control engineering june 2013

7/28/2019 Control Engineering June 2013

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www.controleng.comDe

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WINNER

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2 JUNE 2013 CONTROL ENGINEERING www.controleng.com

39

35

CONTROL ENGINEERING (ISSN 0010-8049, Vol. 60, No. 6, GST #123397457) is published 12x per year, Monthly by CFE Media, LLC, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Jim Langhenry, Group Publisher/Co-Foun der; Stev e Rourke CEO/COO/Co-Fo under. CONTROL ENGI NEERING cop yright 20 13 by CFE Media, L LC. All righ ts reserv ed. CONTROL E NGINEERING is a regi stered tra demark of CFE M edia, LLC used un der lice nse. Peri-odicals postage paid at Oak Brook, IL 60523 and additional mailing offices. Circulation records are maintained at CFE Media, LLC, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Telephone: 630/571-4070 x2220. E-mail:[email protected]: send address changes to CONTROL ENGINEERING, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Publications Mail Agreement No. 40685520. Return undeliverableCanadian addresses to: 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Email: [email protected]. Rates for nonqualified subscriptions, including all issues: USA, $ 145/yr; Canada, $ 180/yr (includes7% GST, GST#123397457); Mexico, $ 172/yr; International air delivery $318/yr. Except for special issues where price changes are i ndicated, single copies are available for $20.00 US and $25.00 foreign.Please address all subscription mail to CONTROL ENGINEERING, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Printed in the USA. CFE Media, LLC does not assume and hereby disclaims any liabilityto any person for any l oss or damage caused by errors or omissions in the material contained herein, regardless of whether such errors result from negligence, accident or any other cause whatsoever.

26

Vol. 60

Number 6

COVERING CONTROL, INSTRUMENTATION, AND AUTOMATION SYSTEMS WORLDWIDE

26 Beyond automation: Humans as process controllersWhile automated control systems can keep our processes running efciently, new variables are

entering into the production equation that are beyond what we can expect from PID.

35 Mechatronic designs blend power, electronics, mechanical systemsMechatronics pre-integrates power, electronic, and mechanical systems, using hardware, software and

networks to simplify design, lower costs, and speed time to market.

39Seven reasons to consider a non-Ethernet industrial networkHere are seven reasons non-Ethernet networks might be specied for an industrial project, to help

determine if an Ethernet, eldbus, or a device or sensor-level network should be considered.

45 2013 System Integrator GiantsThe 100 largest system integrators in the industrial automation businesswho they are and what they do.

Features

JUNE2013

Courtesy: Control Engineering


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Oil and gas producers are relying on Industrial

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United States [email protected]: (818) 894-7111 FAX: (818) 891-2816

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China [email protected]: 86-21-62491499 FAX: 86-21-62490635

United Kingdom [email protected]: 01293 514488 FAX: 01293 536852

Get our NEW IEC 61508 White Paper

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www.controleng.com CONTROL ENGINEERING JUNE 2013 5

8 Think AgainIm having a ball at work

10 Product ExclusiveMulti-purpose digital panel meters

12 Tech UpdateProcess risk assessment uses

big data

14 IT & Engineering Insight

Hacked without knowing it

16 InternationalLabor supply, demand bring

changes to China manufacturing

industries

18 Machine SafetySeverity, frequency, probability

ISO 13849-1: 2006

96 Back to BasicsSelecting voltage-based pressure

sensors

departments

20 Robots in diverse industries;setting system baselines;wireless control for carts;cyber security webcast;new book offers legal advice

news

67 Embedded PC; HMIsoftware; pressure sensor;multi-touch PC/HMI; ultra-sonic owmeter; PoE powerinjector; and more

products

Inside MachinesStarts after p. 57. If not, see www.controleng.com/archive for June.

M1 WindPower 2013: Fair winds in ChicagoThe American Wind Energy Associations conference and exhibition showed

how automation and controls help the manufacturing and use of wind-power

technologies.

M3 Packaging company saves vacuum system costsEnergy audits estimate at least 25% reduction in annual operating costs for bag-

making machines after adding motor drives and a new monitoring system.

M6 PC-based controls help packaging machinesBag-in-box food packaging machines embrace modular concepts, adaptability,

ease of maintenance, reliability, and universal high-performance control systems.

