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ISA S95 ● What is it? ● Why is it Important? ● Why should Invensy Operations Management Care?
Don Clark, Vice President
Global Industry Solutions
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” FunctionalityTraditional CIM gap based on time domain of interest
Time domain of interest
Years
Months
Weeks
Days
Hours
Minutes
Seconds
Mili/micro seconds
Corporate/Enterprise
Plant Control/Automation Systems
Gap of Unmet Needs
Handled well by ERP systemsHandled well by ERP systems
Handled well byHandled well byDCS/PLC systemsDCS/PLC systems
Result: Disconnect between that which is planned and that which is, can, or ought to be done.
Purdue CIM Reference
Model
S95 “Sweetspot”
““Invensys Operations Management” InFusion “Core”Invensys Operations Management” InFusion “Core”
Pro
ductio
n O
pera
tions, o
rEnte
rprise
Contro
l Syste
m
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 S95For 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
2nd rev done!
Rev 2 update complete for review
2nd rev done!
Out for 1st vote!
Rev 2 update complete for review
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:a) a definition of the scope of the manufacturing operations and control domain;b) a definition of the organization of physical assets of an enterprise involved in manufacturing;c) a definition of the functions associated with the interface between control functions and enterprise functions; andd) a definition of the 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.
“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.
“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.
“Enterprise Control System Integration Part 5: Business to Manufacturing Transactions”
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.
Focus of S95 Part 1 & Part 2
Focus of S95 Part 3-5
Purdue
CIM
Reference
Model
Focuses on “the process.” The “How”
Focuses on “the product.” The “What”
Pro
ductio
n O
pera
tions, o
rEnte
rprise
Contro
l Syste
m
S95 Seeks to Formalize and “Generisize” for All Process Markets these Workflow Activities and Functions…
Plan-Report
Process Manufacturing Operations
Planning-5 year-Annual-Monthly-Ad hoc-Creates forecastsby product: - Unit costs - Volumes - Plant loads - Labor needs - Capital assets
Detailed ProductionScheduling-Done by product-Done monthly -Based on volume plansand average rates-Each process unit/line isscheduled-Real time schedule optimization
Production Reporting-Cost-Quality-Volumes-Rates-Waste-by-cause
-Forecasts
-Actuals
-Variance
Raw Materials Purchasing-Done by product-According to schedule-Accommodates transport lags-Order/deliver-Inventory levels-WIP storage-Warehouse/locator system-Stage-Ship
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
Process Engineering-Automation-APC-RtOps-Process/equipment designs
Quality Assurance Operations-Building quality in-Defining metrics-Define standards and procedures-Incoming/outgoing inspections-Make measurements/report-Product Analysis
Maintenance Operations-PM schedules-Fix/repair/expensed-Improve/capitalized
Shipping/Receiving-Logistics for shipping-Incoming/outgoing goods-Material dispatching
Procurement(5.0)
ProductionScheduling
(2.0)
Material andEnergy Control
(4.0)
ProductInventory Control
(7.0)
Product CostAccounting
(8.0)
QualityAssurance
(6.0)
ResearchDevelopment
and Engineering
ProductShipping Admin
(9.0)
OrderProcessing
(1.0)
Marketing& Sales
ProductionControl(3.0)
MaintenanceManagement
(10.0)
Pack Out Schedule
Finished Goods Inventory
Finished Goods W
aiverProcess DataShort Term Material
and Energy Requirements
Material and EnergyInventory
Production Capability
Production From Plan
Schedule
Incoming material and
energy receipt
Prod
uctio
n Co
st
Obj
ectiv
es
Prod
uctio
n
Perf
orm
ance
and
cos
t
Confirm
to s
hip
Rele
ase
to s
hip
QA R
esul
ts
Prod
uct
and
Proc
ess
Req
uir
emen
ts
Standards and
Customer
Requirements
Standards and Customer
Requirements
In Process Waiver Request
Process Data
QA Results
Product and Process Know H
ow
Product and Process Information R
equestM
ain
tenance
Req
uest
s and
Sta
nd
ard
s
Main
tenance
Resp
onse
and
Feed
back
Maintenance
Purchase Order
Requirements
Material and
Energy
Requirem
ents
Incoming
Ord
er
Confirm
ation
Long
Ter
m
Mat
eria
l and
Ener
