reveals, what once seemed like short-term, COVID-19-era adaptations have become lasting changes in consumer behavior. For instance, today’s consumers are still spending more time online and alone; they are also more intent on immediate gratification and convenience. Discover five behavioral forces that Coggins and coauthors identify in McKinsey’s State of the Consumer 2025 article, along with some key strategies that can help consumer-facing companies succeed with their customers.

Understand today’s consumers

—Edited by Belinda Yu, editor, Atlanta

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by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:42 - 26 Jun 2025

Improve your piping system: Explore top ball valve solutions

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How AI is fueling data center demand

Five Fifty

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As increasing AI workloads fuel growing demand for data center capacity, how can data-intensive companies mitigate the environmental impact of their rising energy needs?

Get your briefing

The rise in AI workloads could propel about 70 percent of global demand for data center capacity. To handle these loads, data centers will need more than $5 trillion in capital expenditures, say McKinsey’s Jesse Noffsinger, Mark Patel, and Pankaj Sachdeva and their coauthors. To learn more about how companies can manage these workloads while sticking to their sustainability goals, check out the latest edition of the Five Fifty.

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by "McKinsey Quarterly Five Fifty" <publishing@email.mckinsey.com> - 05:01 - 25 Jun 2025

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by "Leo Diaz" <leodiaz.it155@outlook.com> - 01:41 - 25 Jun 2025

Boiler & Steam Systems : Current And Common Engineering Problems & Their Solutions In Industry (20 & 21 August 2025)

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FACE-TO-FACE PUBLIC PROGRAM

BOILER & STEAM SYSTEMS : CURRENT AND

COMMON ENGINEERING PROBLEMS &

THEIR SOLUTIONS IN INDUSTRY

Venue : Wyndham Grand Bangsar Kuala Lumpur Hotel

(SBL Khas / HRD Corp Claimable Course)

Date : 20 Aug 2025 (Wed) | 9am – 5pm By Ir Dr Jaya

21 Aug 2025 (Thu) | 9am – 5pm . .

ABSTRACT

A steam boiler is a device used to create steam by applying heat energy to water. Although the definitions are somewhat flexible, it can be said that older steam generators were commonly termed boilers and worked at low to medium pressure (1–300 psi or 6.895–2,068.427 kPa) but, at pressures above this, it is more usual to speak of a steam boiler.

A steam boiler is used wherever a source of steam is required. The form and size depends on the application: mobile steam engines such as steam locomotives, portable engines and steam-powered road vehicles typically use a smaller boiler that forms an integral part of the vehicle; stationary steam engines, industrial installations and power stations will usually have a larger separate steam generating facility connected to the point-of-use by piping. A notable exception is the steam-powered fireless locomotive, where separately-generated steam is transferred to a receiver (tank) on the locomotive

This course is also designed to introduce the participants to the various terminologies frequently used, the various types of boilers used, various parts and to some basic design. The overall objective is to give the participants a functional knowledge of basic steam boiler theory.

Steam boilers have their fair share of engineering problems in industry.

The said problems could be classified into:-

- Problems which could be identified and solved immediately, with little or no financial implications or loss in production and a drop in quality levels;

- Problems which could be identified and cannot be solved immediately, with little or no knowledge of its implications;

- Problems which recur frequently and cannot be solved permanently etc;

Some of the reasons for these are due to:-

a. Incompetent staff;

b. A vast variety of equipment;

c. Many moving (sliding, reciprocating, rotating) components etc.

This course is industry designed, to provide a broad understanding of the improvement methodology, concepts, and process. The methodology is presented with case studies and examples drawn from service, business process and manufacturing applications. The integration of manufacturing and maintenance is also addressed. With a heavy practice orientation, as much as a third of your time will be spent working through interactive practical exercises and assessments. This course is designed as an introduction to concepts and methodology.

COURSE OBJECTIVES

This training program is designed to provide an understanding of engineering related problems related to industry globally and a clear sense of what is required to effectively structure, establish measurements and solve problems. Participants will learn the goals and deliverables behind the solutions. Methodology as well as the most commonly used tools within each phase will be discussed. Participants will also learn how to support a problem solving initiative within their organization.

LEARNING OUTCOMES

On successful completion of this course, the participant should be able to:-

Understand the benefits and implications of a boiler problem solving program, and relate the concepts to the overall business mission and objectives.
Think about his/her organization as a collection of processes, with inputs that determine the output.
Use the concept of boiler engineering problem solving to evaluate the capability of a process or organization.
Recognize the engineering problem solving model used to improve processes.
Recognize the organizational factors that are necessary groundwork for a successful engineering problem solving program.
Integrate the boiler engineering problem solving program effort with other process improvement initiatives.

TRAINING METHODOLOGY

a. The latest educational methods and strategies will be utilized.

b. The course is designed to maximize delegate participation.

c. Questions and answers are encouraged throughout and at the daily wrap-up sessions. This gives participants the opportunity to discuss with others and the presenter their specific problems and appropriate solutions.

d. The course shall be conducted through lectures, case studies, group discussions and exercises to reinforce participant’s learning.

WHO SHOULD ATTEND

Manufacturing, process, executives, managers, maintenance personnel, operational managers etc.

COURSE FORMAT

The course consists of formal content presentation interspersed with content quiz sessions. The presenter’s style involves intensive participant participation.

MEASUREMENT TOOLS

Quiz, exercises and a test at the end of second day.

PAST PARTICIPANTS

Manufacturing, process, executives, managers, maintenance personnel, operational managers etc.

