Property of Flavio Cozziirma.ir/files/site1/files/Maintenance_in_Industry_4_re.02.pdf · Project phase OpEx Operation phase Design Build Operate Maintain Part 4 21. ... ImplementationApproach

1Property of Flavio Cozzi

MAINTENANCE

SKILNESS

STRUCTURE

Analysis & premise

TECHNOLOGY

OPERATIONS

STRATEGY

IMPROVEMENTS

TOOLS

We always need a certain time to perfom an anlaysis of our business, make evaluations and enstablish needs and targets

2

?

Property of Flavio Cozzi

3

Part 1

Part 2

SUMMARY

Part 3

Part 4

Part 5

Part 6

Part 7

Part 8

MAINTENANCE

TECHNOLOGY

TOOLS


Part 1

4

Internet of ThingsGrowth curve for connected devices

1995 2000 20202013

Source: BITKOM

Stationary PC

(you need to go to the device)

Mobility/BYOD

(you can carry the device with you)

Internet of Things

(age of mobile devices)Internet of Everything

(people, processes, data, things)

200

million

10

billion

50

billion


Part 1

New technologies change our daily life and the way we do businessOverview of technology trends

Source: Roland Berger


Part 1

6

Digital Transformation changed everythingMilestones in the digital evolution

Source: Roland Berger

Confidential Property of Schneider Electric

│Page 7


Part 1

Business Models (old & new)


Part 1

8

Digitalisation is changing business modelsDigital cameras vs analogue cameras

Growth of digital cameras, worldwide

Net turnover of Eastman

Kodakworldwide from 2005 to 2014 (in million

US

dollars

)

Source:

de.statista

Fresh startInsolvencyNumber of digital

cameras in million

Turn

over

inm

illio

n U

Sd

olla

r


Part 1

9

Digital economy beats oil industryMarket capitalisation of the most valuable listed corporations (billion US dollars)

Source: FAZ

02/08/2016

*Dated: 1 August

ConglomerateFinancial servicesMineral oil/energyDigital economy


Part 1

10

Digitalization & Industry 4.0


Part 2

11

Industry 4.0“High-Tech Strategy” of the Federal Government

o The real world and the virtual world are merging into an

Internet of Things

o Future forms of industrial production:

˃ High degree of product customization

˃ Joining of production and high-quality services

˃ Large-scale integration of customers and business partners into

business and value-added processes

o Industrial enterprises in Germany are encouraged to

actively shape the fourth industrial revolution.

o Ministries in charge:

˃ Federal Ministry of Education and Research

˃ Federal Ministry for Economic Affairs and Energy

o Up to 200 million euros will be allocated to the strategy

until 2020 started in 2013

Source: bmbf.de


Part 2

12

Industry 4.0The 4th industrial revolution

First mechanical loom

1784

First production line,

slaughter- houses of

Cincinnati 1870

First programmable logic controller (PLC), Modicon 084 1969

3rd industrial revolution

through the use of

electronics and IT for

further automation of

production

1st industrial revolution through theintroduction of mechanical production systems using hydroand steam power

Late 18th

century

Early 20th

century

2nd industrial revolution through theintroduction of massproduction based on thedivision of labour using electrical energy

Early

1970s

Today

Time

Deg

ree

ofco

mpl

exity

4th industrial

revolution

on the basis of Cyber

Physical Systems

Source: DFKI 2011

Modicon

084


Part 2

13

Quelle: Deloitte, University

Press

PHYSICAL DIGITAL

Digitalisierung und Industrie 4.0Digitaler Zwilling, virtueller Avatar


Part 2

14

Structure PlatformFlat Architecture

Cyb

er

Security

• Markets

• Apps, Analytics & Services• (Supervision & MES)

• Edge Control• (Automation Level)

• Connected Products• (Feld Level)

• New concepts with enormous possibilities

• >Flat / lean architectures

• >A facility-spanning (IP) network

• >Distributed intelligence

• >Cloudcomputing und Sourcing

• (Blockchain, …)