M7 Powering reliable entertainmentMission-critical entertainment may seem like a misnomer, until considering that

commercial time for some venues exceeds $1 million per minute.

PRODUCT EXCLUSIVE

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More learning, less surngExclusive blogs at www.controleng.com/blogs

Real World Engineering: What happens when companies cant train new engineers

Machine Safety: Robotic Industries Assoc. updates safety requirements for robots Pillar to Post: Making personal life decisions based on device diagnostics

Join the discussions at www.linkedin.com/groups?gid=1967039

Support for Windows XP is ending. Should I be concerned?

Looking for ways to detect if a manifold valve is open or closed.

Where can I nd resources for learning structured text programming?

What SCADA software is available as shareware or free license? Is there any?

Topic-specic e-newslettersStart your subscriptions at www.controleng.com/newsletters

Weekly News: Reports from the WindPower 2013

Information Control: Worlds collide as M2M meets IT

Safety & Security: A new approach for safer networking

Process & Advanced Control: PID math demystied, parts 1 and 2

Machine Control: Motor repair and replace by the numbers

www.controleng.com/media-library

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Channels and new product areasVisit our specialized microsites providing

feature articles, news, products, applica-

tions, tutorials, research, and more gath-

ered for engineering professionals.

New site search engineFind content from Control Engineering

magazines from 1997 to the present.

Electronic newslettersKeep current with the latest information

and news with electronic newsletters.

System Integrator GuideConsult our listing of more than 2,300 au-

tomation system integrators. You can nd

a specic company or run a seven-way

multi-parameter search.

Looking for onlinetraining? Earn CEUs

with videos, webcasts

Check out the latest offerings at

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and

www.controleng.com/webcasts

Point, click, watch

VIDEO: Report from Sensors ExpoThe 2013 Sensors Expo & Conference returned to Chicago

again. Read about some of the latest technologies at

www.controleng.com, including a video produced by

Control Engineeringthat takes you to the exhibit area

where you can hear from the companies. To go there

directly, scan the QR code to the right.


9/100



10/100

Content Specialists/EditorialMark T. Hoske, Content Manager630-571-4070, x2214, [email protected]

Peter Welander, Content Manager630-571-4070, x2213, [email protected]

Bob Vavra, Content Manager630-571-4070, x2212, [email protected]

Amara Rozgus,Content Manager

630-571-4070, x2211, [email protected]

Amanda McLeman, Project Manager630-571-4070, x2209, [email protected]

Chris Vavra, Content Specialist630-571-4070, x2219, [email protected]

Brittany Merchut, Content Specialist630-571-4070, x2220, [email protected]

Ben Taylor, Project Manager630-571-4070 x2219, [email protected]

Contributing Content SpecialistsFrank J. Bartos, P.E.,[email protected]

Jeanine [email protected]

Vance VanDoren Ph.D., P.E.,[email protected]

Suzanne Gill, European Editor

[email protected] Kosareva,Control Engineering [email protected]

Marek Kelman, Poland [email protected]

Luk Smelk, Czech [email protected]

Andy Zhu,Control Engineering [email protected]

Publication ServicesJim Langhenry, Co-Founder/Publisher, CFE Media630-571-4070, x2203; [email protected]

Steve Rourke, Co-Founder, CFE Media630-571-4070, x2204, [email protected]

Trudy Kelly, Executive Assistant,630-571-4070, x2205, [email protected]

Elena Moeller-Younger, Marketing Manager630-571-4070, x2215; [email protected]

Michael Smith, Creative Director630-779-8910, [email protected]

Paul Brouch, Web Production Manager630-571-4070, x2208, [email protected]

Michael Rotz, Print Production Manager717-766-0211 x4207, Fax: [email protected]

Maria Bartell, Account DirectorInfogroup Targeting Solutions847-378-2275, [email protected]

Rick Ellis, Audience Management DirectorPhone: 303-246-1250; [email protected]

Letters to the editorPlease e-mail us your opinions [email protected] or fax us at 630-214-4504.Letters should include name, company, and address,

and may be edited for space and clarity.InformationFor a Media Kit or Editorial Calendar,email Trudy Kelly at [email protected].