OUTLINE OF WORKSHOP

Day 1

Introduction to Steam Boilers

· Need for steam

· Types of commercial boilers

· Fuel sources and combustion

· Properties of steam

Steam Boiler Operation & Maintenance

· Boiler operation basics

· Boiler maintenance

· Flue gas analysis

· Boiler and energy savings

· Boiler water treatment

Steam Distribution

· Steam distribution basics

· Distribution system components

· Steam traps

· Line insulation

· Efficient usage of steam

· Condensate return

· Condensate recovery

· Fuel pre-heating systems

· Air preheating systems

Classification of Steam Boilers

· Fire Tube type

· Water Tube type

· Advantages and disadvantages of Fire Tube Boilers

· Advantages and disadvantages of Water Tube Boilers

Day 2

Classification of Steam Boilers

· Fire Tube type

· Water Tube type

· Advantages and disadvantages of Fire Tube Boilers

· Advantages and disadvantages of Water Tube Boilers

Energy Losses in Steam Boilers

· Stack Loss (flue gas loss)

· Blow Down Loss

· Radiation Loss

Saving Energy in Steam Systems

· Reduce heat escape

· Reduce heat load

· Reuse the heat

Determining Boiler Efficiency

· Heat input

· Useful heat output

· Overall boiler efficiency

Steam Boiler-Miscellaneous

· Boiler blowdown

· Insulation

· Condensate return

Q&A Session

End of Program

** Certificate of attendance will be awarded for those who completed the course

ABOUT THE FACILITATOR

Ir. Dr. JAYA has about 32 years of experience in various industries.

Ir. Dr. JAYA is a Professional Engineer registered with the Board of Engineers (BEM), Malaysia, a Fellow of The Institution of Engineers, Malaysia (IEM), member of the Institution of Engineering and Technology (IET), UK and a Member of Engineers Australia and a Chartered Professional Engineer of Australia. Jayaseelan was the past Chairman of the Engineering Education Technical Division of The Institution of Engineers, Malaysia; Member of the Education Committee of the Association of Consulting Engineers (ACEM); Member of the Accreditation Board, Institution of Engineers, Malaysia, Member of the Standing Committee on Admission and Practical Training, Institution of Engineers, Malaysia, a member of the Standing Committee on Examinations and Qualifications, Institution of Engineers, Malaysia and also an EAC accreditation panel member. He is also a Certified Energy Manager, registered with the Energy Commission of Malaysia.

He graduated from the University of Malaya, Leeds Polytechnic, UK and Universiti Putra Malaysia and holds a Degree in Mechanical Engineering, Masters in Engineering and a doctoral degree in engineering.

His wide hands-on industrial experience has enabled him to design and facilitate training courses.

He was a recipient of the Association of Overseas Technical Scholarships (AOTS) award on two occasions, awarded by the Ministry of Economy, Trade and Industry of Japan. Jayaseelan was also a member of the working group to draw up the energy efficiency and energy conservation guidelines for pumps and compressors for Malaysian industries organized by the Institution of Engineers, Malaysia, Pusat Tenaga Malaysia, and the Ministry of Energy, Water and Communications (KTAK). He also actively writes technical articles for various international journals.

He has working experience in various industries, which includes being a General Manager for Facilities Management for a Facility Management Company involved in the management of a portfolio of facilities, including manufacturing plants, high-rise commercial buildings, chemical plants etc. a design engineer with a leading consulting engineering company etc.

Some of the companies he has trained includes, Tenaga Nasional Bhd, Bank Pembangunan, Ranhill, Ebara Pumps, Usaha TegasSdn.Bhd (Maxis), Infineon (M) Sdn.Bhd, UniversitiMalaya, UniversitiTeknologi Malaysia, Penang Port Sdn.Bhd. Cement Industries of Malaysia Berhad, Politeknik Mukah (Sarawak), Petlin Malaysia Sdn Bhd, Bintulu Port, Sime Austral, Perbadanan Putrajaya Holdings, Syarikat Air Johor, ORYX, Carsem, Unisem etc.

Professionally trained in mechanical engineering, he is positive and lively in his approach. He livens his audience by always providing interactive and energetic presentation of his material in a comprehensive and easy to use format of ideas that work. His participants describe him as a very creative, fun and lively trainer who sets high standards.

(SBL Khas / HRD Corp Claimable Course)

TRAINING FEE

2 days Face-to-Face Public Program

RM 2,407.00/pax

(excluded 8% SST)

Group Registration: Register 3 participants from the same organization, the 4th participant is FREE.
(Buy 3 Get 1 Free) if Register before 15 Aug 2025.

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by "sump@otcsb.com.my" <sump@otcsb.com.my> - 11:43 - 25 Jun 2025

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Can data centers keep up with rising demand?

On McKinsey Perspectives

DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS

Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms

Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.

—Alex and Axel

Powering up data centers

In the news

•

Competing for data centers. The race for data center investments is heating up, the Associated Press reports. With the rapid expansion of these power-intensive facilities, numerous US states are providing multimillion-dollar financial incentives to build data centers in their own communities. Some incentives are moving forward, but not without requirements that data centers cover their own electricity costs or operate with energy efficiency. While detractors say that data centers generate a relatively small number of jobs, proponents assert that the centers require many construction workers to build and produce robust tax revenues for local authorities. [AP]

•

Rising energy costs. The swift expansion of data centers contributed to a $9.4 billion increase in costs on the US’s biggest electric grid, according to Bloomberg. Beginning in June, this higher expense will appear on residents’ utility bills across a wide swath of the US. One recent report finds that total electricity costs increased by 180%, largely because of data centers’ growing energy demands. The surge in data centers is pushing up prices as well as overall electricity consumption, which is at historic levels. [Bloomberg]

“Training AI tends to require very large data centers—with the capacity of hundreds of megawatts. That takes a lot of compute capacity and a lot of data.”