gyReq
r’m
ents
This is What that Looks Like in S95-speak:Functional Enterprise Control Model: Part 1
Business planning& logistics information
Plant production scheduling,operational management, etc
Manufacturing operations& control information
Production operations, maintenanceoperations, quality operations, etc
Productdefinition
information(What must be
defined to makea product)
Productioncapability
information(What resources
are available)
Productionschedule
information(What to
make and use)
Productionperformanceinformation(What was
made and used)
Parts 1 and 2…
INFORMATION FOR MANUFACTURING OPERATIONS MANAGEMENT
Schedule/Request information Performance/Response informationProductionschedule
Maintenancerequest
Quality Testrequest
Productionperformance
Maintenanceresponse
Quality testresponse
Productionoperations
management
Maintenanceoperations
management
Qualityoperations
management
Capability information
Quality Testcapability
Maintenancecapability
Productioncapability
Definition information
Productdefinition
information
Maintenancedefinition
information
Quality testdefinition
information
Inventoryoperations
management
Inventorydefinition
information
Inventory request
Inventoryresponse
Inventorycapability
Parts 1, 2, and 3…
Manufacturingoperations
Manufacturingoperations
ISA S95 Manufacturing Architecture
Enterprise application integration
PLM ERP SCM CRM
ANSI/ISA –S95 Part 1 and 2 Object model information
ANSI/ISA –S95 Part 3 Activity models of Manufacturing Operations
Product definition (what to make)
Product capability (what and how much is available to make)
Product schedule (what to make and use)
Product response (what was made and used)
Defi
nit
ion
Sch
ed
ulin
g
Dis
patc
hin
g
Reso
urc
e M
an
ag
em
en
t
Execu
tion
Data
colle
ctio
n
Perf
orm
ance
Analy
sis
Tra
ckin
g
Production
QualityInventory
Maintenance
Process Control (Field instruments, DCS, PLC, sensors, etc.)
Manufacturing Operations Information Models (Part 3) Example
MAINTENANCEOPERATIONS
MODEL
PRODUCTIONOPERATIONS MODEL
QUALITYOPERATIONS
MODEL
Procurement(5.0)
ProductionScheduling
(2.0)
Material andEnergy Control
(4.0)
ProductInventory Control
(7.0)
Product CostAccounting
(8.0)
QualityAssurance
(6.0)
ResearchDevelopment
and Engineering
ProductShipping Admin
(9.0)
OrderProcessing
(1.0)
Marketing& Sales
ProductionControl
(3.0)
MaintenanceManagement
(10.0)
MAINTENANCEOPERATIONS
MODEL
PRODUCTIONOPERATIONS MODEL
QUALITYOPERATIONS
MODEL
Procurement(5.0)
ProductionScheduling
(2.0)
Material andEnergy Control
(4.0)
ProductInventory Control
(7.0)
Product CostAccounting
(8.0)
QualityAssurance
(6.0)
ResearchDevelopment
and Engineering
ProductShipping Admin
(9.0)
OrderProcessing
(1.0)
Marketing& Sales
ProductionControl
(3.0)
MaintenanceManagement
(10.0)
Progressive Detail and Exposure
Production Model from S95, Part 3
Productiondata
collection
Productionexecution
Productionresource
management
Productiondispatching
Productiontracking
Productionperformance
Detailedproductionscheduling
Productionschedule
Productdefinition
management
Level 2 Process Control
ProductionPerformance
analysis
Productioncapability
Productdefinition
Maintenance Model from S95, Part 3
MaintenanceData
Collection
MaintenanceExecution
MaintenanceResource
Management
MaintenanceDispatching
MaintenanceTracking
MaintenanceResponse
DetailedMaintenanceScheduling
MaintenanceRequest
MaintenanceDefinition
Management
MaintenanceCapability
MaintenanceAnalysis
MaintenanceDefinitions
Level 1 and 2 Equipment
Quality Test Model from S95, Part 3
Qualitytest datacollection
Quality testexecution
Qualitytest resourcemanagement
Quality testdispatching
Quality testtracking
Quality testresponse
Detailedquality testscheduling
Quality testrequest
Qualitydefinition
management
Quality testcapability
QualityPerformance
analysis
Quality testdefinitions
Level 1 and 2 Test Equipment
Inventory Model from S95, Part 3
Transferdata
collection
Transferexecution
Transferresource
management
Transferdispatching
Transfertracking
Inventorytransferresponse
Detailedtransfer
scheduling
Inventorytransferrequest
Transferdefinition
management
Transferanalysis
Inventorytransfer
capability
Inventorytransfer
definitions
Level 1 and 2 Transfer equipment
S95: A Work-in-Progress…
●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.
