GEN-01 Understanding Operational Management Transformation

Transcription

1 Slide 1

2 GEN-01 Understanding Operational Management Transformation From Home Grown MES/1st Generation MES to Manufacturing 2.0/3rd Generation MES/MOMs Tim Sowell Stan DeVries 2013 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.

3 Key Takeaways 1. The operations transformation is accelerating to much earlier new product introductions with much more agility 2. This transformation is driving installations to change the architectures, embracing standards, and adopt model-driven operations 3. This transformation is driving customers to use model-driven MES Slide 3

4 Agenda Market/industry transformation trends Modern Operational Management requirements Business System / Operational Execution Real-time Alignment Federation of End to End Value Supply Chain, with Standards Operational Empowerment of the workforce for Decisions and Action Consistency Slide 4

5 What s Taking Place Today? Slide 5 People Out Sourcing Consignment Inventory Holistic View End to End Control Increased products on Existing Assets Shorter Runs Order of 1 Faster New Product Introduction Agility and Increased Speed on Innovation and Change Enterprise Product Specs across all sites Business and Operations Alignment Operational Transformation Federation Integration Safety/ Environment Positive Release of product over End to End Value Chain Replacing Existing Systems Costly to sustain Expertise leaving Limited Agility No consistency Consistency of Operations Increased Constraints (regulation) Increased Competition (Globalization) Heavily customized first generation Many different MES/ operation systems, and Excel Increased Regulations Globalization Home Grown MES Modern Operations Execution/ Management System requires: Real-Time operational execution alignment with business strategy, natural integration Enterprise product spec management, (PLM) across sites Operational alignment across multiple Value Assets Federation of the End-to-End Value Supply Chain into an aligned system, and a virtual One Manufacturing System, while maintaining site uniqueness Consistency of execution through Standards in process, equipment, actions Embedded Governance on practices, and KPI s, and accountability Model Driven Operational Practices to enable change to support agility and consistency of decision and action over teams and sites

6 Critical Project Trends We are Seeing! Slide 6

7 Value Chain Enterprise Control Game changer: use assets differently to improve consistency or agility Operate more than one linked manufacturing area or site together as if they were one, with the enterprise systems Use techniques such as pacing, so that upstream areas or sites follow the downstream areas or sites Constantly monitor agility, efficiency and yield performance of the value chain vs. individual areas or sites Drive to either lowest overall cost or highest overall revenue yield Slide 7 Business, Operations and Plant Floor Systems working together

8 Current Industrial Plant Architecture To operate in a flexible / agile manner, ERP must link to the plant(s), but the applications within the plant need to be aligned as well. Advanced Application Software HMI Software Safety Control Systems Slide 8 Advanced Application Software Manufacturing Execution Software Manufacturing Execution Software Distributed Control Systems Distributed Control Systems Distributed Control Systems SCADA Systems

9 Current Industrial Business Drivers Process Mgmt Profit Management Transactional Business Real-Time Business Island Perspective Holistic Perspective Rigid Operations Replacing People Slide 9 Agile Operations Empowering People

10 What this means to Industrial Architectures! Profit Management Understanding cost, market and decisions are now based on business not just process control Real-Time Business Communication has gone from messages per day to constantly, and real-time based upon exception Holistic Perspective The need to align multiple systems, often predefined, and federated Agile Operations Agile for change in applications, expansion and evolution to stay competitive, increased complexity as more applications must be aligned Empowering People Slide 10 Access to information abstracted from where and what applications it comes from, freedom to drill and request, and collaborate

11 3 Generations of MES Evolution to a Model that Enables Success Model-Centric Approach Interface-Centric Approach Data-Centric Approach Application-centric Approach Slide 11

12 Agenda Market/industry transformation trends Modern Operational Management requirements Business System / Operational Execution Real-time Alignment Federation of End to End Value Supply Chain, with Standards Operational Empowerment of the workforce for Decisions and Action Consistency Slide 12

13 Synchronizing Strategy and Execution STRATEGY Delay Integrated Control Control Process Control Quarters Weeks Slide 13 Days Slide 13 Invensys Proprietary and Confidential Revenue Growth Distortion Business Control Hours Minutes Seconds ROA THE CONTROL GAP Temp. Sub -seconds Sub- Operating Margin Pressure Emissions EXECUTION

14 Business to Plant Communication Trend Becoming more Real-time!!! Message Based Schedule integration 1 day Quality inspections Asset issues Have gone to exception-based 1/2 day 1/4 day Becoming live 90 s 2000 s More Real-Time Slide s

15 The Drive to Agility Drives Complexity in Alignment in Real-Time Increased Agility Increasing Complexity between Multiple Applications/ Faster Real-Time interaction/ Dynamic nature Simple Islands of (Process Units) Batch Moderate Alignment (Multi Unit) ERP PLM MES/ MOM Batch Highly Aligned/ Agile (Site) ERP EAM MES/ MOM Batch Highly Aligned/ Agile Enterprise (Multi-Site) PLM ERP Sched LIMS Hist Hist Quality Control /Sup Control /Sup Control /Sup Control /Sup Control /Sup Assets Materials Definition /Product/ Recipes/ Roles/ Security/ Responsibility Slide 15 Multi-Site EAM

