ISA S95 ● What is it? ● Why is it Important? ● Why should Invensy Operations Management Care? Don Clark, Vice President Global Industry Solutions © 2010 Invensys. All Rights Reserved. The names, logos, and taglines identifying the products and services of Invensys are proprietary marks of Invensys or its subsidiaries. All third party trademarks and service marks are the proprietary marks of their respective owners. Objectives • ISA S95 Overview/Highlights – A “tutorial” • Why it is important to the process industries – End user – Vendor community • How InFusion maps to S95 Topics ● The Big Picture ● Why was S95 Formed? ● Value of S95 to the Industrial Community ● Progress-to-Date ● What the Standard is, What it Covers, What it Isn’t ● Where we are Now: Current Status, Sub-committee Activity, etc. ● Application to InFusion ● Future Directions ● S95 Impacts to Operating Companies ● Call to Action! S95: Defines Domain between DCS and ERP S95 = “InFusion Core” Functionality Handled well by ERP systems Traditional CIM gap based on time domain of interest Time domain of interest “Invensys Operations Management” InFusion “Core” Years Weeks Purdue CIM Reference Model Days Hours Minutes Seconds Mili/micro seconds Corporate/Enterprise S95 “Sweetspot” Gap of Unmet Needs Plant Control/Automation Systems Handled well by DCS/PLC systems Result: Disconnect between that which is planned and that which is, can, or ought to be done. Production Operations, or Enterprise Control System Months Reference Model: Why Have a Standard? Integration of manufacturing control systems with the rest of the business has been one of the more difficult problems to solve Not only technology issues, but also people and organizational problems • Lack of common terminology (same terms often used for different things by the two groups, or different terms used for the same things) • Lack of consistent representation of data • Viewpoints of what is important differ • Critical success factors are different At the very bottom, it casts what constitutes the information flows between Levels 3 and Level 4 in the Purdue CIM Reference Model in a way that is commonly available to anyone, vendor and end user • It does not define what constitutes Levels 3 or 4 functionality, per se • Only what constitutes activities between them • This means those functions that are involved in inter-Level 3 and 4 messaging must be likewise defined Value of S95 For End-Users: • • • • • • • Provides reference to model their own business needs Use to define what components a project needs − incrementally Use to greatly reduce RFQ pre-work − reduces to selection list Re-use of IP across businesses Reduced learning curve for user and technical support: consistency Reduces costs of inter-vendor interoperability Used in rational vendor selection evaluation: compare against a “gold Standard” For Solution Providers: • • • • • • • Provides consistent solutions across industry between customers Allows for lower cost integration services Faster deployments Fosters incremental solution deployments Does allow room for innovation/differentiation within confines of Standard Lower project bidding costs Overall lower project costs and time The S95 Standard: The Lay of the Land “Enterprise Control System Integration Part 1: Models and Terminology” • The scope of Part 1 is limited to: 2nd a) a definition b) a definition c) a definition d) a definition rev done! of of of of the the the the scope of the manufacturing operations and control domain; organization of physical assets of an enterprise involved in manufacturing; functions associated with the interface between control functions and enterprise functions; and information that is shared between control functions and enterprise functions. “Enterprise Control System Integration Part 2: Object Model Attributes” • The scope of Part 2 is limited to: – – the definition of attributes for the Part 1 object models. the Part 2 standard does not define attributes to represent the object relationships defined in Part 1. 2nd rev done! “Enterprise Control System Integration Part 3: Activity Models of Manufacturing Operations” • The scope of Part 3 is limited to: – A model of the activities associated with manufacturing operations and control, Level 3 functions. – An identification of the data that flows among these activities. Rev 2 update complete for review “Enterprise Control System Integration Part 4: Object Models and Attributes of Manufacturing Operations Management” • Note: This is a proposed Part 4, defining detailed object models of information that flows between the activities defined in Part 3. Out for 1st vote! “Enterprise Control System Integration Part 5: Business to Manufacturing Transactions” Rev 2 update complete for review Progressive Detail & Exposure of S95 Communication Objects ● The S95 standard uses multiple models to explain the elements of Enterprise/Control System Integration. ● The initial models in the standard are very abstract, and the final models are very