• Clear benefits

• > Cost reduction in planning,

development and implementation by ~ 30

to 50%

• > Increase in flexibility in comparison

with classical systems by a factor of 10

• >TCO reduction by ~ 15 to 30%

Clo

ud

or

local


Part 3

15

Cloud / Data

Center

Structure PlatformIndustry Solutions

Fiield products

Edge Control

Oracle Infor Microsoft

Apps, Analytic & Services

Com

ple

te C

yber

security

Process

EngineeringPlanning &

Scheduling

Information Asset

Management

Manageme

nt

Operations

Control

Line & Unit

Performance

Optimization

Operations

Management

Supply, Demand,

Sustainability

Epicor Other

...Enterprise Level SAP

Small Machine Automation Discrete Process Hybrid & Continuous Process

MV Switchgear

Energy Automation

Clo

ud

with

or

on S

ite

EcoStruxur

e Foxboro

DCS


Part 3

16

Grid Building DatacenterIndustry

Adapted to the Market needs

Industry 4.0, modern toolsAugmented Reality

Part 4

17

Apps for system visualization

• HMI integration and “Augmented

Reallity” into

• smartphones and tablets

• o Enhanced operation

• with Mobile Smart technology

• o Full functionality

• o Management views like OEE

• o Company App in the App Store

• o …

Part 4

18

Apps, Analytics & ServicesAugmented Reality, with yourTablet

Part 4

Cooling fan 4U=694 VI=831AT° 266°C



19

Augmented Reality mit Microsft HoloLens, Enterprise Asset Management

Part 4

20

Optical scanning

Apps, Analytics & ServicesIntegrated software approach

Asset performance and workforce safetyCollaborative Engineering

Planning and

Scheduling

Process

optimization

Monitoring and Control

Asset lifecycle

Improve return on capital

Operations lifecycle

Improve profitability

CapEx

Project phase

OpEx

Operation phase

BuildDesign Operate Maintain

Part 4

21

InSightproduction data anywhere, anytime and on any device

Unlock your trapped data

Make analytics accessible

Enhance performance

Improve reliability

Increase revenue

Reduce time to value

Part 4

22

Apps, Analytics & ServicesAsset Performance Management APM

Asset

Management

Asset Condition

Manager

Predictive Asset

Analytics

KPI

Dashboard

Asset workflow (data collection and task

management)

EnterpriseAsset

Management

solutions improve

overall asset

availability and

reliability and

proactively manage

and plan

maintenance.

Real-time condition

management solution

that collects and

analyzes real-time

diagnostics from all

assets and drives

action to improve

overall asset

performance.

Predictive asset

analytics software

provides early

warning identification

and diagnosis of

equipment problems

to reduce equipment

failures, increase

reliability and improve

performance.

Decision making tool

with combined

scorecard, key

performance indicator

(KPI) dashboard and

reporting tool that

delivers measures

based on real-time

information and best

practices

Mobile workforce

software solution

enables asset-centric

workflow, data

collection and task

management to

support operator-

driven reliability.


│Page 23

Part 4

Asset Performance Management APMMaintenance Practice Maturity Pyramid

Prevent equipment

failures

Maximize

return on assets

Improve uptime

and performance

Reduce maintenance

costs and CAPEX

Increase safety and

reliability

Part 4

24

Part 5

25

> Leverage existing historian data to build predictive

behavior models of pumps, compressors, lift stations, etc.

> Reduce Unscheduled Downtime

> Prevent Equipment Failures

> Reduce Maintenance Costs

> Extend Equipment Life

> Identify Underperforming Assets

> Improve Safety

Predictive MaintenanceCatch equipment failure before it occurs

26

Part 5

MaintenanceDifferent Approaches

> Run to Failurethe simplest maintenance strategy is to execute run to failure

> Preventive Maintenanceis a regular and routine action taken on equipment in order to prevent its breakdown

> Condition based Maintenancerequires clearly observable or audible notification that is suitable for unsophisticated and

untrained users

> Predictive Maintenancetechniques (software) to help determine the condition of in-service equipment in order to predict when

maintenance should be performed

> Risk based Maintenancerepresent the strategy of executing the journey to reach your business objectives. Understanding the

criticality of your assets, can be crucial in today’s increasingly competitive markets.

> Reliability Centered Maintenanceis a process to ensure that systems continue to do what their user require in their present operating

context. It is defined by the technical standard SAE JA1011 (aircraft industry).

Part 5

27

Reliability Centered MaintenanceKeeps your assets at optimum levels of availability and reliability

Failure Mode,

Effects and

Criticality

Analysis

Part 5

28

Risk-based MaintenanceUnderstandingAsset Criticality

RISK-BASED OVER-

MAINTAINED

Goal

Cost of non-

availability

(production loss +

break down)

Preventive

maintenance

cost

Total cost

Comfort mode

UNDER-

MAINTAINED

Fire fight mode

Optimum Too

much

Not enough

effort

> Insight into risks

Balance between financial

results, operational results and the

risks is key for a sustainable and

competitive future

> Ever-changing legislation

Complying with environmental

and societal requirements

> Sharing knowledge

Implement best practices globally and

decisions are objective and can be

reproduced

> Continuous improvement

Drive maximum return on assets

Part 5

29

Predictive MaintenanceCost-BenefitAnalysis

Part 5

30

Asset – Criticality AssessmentEquipment Classification & Roles

> How high is the Safety risk? →

> How high is the Quality risk? →

> How many hours per day is the

equipment used for production (Time)?

