When it comes to assets, the problem is insufficient information at the plant. Its tough to share information across plants. For example, if you have a maintenance issue at one plant and youve got the same setup at another plant, you can establish a strategy and prepare for visibility into the other plant, and achieve a reaction time measured in hours or days instead of weeks when that issue comes up again. So you can improve your utilization and lower your costs when you can aggregate and share performance information.
On the business process side, plant floors are full of manual processes. And, every time you have a manual process, you have huge potential inefficiencies, largely because of human errors, Colyer continued. You also have a lot of rigidity because its hard to get people to change their manual or paper-based processes. For example, any process where compliance information has to go back and forth, or where theres an approval process going back and forth, are great opportunities to automate. On the maintenance side, as soon as a valve goes off, if you can automate the process to kick off the requisition or purchase order and get it there soon, then youve saved that much more critical time. Finally, there are opportunities to automate across the supply chain with the entire purchase order process, or the reconciliation of deductions.
Finally, on the information and events side, were talking about analytic capabilities. Manufacturing operations have these huge amounts of data and incredibly complex compliance issues. How do you get a handle on all that, and can you reduce the amount of human capital required to do so? Of course, software packages provide wonderful analytic tools to accomplish precisely this sort of integration and aggregation.
Colyer concluded that the missing link in integrating enterprise applications with plant operations is plant operations impact on results inventory, processes, orders, resources, status, downtime, products, lab results and exceptions.
Biotech and Engineering
The third speaker, Miraglia reported that Wyeth has 50,000 employees at 37 facilities in 17 countries worldwide, and generated $20.4 billion in sales in 2006, including more than $1 billion in six pharmaceutical franchises.
To produce its products efficiently, Wyeth employs its four-layer Wyeth S95Shop Floor to Top Floor architecture. These include discrete, continuous, and batch control on Level 1, Sensing and Manipulating the Process, and on Level 2, Monitoring, Supervisory, Control, and Automated Controls. Wyeth uses Rockwell Automation and other control vendors on these two levels. Manufacturing operations management, including Wyeths dispatching and detailed production, scheduling, and reliability assurance, are located on Level 3, Workflow, Recipe Control, Maintaining Records, and Optimizing. The company uses MES and Rockell PMX on Level 3. Finally, business planning and logistics, including plant production scheduling and operational management, are located on Level 4, Schedule Production, Material Use, Delivery, Shipping, and Inventory. Wyeth uses SAP R/3 on this level.
Despite its organizational architecture, Miraglia said that Wyeths managers, engineers and operator still must recheck, reconfirm, and ask themselvesWho is responsible for what? He reported that Wyeths corporate IT had an infrastructure focus, and is responsible for the firms wide area network (WAN), network cabling, Ethernet switches, routers and firewalls. Its site IS staff has a business application focus, and concentrates on computer PC, server operating systems, and office computer desktop applications. Wyeths site automation engineers concentrate on process systems, and manage process manufacturing systems, control systems, process data analysis, historians and process control.
Success takes collaboration and teams working together, said Miraglia. Some of Wyeths procedures for creating collaboration include:
- Automation servers and workstations use approved and configured operating system images as defined by IS/IT infrastructure per requirements from automation engineering.
- IT infrastructure supports all network layers throughout the S-95 levels including the control network layer, when using Ethernet.
- Automation engineering approves all IS/IT requested or suggested changes to control system environment on Levels 1 and 2.
- Virus protection is installed and active on all S-95 Level 1 and 2 manufacturing systems, but scans are manually scheduled for non-production hours, and specific automation folders are excluded.
Miraglia explained the benefits of automation and IT include the potential to deliver on a truly paperless manufacturing operation; systems that guide operators and prevent manufacturing deviations; an information platform supporting process characterization; and reducing lifecycle costs.
Technology has and will continue to converge between IT and automation, said Miraglia. To sustain our success, well continue to promote a collaborative environment, and establish clear responsibilities essential for IT and automation to properly support a fully integrated S95 system architecture.
Though manufacturers face customization, globalization, supply-chain synchronization, and regulatory challenges, Ciscos Namboodri reported that the best manufacturers continue to compete by focusing on operational excellence. This consists of continuous quality and cost improvement, plus visibility, global collaboration and agility/flexibility.
Achieving operational excellence requires solving the problems of isolated systems and applications, said Namboodri. For instance, business needs agility and responsiveness, a cost-effective strategy for business process improvements and enterprise-wide visibility. The obstacles to accomplishing this include too many layers, too many slowly obsolescing systems, costly and lengthy custom development and systems integration, and poor resource alignment.
In addition, Namboodri added that EtherNet/IP is helping converge the business network and traditional plant-floor applications (such as controllers, HMIs, programming terminals and business systems) with real-time, plant-floor control applications (such as instruments, robots, drives, and I/O devices) and with commercial technologies (such as HTML, HTTP, XML, FTP, VoIP, Windows Linux, video, remote access, and wireless). This convergence is needed to solve the overall application fragmentation problem, and create more business value, said Nambodri. He added that some examples of business model innovations include:
- Virtual support groups with SME located anywhere
- Mobility of workers and mobile applications such as HMI
- Supply-chain integration for real-time inventory visibility
- Collaborative reviews of production data
- Real-time informationregardless of location or device
- Enabling predictive maintenance and remote support
- Real-time data for quality improvements and Six Sigma
- Shop-floor system integration with ERP for scheduling, product delivery confirmation, and quality tracking.
- Integrated securityboth physical and virtual
The path to more business innovation moves through technology, network, organizational, and cultural convergence to these business model innovations, concluded Namboodri, citing a quote from a 2007 ARC Advisory Group report: Manufacturers need to reexamine their automation and operations management strategies and develop plans to breakdown the remaining barriers to information visibility, collaboration, and unified plant-wide control to achieve the next level of business performance.