—Pankaj Sachdeva, senior partner, McKinsey

On McKinsey.com

•

Powering the AI boom. As leaders worldwide move quickly to scale AI, the world needs more data centers to house and run the necessary IT equipment—and data centers need a lot of power, McKinsey Partner Jesse Noffsinger and Senior Partner Pankaj Sachdeva explain in a recent episode of The McKinsey Podcast. To meet energy demand over the next decade, Jesse says that now is the time to build infrastructure that can support centralized power generation, including large-scale wind and solar farms.

•

A growing footprint. Pankaj says that, globally, we currently use about 70 gigawatts of data center supply, which will increase to roughly 220 gigawatts in about five years’ time. This means building more data centers and finding the land to support their growth. To date, data centers are typically located in major markets, such as Chicago and Phoenix. But as these places reach their power limits, data centers are moving to areas with more available power, such as Wyoming. Learn about the investments and infrastructure required to build new, bigger data centers quickly and to satisfy their growing demand for power.

Track data center trends

—Edited by Belinda Yu, editor, Atlanta

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by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:18 - 25 Jun 2025

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by "Remote Team" <hello@remote-comms.com> - 11:05 - 24 Jun 2025

When ERP failure becomes a crime scene



Hi MD Abul, Some ERP failures are frustrating. Some are expensive. And then there's SAAQ's government ERP implementation, so wildly mismanaged that it led to criminal investigations and a police raid. Yes, really. We just hosted a live panel discussion, breaking it all down and honestly, it was one of the most intense (and insightful) conversations I’ve been part of in a long time. What started as a standard SAP project turned into a case study in what not to do: Leadership dysfunction Ignored warning signs Vendor relationships gone sideways And eventually, legal action Here’s what stood out most to me: It’s easy to look at a situation like this and think, “Well, that would never happen to us.” But every massive blow-up starts with small, manageable issues that get ignored. If you missed the event, I highly recommend giving it a watch: SAAQ's Government SAP ERP Project: Most Bizarre Failure Ever? It’s part cautionary tale, part reality check and packed with lessons for any organization navigating transformation. We’ll be unpacking more stories like this and, more importantly, what to learn from them at Digital Stratosphere this August. It’s not about fear-mongering. It’s about clarity. Strategy. Knowing what to watch for and how to respond before things spiral. Join us in Denver, August 25th-27th! Use the code "eric50" for 50% off your ticket(s)! And if you want to talk through your own project or concerns while you’re there, we’re offering private advisory sessions with our team. Just reply to this email and we’ll connect you with the right person. See you in Denver (hopefully with fewer police reports). Best regards, Eric Kimberling


Third Stage Consulting 384 Inverness Pkwy Suite Suite #200 Englewood Colorado 80112 United States You received this email because you are subscribed to Marketing Information from Third Stage Consulting. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails

by "Eric Kimberling" <eric.kimberling@thirdstage-consulting.com> - 10:27 - 24 Jun 2025

Developing Competencies In Cost Reduction And Negotiation For Purchasing (10 & 11 Sept 2025)

Please call 012-588 2728

email to pearl-otc@outlook.com

HYBRID PUBLIC PROGRAM

DEVELOPING COMPETENCIES IN COST

REDUCTION AND NEGOTIATION FOR PURCHASING

(** Choose either Zoom OR Physical Session)

Remote Online Training (Via Zoom) &

Dorsett Grand Subang Hotel, Selangor (Physical)

(SBL Khas / HRD Corp Claimable Course)

Date : 10 Sept 2025 (Wed) | 9am – 5pm By SH Yeo

11 Sept 2025 (Thu) | 9am – 5pm . .

. .

COURSE OVERVIEW:

In order to improve company profitability and ability to drive up market share, the demand for an effective and efficient procurement management is a pre requisite. Key competencies in area of cost control, applying strategic strategy to manage supplies and the negotiation of the most advantageous benefits to the company is extremely important.

This program promotes the key competencies to manage procurement and purchasing effectively by delivering the technique of managing cost saving activities and handling effective negotiation.

LEARNING OBJECTIVES:

By the end of the 14 hours classroom learning, the learning curve achieve will enable the following:-

a) IDENTIFY the type of negotiation strategy to be in place to manage procurement negotiation

b) DEVELOP skills in handling difficult negotiation

c) UNDERSTAND successful negotiator techniques

d) UNDERSTAND the positive trait to develop in order to be a successful negotiator

e) IDENTIFY own and opponent strength and weakness and develop alternatives before going into negotiation

f) UNDERSTAND the correct techniques of cost reduction using the ERRANT methodology

g) DEVELOP competencies in handling cost saving and negotiation

METHODOLOGY:

This training will involve the following area to enhance learning:

a) Power point presentation

b) Case studies & Brain storming session

c) Discussion on subject of learning

d) Facilitating by trainer to enhance understanding of subject matter

e) Case study will be given to all participants on the 1st day of the class for Negotiation and Cost Reduction. Cost reduction case study to be presented by end of day 1 and Negotiation case study by end of day 2.

WHO MUST ATTEND:

This training program is highly recommended for employees involve in the managing of the supply chain function in the company, for example, personnel from procurement, warehouse, logistics and planning department and finance.