ReprintsFor custom reprints or electronic usage, contact:Wrights Media Nick Iademarco

Phone: 877-652-5295 ext. 102Email: [email protected]

Publication SalesPatrick Lynch, AL, FL, GA, MI, TN630-571-4070 x2210 [email protected]

Bailey Rice, Midwest

630-571-4070 x2206 [email protected]

Iris Seibert, West Coast858-270-3753 [email protected]

Julie Timbol, East Coast978-929-9495 [email protected]

Stuart Smith, International

Tel. +44 208 464 5577 [email protected] JUNE 2013 CONTROL ENGINEERING www.controleng.com

THINK AGAINeditorial

Mark T. Hoske, Content [email protected]

1111 W. 22nd St. Suite 250, Oak Brook, IL 60523

630-571-4070, Fax 630-214-4504

At www.controleng.com/archive,June 2013, read

this for more advice; see video summary.

www.controlsys.org

www.PScultureMatters.com

Go Online

If you want something done, give it to

a busy person. Truisms have truth in

them, and results-oriented consulting

derives from the core of this saying.

Busy people often have an internalized

system of accountability, methods for orga-

nizing, and the follow-through to get manythings done, having fun along the way.

SPEED Metrics was the title of Ted

Garnetts session at the Control System

Integrator Association (CSIA) Executive

Conference in May. Garnett, president,

Performance Resources Consulting, in

Cedar Rapids, Iowa, explained that SPEED

stands for structure, productivity, engage-

ment, execution, and dependability (or due

diligence). Examples follow.

He started the session by challenging

each person attending any meeting to teach

the team, upon return, at least one thing of

value from the meeting, or, better yet, one

thing from each session.

Researchers took two groups and asked

each to write 100 life goals. One of the

groups also was asked to practice vari-

ous accountability techniques: track them,

make plans, and tell others in their lives.

Over time, the group asked to be account-

able was 27% more likely to achieve the

goals than the group who were asked only

to make the list.

One of Garnetts college roommates

garnered laughter upon sharing, Im

going to be an NFL quarterback. All the

decisions and trade-offs aligned thereafter,

until Kurt Warner got it done... and played

for three NFL teams, was named to four

Pro Bowls, and went to three Super Bowls,

winning one.

Doing what it takes? In your family,

community, neighborhood, and company,

are you doing what it takes to achieve

your NFL goal? Leadership is a verb, not

a position. The mission to get things done

starts at the top, and having a performanceculture can help get that done.

One gauge of a performance culture is

to do a rough measure of how your teams

are having a ball at work: Ball and chain,

juggling many balls, and life is great. What

percentage of each do you have? (40-40-

20% or 20-60-20%?) The goal is to get

zero in the first ball and chain area. Ahigh-performance cultural chain of impact

results: Satisfied employees lead to satis-

fied customers, leading to satisfying busi-

ness profits, time, cost, and quality.

Make a strategic plan. Goals should

be aspire and be realistic. Stretch. Set clear

expectations, make ways to score prog-

ress, and set timing along the way. Test

the results. Are you winning? How do you

know? How do you know when youve

accomplished success? Just crossing things

off your to do list isnt good enough.

Resource deployment differs depend-

ing on where in the game you are. If youre

behind, but have a plan, that stil l can be a

good response. In any organization, it has

to be clear: How do you know when we

accomplish success here?

Garnett asked if things like Facebook,

YouTube, or American Idol are necessities

or optional. Take stock of your time. Set

priorities. Do the right things.

Stop guessing: measure and think again.

Most people think they know how they

spend their time, but they dont. Dont stop

believing in the power of your people. ce

Im having aball at workDoes that mean you are wearing a ball and chain,

are juggling many things, or are having fun?