16 Integration within Level 3 Image - source ISA 95 Slide 16 Traditional EAI Integration between Level 3 & 4 Agility Demands a changing Integration Landscape

17 Enterprise SOA: A Work in Progress Office 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Slide 17 Web 2.0

18 SOA for Manufacturing (SOAm): Some Key Real-Time Differences Office 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Slide 18 Web 2.0

19 Mfg 2.0 a Convergence or New Battlegrounds? 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Slide 19 AMR Research Manufacturing Exchange 2007 AMR Research, Inc. Page 19

20 Standards-based Integration Service Bus Point to Point Integration Service bus with industry standards based integration Service Bus combined with industry standard Data Model for integration Makes integration viable and maintainable Standardization across entire operations. Allows new applications / functionalities to be gradually introduced Makes it possible to Federate the integrated Data in consistent fashion Image source: Mimosa CBM Whitepaper Slide 20

21 Agenda Market/industry transformation trends Modern Operational Management requirements Business System / Operational Execution Real-time Alignment Federation of End to End Value Supply Chain, with Standards Operational Empowerment of the workforce for Decisions and Action Consistency Slide 21

22 Federation of Operational End-to-End Value Supply Chain as Virtual One Standards across the sites KPI standards Recipes Equipment Standards Direct Linking between Sites One Virtual Manufacturing Chain Slide 22

23 Federating the Operational Execution Enterprise Service Bus Architectural Flexibility for Evolutionary Federation Federating at the Plant/ applications level Unified/ Common Asset/ KPI model across the Plants Slide 23

24 WHY SOA in Manufacturing? What is SOA? SOA architecture allows for the creation of composite business applications from independent, self-describing and interchangeable code modules called services. SOA Brings the Opportunity for Agility/ Flexibility in Manufacturing/ Industrial! With SOA, the idea is that the needs of the business drive the IT systems, rather than the IT systems dictating how the business runs. This brings about flexibility, one of the main requirements for MOM systems as manufacturing requirements frequently change. Slide 24

25 What about SOA for the Manufacturing space? SAP ERP Customer 2 MICROSOFT ERP Customer 1 MES 1 MES 2 WHAT IF: Customer 1 acquires customer 2? WHAT IF: Customer 1 outsources part of mfg. to cust. 2, 3? Slide 25 MES 3 Source 2007

26 What about SOA for the Manufacturing space? SAP ERP MICROSOFT ERP ISA 95 SOA Mfg. Services: Create QA Test plan Cancel QA test plan Get list of test-results... ISA 95 SOA Mfg. Services: Create Order Cancel Order Get list of Orders. ISA 95 Mfg. Services Repository Detailed production scheduling resource management Detailed production scheduling resource management tracking Performance analysis dispatching Detailed production scheduling Detailed production scheduling tracking resource management Performance analysis dispatching data collection Product definition management execution data collection Product definition management data collection Product definition management MES 2 For SOA to work - We need to agree cross-industry and cross-product on terminology, structures etc. - down to data formats. Slide 26 tracking Performance analysis dispatching data collection Product definition management execution execution MES 1 resource management tracking Performance analysis dispatching execution MES 3 Source 2007

27 Truths Wikipedia defines Manufacturing operations management (MOM) as a methodology for viewing an end-to-end manufacturing process with a view to optimizing efficiency. Why MOM and not MES? Slide 27 What makes MOM different? Only the fact that it includes a number of components not traditionally part of MES and that its reach is broader in scope than the traditional MESA 11 domains of MES,. A system cannot be specified and designed using the AMR or the MESA MES definitions from the 1990s. The standards definitions of MOM provide the needed framework for specifying a system s functionality, tasks, and data exchanges.

28 Truths Enterprise Service Bus (ESB) In a general sense, an ESB can be thought of as a mechanism that manages access to applications and services (especially legacy versions) to present a single, simple, and consistent interface to end-users via Web- or forms-based client-side front ends. Same Principles same rules, but different focus Manufacturing Service Bus Slide 28 Common set of industrial services with defined contracts, that are optimised for Industrial sites/ processes: High Volume Determinism High Frequency Data types/ Time etc. Priorities

29 Truths to Wikipedia, Master Data Management (MDM) comprises a set of processes and tools that consistently defines and manages the nontransactional data entities of an organization (which may include reference data)... Why MDM for manufacturing? Slide 29 In Manufacturing The absence of strong, common data architecture promotes ungoverned data definition proliferation, point-to-point integration and parochial data management strategies. Within the manufacturing environment, all this translates into many types of waste and added cost.