> How is the production process affected

by the equipment breakdown

(Obstacles)?

> What is the failure Frequency?

→

→ O

→

> What is the Mean time to repair? →

Source: Ylipäå,

2012

S High risk Low risk Insignificant

risk

Q High risk Low risk Insignificant

risk

T 24

hours/day

8 – 24

hours/day

8

hours/day

Cause a stop in

the hole

process

Don’t stop

the process,

but cause

losses

Don’t stop

the

process

F1 failure /

2 Month

1 failure /

2 – 6 Month

1 failure /

> 6 Month

MMTTR

> 2 hours

MTTR

0.5 – 2 hours

MTTR

< 0.5 hours

A B CQuestions

Confidential Property of

Schneider Electric 31

Part 5

Age-related failure

Random failure

Evolving Beyond TraditionalMaintenance Practices To Become Predictive

Source: ARC studies

Reactive and

Preventive

Programs

Predictive

Technology for

Early Warnings

Maintenance PyramidTwo Type of Failure

Requires a

comprehensive

maintenance

infrastructure

APR and

diagnostics to

predict impending

failure

Rules-based logic

using sensor data

Planned based on

time or usage

statistics

Run to

failure

Strategic,

Proactive,

Optimized

Risk-BasedMaint.

Predictive Maintenance

Condition-Based

Maintenance

Preventive Maintenance

Reactive Maintenance

18%

82%

32

Part 5

Asset PerformanceMonitoring Approach

Traditional Monitoring

> Constant alert/alarm limits are typical

> Damage accumulates prior to reaching limit

> Actual minus estimated (residual) signal

detects anomaly as-soon-as-possible

Predictive Asset Monitoring

Part 5

33

Traditional SCADA screens without advanced analytics

Creeping Changes

Finding Emerging Trends

Deviation Overall Model Residual

Group data in smaller Modes Operation

Time

Eq

uip

me

nt

Con

ditio

n

Alert

Predictive Asset AnalyticsSoftware

Part 5

34

Predictive Asset AnalyticsSolution Architecture

Predictive Asset Analytics powered by PRiSM

Alarm

ManagerInterfaces

Web Server

Equipment

Models

Monitoring

Results

Database & Archive

Monitoring

EngineInterfaces

Analytics Server

Browser Client

Trending Alarming

Reports

RemoteAccess

Analytic

sAlarming

Client

Model Building

Interfaces

TX

T

ODB

C

REST API

Alerts email

Source Historical Data

Part 5

35

Page

36

© 2018 AVEVA Group

plc and its

PRiSM – Project Approach

subsidiaries. All rights

reserved.

36

Part 5

Predictive Asset Analytics – SoftwareImplementationApproach – Project Service

> Project management (PM) / project engineering (PE)

> System design layout

> Environment configuration

> Point configuration planning and mapping

> Product installation

> Connection to a Data Source

> System configuration

> Knowledge transfer

> Site acceptance testing

> User Training

> Model Building and Tuning Training

> Co-Monitoring support from specialized team

(Monitoring, Diagnostics & Services Center)

37 © 2018 AVEVA Group plc and its subsidiaries.

All rights reserved.

Part 5

37

Monitoring, Diagnostics & Services Center (MDSC)

The site receives a

report from the

MDSC highlighting

issues detected by

PRiSM.

The MDSC

reviews PRiSM

and notifies the site

of relevant alarms.

38

Part 5


Part 6

In modern and challanging scenarios every Company has the target to

• reduce costs mantaining

• highest availability• and reliability of the plants

Maintenance has to be managed by an extensive use of embedded digital tools

The keystones will be methodology to a solid process

By Long terms approach

Principlesee the maintenance as a strategic asset and not as a cost.Clear commitment from top management

CultureApplication and education in the culture of maintenance to all the staffs

Process

Redesign the internal activities oriented to the maintenance methodology

Optimization

As per the lean concept or Six-Sigma (DMAIC process), once you have a process designed and in place, you must optimize the analysis (meaning digital tools) DMAIC (an acronym for Define, Measure, Analyze,

Improve and Control refers to a data-drivenimprovement cycle used for improving, optimizing andstabilizing business processes and designs. The DMAICimprovement cycle is the core tool used to drive SixSigma projects.

