You are on page 1of 24

Moving towards Bottom Line Automation

Mike Brown, VP Technology, Matrikon Inc.


Michel Ruel, President, Top Control

Moving towards Bottom


Bottom Line
Line Automation
Users and suppliers are beginning to rethink the
role of automation and demanding to know more
about how automation contributes to plant
profitability and the core business drivers.

Source: ARC Market Surveys, 2007


2

How can data and automation systems help drive common


work processes and a collaborative operating environment?
Goals &
Objectives

Multiple KPIs
Throughput

Cost

Compliance

Safety

Uptime

Efficiency

VP
Operations

Plant
Manager

Production
Manager

Engineer

Safety
Manager

Process Control
Manager

Maintenance
Manager

Quality
Manager

Operator

Operations
Supervisor

ERP

DCS

MES

EAM

LIMS

Historian

SCADA

Multiple roles,
depts, PCs, PDAs
& processes

Multiple
M
lti l
applications/
systems/ data
sources
Multiple assets

Moving towards Bottom


Bottom Line
Line Automation
How can automation systems become more
business centric?
What are some of the critical elements in moving
in tthis
sd
direction?
ect o
What can I do now?
1.
2.
3.
4
4.
5.

Transforming the data


The resourcing challenge
How about innovation
The need for monitoring
Back to basics the humble PID layer

Linking
g Automation Information to Core
Business Drivers
Given that 70% of our p
processing
gp
plant assets are under
some form of Process Control, do we know what impact
automation is having.or NOT!
Can my plant efficiency be improved?
What is the shutdown risk of my plant today?
Is there room to increase production?

W
We mustt make
k automation
t
ti
data
d t relevant
l
t tto understanding
d
t di
the impact of automation on the core business drivers
Safety, Productivity, Quality, Capacity Utilization, Efficiency,
Environmental,.

The information must be available to the people who are


accountable for the core business drivers

Linking Automation Information to Core


Business Drivers
Transformation 1:
10TC100 is in alarm

Operator: silence, acknowledge and try to understand the process


issue

10TC100 has generated 52 alarms in the last shift

Automation Engineer: sensor problem or alarm limit configuration

Area 1 has experienced 3 alarm floods and has an average of 12


standing
t di
alarms
l

Operating Manager: Impact on Operator loadingprocess, understand,


prioritize and take action

Over the month,, Operator


p
base alarm loading,
g, Operator
p
response
p
time and priority distribution are not in compliance with
recommended industry guidelines
Plant Manager: We are running our production assets in an area
plant shutdown,, unit trip
p or unplanned
p
incident.
elevated risk of p
Safety, Production, Environmental,

Linking
g Automation Information to Core
Business Drivers
Transformation 2:
10TC100 is saturated at its output limit
Operator: acknowledge alarm, put in manual,
manage the throughput constraint

10TC100 is saturated 70% of the time during


summer months
Automation Engineer: valve sizing or instrument
i
issue
e
Process Engineer: production bottlenecks, cooling
constraint, bypass management, process
modifications
7

Linking
g Automation Information to Core
Business Drivers
.the important issue is not whether the installed
automation technologies are always operating.
What matters is that the plant can consistently
meett th
their
i operating
ti
goals
l and
d customer
t
requirements while operating safely, reliably and
adding profit to the corporation
corporation
This requires effective transformation
transformation and
communication of our automation data

10

Experience and Qualified Resources are Critical


Automation value added solutions
Technology + People + Sustainment
Technology is the enabler but the people add the value
Other
Business Focus
Technology
Plant Performance
Asset Utilization
ROI
Product Expertise
Industry Experience
Low Cost
Source: ARC
Market Research, 2007

11

Experience and Qualified Resources are Critical


Serious resourcing issue and we need people!
Increase Outsourcing: training, installation,
configuration, basic maintenance
Increase Outsourcing in the Future: Performance
management, Optimization solutions
Technology can help make the people much more
productive in sustaining the ROI of automation
initiativesoutsourcing, changing the support model

12

Experience and Qualified Resources are Critical


Control monitoring technology has the ability to
improve resource efficiency by up to 90%

13

Where is the innovation coming from?