detailed and specific. ● Each model adds a level of detail and definition and builds on the information in the previous model. ● The standard starts with a definition of the domain of manufacturing control and the general activities in the manufacturing domain. ● This is followed by a model of the functions within a manufacturing enterprise that relate, or interact, with the actual manufacturing control functions. ● The functions that are directly related to the scope of the standard are given additional definition and descriptions, and then the information that flows between these functions is defined. S95: Hierarchy Model (Domains) A simplified version of the complete model defined in the Purdue Reference Model for CIM (Computer Integrated Manufacturing), combined with the MESA (Manufacturing Execution Systems Association) model for activities in the manufacturing control domain. Production Operations, or Enterprise Control System Purdue CIM Reference Focus of S95 Part 1 & Part 2 Focus of S95 Part 3-5 Focuses on “the product.” The “What” Model Focuses on “the process.” The “How” S95 Seeks to Formalize and “Generisize” for All Process Markets these Workflow Activities and Functions… Process Manufacturing Operations Planning -5 year -Annual -Monthly -Ad hoc -Creates forecasts by product: - Unit costs - Volumes - Plant loads - Labor needs - Capital assets Shipping/Receiving -Logistics for shipping -Incoming/outgoing goods -Material dispatching Detailed Production Scheduling -Done by product -Done monthly -Based on volume plans and average rates -Each process unit/line is scheduled -Real time schedule optimization Raw Materials Purchasing -Done by product -According to schedule -Accommodates transport lags -Order/deliver -Inventory levels -WIP storage -Warehouse/locator system -Stage -Ship Quality Assurance Operations -Building quality in -Defining metrics -Define standards and procedures -Incoming/outgoing inspections -Make measurements/report -Product Analysis Production Reporting -Cost -Quality -Volumes -Rates -Waste-by-cause Production Engineering -Design of Experiments -Improve -Production Tech-support -Production Analysis Production Operations -Production Execution -24/7 support -Daily run time support -Process Monitoring – Six Sigma -Forecasts -Actuals -Variance Process Engineering -Automation -APC -RtOps -Process/equipment designs Maintenance Operations -PM schedules -Fix/repair/expensed -Improve/capitalized This is What that Looks Like in S95-speak: Functional Enterprise Control Model: Part 1 Material and Energy Control (4.0) Short Term Material and Energy Requirements Material and Energy Inventory Procurement (5.0) Production Control (3.0) Maintenance Management (10.0) Process Data Release to ship Product Shipping Admin (9.0) Pack Out Schedule Maintenance Requests and Standards Production Scheduling (2.0) Product Cost Accounting (8.0) Confirm to ship Order Processing (1.0) Product Inventory Control (7.0) Quality Assurance (6.0) Research Development and Engineering Marketing & Sales Parts 1 and 2… Business planning & logistics information Plant production scheduling, operational management, etc Product definition information (What must be defined to make a product) Production capability information (What resources are available) Production schedule information (What to make and use) Production performance information (What was made and used) Manufacturing operations & control information Production operations, maintenance operations, quality operations, etc Parts 1, 2, and 3… INFORMATION FOR MANUFACTURING OPERATIONS MANAGEMENT Schedule/Request information Production schedule Maintenance Quality Test request request Performance/Response information Inventory request Production Maintenance performance response Quality test response Inventory response Manufacturing operations Production operations management Product definition information Maintenance operations management Maintenance Quality test Inventory definition definition definition information information information Definition information Quality operations management Inventory operations management Production Maintenance Quality Test capability capability capability Inventory capability Capability information ISA S95 Manufacturing Architecture ERP PLM CRM SCM Enterprise application integration ANSI/ISA –S95 Part 1 and 2 Object model information Product capability (what and how much is available to make) Product schedule (what to make and use) Product response (what was made and used) ANSI/ISA –S95 Part 3 Activity models of Manufacturing Operations Maintenance Inventory Quality Tracking Performance Analysis Data collection Execution Resource Management Dispatching Scheduling Production Definition Product definition (what to make) Process Control (Field instruments, DCS, PLC, sensors, etc.) Manufacturing Operations Information Models (Part 3) Example O rd e r P ro ce ssin g (1 .0 ) P ro d u ctio n S ch e d u lin g (2 .0 ) M a te ria l a n d E n e rg y C o n tro l (4 .0 ) P ro cu rem