1. Don Clark, Vice President Global Industry Solutions
ISA S ● What is it? ● Why is it Important? ● Why should Invensy Operations Management Care?
Don Clark, Vice President
Global Industry Solutions

2. Objectives ISA S95 Overview/Highlights – A “tutorial”
Why it is important to the process industries
End user
Vendor community
How InFusion maps to S95

3. 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 Isn’t
Where we are Now: Current Status, Sub-committee Activity, etc.
Application to InFusion
Future Directions
S95 Impacts to Operating Companies
Call to Action!

4. 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
Years
Months
Weeks
Days
Hours
Minutes
Seconds
Mili/micro seconds
“Invensys Operations Management” InFusion “Core”
Corporate/Enterprise
Enterprise Control System
Production Operations, or
S95 “Sweetspot”
Purdue CIM Reference Model
Gap of Unmet Needs
Plant Control/Automation Systems
Handled well by DCS/PLC systems
Result: Disconnect between that which is planned
and that which is, can, or ought to be done.

5. 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

6. For Solution Providers:
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

7. 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 of the scope of the manufacturing operations and control domain;
b) a definition of the organization of physical assets of an enterprise involved in manufacturing;
c) a definition of the functions associated with the interface between control functions and enterprise functions; and
d) a definition of the information that is shared between control functions and enterprise functions.
“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.
“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.
“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.
“Enterprise Control System Integration Part 5: Business to Manufacturing Transactions”
2nd rev done!
2nd rev done!
Rev 2 update complete for review
Out for 1st vote!
Rev 2 update complete for review

8. 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.

9. 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.
Enterprise Control System
Production Operations, or
Focus of S95 Part 1 & Part 2
Purdue
CIM
Reference
Model
Focus of S95 Part 3-5
Focuses on “the product.” The “What”
Focuses on “the process.” The “How”

10. Process Manufacturing Operations
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
Execute-Do
Plan-Report
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

11. This is What that Looks Like in S95-speak: Functional Enterprise Control Model: Part 1
Procurement
(5.0)
Production
Scheduling
(2.0)
Material and
Energy Control
(4.0)
Product
Inventory Control
(7.0)
Product Cost
Accounting
(8.0)
Quality
Assurance
(6.0)
Research
Development
and Engineering
Shipping Admin
(9.0)
Order
Processing
(1.0)
Marketing
& Sales
Control
(3.0)
Maintenance
Management
(10.0)
Pack Out Schedule
Finished Goods Inventory
Finished Goods Waiver
Process Data
Short Term Material
and Energy Requirements
Material and Energy
Inventory
Production Capability
Production From Plan
Schedule
Incoming material and
energy receipt
Production Cost
Objectives
Performance and cost
Confirm to ship
Release to ship
QA Results
Product and
Process
Requirements
Standards and
Customer
Standards and Customer
In Process Waiver
Request
Product and Process Know How
Product and Process Information Request
Requests and Standards
Response and Feedback
Purchase Order
Energy
Incoming
Confirmation
Long Term
Reqr’ments

12. & logistics information Manufacturing operations
Parts 1 and 2…
Business planning
& logistics information
Plant production scheduling,
operational management, etc
Manufacturing operations
& control information
Production operations, maintenance
operations, quality operations, etc
Product
definition
information
(What must be defined to make
a product)
Production
capability
(What resources
are available)
schedule
(What to
make and use)
performance
(What was
made and used)

13. INFORMATION FOR MANUFACTURING OPERATIONS MANAGEMENT
Parts 1, 2, and 3…
INFORMATION FOR MANUFACTURING OPERATIONS MANAGEMENT
Schedule/Request information
Performance/Response information
Production
schedule
Maintenance
request
Quality Test
request
Inventory
request
Production
performance
Maintenance
response
Quality test
response
Inventory
response
Manufacturing
operations
Production
operations
management
Maintenance
operations
management
Quality
operations
management
Inventory
operations
management
Product
definition
information
Maintenance
definition
information
Quality test
definition
information
Inventory
definition
information
Production
capability
Maintenance
capability
Quality Test
capability
Inventory
capability
Capability information
Definition information

14. ISA S95 Manufacturing Architecture
PLM
ERP
SCM
CRM
Enterprise application integration
ANSI/ISA –S95 Part 1 and 2 Object model information
Product capability (what and how much is available to make)
Product definition (what 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
Definition
Scheduling
Dispatching
Resource Management
Execution
Data collection
Performance Analysis
Tracking
Process Control (Field instruments, DCS, PLC, sensors, etc.)