30 Why Manufacturing Data Management vs. Enterprise Master Data Management! Different levels of information Different levels of Real-time Slide 30

31 Point Solutions Today!! Not Sustainable when: Real-time is needed Agile changes exist Dynamic updates on exceptions not messages Federating more Systems Slide 31

32 Agenda Market/industry transformation trends Modern Operational Management requirements Business System / Operational Execution Real-time Alignment Federation of End to End Value Supply Chain, with Standards Operational Empowerment of the workforce for Decisions and Action Consistency Slide 32

33 Lean vs. Embedded Process Capturing of best practices across applications to enable consistency Leaders in Industry Embedded Business/ Operational Process Value Followers in Industry Manual Business Process Lean Process Time Begin Analysis Identify Improvement Change Complete Source: ARC Slide 33

34 Model-Driven Operations Mgt. The Foundation for Process Excellence Framework for Modeling and Sustaining World-Class Processes Slide 34

35 Potential Operations Series of UIs both desk, web, roaming Forms Alarms Events Interaction Model-Driven Operations Templates Location Equipment Workflow is used to capture your Operational practices Sustainable MES Operational / Rules Work Scheduling Objects allow validated / managed Transactional events Interacts with Control Systems Existing SCADA Local Platform Control Systems Slide 35

36 Model-Driven Operations Mgt. Key Takeaways Model-Driven Concepts Are NOT just for Wonderware MES solutions!! About coordinating people and applications into intelligent, effective, governed processes that crossover application and organizational boundaries. Changing the way we develop and deliver application content for our & Performance applications. Changing the way our customers configure and extend our applications to meet specific business needs. Embracing the computing convergence by supporting multiple computing platforms (e.g. desktop, tablet, phone). Differentiating Invensys in the market Slide 36

37 Model-Driven Operations Mgt. The Composite Application Container MES Design Tasks: Package Workflows Tools Settings MES Configuration Activities: Performance Mgt Recipe Mgt Quality Mgt MES Activities: Performance Mgt Recipe Mgt Quality Mgt Reporting & Analytics: Dashboard Slide 37 Enterprise Console will provide the composite application container that hosts Invensys and 3rd party content in support of: design tasks, configuration activities, operator/end-user activities, and reporting & analytics

38 Model-Driven Operations Mgt. The Design Experience One Single Place to Manage/adapt composite application business rules Manage/adapt composite application UIs Manage extensible elements for UIs (e.g. custom UI elements) and business rules (e.g. custom activities) Manage application connections (e.g. URLs, middleware connections, etc.) Manage/adapt application data access services (e.g. SQL queries, etc.) Create, manage and distribute application packages (e.g. all artifacts UIs, business rules, etc.) Slide 38

39 Model-Driven Operations Mgt. The Design Experience Business Rules GUIs Slide 39

40 Model-Driven Operations Mgt. The Configuration Experience Performance Mgt. MES Design Tasks: General: Package System Settings Workflows Model Products Tools Model Shifts Settings Model Users & Groups MES Configuration Activities: Performance Mgt Recipe Mgt Model Utilization States Model Reason Codes Plant Model: Quality Mgt Model Equipment & Line Classes MES Activities: Performance Mgt Model Equipment Model Lines Recipe Mgt Quality Mgt Reporting & Analytics: Dashboard Slide 40 The configuration experience is task-oriented and provides an end-to-end experience

41 Model-Driven Operations Mgt. Task-Oriented, End-to-End Configuration Experience Slide 41

42 Model-Driven Operations Mgt. General Architecture Browser/ Mobile Device Workflow Engine Avantis Activities InBatch Activities GR Activities Custom Activities MES Activities Avantis Web API InBatch Web API MES Web API GR Web API Custom API Avantis DB InBatch DB MES DB Galaxy DB Custom DB Slide 42

43 What s Taking Place Today? Slide 43 Out Sourcing Consignment Inventory Holistic View End to End Control Increased products on Existing Assets Shorter Runs Order of 1 Integration Federation Faster New Product Introduction Agility and Increased Speed on Innovation and Change Enterprise Product Specs across all sites Business and Operations Alignment Operational Transformation Real-Time Operational Execution Alignment with Business Strategy, Natural Integration People Safety/ Environment Positive Release of product over End to End Value Chain Replacing Existing Systems Costly to sustain Expertise leaving Limited Agility No consistency Consistency of Operations Increased Constraints (regulation) Increased Competition (Globalization) Heavily customized first generation Many different MES/ operation systems, and Excel Increased Regulations Globalization Home Grown MES Modern Operations Execution/ Management System Requires: Enterprise Product Spec Management, (PLM) across sites Operational Alignment Across multiple Value Assets Federation of the End to End Value Supply Chain into an aligned system, and a Virtual One Manufacturing System, while maintain site uniqueness Consistency of execution through Standards in process, equipment, actions Embedded Governance on practices, and KPIS, and accountability Model Driven Operational Practices to enable change to support agility and consistency of decision and action over teams and sites

44 Recommendations 1. Review your whole needs, not just short term projects 2. Understand the SOA/ Manufacturing 2.0 Architecture allows Federation for Alignment 3. Understand that Operational actions /practices will evolve and avoid customization everything must be configurable with governance Slide 44

45 Key Takeaways 1. The operations transformation is accelerating to much earlier new product introductions with much more agility 2. This transformation is driving installations to change the architectures, embracing standards, and adopt model-driven operations 3. This transformation is driving customers to use model-driven MES Slide 45

46 Slide 46