OUTLINE OF WORKSHOP

Module 1 – Cost Reduction and Cost Avoidance (4 hours session including 1 hour for case study)

- Cost Reduction versus Cost Avoidance

- Area of Cost Reduction and Cost Avoidance

- Key Factors to consider in Cost Reduction

- Opportunity cost in cost reduction activities

- ERRANT cost reduction and avoidance strategy

- Team setting for cost reduction

- EXCEL spreadsheet reporting on cost avoidance and reduction

- Break out room discussion

Module 2 - Managing Powerful Suppliers

- Problems with powerful suppliers

- Strategies to control powerful suppliers

- Bringing new value to the supplier

- Changing buying strategy

- Create new source

- Play hardball

Module 3 – Understanding Suppliers Traits and Behaviors for Negotiation

- Key suppliers traits that all buyers looking for

- The Leader

- The Innovative

- The Monopoly

- The Follower

- The Complacent

- Understanding the Negotiation Competitiveness Model

- Integrative or Distributive negotiation

- Case study

Module 4 –Key Principle of Negotiation

- What is Negotiation

- Stages of Negotiation

- 5 principles of ethical negotiation

- 7 elements of negotiation

Module 5 –Principled Negotiation

- 4 key principle of principled negotiation

- Generate Option for positive result

- How to use Objective Criteria to Present Argument

- Handling Challenges

- Getting a Yes in negotiation

Module 6 – Understanding your Alternatives

- Definition of WATNA and BATNA

- Steps to develop your alternatives

- Looking for ZOPA

Module 7 – Dealing with Offer and Rejection

- Deciding red lines in negotiation

- Understand when to walk away

- Managing Reject and counter offer

- Dealing with difficult negotiators

Module 8 – Negotiator Profile and Traits

- Negotiation Team

- The Soft Negotiator

- The Principled Negotiator

- The Hard Negotiator

- Traits of a good negotiator

- Bad Negotiator habits

- Mistakes made in Negotiation

- Body language in negotiation

- Bad Negotiator habits

- Mistakes made in Negotiation

- Body language in negotiation

- Dealing with difficult negotiators

- Break out room discussion and role ply

Module 9 - Influencing Strategy

- Why Influencing is Important

- How do you build Influence

- Positive Influencing others

- Key Sources of Influence

- Power strategy versus Influencing strategy

- 3 Rs of Influencing Strategies

- SWOT analysis

- Case study and Role Play

** Certificate of attendance will be awarded for those who completed the course

ABOUT THE FACILITATOR

SH Yeo

Academic & Professional Qualifications

Certified HRDF Trainer (TTT certificate number 4669)

Certified Professional Trainer and Facilitator (University Malaya, Malaysia)

- Diploma in Human Resource Management (UK)

- Diploma in Production Management (USA)

- MBA in Supply Chain Management (USA)

- 33 year of management experience in supply chain and operation

- Trainer & consultant since 2008

Mr. SH Yeo is a very experienced supply chain and operational manager. During his working career, spanning over 33 years, he has held various positions as following:-

1987 - with International Paint (later known as Akzo Nobel International Paint) as a Storekeeper

1989 to 1992 @ Warehouse Executive

1992 to 1993 @ Warehouse Manager

1993 to 1998 @ Production Manager

1998 to 1999 @ join Melandas as a Logistics and Purchasing Manager.

1999 to 2004 @ join Dian Creative as a Material Manager

2004 to 2006 @ join Joubert SA Malaysia as Purchasing Manager

2006 to 2008 @ Procurement Manager

2008 to 2019 @ Supply Chain Manager and Company Director

His major achievements include the following:-

a) Increase productivity in the production department by providing intrinsic and extrinsic motivation to the employees from 1993 to 1998.

b) Making major decision to advise a MNC company to drop LMW warehousing scheme and adopting MITI PC1 and 2 exemption system to help company to be more competitive in the local and oversea market in 1998.

c) Co coordinating Kastam licensing and reporting to solve company reporting and licensing issue with Kastam

d) Establishing control and procedure and bringing awareness to employee on important of supply chain control in 2004 until 2019 and achieving 100% shipment performances to customers

e) Involve in negotiating with a major customer from Europe to secure new contract and beside visiting overseas suppliers for performances improvement and selection of new suppliers

f) Carry out new product development by working with engineering and design team and suppliers, including spending on site at supplier premise to solve new product design issue

g) Introduced new procedures in warehouse and operation for better control of operation and reporting system

h) Managing and conducting cost reduction management program from 2008 to 2013 and reduce cost for the company by up to RM6.5 mil.

i) Involve in managing suppliers contract and involving in proposing and drafting new contract and contract renewal for suppliers from 2008 until 2019 (early retirement) by working with suppliers and internal stakeholders with guidance from legal expert.

j) Managing Non Disclosure Agreement with suppliers to protect company intellectual property

He has been conducting training since 2008 and recently retired as a fulltime supply chain manager and company director to concentrate on full time training and coaching.

(SBL Khas / HRD Corp Claimable Course)

TRAINING FEE

14 hours Remote Online Training (Via Zoom)

RM 1,296.00/pax (excluded 8% SST)

2 days Face-to-Face Training (Physical Training at Hotel)

RM 2,250.00/pax (excluded 8% SST)

Group Registration: Register 3 participants from the same organization, the 4th participant is FREE.
(Buy 3 Get 1 Free) if Register before 3 Sept 2025. Please act fast to grab your favourite training program!

We hope you find it informative and interesting and we look forward to seeing you soon.

Please act fast to grab your favorite training program!