Sustain abilityContinuous improvement

Without principles, culture and processes fully embedded into the organization,any further injection of technology into maintenance just increases the entropy.For that reason it is required a essential package with the intent to supportcustomer to optimize the maintenance performance.With systematic method approach


5 pillarsPart 6

40

41

Part 6

42

Assesment is to realize a benckmark (BAS) that is requried to define the presentstatus of “site”.The objective of the BAS phase is to identify the requirement to understand thecapability to use internal resources of Company or it is required to identify anexternal support by specilized Consultant company that can evaluate a possibleproposalTherefore the assessment has to identify the potential improvement betweenthe actual situation "as it is”' and the performance level that the newapplications can be accomplished to the case.

Will be useful that to base the activites on the Gap Analysis using benchmarksknowledge of experts about maintenance, production process and currentmarket enviroment,

Simple actions to apply

•Identify existing plant performance and maintenance KPIs at the site .

•Define improvement potential for potential plant performance, energy efficiency;

and maintenance cost.

Part 6

43

Digital platform

Source by Danieli & C

Part 6

An Iranian alternative to the«Board Suite»

application


Part 7

STRUCTURE

STRATEGY

Governance Tasks of the Holding

➢ To define Group's strategies and short, medium and long-termobjectives of the Group and of each Subsidiary, in terms ofmarket, production, technical, human and financial resources,investments, procurement, etc.

➢ To control the consistency with the objectives of the plansissued by individual Subsidiaries

➢ To progressively verify the alignment of the results with theplans

➢ To promote possible corrective actions in case of deviations


Part 7

Tools for Planning and Control

Definition and control of Group’s policies•Strategic Plan•Five-year Plan•Budget

Tools

Planning and Control Systems(PCS)

Financial Planning System (FPS)Management of the Group's financial resources

Consolidation System (CS)

Generation of the Group's Consolidated FinancialStatements,compliant with the applicable legislation


Part 7

Corporate Management Systems

SAP suite (e.g. BPC)

the Board Suiteby iso sistemi

“Corporate Management

Systems”

Others software

IT I

nte

rnat

ion

al M

arke

t

Local developer systems

Tool/activityILVA Group (years ’90) ThyssenKrupp Group NLMK Group by SAP

Strategic Plan 5 years 4 years 5 years

Budget Yearly by Custom SW Quarterly by SAP Yearly

Budget results balancing Monthly by Custom SW Monthly by SAP Monthly

Forecast Quarterly by Custom SW Quarterly by SAP Monthly

Financial PlanYearly budgeting, monthly

balancing, quarterly forecastingby Italian market-type sw

Planning by Sectors, consolidated by a central structure:

yearly budgeting, monthly balancing, quarterly forecasting

by Custom SW

Yearly budgeting, monthly balancing, quarterly forecasting

Consolidated Balance Sheet Yearly (Group Chart of Accounts)

by Custom SWYearly (Group Chart of Accounts) Yearly

develop

FOREIGN DRIVING CO

support

coordinate


Part 7

CPM development activities

Task Team

Definition of a phased plan Client Finance and IT Management, Holding Project PM, Consultants

CPM functional requirements and General Design

Client Finance Experts, Consultants

CPM detail design and implementation

Group’s personnel Local Company, Consultants

Integration with the management systems in use by both the Holding and (initially) the largest Group Subsidiaries

Group’s personnel Local Company

CPM testing and commissioning Group’s personnel Local Company, Consultants


Part 7

Client developed CPM

Main characteristics:

➢ Fully compliant with world-wide accepted Best Practices

➢ Fully compliant with local requirements and legislation

Advantages Disadvantages

Guarantee Group’s complete management autonomy, without any third-party conditioning

Require longer times and higher costs for implementation compared to “market” solutions

Make possible commercial exploitation, especially on the domestic market


Part 7

Conclusion


│Page 5450

Part 8

Part 8

51

52

Part 8

53

The development of the industry is due to the step of the evolution of thetechologies and of the new generations.

the major Companies of Industry are showing that the strictly link with CRD(Center of Research Development), with School and Universities, the creationof relation between schools and work developed by private industrynowadays is a constrain to be in continue evolution with the TIME

The investment are properly analyzed and defined are considered

• ESSENTIAL• INDISPENSABLE• NECESSARY

For the development of the Industry

Part 8

54

To achieve to have the own technology, acknowlege,know how tooks to much time operating in selfstanding.Some support is required to draw and define the poper route ( see China in the past) .

But we have not to forget that we could find always thatsomeone is a step ahead of us ( but we can be close tohim) and the competition will never end( see China now)

Part 8

55

End of presentation

I thank you all the assembly for the attention and your time

I wish to have further opportunity to have a frutiful cooperation

I send you my best regards

Flavio Cozzi

Part 8

Documents

Property of Flavio Cozziirma.ir/files/site1/files/Maintenance_in_Industry_4_re.02.pdf · Project phase OpEx Operation phase Design Build Operate Maintain Part 4 21. ... ImplementationApproach