15. Manufacturing Operations Information Models (Part 3) Example
Progressive Detail and Exposure

16. Production Model from S95, Part 3

17. Maintenance Model from S95, Part 3

18. Quality Test Model from S95, Part 3

19. Inventory Model from S95, Part 3

20. 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 B’s application which supports S95 ‘compliant’ message interface
Require extra infrastructure to support exchange of data, but simpler than none at all.

21. 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.

22. 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 /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

23. 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

24. 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
Manufacturing
Commercial
R&D
Administration
I/S
Distribution
of Personnel
Supply Chain
Engineering
Manufacturing is the best place to leverage labor productivity gains!

25. Asset Map for Process Industries
Asset Base
Capital Deployed
Labor
Material/inventory
Energy
Intellectual Knowledge
Information
Value-Add $
Material
Value
EBIT
Enterprise Operations Integration
ERP System
Inbound
Logistics
Outbound
Logistics
Order
Fulfillment
Purchasing
Manufacturing
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.

26. The Next Opportunity is Between the Control Room and the Board Room
Operational Excellence
Enterprise
Enterprise Business Systems
(ERP, Customer Relationship Management)
Automate Transactions
S-95 Model for MES
Manufacturing Network
Historical
Data
Management
Work
Execution
Personnel, Equipment, Materials
Resource
Dispatching
Tracking
Responses
Scheduling
Requirements
Definition
Product Analysis (QA)
Process Analysis
Production Analysis
Automate Events
Automate Equipment
Plant Process Equipment
Process Control Systems
(Continuous, Batch, Discrete, SCADA)
Sensing and instrumentation

27. Operational Excellence: InFusion Invensys Solution Footprint in the Process Industries
Enterprise
Enterprise Business Systems
(ERP, Customer Relationship Management)
Automate Transactions
S-95 Model for MES
Manufacturing Network
Historical
Data
Management
Work
Execution
Personnel, Equipment, Materials
Resource
Dispatching
Tracking
Responses
Scheduling
Requirements
Definition
Product Analysis (QA)
Process Analysis
Production Analysis
Automate Events
Automate Equipment
Plant Process Equipment
Process Control Systems
(Continuous, Batch, Discrete, SCADA)
Sensing and instrumentation

28. The InFusion Vision Business Applications Control
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
Industrial Data Warehouse
Intelligence Engine
Real Time
Transactional
Core
Control
Business = top line
Productivity = bottom line
Field Devices
Controls
Advanced
Applications

29. How We will Do It Business Applications Control
Enterprise Control System
Business Applications
Real Time
Transactional
Application Environment
Engineering Environment
InFusion Historian
Active Factory
Information Server
Access
Core
Control

30. Common Infrastructure
Enterprise Control System Real-time Operations Management “Marketecture”
Vertical Industry Applications
Ecosystem
Partners
Application
Space
Visualization
(HMI)
Config. Tools
ERP Integration
Historian
IA Apps
Apps
Real-time
Operation
Management
Optimization
Performance
Asset
MES
EMI
Common Infrastructure
Software System Platform
“Core” technologies
Large
System
Controllers
(IPS)
Small
System
Controllers
(EU)
Non-Invensys Devices
Safety
Controllers
(IPS)
PLCs
Scalable
(c) 2002 Invensys Systems, Inc. 30
25-Apr-17

31. S95’s 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

32. 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:
Don Clark, Co-Chair and US rep to ISO/IEC Committees:
Dennis Brandl, Editor:
Charley Robinson, ISA Standards Director: