Moving towards “Bottom Line” Automation

Mike Brown, VP Technology, Matrikon Inc.Michel Ruel, President, Top Control

Moving towards “Bottom Line” AutomationMoving towards Bottom Line Automation

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

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Source: ARC Market Surveys, 2007

How can data and automation systems help drive common work processes and a collaborative operating environment?

Goals & Objectives

Multiple KPIs

Objectives

Multiple roles, EngineerProduction Plant VP Safety

Throughput Cost Compliance Safety Uptime Efficiency

M lti l

depts, PCs, PDAs & processes

Maintenance Manager

ManagerManagerOperations

Process Control Manager

Quality Manager

Manager

Operations Supervisor

Operator

Multiple applications/ systems/ data sources

ERP DCS MES EAM LIMS Historian SCADA

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Multiple assets

Moving towards “Bottom Line” AutomationMoving towards Bottom Line Automation

• How can automation systems become more business centric?business centric?

• What are some of the critical elements in moving in this direction?t s d ect o

• What can I do now?1. Transforming the data2. The resourcing challenge3. How about innovation4 The need for monitoring4. The need for monitoring5. Back to basics – the humble PID layer

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Linking Automation Information to Core gBusiness Drivers

• Given that 70% of our processing plant assets are under p g psome form of Process Control, do we know what impact automation is having….or NOT!– Can my plant efficiency be improved?Can my plant efficiency be improved?– What is the shutdown risk of my plant today?– Is there room to increase production?

W t k t ti d t l t t d t di • We must make automation data relevant to understanding 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

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Linking Automation Information to Core Linking Automation Information to Core Business DriversTransformation 1:

• 10TC100 is in alarm– Operator: silence, acknowledge and try to understand the process

issueissue• 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

t di lstanding alarms– Operating Manager: Impact on Operator loading…process, understand,

prioritize and take action• Over the month, Operator base alarm loading, Operator response , p g, p p

time and priority distribution are not in compliance with recommended industry guidelines– Plant Manager: We are running our production assets in an area

elevated risk of plant shutdown, unit trip or unplanned incident.

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p , p p– Safety, Production, Environmental, …

Linking Automation Information to Core gBusiness 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 • 10TC100 is saturated 70% of the time during

summer months– Automation Engineer: valve sizing or instrument

i eissue– Process Engineer: production bottlenecks, cooling

constraint, bypass management, process

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modifications

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Linking Automation Information to Core gBusiness Drivers

“ ….the important issue is not whether the installed ….the important issue is not whether the installed automation technologies are always operating. What matters is that the plant can consistently

t th i ti l d t meet their operating goals and customer requirements while operating safely, reliably and adding profit to the corporation”adding profit to the corporation

This requires effective “transformation and This requires effective transformation and communication” of our automation data

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Experience and Qualified Resources are CriticalExperience and Qualified Resources are CriticalAutomation value added solutions

– Technology + People + Sustainment– Technology is the enabler but the people add the value

Other

Business Focus

Technology

Plant Performance

Asset Utilization

ROIROI

Product Expertise

Industry Experience

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Low CostSource: ARC Market Research, 2007

Experience and Qualified Resources are CriticalExperience 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 • Increase Outsourcing in the Future: Performance

management, Optimization solutions• Technology can help make the people much more

productive in sustaining the ROI of automation initiatives…outsourcing, changing the support model

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Experience and Qualified Resources are CriticalExperience and Qualified Resources are Critical

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

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Where is the innovation coming from?Where is the innovation coming from?• There have been distinct periods of system innovation from the

automation suppliers, from the “system” centric era of the 1970’s pp , yto the open “application” centric era of the 1990’s.