e n t (5 .0 ) P ro d u ct C o st A cco u n tin g (8 .0 ) P ro d u ct S h ip p in g A dm in (9 .0 ) P R O D U C T IO N O P E R A T IO N S M O D E L P ro d u ctio n C o n tro l (3 .0 ) M A IN T E N A N C E O P E R A T IO N S M ODEL P ro d u ct In ve n to ry C o n tro l (7 .0 ) Q U A L IT Y O P E R A T IO N S M ODEL Q u a lity A ssu ra n ce (6 .0 ) M a in te n a n ce M a n a g em e n t (1 0 .0 ) M a rke tin g & S a le s R e se a rch D e ve lo p m e n t a n d E n g in e e rin g Progressive Detail and Exposure Production Model from S95, Part 3 P ro d u c t d e fin itio n P ro d u c tio n c a p a b ility P ro d u c tio n s c h e d u le P ro d u c tio n p e rfo rm a n c e D e ta ile d p ro d u c tio n s c h e d u lin g P ro d u c tio n re s o u rc e m anagem ent P ro d u c tio n tra c k in g P ro d u c tio n P e rfo rm a n c e a n a ly s is P ro d u c tio n d is p a tc h in g P ro d u c tio n d a ta c o lle c tio n P ro d u c t d e fin itio n m anagem ent P ro d u c tio n e x e c u tio n L e v e l 2 P ro c e s s C o n tro l Maintenance Model from S95, Part 3 M a in te n a n c e D e fin itio n s M a in te n a n c e R equest M a in te n a n c e C a p a b ility M a in te n a n c e R esponse D e ta ile d M a in te n a n c e S c h e d u lin g M a in te n a n c e R e s o u rc e M anagem ent M a in te n a n c e T ra c k in g M a in te n a n c e A n a ly s is M a in te n a n c e D is p a tc h in g M a in te n a n c e D a ta C o lle c tio n M a in te n a n c e D e fin itio n M anagem ent M a in te n a n c e E x e c u tio n L e v e l 1 a n d 2 E q u ip m e n t Quality Test Model from S95, Part 3 Q u a lity te s t d e fin itio n s Q u a lity te s t c a p a b ility Q u a lity te s t re q u e s t Q u a lity te s t re s p o n s e D e ta ile d q u a lity te s t s c h e d u lin g Q u a lity te s t re s o u rc e m anagem ent Q u a lity te s t tra c k in g Q u a lity P e rfo rm a n c e a n a ly s is Q u a lity te s t d is p a tc h in g Q u a lity te s t d a ta c o lle c tio n Q u a lity d e fin itio n m anagem ent Q u a lity te s t e x e c u tio n L e v e l 1 a n d 2 T e s t E q u ip m e n t Inventory Model from S95, Part 3 In v e n to ry tra n sfe r d e fin itio n s In v e n to ry tra n sfe r c a p a b ility In v e n to ry tra n sfe r re q u e st In v e n to ry tra n sfe r re sp o n se D e ta ile d tra n sfe r sc h e d u lin g T ra n sfe r re so u rc e m anagem ent T ra n sfe r tra c k in g T ra n sfe r d isp a tc h in g T ra n sfe r a n a ly sis T ra n sfe r d a ta c o lle c tio n T ra n sfe r d e fin itio n m anagem ent T ra n sfe r e x e c u tio n Level 1 and 2 T ra n s fe r e q u ip m e n t S95: A Work-in-Progress… It is not a compliance-rich Standard. It is a set of guidelines and a framework: - To align with, not comply to ● Difficulties in applying the model in any ‘literal’ way: No extensive real life industry examples are available through white papers, etc. − Terminology mapping required − ● S95 describes generic structures (name/value properties) for data exchange but does not address how to enforce the meaning of the contained data A S95 ‘compliant’ message generated by Vendor A application may not be meaningful to Vendor B’s application which supports S95 ‘compliant’ message interface − Require extra infrastructure to support exchange of data, but simpler than none at all. − Vendors and Technology Independence The problem • Manufacturing enterprises are typically dynamic entities. Continual changes in business processes are necessary to meet changing business and legal environments – The ANSI/ISA S95 series of standards aids in separating business process from production processes. It describes information in a way that is business - and production - process independent – Another value of the standard to business is by separating the exchanged information from specific implementation of manufacturing systems and specific implementations of the business systems. The solution • Considering the rate of change in business and manufacturing software, a technology independent way is needed to exchange data. XML turns out the right solution at the right time. While multiples technologies can be used to exchange XML documents, the documents themselves can be very stable across generations of technologies. • XML described structured data in one document or application so that it can be used by another application or document. By describing the components and the relationships between them, XML can provide both structure and meaning to any type of data. XML is platform and vendor neutral. B2MML – XML Schemas for ISA S95 ● An XML schema is an agreement between businesses on how data should be expressed in XML ● In late 2001, a working group under the auspices of the World Batch Forum (WBF) was formed to produce a set of XML schemas for the data models defined in ISA-95.00.01/2 ● B2MML provides a set of XML schemas based on ANSI/ISA-95 ● B2MML may be used to integrate business with manufacturing systems ● Will be revised per Part 3 once formally completed to include those XML schema as well – done Where We Are Today… Parts 1-4 in final stages in re-do Have rationalized Parts 1 – Parts 5 Have formal interaction Committees on inter-Standard Alliances: • MESA – possible marketing arm of S95 Committee • S88WBF – batch harmonization – Tech paper completed • MIMOSA – Maintenance Data access model • SCOR – Supply Chain Reference Model • S99 – Cybersecurity • S100 – Wireless • S106 – Procedural Automation for Continous Processes What's Unique about the Process Industry? 