Please call 012-588 2728 or email to pearl-otc@outlook.com

Do forward this email to all your friends and colleagues who might be interested to attend these programs

If you would like to unsubscribe from our email list at any time, please simply reply to the e-mail and type Unsubscribe

in the subject area. We will remove your name from the list and you will not receive any additional e-mail

Thank you.

Regards

Pearl

by "pearl@otcsb.com.my" <pearl@otcsb.com.my> - 08:20 - 24 Jun 2025

This conveyor can reduce your labor costs by 50% and increase efficiency by 80%

Hi Info,

I hope this email finds you well.Everything is fine for you.

My name is Panda and I'm come from**[Shenzhen Tilson Auto Equipment Co.,Ltd]**，Responsible for international market business integration and providing project solutions.

Shenzhen Tilson Auto Equipment Co.,Ltd was founded in 2001 and has always been a reliable manufacturer of high-quality automated conveyor systems, providing services to customers in North America, Europe, Asia,Southeast Asia, and other regions.

With a dedicated engineering team and a commitment to quality, we provide customized, efficient, and durable material handling solutions for various industries worldwide.

Our Core Products:

✔ Belt Conveyors:Ideal for bulk material and package handling, ensuring smooth and continuous operation.

✔ Roller Conveyors:Modular design for flexible integration in assembly and sorting lines.

✔ Chain Conveyors:Heavy-duty performance for demanding industrial applications.

✔ Telescopic Conveyors:Adjustable length for optimized loading/unloading efficiency.

✔ Vertical Lift Conveyors:Space-saving solutions for multi-level material transfer.

✔ Food Carousel Systems:Streamlined serving solutions for restaurants and catering.

✔ Castings De-dusting & Cleaning Machines:All-in-one systems for efficient foundry operations.

Our Core Products:

Why Choose Us?

✅ 20+ Years of Industry Experience:Proven expertise in automation and material handling.

✅ Global Service Network: Timely support and installation worldwide.

✅ Custom Engineering:Tailored solutions to fit your specific production needs.

✅ Certified Quality: Compliant with ISO, CE, and other international standards.

Shenzhen Tilson Auto Equipment Co.,Ltd was founded in 2001 and has always been a reliable manufacturer of high-quality automated conveyor systems, providing services to customers in North America, Europe, Asia,Southeast Asia, and other regions.

With a dedicated engineering team and a commitment to quality, we provide customized, efficient, and durable material handling solutions for various industries worldwide.

We take pride in helping businesses **enhance productivity, reduce costs, and streamline operations** with our advanced conveyor systems. Whether you need a standard model or a fully customized solution, our team is ready to assist.

**Let's discuss how we can support your automation goals!

Best regards,

Panda

website: www.tilson.cn
Email: panda@tilson.cn

WhatsApp: +86 13480182526

Phone: +86 13480182526

Subscribe Unsubscribe

by "Alex" <Alex@tls-conveyor.com> - 07:49 - 24 Jun 2025

Stay Warm and Stylish this Winter with our Knit Accessories Collection!

Dear Info,

Are you ready to upgrade your winter wardrobe with the coziest knit accessories? Look no further!

As a factory specializing in high-quality knitted hats, scarves, and gloves, we have over 15 years of experience in creating the perfect winter essentials. Our factory with BSCI certifcate.

Made with care and precision, our knitted accessories are not only comfortable and durable but also incredibly fashionable. Whether you're looking for a trendy hat, a cozy scarf, or a pair of gloves to keep your hands toasty, we have got you covered.

our products mainly exported to the United States, Europe, So you are getting the best quality.

Feel free to reach out to us at any time to learn more about our products and services.we look forward to working with you to create a brighter future together!

Best regards
Your factory team
Company:Tonglu Guanghe Imp&Exp Co.,Ltd
Address:NO.58 Sangyuan Road Tonglu Hangzhou Zhejiang China.
Phono:+86 15824499449

by "Business" <Business@guanghefactory.com> - 06:33 - 24 Jun 2025

HRDC CLAIMABLE COURSE !!! Talent Management And Succession Planning (13 & 14 August 2025)

CLICK HERE TO DOWNLOAD BROCHURE !!!

Please call 012-588 2728

email to pearl-otc@outlook.com

PUBLIC PROGRAM

TALENT MANAGEMENT

AND SUCCESSION PLANNING

Venue :Dorsett Grand Subang Hotel, Selangor (SBL Khas / HRD Corp Claimable Course)

Date : 13 Aug 2025 (Wed) | 9am – 5pm By Feena

14 Aug 2025 (Thu) | 9am – 5pm . .

INTRODUCTION:

Many organizations have a formal strategy for developing their employees and identifying successors for critical positions. The Best-in-class organizations are those go beyond the traditional approach and focus on an integrated succession management process aimed at enhancing leaders’ current and future capabilities throughout the organization. Therefore, best-in-class succession management involves two key activities: tracking pivotal roles emerging as “resource pressure points” and proactively sourcing and developing a strong talent pool of future leaders.

In this program, the participant will be guided to apply the tools and techniques to identify talent pools for critical positions and develop talent for future leadership roles.

OBJECTIVES:

At the end of the session, the participants will be able to:

- Align Talent Management Strategies to Business Plan

- Assess Current Bench Strength for Critical Positions, Roles, and Function

- Assess the potential successors’ readiness for targeted positions

- Develop strategies to prepare potential successors for their future roles

- Use the appropriate tools to measure and manage their talent pools.

- Coach and develop their potential successors.

- Manage the Career Transition and Career Crossroad Challenges

TARGET GROUP:

Talent Management and Talent Development Professional, HR Professional. Head of Department

METHODOLOGY:

- Presentation

- Skills Practice

- Group Discussion

OUTLINE OF WORKSHOP

Module 1: Talent Management and Succession Planning

- How do you define talent for your organization?

