Industrial IT - A robust portfolio of interoperable solutions

Slides:



Advertisements
Similar presentations
Total Productive Maintenance
Advertisements

How Reliability Impacts Shareholder Value Bruce Hawkins, CMRP Management Resources Group, Inc.
Khaled Mostafa, ABB Electrical Industries, Nov. 2012
Strategic Decisions (Part II)
© 2010 IBM Corporation IBM Sensor Solutions When Physical meets Digital.
HP Quality Center Overview.
Impact of Business Analytics on Supply Performance: A Caribbean Perspective Inter-American Supply Chain Forum March 15-16, 2012 Presenter : Mushtaq Mohammed.
Proficy* Maintenance Gateway Close-the-loop Between Your Plant Floor and Plant Maintenance Systems.
Manufacturing Productivity Solutions Management Metrics for Lean Manufacturing Companies Total Productive Maintenance (T.P.M.) Overall Equipment Effectivity.
Wonderware Performance Software 3.5 “Real-time Visibility into Equipment Performance” Alex Chia Solution Sales Manager.
Total Productive Maintenance (TPM)
Bringing Profitability Into Focus Optimizing the Chemical Value Chain
Validata Release Coordinator Accelerated application delivery through automated end-to-end release management.
ABB Reliability Fingerprint
Experience, Technology and Focus in Mid Market CRM Soffront Asset management: An Overview.
Supply Chain Management
Product Lifecycle Management (PLM) Organisational Strategy –Need for structural change –IT tools –Increased integration (rather than “point solutions”)
© 2003 IFS AB. All rights reserved.
Enhancing Paper Mill Performance through Advanced Diagnostics Services Dr. BS Babji Process Automation Division ABB India Ltd, Bangalore IPPTA Zonal Seminar.
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc. All rights reserved.
Optimizing Your Equipment’s Life Cycle
Achieving Operational Excellence and Customer Intimacy:Enterprise Applications Chapter 9 (10E)
Total Productive Maintenance OVERVIEW. Target Audience : Senior Management Purpose of Module : To understand the need for TPM and the commitment required.
Computerised Maintenance Management Systems
Andrea Sartori Solution Architect EMEA
Enterprise Asset Management
An Introduction to AlarmInsight
Managing Projects using Oracle Project Management (PJT) & SPREADSHEETS Neeraj Garg Vice President, Client Services.
Fleet Performance and Reliability in Generation Utilities
Carl Holmes Christy Lee Vendor Information SAP is headquarters is in Walldorf, Germany. Largest computer software company in the world. 47,804 employees.
© 2009 IBM Corporation Let’s Build a Smarter Planet Thongchai Watanasoponwong – Country Manager Power Systems, STG September 15 th, 2009 Green IT เทคโนโลยีสีเขียวเพื่อสิ่งแวดล้อม.
BIOTECH SUPPLY October 8-9, 2012 Crowne Plaza, Foster City, CA Solving the Missing Link Between Forecasting and ERP in Clinical Supply Optimization Michelle.
Forward Visibility for your business The future in improving design and operations with simulation technology Rienk Bijlsma Rockwell Automation.
Leveraging Big Data to Drive Big Changes in a Big Way Don Guckert, P.E., APPA Fellow Associate Vice President & Director of Facilities Management The University.
Inventory/Purchasing Questions
Copyright © 2007 OSIsoft, Inc. All rights reserved. Ekho - MES Applications that leverages AF 2.0 Yannick Galipeau Inexcon Technologies Patrick Ramsey.
© Copyright year ABB. All rights reserved BSE033264R0001, Industrial IT for improved productivity.
Copyright © The McGraw-Hill Companies, Inc. Permission required for reproduction or display. PowerPoint to accompany Krar Gill Smid Technology of Machine.
8 - 1 Copyright © 2006, The McGraw-Hill Companies, Inc. All rights reserved.
Impact of Technology on Merchandising Course Project Ben Fudge Fashion Merchandising Planning and Control I.
Life cycle services for automation products
Project Portfolio Management Business Priorities Presentation.
Costing and accounting system Session 1-2. Types of inventory Direct material ▫Which represent direct material in inventory awaiting manufacture. Work.
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved. Copyright © 2014 Rockwell Automation, Inc. All Rights Reserved. Empowering Smart Machines.
Manufacturing Plant maintenance Materials management Quality management.
Industry Goals. Increase Customer Satisfaction  On-Time, On-Budget, Within Scope  Ensure High Quality Delivery Increase Margins  Drive Efficiencies.
Computerised Maintenance Management Systems
Connecting the dots … between Finance and Operations in Telecoms Don van Splunteren VP Sales, NAAP Global Solutions.
Main Function of SCM (Part I)
Management Information Systems Islamia University of Bahawalpur Delivered by: Tasawar Javed Lecture 3b.
Introduction to OEE (Overall Equipment Effectiveness)
Building Competitive Advantage Through Functional-Level Strategies
© ABB Inc. - 1 A robust portfolio of interoperable solutions Getting started with Industrial IT Certification Document# 3BSE042726, September 2005.
Providing intelligent maintenance solutions for intelligent aircraft.
IMPROVED ASSET UTILIZATION Lack of visibility of assets and devices results in low equipment utilization rates, excess equipment purchasing and sometimes.
PGDM/ / II Trimester/E-Business. What is supply chain management?  Supply chain management is the co- ordination of entities, activities, information.
The Compelling Solution . .
Parts Management Agreements
Introduction to Basic ERP Processes
Achieving Operational Excellence and Customer Intimacy:Enterprise Applications Chapter 9 (10E)
Across the entire value chain
Building Competitive advantage through functional level strategies
Top Strategies for Asset Performance Management (APM)
Total Productive Maintenance © Imants
A Process View of the Supply Chain
Building Competitive advantage through functional level strategies
Managed Content Services
Building Competitive Advantage Through Functional-Level Strategies
Real Time Engineering Slab & Coil Yard Management and Plate Stock Report , Planning, Production, Reporting & Data Base Management Solution for Metal Industry.
Presentation transcript:

Industrial IT - A robust portfolio of interoperable solutions Pulp & Paper Document No. 2PAA101225

Growth and Profitability in Pulp & Paper Not all companies have been successful in obtaining profitable growth. Value destruction is common in the pulp & paper industry. - Average pre-tax return on capital employed (ROCE), % - Value Creation Cost of capital (8-12%) Size of the bubble is relative To the sales in USD in 2003 Value Destruction Average growth rate 8.0% -10 -5 5 10 15 20 25 30 - Average sales growth in USD, % / year - 1999-2003 Source: PWC Global Forest and Paper Summit 2005

Percent Planned Work (by Industry) A shift in maintenance strategy can bring dramatic bottom line results World class companies plan at least 95% of their maintenance activities Planned maintenance has significant benefits over a reactive strategy In a recent study, companies in all industries showed room for improvement Source: HSBRT 2005

Return on Capital Employed Improvements to ROCE by lowering capital costs can be made in the following areas using Industrial IT solutions. Improvement Areas / Solutions Production planning MES application Finishing Overall equipment efficiency (OEE) Asset utilization Mill Operations Integrated operations and maintenance Integrated Production Integrated planning, maintenance and operations Benefits Minimize grade change losses Delivery date accuracy Reduced WIP Reduce time to market More predictable capacities and delivery times Reduce time to enter work order Efficient review for accuracy and incident investigation Maintenance scheduling based on production profitability

Industrial IT solutions ABB has robust solutions for Pulp & Paper in each improvement area: Planning = Collaborative Production Management Finishing = Industrial IT System 800xA: Real time production intelligence (RTPI) Asset Optimization Production Information Mill Operations = Integrated operations and maintenance: Industrial IT System 800xA Integration with partner CMMS systems Integrated Production = Integrated operations, planning and maintenance: Industrial IT P&P solutions Business logic and single information model from ABB and solution partners CPM/MES RTPI/OEE CMMS

Focus on integration Industry Trend: Where focus was on plant efficiency and production, customers are now placing new emphasis on data and information from both the manufacturing systems and the business systems

OEE identifies areas for improvement Measuring real-time performance provides real time production efficiency data to understand the true performance and realize the full potential of production lines True performance can be determined through real time measurement, analysis, and improvement of Key Performance Indicators (KPIs) OEE (Overall Equipment Effectiveness) is a KPI and is one of the best measures of performance Real time monitoring and alarming of asset KPIs facilitate fast, reliable implementation of corrective actions OEE: Overall Equipment Effectiveness is maximized through efforts to keep control of and to eliminate production’s “six major losses”: Theoretical Production Time Planned Production Time Gross Operating Time Net Operating Time Valuable Operating Time Planned Down Time Unplanned down Time Losses Speed Quality Equipment Failure Setup & Adjustment Idling & Minor Stops Reduced Speed Defects in Process Start up Losses Planning Factor (Pf) Availability (A) Performance (P) (Q) The KPI OEE is the multiplication of the Availability , Performance and Quality factor and takes all these losses into account, revealing the hidden plant. (OEE = A*P*Q)

Predictive maintenance strategy delivers value Predictive maintenance compares the trend of measured physical parameters against known engineering limits for the purpose of detecting, analyzing, and correcting problems before failure. Maintain on Condition 30%-40% savings over Reactive Maintenance 8%-12% savings over Preventative Maintenance Benefits Extend life of assets Shift from prevent to correct Catch potential problems before impact to quality or productivity Avoid unnecessary tasks and focus on higher value work Predictive maintenance revenue potential realized by leveraging existing conditions monitored by equipment and infrastructure (but otherwise ignored).