Content Specialists/EditorialMark T. Hoske, Content Manager630-571-4070, x2214, [email protected]

Peter Welander, Content Manager630-571-4070, x2213, [email protected]

Bob Vavra, Content Manager630-571-4070, x2212, [email protected]

Amara Rozgus,Content Manager

630-571-4070, x2211, [email protected]

Amanda McLeman, Project Manager630-571-4070, x2209, [email protected]

Chris Vavra, Content Specialist630-571-4070, x2219, [email protected]

Brittany Merchut, Content Specialist630-571-4070, x2220, [email protected]

Ben Taylor, Project Manager630-571-4070 x2219, [email protected]

Contributing Content SpecialistsFrank J. Bartos, P.E.,[email protected]

Jeanine [email protected]

Vance VanDoren Ph.D., P.E.,[email protected]

Suzanne Gill, European Editor

[email protected] Kosareva,Control Engineering [email protected]

Marek Kelman, Poland [email protected]

Luk Smelk, Czech [email protected]

Andy Zhu,Control Engineering [email protected]

Publication ServicesJim Langhenry, Co-Founder/Publisher, CFE Media630-571-4070, x2203; [email protected]

Steve Rourke, Co-Founder, CFE Media630-571-4070, x2204, [email protected]

Trudy Kelly, Executive Assistant,630-571-4070, x2205, [email protected]

Elena Moeller-Younger, Marketing Manager630-571-4070, x2215; [email protected]

Michael Smith, Creative Director630-779-8910, [email protected]

Paul Brouch, Web Production Manager630-571-4070, x2208, [email protected]

Michael Rotz, Print Production Manager717-766-0211 x4207, Fax: [email protected]

Maria Bartell, Account DirectorInfogroup Targeting Solutions847-378-2275, [email protected]

Rick Ellis, Audience Management DirectorPhone: 303-246-1250; [email protected]

Letters to the editorPlease e-mail us your opinions [email protected] or fax us at 630-214-4504.Letters should include name, company, and address,

and may be edited for space and clarity.InformationFor a Media Kit or Editorial Calendar,email Trudy Kelly at [email protected].

ReprintsFor custom reprints or electronic usage, contact:Wrights Media Nick Iademarco

Phone: 877-652-5295 ext. 102Email: [email protected]

Publication SalesPatrick Lynch, AL, FL, GA, MI, TN630-571-4070 x2210 [email protected]

Bailey Rice, Midwest

630-571-4070 x2206 [email protected]

Iris Seibert, West Coast858-270-3753 [email protected]

Julie Timbol, East Coast978-929-9495 [email protected]

Stuart Smith, International

Tel. +44 208 464 5577 [email protected]


11/100

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I

ts a typical Monday morning scene at a refin-ery: the team (plant manager, supervisors,

and head operators) gets together to reviewthe past weeks performance and the com-

ing weeks plans. They talk about the industrialfluid-catalytic-cracking-unit and the key question,How was the catalyst stand pipes performance?The team answers are: Not great; there weremore alarms than usual; and were not sure why.

Plant management knows the regeneratedcatalyst stand pipe is prone to disturbances, whichleads to frustrating operational hiccups (andtrips) every now and then. Its one of the most

profitable units in the refinery, with a best-in-class historian and manufacturing intelligencesoftware. The systems generate hundreds of thou-sands of data points. Yet, the magnitude of risksand reliability associated with the stand pipe (andhow they change dynamically) remains unknown,creating challenges in managing its operation foroptimum efficiency.

This type of scene plays out often in refiner-ies across the globe and indicates a growing prob-lem as equipment ages and experienced operatorsretire. With recent advances in control and moni-toring systems, facilities are getting overloaded

with data, without clear insights into processperformance, especially development of

process risks. Over the past few years,facilities have become data rich but

information poor; this is typical-ly referred to as the big data

challenge.Big data is indeed big.Typically, more than 5

billion data points arerecorded every 6months in a plantwith about 320tags, recording

sensor measure-ments every sec-

ond. It is often characterized by four Vs: volume,variety, velocity, and variability, which change

with time. Lost in the big data flood are indica-tors that can help plants understand the dynami-cally changing risks and avoid some of the $10

billion losses the U.S. chemical and petrochemicalindustry experience annually (due to unexpectedshutdowns).

Research shows that taking a different-in-kindapproach to harnessing big data (based on pro-cessing the information directly with advanceddata mining techniques) creates a wealth ofinsights that were previously unavailable. This hassignificant potential to transform the way facilitiesoperate, and to reduce unexpected disruptions.

Current process risk analysis methods leavegaps in the risk assessment landscape. Predictiverisk assessment can help facilities prevent acci-dents and unexpected shutdowns, and operate reli-ably with reduced risk profile.

Current risk analyses, gapsImproved process risk management is the pri-

mary outcome of the widely used Process SafetyManagement (PSM) standard, which is promul-gated by the U.S. Occupational Safety and HealthAdministration (OSHA) to maintain and improvesafety, operability, and productivity of plant oper-ations. Advances have been made in the processrisk assessment area in the last decade, though sig-nificant gaps remain for some facilities.

1. Quantitative risk assessment (QRA). Typi-cally, QRAs are conducted once every 3-5 years

by most facilities. These use various data sourcesavailable to the industry, such as incident data,material safety data, and equipment and humanreliability data, to identify incident scenarios andevaluate risks by defining the probability of fail-ure and their potential consequences. They helpusers identify areas for risk reduction.

Gaps: Because QRA mostly involves incidentand failure data (excluding day-to-day process

UPDATE

Ankur Pariyani, PhD; Ulku G. Oktem, PhD; Deborah L. Grubbe, PE

Process risk assessment

uses big data

technology

Predictive, process risk assessment can use big data to assess risks dynamically

and report automatically, empowering plant personnel to identify issues, taking necessary

preventive measures to address them, avoiding a related shutdown incident or accident.

Figure 1: Extended safety pyramid developed by Near-

Miss Management LLC indicates two categories of

near-misses that are precursors to accidents. Courtesy:Near-Miss Management


15/100


and alarm data that contain information on pre-

cursor events), it has limited predictive power.

The importance of using process-specific data-

bases for objective risk analyses has been gaining

recognition.2. Safety audits. Many facilities conduct safe-

ty, health, and environmental audits using inter-

nal teams and large consulting companies, which

require significant resources. The frequency and

effectiveness of internal safety audits depend

highly on resource availability of the facility. In

most cases, safety professionals with some sup-

port from engineers, operators, and sometimes

even managers periodically review operating pro-

cedures and safety records, and conduct limited

number of interviews about safety practices.

Gaps: Formal, in-depth safety audits are con-

ducted periodically, with frequency ranging fromonce a year (in extremely rare cases more than

once a year) to once in several years. These can

not monitor changes in risk levels in real, or even

near, time.

3. Operations management and manufactur-

ing intelligence tools. Operations management

and manufacturing intelligence software provide

key performance indicators (KPIs) for perfor-

mance monitoring of operations, and assessment

of availability and effectiveness of equipment.

They focus on trending, reporting, and visual ana-

lytics of a select data slice, which help users moni-

tor the variability of different parameters in a time

period (shift, day, week, etc.).

Gaps: These systems fall short when it comes

to big data analytics, particularly when users need

insights on when parts of operation are becoming

riskier and how anomalies are creeping in. With

aging equipment and expected departure of many

seasoned operators from the workforce, this hand-

icap becomes even more considerable.

4. Condition-based monitoring tools. These

tools identify abnormal situations in real- or

near-time by comparing plant performance with

its expected behavior and alerting the user when

there is a mismatch. Both model-driven (based on

quantitative process models) as well as data-driv-

en tools (based on clustering and dimensionality

reduction approaches) are available in the mar-

ket that help operators take immediate corrective

actions as real-time alerts are dispatched.

Gaps: Because they are designed to monitor

operations in real- or near-time, they do not focus

on identifying how risks and likelihood of inci-

dents evolve over a period of time (days, weeks,

months). Although they provide smart alarms

(superior to traditional alarms with fixed thresh-

olds) that cater to the needs of operators on thefloor, they are limited in scope when it comes to

assessing magnitude of

process risks and per-

formance, which is criti-

cal information for plant

managers, engineers,and reliability person-

nel for strategic decision

making.

In real time

Accidents are rare

events that occur when

a series of (unfortunate)

failures of risk manage-

ment barriers occur in

succession, implying a

chance factor involved

in their occurrences.However, post-incident

investigations show that

there are several near-

misses that occur before

these unexpected events

that evolve (gradually or

often, rapidly) to become

abnormal situations

(Phimister et al., 2003;

Kleindorfer et al., 2003;

Pariyani et al., 2010;

Kleindorfer et al., 2012).

This concept is captured

in the well-known safe-

ty pyramid.