- The difference between talent management and succession planning

- What is Succession Planning?

- Why organizations need to start Succession Planning

Module 2: Talent Management and Business Plan

- Alignment between the business plan and talent management strategy

- External and Internal Talent Issues

- Talent Management – where does it start?

Module 3: Critical Position

- Critical Position vs. Critical Person

- Identifying talent pools for critical positions

- Succession Planning tools and technique

Module 4: Assessing Current Talent Bench Strength

- Define the Hi-Potential Selection Process

- 9-Box Talent Matrix

- Talent Readiness Assessment

- Talent Review: Formal & Informal Structure

Module 5: Talent Reviews

- Holding a talent review – key things to consider

- A talent review framework – a practical example of a talent review in action

- The difference between high potential and high performance

- Internal identification of talent – key roles and paths and creating the right climate

Module 6: Talent Development, Career Guidance & Progression

- Career Path (Technical & Management)

- Developing Individual Career Development Plan (70:20:10 Concept)

- Development Intervention Tools (8 quarters plan)

- Talent Progress Monitoring and Tracking Tools

Module 7: Retaining Your Top Talent

- The Dilemma – Shall we tell the Top Talent?

- Career Talk & Stay Interview

- Managing Talent expectations and needs

- Managing other employees

Module 8: Aiming for Smooth Leadership Transition

- Developing Successor’s Transition Plan

- Clarifying Roles and Creating Performance Standard

- Dealing with Critical Career Crossroad

- Managing Talent Mobility

** Certificate of attendance will be awarded for those who completed the course

ABOUT THE FACILITATOR

Feena

PROFESSIONAL CERTIFICATION

- Certified Master Coach NLP

- Certified Master Practitioner NLP

- Certified Master Practitioner Language and Behavior

- Certified SHL Profiler

- Certified Coaching and Mentoring Professional

- Certified DISC & Everything DiSC Trainer

- Certified Situational Leadership Trainer

- Certified Leading Positive Performance (Orange Frog) Trainer

- Certified Change Essential Trainer

- Certified Virtual LearnCaster (Practitioner and Facilitator)

- Certified Master Practitioner of The Take Charge! Learning Facilitator System

- Certified MOGL-Evivve Trainer

Feena is an enthusiastic educator and learner specializing in Talent Management and Development. She coached individuals and business leaders in discovering their path to personal and professional success.

Academically, she holds a Master of Business Administration, Bachelor in Human Resources Management, and Diploma in Hotel & Catering Management. Feena is a certified trainer for DiSC and Everything DiSC, Situational Leadership, Leading Positive Performance, Change Essential. She is also a certified Master Practitioner NLP and LAB profile.

Feena has more than 20 years of experience in Learning and Development. Her expertise includes developing internal trainers, analyzing training needs(TNA), Talent Assessment for recruitment and succession planning, coaching, mentoring, present and future leaders development, Industrial Relations, and performance management. She has developed and facilitated leadership and business essential skills courses through Virtual Platforms and classroom setup (face-to-face) to help organizations attract, grow and retain the right talent to support the business growth.

She has delivered courses in the Middle East, Asia Pacific, Europe, and Africa. Her clients are from Automotive, Oil, Gas & Petrochemical, Manufacturing, Sanitation, Education (Academy, Private Institution), Transportation, GLCs, Property Developer, and Construction.

With Feena’s expertise in refining and strengthening their HR and Learning & Development practices, clients built a more robust workforce to support the business growth.

EDUCATION

- Master in Business Admin. The University of Melbourne

- BBA (Human Resource Mgmt UiTM, Shah Alam

- Dip. in Hotel & Catering Mgmt UiTM, Shah Alam

EXPERIENCE

1. Technip Geoproduction (M) Sdn Bhd

- L&D, ER and IR Manager

- Human Resource Manager

- Human Resource Development Manager

2. Baker Hughes Incorporated

- Regional Learning Consultant (Middle East & Asia Pacific)

3. Aluminium Company of Malaysia Berhad

- Training and Development Manager

4. Texas Instruments (M) Sdn Bhd

- TPM & Training Facilitator

SPECIALIZATION

- Talent Development and Management

- Talent Assessment

- Succession Planning and Management

- Coaching & Mentoring

PAST AND PRESENT CLIENTS

- Automotive

- Oil, Gas & Petrochemical

- Manufacturing

- Sanitation

- Education (Academy, Private Institution)

- Transportation

- GLCs

- Property Developer and Construction

- SME and Microbusinesses

(SBL Khas / HRD Corp Claimable Course)

TRAINING FEE

2 days Face-to-Face Public Program

RM 2,250.00/pax

(excluded 8% SST)

Group Registration: Register 3 participants from the same organization, the 4th participant is FREE.
(Buy 3 Get 1 Free) if Register before 4 Aug 2025.

Please act fast to grab your favourite training program!

We hope you find it informative and interesting and we look forward to seeing you soon.

Please act fast to grab your favorite training program!

Please call 012-588 2728 or email to pearl-otc@outlook.com

Do forward this email to all your friends and colleagues who might be interested to attend these programs

If you would like to unsubscribe from our email list at any time, please simply reply to the e-mail and type Unsubscribe in the subject area.