1. Manufacturing is the location of a process company's "value add" 2. Manufacturing has the greatest concentration of deployed capital in assets 3. Manufacturing employs the largest number of people Commercial Distribution of Personnel Manufacturing R&D Administration I/S Supply Chain Engineering Manufacturing is the best place to leverage labor productivity gains! Asset Map for Process Industries Asset Base Value-Add Capital Deployed Labor Material/inventory Energy Intellectual Knowledge Information $ Material Value EBIT Enterprise Operations Integration ERP System Purchasing Inbound Logistics Manufacturing Outbound Logistics Order Fulfillment Outside of R&D, manufacturing is the only segment of a chemical company's supply chain where value is added. Manufacturing is the largest financial lever under a chemical company's control. The Next Opportunity is Between the Control Room and the Board Room Enterprise Business Systems (ERP, Customer Relationship Management) Automate Transactions Manufacturing Network Work Definition Management Work Requirements Work Responses Product Analysis (QA) Work Scheduling Resource Management Work Tracking Work Dispatching Process Analysis Work Execution S-95 Model for MES Plant Process Equipment Automate Events Historical Data Management Personnel, Equipment, Materials Process Control Systems (Continuous, Batch, Discrete, SCADA) Sensing and instrumentation Production Analysis Automate Equipment Operational Excellence Enterprise Operational Excellence: InFusion Invensys Solution Footprint in the Process Industries Enterprise Business Systems (ERP, Customer Relationship Management) Automate Transactions Enterprise Manufacturing Network Work Requirements Work Responses Product Analysis (QA) Work Scheduling Resource Management Work Tracking Work Dispatching Process Analysis Work Execution S-95 Model for MES Plant Process Equipment Automate Events Historical Data Management Personnel, Equipment, Materials Process Control Systems (Continuous, Batch, Discrete, SCADA) Sensing and instrumentation Production Analysis Automate Equipment InFusion Work Definition Management The InFusion Vision InFusion becomes the standard for Enterprise Control • Delivering integrated solutions that will unify the production and business environments • It will be as pervasive to the production environment as Microsoft Office is for the desktop Allowing our clients to: • Improve business & productivity By unifying disparate business systems that allow our clients a common view from which they can drive their operation • Outperform the competition By improving supply chain efficiencies across a multi site operation Enterprise Control System Business Applications Manufacturing Operations Management Business Operations Management Transactional Core Intelligence Engine Industrial Data Warehouse Real Time Control Field Devices Controls Advanced Applications Core Real Time Control Access Information Server Active Factory InFusion Historian Engineering Environment Application Environment How We will Do It Enterprise Control System Business Applications Transactional Enterprise Control System Real-time Operations Management “Marketecture” Vertical Industry Applications Apps Partners Apps Asset Performance Optimization EMI MES Common Infrastructure Application Space IA Apps Historian ERP Integration Config. Tools Real-time Operation Management Visualization (HMI) Ecosystem Software System Platform NonInvensys Devices Small System Controllers (EU) Scalable Safety Controllers (IPS) “Core” technologies Large System Controllers (IPS) PLCs S95’s Impact on Operating Companies ● Provides for rigorous documentation around common standards ● Supports common workflow processes ● Faster scale ups/shorter ‘learning curves’ due to standardization ● Reduces documentation costs ● Allows for cross-industry migrations quickly ● Provides equal footing for end-user and regulatory agencies in communications ● Promotes repetitive activities in support of standard ● Tighter linkage – repeatable, documented – between control/execution and reporting/planning Call to Action ● Need for more end-user participation and involvement ● Participation is free, and open to any interested party ● Every company is entitled to one vote ● Contact either: − Keith Unger, Chair: djkunger@hotmail.com − Don Clark, Co-Chair and US rep to ISO/IEC Committees: don.clark@invensys.com − Dennis Brandl, Editor: dnbrandl@brlconsulting.com − Charley Robinson, ISA Standards Director: crobinson@ISA.org