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 Isnt
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

Corporate/Enterprise
S95 Sweetspot

Gap of Unmet Needs

Plant Control/Automation Systems

Mili/micro seconds

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:
a)
b)
c)
d)

a
a
a
a

definition
definition
definition
definition

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.

2nd rev done!

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

-Cost
-Quality
-Volumes
-Rates
-Waste-by-cause

-Forecasts
-Actuals
-Variance

ort
p
e
R
n
a
Pl

Quality Assurance Operations

-Building quality in
-Defining metrics
-Define standards and procedures
-Incoming/outgoing inspections
-Make measurements/report
-Product Analysis

Production Reporting

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

Maintenance Operations
-PM schedules
-Fix/repair/expensed
-Improve/capitalized

This is What that Looks Like in S95-speak:

Functional Enterprise Control Model: Part 1

Release to ship

Confirm to ship
lts

Product
Inventory Control
(7.0)
QA
Re
su

MaLon
te g T
r e
Re En ial rm
qr erg an
m y d
en
ts

Pe
rfo Pr
rm odu
an cti
Pr
c e on
Obodu
an
c
d
je ti
co
ct on
iv C
st
es o
st

Maintenance
Requests and Standards

ve
ai
W

Maintenance
Management
(10.0)

M
Pu ain
rch ten
Re
qu ase ance
ir e O r
m de
en r
ts

d
oo

Procurement
(5.0)

Process Data
In Process Waiver
Req
ues
St
t
an
da
r
Re ds a
Pr qui nd
o
re
C
QA cess men usto
me
ts
Re Da
r
t
su
lts a

w
Ho
w
t
no
es
sK
qu
es
Re
oc
io n
Pr
at
nd
m
or
ta
nf
uc
sI
od
es
Pr
oc
Pr
nd
ta
uc
od
Pr Maintenance
Response and Feedback

ing
om
Inc rder n
o
O
ati
rm
nf i
Co
nd
la
ria
te rgy ts
n
Ma Ene
me
ire
qu
Re

Material and Energy

Inventory

Production
Control
(3.0)

Pack Out Schedule

Pr
od
uc
Pr
tio
od
uc
n
Ca
t
io n
Sc
pa
he
Fr
du
om bility
le
Pla
n
Short Term Material
and Energy Requirements

Material and
Energy Control
(4.0)

Finished Goods Inventory

Product
Shipping Admin
(9.0)

e
sh
ni
Fi

Production
Scheduling
(2.0)

Product Cost
Accounting
(8.0)

Quality
Assurance
(6.0) R
Pro
duc
t an
P
Req roces d
uire s
me
nts

Order
Processing
(1.0)

and
ial
ter pt
a
g m cei
min rgy re
o
c
In
ene

Research
Development
and Engineering

St
an
C d
eq us ard
ui tom s
a
re
m er nd
en
ts

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
Order
Processing
(1.0)

Production
Scheduling
(2.0)

Material and
Energy Control
(4.0)

Procurement
(5.0)

Product Cost
Accounting
(8.0)

Product
Shipping Admin
(9.0)

PRODUCTION
OPERATIONS MODEL
Production
Control
(3.0)

MAINTENANCE
OPERATIONS
MODEL

Product
Inventory Control
(7.0)

QUALITY
OPERATIONS
MODEL
Quality
Assurance
(6.0)

Maintenance
Management
(10.0)
Research
Development
and Engineering

Marketing
& Sales

Progressive Detail and Exposure

Production Model from S95, Part 3

Product
definition

Production
capability

Production
schedule

Production
performance

Detailed
production
scheduling
Production
resource
management

Production
tracking
Production
Performance
analysis

Production
dispatching
Production
data
collection

Product
definition
management
Production
execution

Level 2 Process Control

Maintenance Model from S95, Part 3

Maintenance
Definitions

Maintenance
Capability

Maintenance
Request

Maintenance
Response

Detailed
Maintenance
Scheduling
Maintenance
Resource
Management

Maintenance
Tracking
Maintenance
Analysis

Maintenance
Dispatching
Maintenance
Definition
Management

Maintenance
Data
Collection
Maintenance
Execution

Level 1 and 2 Equipment

Quality Test Model from S95, Part 3

Quality test
definitions

Quality test
capability

Quality test
request

Quality test
response

Detailed
quality test
scheduling
Quality
test resource
management

Quality test
tracking
Quality
Performance
analysis

Quality test
dispatching
Quality
definition
management

Quality
test data
collection
Quality test
execution

Level 1 and 2 Test Equipment

Inventory Model from S95, Part 3

I nventory
transfer
definitions

I nventory
transfer
capability

I nventory
transfer
request

I nventory
transfer
response

Detailed
transfer
scheduling
Transfer
resource
management

Transfer
tracking
Transfer
dispatching

Transfer
analysis
Transfer
data
collection

Transfer
definition
management
Transfer
execution

Level 1 and 2
Transfer equipment

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 Bs 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
Ecosystem
Application
Space

Real-time
Operation
Management

Partners

Common
Infrastructure

Software System Platform

NonInvensys
Devices

Small
System
Controllers
(EU)
Scalable
Safety
Controllers
(IPS)

Core
technologies

Large
System
Controllers
(IPS)

PLCs

S95s 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