We will remove your name from the list and you will not receive any additional e-mail

Thanks

Regards

Pearl

by "pearl@otcmarketing.com.my" <pearl@otcmarketing.com.my> - 12:58 - 24 Jun 2025

Inside Airbnb’s AI-Powered Pipeline to Migrate Tests: Months of Work in Days

͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏

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Inside Airbnb’s AI-Powered Pipeline to Migrate Tests: Months of Work in Days

ByteByteGo

Jun 24

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This guide was created exclusively for ByteByteGo readers by TechWorld with Nana

Disclaimer: The details in this post have been derived from the articles/videos shared online by the Airbnb Engineering Team. All credit for the technical details goes to the Airbnb Engineering Team. The links to the original articles and videos are present in the references section at the end of the post. We’ve attempted to analyze the details and provide our input about them. If you find any inaccuracies or omissions, please leave a comment, and we will do our best to fix them.

Code migrations are usually a slow affair. Dependencies change, frameworks evolve, and teams get stuck rewriting thousands of lines that don’t even change product behavior.

That was the situation at Airbnb.

Thousands of React test files still relied on Enzyme, a tool that hadn’t kept up with modern React patterns. The goal was clear: move everything to React Testing Library (RTL). However, with over 3,500 files in scope, the effort appeared to be a year-long grind of manual rewrites.

Instead, the team finished it in six weeks.

The turning point was the use of AI, specifically Large Language Models (LLMs), not just as assistants, but as core agents in an automated migration pipeline. By breaking the work into structured, per-file steps, injecting rich context into prompts, and systematically tuning feedback loops, the team transformed what looked like a long, manual slog into a fast, scalable process.

This article unpacks how that migration happened. It covers the structure of the automation pipeline, the trade-offs behind prompt engineering vs. brute-force retries, the methods used to handle complex edge cases, and the results that followed.

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The Need for Migration

Enzyme, adopted in 2015, provided fine-grained access to the internal structure of React components. This approach matched earlier versions of React, where testing internal state and component hierarchy was a common pattern.

By 2020, Airbnb had shifted all new test development to React Testing Library (RTL).

RTL encourages testing components from the perspective of how users interact with them, focusing on rendered output and behavior, not implementation details. This shift reflects modern React testing practices, which prioritize maintainability and resilience to refactoring.

However, thousands of existing test files at Airbnb were still using Enzyme. Migrating them introduced several challenges:

Different testing models: Enzyme relies on accessing component internals. RTL operates at the DOM interaction level. Tests couldn’t be translated line-for-line and required structural rewrites.
Risk of coverage loss: Simply removing legacy Enzyme tests would leave significant gaps in test coverage, particularly for older components no longer under active development.
Manual effort was prohibitive: Early projections estimated over a year of engineering time to complete the migration manually, which was too costly to justify.

The migration was necessary to standardize testing across the codebase and support future React versions, but it had to be automated to be feasible.

Migration Strategy and Proof of Concept

The first indication that LLMs could handle this kind of migration came during a 2023 internal hackathon. A small team tested whether a large language model could convert Enzyme-based test files to RTL. Within days, the prototype successfully migrated hundreds of files. The results were promising in terms of accuracy as well as speed.

That early success laid the groundwork for a full-scale solution. In 2024, the engineering team formalized the approach into a scalable migration pipeline. The goal was clear: automate the transformation of thousands of test files, with minimal manual intervention, while preserving test intent and coverage.

To get there, the team broke the migration process into discrete, per-file steps that could be run independently and in parallel. Each step handled a specific task, like replacing Enzyme syntax, fixing Jest assertions, or resolving lint and TypeScript errors. When a step failed, the system invoked an LLM to rewrite the file using contextual information.

This modular structure made the pipeline easy to debug, retry, and extend. More importantly, it made it possible to run migrations across hundreds of files concurrently, accelerating throughput without sacrificing quality.

Pipeline Design and Techniques

Here are the key components of the pipeline design and the various techniques involved:

1 - Step-Based Workflow

To scale migration reliably, the team treated each test file as an independent unit moving through a step-based state machine. This structure enforced validation at every stage, ensuring that transformations passed real checks before advancing.

Each file advanced through the pipeline only if the current step succeeded. If a step failed, the system paused progression, invoked an LLM to refactor the file based on the failure context, and then re-validated before continuing.

Key stages in the workflow included:

Enzyme refactor: Replaced Enzyme-specific API calls and structures with RTL equivalents.
Jest fixes: Addressed changes in assertion patterns and test setup to ensure compatibility with RTL.
Lint and TypeScript checks: Ensured the output aligned with Airbnb’s static analysis standards and type safety expectations.
Final validation: Confirmed the migrated test behaved as expected, with no regressions or syntax issues.

This approach worked for the following reasons:

State transitions made progress measurable. Every file had a clear status and history across the pipeline.
Failures were contained and explainable. A failed lint check or Jest test didn’t block the entire process, just the specific step for that file.
Parallel execution became safe and efficient. The team could run hundreds of files through the pipeline concurrently without bottlenecks or coordination overhead.
Step-specific retries became easy to implement. When errors showed up consistently at one stage, fixes could target that layer without disrupting others.

This structured approach provided a foundation for automation to succeed at scale. It also set up the necessary hooks for advanced retry logic, context injection, and real-time debugging later in the pipeline.

2 - Retry Loops and Dynamic Prompting

Initial experiments showed that deep prompt engineering only got so far.

Instead of obsessing over the perfect prompt, the team leaned into a more pragmatic solution: automated retries with incremental context updates. The idea was simple. If a migration step failed, try again with better feedback until it passed or hit a retry limit.

At each failed step, the system fed the LLM:

The latest version of the file
The validation errors from the failed attempt

This dynamic prompting approach allowed the model to refine its output based on concrete failures, not just static instructions. Instead of guessing at improvements, the model had specific reasons why the last version didn’t pass.