It is not a compliance-rich Standard.It is a set of guidelines and a framework:
- To align with, not comply to
Vendors and Technology IndependenceThe 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
Manufacturing is the best place to leverage labor productivity gains!
Manufacturing
Commercial
R&D
Administration
I/S
Distributionof Personnel
Supply Chain
Engineering
ERP System
Enterprise Operations Integration
Asset Map for Process Industries
PurchasingInboundLogistics
ManufacturingOutboundLogistics
OrderFulfillment
Asset BaseCapital Deployed
LaborMaterial/inventory
EnergyIntellectual Knowledge
Information
$
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.
MaterialValue
Value-Add
EBIT
The Next Opportunity is Between the Control Room and the Board Room
Enterprise
Enterprise Business Systems(ERP, Customer Relationship Management)
Plant Process Equipment Process Control Systems
(Continuous, Batch, Discrete, SCADA)Sensing and instrumentation
Automate Transactions
Automate Events
Automate Equipment
S-95 Model for MES
Manufacturing Network
HistoricalData
ManagementWork
Execution
Personnel, Equipment, Materials
ResourceManagement
WorkDispatching
WorkTracking
WorkResponses
WorkScheduling
WorkRequirementsWork
DefinitionManagement
ProductAnalysis (QA)
ProcessAnalysis
ProductionAnalysis
Opera
tional E
xce
llence
Operational Excellence: InFusion Invensys Solution Footprint in the Process Industries
Enterprise
Enterprise Business Systems(ERP, Customer Relationship Management)
Plant Process Equipment Process Control Systems
(Continuous, Batch, Discrete, SCADA)Sensing and instrumentation
Automate Transactions
Automate Events
Automate Equipment
S-95 Model for MES
Manufacturing Network
HistoricalData
ManagementWork
Execution
Personnel, Equipment, Materials
ResourceManagement
WorkDispatching
WorkTracking
WorkResponses
WorkScheduling
WorkRequirementsWork
DefinitionManagement
ProductAnalysis (QA)
ProcessAnalysis
ProductionAnalysis
InFu
sion
The InFusion VisionInFusion 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
Control
Business Applications
Industrial Data Warehouse
Intelligence Engine
Real Time
Transactional
AdvancedApplications
Field Devices
Controls
Enterprise Control System
Core
ManufacturingOperations Management
Business Operations Management
How We will Do It
Control
Business Applications
Real Time
Transactional
Enterprise Control System
Applic
ati
on
Envir
onm
ent
Engin
eeri
ng
Envir
onm
ent
InFusi
on
His
tori
an
Act
ive F
act
ory
Info
rmati
on
Serv
er
Acc
ess
Core
Enterprise Control System Real-time Operations Management “Marketecture”
Software System Platform
Vertical Industry Applications
Large System
Controllers(IPS)
SmallSystem
Controllers(EU)
Partners
Non-Invensys Devices Scalable
Common Infrastructure
Real-timeOperation
Management
ApplicationSpace
PLCs
Ecosystem
“Core”technologies
SafetyControllers
(IPS)
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: [email protected]
−Don Clark, Co-Chair and US rep to ISO/IEC Committees: [email protected]
−Dennis Brandl, Editor: [email protected]
−Charley Robinson, ISA Standards Director: [email protected]
