ISA S95

What is it? Why is it Important? Why should Invensy Operations Management Care?

Don Clark, Vice President Global Industry Solutions

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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
Time domain of interest
Years Months Weeks

Handled well by ERP systems

Traditional CIM gap based on time domain of interest

Invensys Operations Management InFusion Core

Corporate/Enterprise S95 Sweetspot

Production Operations, or Enterprise Control System

Purdue CIM Reference Model

Days Hours Minutes Seconds

Gap of Unmet Needs

Plant Control/Automation Systems
Handled well by DCS/PLC systems

Mili/micro seconds

Result: Disconnect between that which is planned and that which is, can, or ought to be done.

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) a definition b) a definition c) a definition d) a definition rev done! 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

Enterprise Control System Integration Part 2: Object Model Attributes The scope of Part 2 is limited to:
2nd rev done! 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. 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 Model

Focus of S95 Part 1 & Part 2 Focus of S95 Part 3-5 Focuses on the product. The What

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

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

Production Reporting
-Cost -Quality -Volumes -Rates -Waste-by-cause -Forecasts -Actuals -Variance

Shipping/Receiving
-Logistics for shipping -Incoming/outgoing goods -Material dispatching

Quality Assurance Operations

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

Production Engineering
-Design of Experiments -Improve -Production Tech-support -Production Analysis

Process Engineering
-Automation -APC -RtOps -Process/equipment designs

Production Operations
-Production Execution -24/7 support -Daily run time support -Process Monitoring Six Sigma

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

This is What that Looks Like in S95-speak:

Functional Enterprise Control Model: Part 1
Order Processing (1.0) Production Scheduling (2.0)

Product Cost Accounting (8.0)

Product Shipping Admin (9.0)

Confirm to ship Release to ship

Pack Out Schedule

Material and Energy Control (4.0)

Short Term Material and Energy Requirements Material and Energy Inventory

Production Control (3.0)

Maintenance Requests and Standards

Process Data

Product Inventory Control (7.0)

Procurement (5.0)

Quality Assurance (6.0)

Maintenance Management (10.0)

Research Development and Engineering

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 Inventory request

Performance/Response information
Production Maintenance performance response Quality test response Inventory response

Manufacturing operations
Production operations management Maintenance operations management Quality operations management Inventory operations management

Product definition information

Maintenance Quality test Inventory definition definition definition information information information

Production Maintenance Quality Test capability capability capability

Inventory capability

Definition information

Capability information

ISA S95 Manufacturing Architecture

PLM ERP SCM CRM

Enterprise application integration ANSI/ISA S95 Part 1 and 2 Object model information
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)

ANSI/ISA S95 Part 3 Activity models of Manufacturing Operations Maintenance Inventory Quality Production
Resource Management Performance Analysis

Data collection

Dispatching

Scheduling

Definition

Execution

Process Control (Field instruments, DCS, PLC, sensors, etc.)

Tracking

Manufacturing Operations
Information Models (Part 3) Example
Order Processing (1.0) Product Cost Accounting (8.0) Product Shipping Admin (9.0) Production Scheduling (2.0)

PRODUCTION OPERATIONS MODEL

Production Control (3.0) Product Inventory Control (7.0)

Progressive Detail and Exposure

Material and Energy Control (4.0)

Procurement (5.0)

MAINTENANCE OPERATIONS MODEL

QUALITY OPERATIONS MODEL

Quality Assurance (6.0)

Maintenance Management (10.0) Research Development and Engineering

Marketing & Sales

Production Model from S95, Part 3

Product definition Production capability Production schedule
Detailed production scheduling Production resource management Production dispatching Product definition management Production execution Production data collection Production tracking Production Performance analysis

Production performance

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 Dispatching Maintenance Definition Management Maintenance Execution Maintenance Data Collection Maintenance Tracking Maintenance Analysis

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 dispatching Quality definition management Quality test execution Quality test data collection Quality test tracking Quality Performance analysis

Level 1 and 2 Test Equipment

Inventory Model from S95, Part 3

Inventory transfer definitions Inventory transfer capability Inventory transfer request Detailed transfer scheduling Transfer resource management Transfer dispatching Transfer definition management Transfer execution Transfer data collection Transfer tracking Transfer analysis Inventory transfer response

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

R&D

Manufacturing

Administration I/S Supply Chain Engineering

Manufacturing is the best place to leverage labor productivity gains!

Asset Map for Process Industries

Capital Deployed Labor Material/inventory Energy Intellectual Knowledge Information

Asset Base

Value-Add

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) Enterprise
Manufacturing Network Work Definition Management Resource Management Work Dispatching Work Execution Automate Transactions

Operational Excellence

Work Requirements
Work Scheduling

Work Responses

Product Analysis (QA) Process Analysis Historical Data Management Production Analysis Automate Events

Work Tracking

S-95 Model for MES Plant Process Equipment

Personnel, Equipment, Materials

Process Control Systems (Continuous, Batch, Discrete, SCADA) Sensing and instrumentation

Automate Equipment

Operational Excellence: InFusion Invensys Solution Footprint in the Process Industries

Enterprise Business Systems (ERP, Customer Relationship Management) Enterprise
Manufacturing Network Work Definition Management Resource Management Work Dispatching Work Execution Automate Transactions

Work Requirements
Work Scheduling

Work Responses

Product Analysis (QA)

InFusion

Work Tracking

Process Analysis Historical Data Management Production Analysis Automate Events

S-95 Model for MES Plant Process Equipment

Personnel, Equipment, Materials

Process Control Systems (Continuous, Batch, Discrete, SCADA) Sensing and instrumentation

Automate Equipment

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

Enterprise Control System

Business Applications
Manufacturing Operations Management Business Operations Management

Transactional
Core

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

Industrial Data Warehouse

Intelligence Engine

Real Time

Control
Field Devices Controls Advanced Applications

Application Environment Engineering Environment InFusion Historian

How We will Do It

Core

Transactional

Business Applications

Enterprise Control System

Real Time

Control

Active Factory

Information Server Access

Enterprise Control System Real-time Operations Management Marketecture

Vertical Industry Applications Ecosystem Application Space
Optimization Asset Performance

Config. Tools

Visualization (HMI)

ERP Integration

Historian

Real-time Operation Management

IA Apps

Apps

Partners

Common Infrastructure

Software System Platform

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

Apps

MES

EMI

Core technologies

NonInvensys Devices

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