Each step ran inside a loop runner, which retried the operation up to a configurable maximum. This was especially effective for simple to mid-complexity files, where small tweaks (like fixing an import, renaming a variable, or adjusting test structure) often resolved the issue.

This worked for the following reasons:

The feedback loop wasn’t manual. It ran automatically and cheaply at scale.
Most files didn’t need so many tries. Many succeeded after 1 or 2.
There was no need to perfectly tune the initial prompt. The system learned through failure.

Retrying with context turned out to be a better investment than engineering the “ideal” prompt up front. It allowed the pipeline to adapt without human intervention and pushed a large portion of files through successfully with minimal effort.

3 - Rich Prompt Context

Retry loops handled the bulk of test migrations, but they started to fall short when dealing with more complex files: tests with deep indirection, custom utilities, or tightly coupled setups. These cases needed more than just brute-force retries. They needed contextual understanding.

To handle these, the team significantly expanded prompt inputs, pushing token counts into the 40,000 to 100,000 range. Instead of a minimal diff, the model received a detailed picture of the surrounding codebase, testing patterns, and architectural intent.

Each rich prompt included:

The component source code being tested
The test file targeted for migration
Any validation errors from previous failed attempts
Sibling test files from the same directory to reflect team-specific patterns
High-quality RTL examples taken from the same project
Relevant import files and utility modules
General migration guidelines outlining preferred testing practices

const prompt = [
  'Convert this Enzyme test to React Testing Library:',
  `SIBLING TESTS:\n${siblingTestFilesSourceCode}`,
  `RTL EXAMPLES:\n${reactTestingLibraryExamples}`,
  `IMPORTS:\n${nearestImportSourceCode}`,
  `COMPONENT SOURCE:\n${componentFileSourceCode}`,
  `TEST TO MIGRATE:\n${testFileSourceCode}`,
].join('\n\n');

Source: Airbnb Engineering Blog

The key insight was choosing the right context files, pulling in examples that matched the structure and logic of the file being migrated. Adding more tokens didn’t help unless those tokens carried meaningful, relevant information.

By layering rich, targeted context, the LLM could infer project-specific conventions, replicate nuanced testing styles, and generate outputs that passed validations even for the hardest edge cases. This approach bridged the final complexity gap, especially in files that reused abstractions, mocked behavior indirectly, or followed non-standard test setups.

4 - Systematic Cleanup From 75% to 97%

The first bulk migration pass handled 75% of the test files in under four hours. That left around 900 files stuck. These were too complex for basic retries and too inconsistent for a generic fix. Handling this long tail required targeted tools and a feedback-driven cleanup loop.

Two capabilities made this possible:

Migration Status Annotations

Each file was automatically stamped with a machine-readable comment that recorded its migration progress.

These markers helped identify exactly where a file had failed, whether in the Enzyme refactor, Jest fixes, or final validation.

// MIGRATION STATUS: {"enzyme":"done","jest":{"passed":8,"failed":2}}

Source: Airbnb Engineering Blog

This gave the team visibility into patterns: common failure points, repeat offenders, and areas where LLM-generated code needed help.

Step-Specific File Reruns

A CLI tool allowed engineers to reprocess subsets of files filtered by failure step and path pattern:

$ llm-bulk-migration --step=fix-jest --match=project-abc/**

Source: Airbnb Engineering Blog

This made it easy to focus on fixes without rerunning the full pipeline, accelerating feedback, and isolating scope.

Structured Feedback Loop

To convert failure patterns into working migrations, the team used a tight iterative loop:

Sample 5 to 10 failing files with a shared issue
Tune prompts or scripts to address the root cause
Test the updated approach against the sample
Sweep across all similar failing files
Repeat the cycle with the next failure category

This method wasn’t theoretical. In practice, it pushed the migration from 75% to 97% completion in just four days. For the remaining ~100 files, the system had already done most of the work. LLM outputs weren’t usable as-is, but served as solid baselines. Manual cleanup on those final files wrapped up the migration in a matter of days, not months.

The takeaway was that brute force handled the bulk, but targeted iteration finished the job. Without instrumentation and repeatable tuning, the migration would have plateaued far earlier.

Conclusion

The results validated both the tooling and the strategy. The first bulk run completed 75% of the migration in under four hours, covering thousands of test files with minimal manual involvement.

Over the next four days, targeted prompt tuning and iterative retries pushed completion to 97%. The remaining ~100 files, representing the final 3%, were resolved manually using LLM-generated outputs as starting points, cutting down the time and effort typically required for handwritten migrations.

Throughout the process, the original test intent and code coverage were preserved. The transformed tests passed validation, matched behavioral expectations, and aligned with the structural patterns encouraged by RTL. Even for complex edge cases, the baseline quality of LLM-generated code reduced the manual burden to cleanup and review, not full rewrites.

In total, the entire migration was completed in six weeks, with only six engineers involved and modest LLM API usage. Compared to the original 18-month estimate for a manual migration, the savings in time and cost were substantial.

The project also highlighted where LLMs excel:

When the task involves repetitive transformations across many files.
When contextual cues from sibling files, examples, and project structure can guide generation.
When partial automation is acceptable, and post-processing can clean up the edge cases.

Airbnb now plans to extend this framework to other large-scale code transformations, such as library upgrades, testing strategy shifts, or language migrations.

The broader conclusion is clear: AI-assisted development can reduce toil, accelerate modernization, and improve consistency when structured properly, instrumented well, and paired with domain knowledge.

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