There have been distinct periods of system innovation from the
automation suppliers,
pp
, from the system
y
centric era of the 1970s
to the open application centric era of the 1990s.
We must now take advantage of these enabling systems to tackle
the real challenges
g in our p
plants
Example: APC sustainment
4% of refiners say they cannot run their plants without APC
65%+ of refiners feel that they cannot be competitive without APC
65%
50%+ of APC applications experience significant degradation

ProcessDoctor Tai-Ji for MPC


Shifted the APC maintenance from open
open-loop
loop time consuming tests to
automated closed-loop testing
Reduction in APC maintenance effort by 50 to 80%
Reduction in APC downtime
Redefined the way industry maintains APC applications
14

TaiJi-PID: Automated step testing and tuning of PID loops

1. Tune loops in both open


and closed loop mode

reduce impact on
Operations
Easy
y to initiate

2. Tune multiple loops


simultaneously

Significant time savings

3. Launch a tuning request


at any time

Easy
y enough
g for
Operators
15

Innovation in Tuning
Taiji
Automated tests
Automated
identification
Optimizing tools
Tuning and analysis
software
Tuning tools
software
Bump tests
models
formulas

MPC, multi PID

Tuning
T
i b
by
trial and error
1970
1970s

1980
1980s

1990
1990s

2000
2000s

2010
2010s

16

The shift to continuous monitoring?


Over the years, more tools, more solutions
Still difficult to convince people to optimize and above all,
all
sustain it!
Examples:
Good tools to tune,
Do we use them? Or too often they are forgotten
Tools to view the data,, to analyze
y this data,, to establish
diagnostics
Do we use them?
Efficiently?

We have now the technology to automate these tasks


We have now the technology to use more efficiently our time

17

Monitoring? What are the driving forces?


At start-up, no time for optimization
perhaps the default values are not too bad?
Control engineer takes care of 6000 loops.
Does
oes he
e have
a e time
t e to look
oo at them?
t e
Experienced guys retired too many tasks

18

The Reality
y confirms the need!
Numbers from audits, articles and our field experience

20% of control loops have improper design


30% of control valves have related problems
q p
is not installed p
properly
p y
15% of equipment
30% of controllers have nonsensical tuning parameters
85% of controllers have improper tuning parameters
15% of controllers are in manual mode

Only 25% of control loops give acceptable


performance in automatic control!
>3 000 000 PID controllers in NA $ 5 Billion for
Process Control
>3 000 MPC in NA
19

Back to basics: the humble PID controller


Tuning
g is only
y
one of the
problems

Operations: SP,
SP Mode
Variability
SP
Normal mode? FIC-101
PV CO
M d
Mode

Noise

In service?
In control?

Oscillations

FT-101

Control design
Process model

Interactions
with other loops

Tuning

Fouling
Disturbance
P
Process
design
d i

Non-linearities
Hysteresis
Valve at limit
Stiction

20

Gains
Variability reduction w ith optim ization
S a v ing$

30

S a v ing$

SAVINGS $$$

25

Moisture (%)

20
SP
PV

15

CO
Before optimization

After optimization

Limit(Client)

10

SAVINGS $$$
5
S a v ing$

0
400

600

800

1000

1200

1400

1600

Ti
Time

21

Small Gestures That Count!

Succes$
Interest
Result$
Support

100%
90%
80%
70%
60%

50%
40%
30%
20%
10%
0%
0

Daily
Weekly
Monthly
y
Yearly

100%
90%
80%
70%
60%

50%
40%
20
30%
20%
10%
0%
0

100%
90%
40
80%
70%
60%
%

Actions

50%
20
40%
30%
20%
10%
0%
0

Ne $
R
Regularity
l it New$

60
Time

80

40

60
Time

20

40

100

120

80

100

120

80

100

60
Time

120

Workflow,
Workflow proceduresWhat
procedures What can be automated?
How can the process be sustained?
How can optimization be optimized?

22

Evolution

M i t
Maintenance

Data and data collection are there.


Technology is there.
there
We need now to change the way we work.

&
Monitoring

Continuous
Historian
DCS

Analogy
y

Strip chart
recorders
Engineer,
Engineer
Writing
report by
hand

P i t
Printers

Monitoring

Networks

Secretary,
Secretary,
writing
writing
Secretary,
report
p
using
g
report
using
writing
iti
MS Word
report using word
a typewriter processing
machine

Engineer
using
MSOffice

23

Summary

Technology is mature
R
Results
lt h
have b
been proven
Successes are documented
Those who succeed use the tools but their workflow
is well defined and sustained
Challenges:
Human factor
Cultural change
Work with other departements
Push the results above in the food chain!

24