• We must now take advantage of these enabling systems to tackle the real challenges in our plantsg p

• Example: APC sustainment– 4% of refiners say they cannot run their plants without APC– 65%+ of refiners feel that they cannot be competitive without APC65% of refiners feel that they cannot be competitive without APC– 50%+ of APC applications experience significant degradation

• ProcessDoctor Tai-Ji for MPC– Shifted the APC maintenance from open-loop time consuming tests to Shifted the APC maintenance from open loop time consuming tests to

automated closed-loop testing– Reduction in APC maintenance effort by 50 to 80%– Reduction in APC downtime

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Reduction in APC downtime– Redefined the way industry maintains APC applications

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

1. Tune loops in both open and closed loop mode– reduce impact on

Operations– Easy to initiatey

2. Tune multiple loops simultaneously simultaneously – Significant time savings

3. Launch a tuning request at any time– Easy enough for

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y gOperators

Innovation in TuningInnovation in Tuning

TaijiAutomated tests

Optimizing tools

Automated testsAutomated

identification

MPC, multi PIDTuning and analysis

softwareTuning tools

softwareBump tests

MPC, multi PID

T i b

softwareBump testsmodelsformulas

Tuning by trial and error

1970’ 1980’ 1990’ 2000’ 2010’

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1970’s 1980’s 1990’s 2000’s 2010’s

The shift to continuous monitoring?The shift to continuous monitoring?Over the years, more tools, more solutions…Still difficult to convince people to optimize and above all Still difficult to convince people to optimize and above 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 this data, to establish , y ,diagnostics… • Do we use them? • Efficiently?Efficiently?

We have now the technology to automate these tasks…We have now the technology to use more efficiently our time…

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Monitoring? What are the driving forces?Monitoring? What are the driving forces?• At start-up, no time for optimization…

perhaps the default values are not too bad?perhaps the default values are not too bad?• Control engineer takes care of 6000 loops.

Does he have time to look at them?oes e a e t e to oo at t e• Experienced guys retired… too many tasks…

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

• 20% of control loops have improper design• 20% of control loops have improper design

• 30% of control valves have related problems

• 15% of equipment is not installed properly q p p p y

• 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

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• >3 000 MPC in NA Process Control

Back to basics: the humble PID controllerBack to basics: the humble PID controller

Operations: SP Mode Tuning is only

FIC-101

Variability

TuningNormal mode?

Operations: SP, Mode

In service?FIC-101PV CO

SP

M d

g yone of the

problems…

FT-101

Noise

Control design

OscillationsIn control?Mode

Non-linearities

P d i

Disturbance Hysteresis

Valve at limit

Interactions with other loops

Process modelFouling

Process design StictionValve at limit

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GainsGains

Variability reduction w ith optimization

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30

Saving$

Saving$

SAVINGS $$$

20

25

(%) SP

PV

SAVINGS $$$

10

15

Moi

stur

e PV

CO

Limit(Client)Before optimization After optimization

0

5Saving$

Ti

SAVINGS $$$

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400 600 800 1000 1200 1400 1600 Time

Small Gestures That Count!Small Gestures That Count!

• Actions 100% Interest Succes$

– Daily– Weekly– Monthly 20%

30%40%50%60%70%80%90%

100%

%

Interest

60%70%80%90%

100% SupportR l it

Succes$Result$

Ne $y– Yearly 0%

10%

0 20 40 60 80 100 120Time

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

0 20 40 60 80 100 120Time

%

20%30%40%50%60%70%80%90%

100%

%

Regularity New$

• Workflow procedures What can be automated?

0%10%20%

0 20 40 60 80 100 120Time

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

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Evolution M i tEvolution• Data and data collection are there.• Technology is there

Maintenance

&

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

Continuous

Monitoring

DCS

P i t

Historian

Networks

Monitoring

EngineerSecretary,

iti

Secretary, writing report using

Secretary, writing report using

Engineer using MSOffice

Strip chart recorders

Printers

y Engineer,Writing report by hand

writing report using a typewriter

report using word processing machine

p gMS Word

Anal

ogy

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SummarySummary• Technology is mature

R lt h b • Results have been proven• Successes are documented• Those who succeed use the tools but their workflow • Those who succeed use the tools but their workflow

is well defined and sustained• Challenges:• Challenges:

– Human factor• Cultural change• Work with other departements• Push the results above in the food chain!

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