Mill integration drives even greater value The greatest savings can be achieved when execution, maintenance and production planning are completely coordinated. Total mill integration: Integrate planning and maintenance scheduling Optimize downtime around production to minimize overall cost Integrated operations and maintenance: Streamline work order entry Provide failure condition data Reduce investigation time Ensures data integrity Basic Integration: Production requests synchronized from planning to production Enterprise Plan (ERP/MES system) Maintain (maintenance system) Execute (automation system) Mill Operations

Example: Operations & Maintenance Integration The fan pump feeding stock to the paper machine has shut down. What happens next in the integrated maintenance scenario? Sequence of Events: Fan Pump Stops Automation system asset monitors detect fault Operator station receives alarm and asset condition details Specific problem with fan pump motor identified automatically Maintenance work order submitted electronically to CMMS Mill Operations

Example: Operations & Maintenance Integration The fan pump feeding stock to the paper machine has shut down. What does the planner do with the work order request? Sequence of Events: Maintenance planner receives work order request in CMMS All detail information is included, eliminating the need for additional investigation Detailed planning and scheduling of repair Enterprise  Results: Identification of problem in complex machine Automatic detection and communication to CMMS system Verification of circumstances and conditions of fault Work order request with diagnostic detail Mill Operations

Example: Operations & Maintenance Integration The fan pump feeding stock to the paper machine has shut down. How does integrated maintenance benefit the paper mill? Benefits: Reduced investigation time Easy identification of correct skill set Maintenance engineer prepared with the right tools and parts Reduced Mean Time to Repair Optimized mill operating cost! Enterprise Planner sends right person with right tools and parts to fix the fan pump   Work order request with diagnostic detail Mill Operations

Example: Mill Integration The fan pump feeding stock to the paper machine needs repair. How can closing the integration loop provide additional savings? Sequence of Events: Maintenance planner requests window for fan pump repair IIT solution determines repair window based on production ROI Maintenance schedules repair based on product profitability Mill IndustrialIT Solution Planning Module Maintenance Module Maintenance system has visibility into the production schedule and asset utilization plans Repairs can be scheduled at the time of least financial impact Planning is based on machine availability, condition and maintenance status Work order request with diagnostic detail Additional Benefits: Predictive maintenance functionality enables scheduling of repairs, before failure, during a time of least economic impact Maintenance costs become a component KPI Operations Module

Industrial IT Architecture At the core of Industrial IT is an information architecture that seamlessly links equipment and applications in real time. Industrial IT technology consists of: Single window environment for information access Context sensitive decision and action tools Unique object-oriented architecture Certified “building blocks” for maximum interoperability Field bus technology support for intelligent devices

The Industrial IT information architecture … … combined with the IIT ecosystem of interoperable products and solutions, enables ABB to deliver unprecedented business value. Asset Optimization Real time monitoring of asset health Asset monitors trigger CMMS work orders Identifies asset performance problems before failure Automatic notification of asset conditions Reduce preventable breakdown costs! OEE Analysis Tools Alert generation for non-productive equipment states Integrated root cause analysis tools Identification of improvement areas in real time OEE display in single window environment Reduce unplanned downtime! Process Engineering Tools Automatic configuration of 800xA loops, tags and configuration Bi-directional data synchronization Automatic population of controllers and I/O Difference viewer to identify changes Reduce engineering time!

The Industrial IT information architecture … … combined with the IIT ecosystem of interoperable products and solutions, enables ABB to deliver unprecedented business value. CMMS Systems Automatic entry of maintenance work orders Viewing of CMMS work orders from 800xA Seamless integration between operations and maintenance Single electronic audit trail Reduce mean time to repair (MTTR)! Field Bus Devices 800xA HART, FF and Profibus device libraries Device asset monitors allow early identification of issues Object types include faceplates, diagnostics, asset monitors and configuration support Reduced integration and lifecycle cost!

Industrial IT Solution Architecture Collaborative Production Management Quality Control Scanners & Actuators

Industrial IT Paper Solutions Power plant Machine health Paper machine drives Web imaging Chemical delivery Collaborative production management Pulping controls Wet end measurement Quality control

The Proper Balance = Sustainable Competitive Advantage Optimized Production Scheduling => Improved Cost of Sales Optimal Balance of; Manufacturing Efficiency Customer Service Supply Chain Costs Higher machine flexibility (cost) Higher inventory, transportation, and distribution costs Reduce inventory levels Longer delivery lead times Smart Papers WIP Reduction – 35% Slow Moving Inventory Reduction – 40% Customer Service Time Reduction – 11% Manufacturing Cycle Time Reduction – 4% $ StoraEnso NA APS 3 to 5% Savings in COS We can use this triangle to show just how competing priorities can lead to sub-optimization. Assuming we have a lean supply chain, we cannot get something for free - for example, if we want to improve paper machine efficiency by increasing the length of grade runs, we must increase inventory. Similarly, our sales force might want higher customer service levels - we can do this by either making more grade changes on the machines, stocking more inventory, or paying to expedite transportation costs. Financial staffs recognize that inventory consumes working capital and is a low-quality asset, so they always want to convert it to cash at the risk of lower service levels. Typical organizational practice creates behavior then, that causes us to optimize one side of this triangle while suboptimizing the enterprise. And as we will see later, this applies applies whether we are in a make stock environment or a make to order. Fewer / Longer machine cycles Higher Inventory Costs