Figure 1 introduces

an extended version

of the safety pyramid

(developed by Near-Miss Management LLC),

indicating two categories of near-misses that are

precursors to accidents. Observable near-misses

are typically noted by the operations team, such as

equipment failures, leaks, etc. Hidden near-miss

events can be detected only through rigorous data

analysis and are typically not observable to the

human eye. Finding such events in the process and

alarm databases permits detection of operational

problems at their developing stages. Results can

be made accessible to all users (plant managers,

supervisors, engineers, reliability and maintenance

crew, as well as operators) to promote transparen-

cy among the operating team and to complement

existing PSM, hazard identification, and quantita-

tive risk analysis activities. ce

-By Ankur Pariyani , PhD, Ulku G. Oktem,

PhD, and Deborah L. Grubbe, PE, Near-Miss

Management LLC; Edited by Mark T. Hoske,

content manager, CFE Media, Control Engineer-ing, [email protected].

www.nearmissmgmt.com

At www.controleng.com/

archive

June 2013, this article

includes more gap details,

two case studies, references,

and biographies.

December 2012, the Prod-

uct Exclusive explains how

Near-Miss Management

LLCs commercial software,

Dynamic Risk Analyzer,

analyzes process and alarm

data to dynamically deter-

mine risks of continuous

processes.

Go Online

Figure 2: Variation of likelihood of shutdown for

a pressure differential variable over 4 months

shows indicators at shutdown. Courtesy: Near-

Miss Management

Figure 3: Variations of risk level for a key analyz-

er variable are shown over 5 months. Courtesy:

Near-Miss Management


16/100


It is hard not to be afraid. Recent news articles

and security analyst reports have listed the

types of attacks and illicit information gath-

ering directed against manufacturing com-

panies, and they are not what you may expect.

Much of the current press announcements are

about stealing credit card information and social

security numbers, but cyber-criminals are aftersomething much more valuable in manufacturing

companiestheir intellectual property (IP).

Advanced persistent threatNumerous manufacturing companies have

been compromised by directed attacks, usually

called advanced persistent threats (APTs). Infor-

mation stolen has included product development

data, system designs, product manuals, parts

lists, simulation technologies, manufacturing

procedures, and descriptions of proprietary pro-

cesses. This is information that can be used to

replicate production facilities. Many companies

think that this information has little value outside

their company, but it can be used by their com-

petition to replicate products and processes at a

fraction of the cost.

Most of your competitors will not resort to

using illicitly acquired information, but if your

competition is based in a country with limited

intellectual property rights, then you are at risk,

and you may have already been hacked and not

even know it. Intellectual property theft is done

in a stealth mode. There is a saying among cyber

security experts that there are only two types of

companies: those that have been hacked, and

those that dont yet know they have been hacked.

If you dont want an unscrupulous competi-

tor to use your standard operating procedures

(SOPs), production processes, product defini-

tions, and recipes, then it is up to you to ensure

that your IT department is protecting your man-

ufacturing IP. The IT department is probably

already protecting its financial and personnel

records, but it may not realize the value of your

manufacturing IP.

With physical security, a company can reduce

risk by operating in a safe neighborhood, alarm-ing all of its windows and doors, and hiring secu-

rity guards. Unfortunately, with cyber security

there are no safe neighborhoods, so you have to

protect yourself. This means that companies need

to install firewalls for interior and exterior pro-

tection. Interior firewalls provide the same level

of protection as locked interior doors and filing

cabinets inside locked buildings. You dont want

to make cyber-criminals jobs easier by givingthem unrestricted access once they are inside the

corporate network.

Access pointsWith physical security, windows and doors

are the ways in and out. With cyber security, the

ways in and out can be different. Many attacks

are introduced through infected USB drives and

email, but report back through Internet communi-

cations. IT departments should have procedures

in place to monitor all outbound Internet traffic

for suspicious and atypical behavior. Maybe you

cannot always keep the bad guys out, but you can

recognize when you have been hacked and you

can keep the thieves from phoning home.

With physical security, companies can employ

security services to monitor alarms and provide

guards to look for suspicious activity. For cyber

security, you need to employ active measures to

maintain security. These can be accomplished

through port scans, checks of actual installed vs.

approved programs and libraries, checks of actu-

al vs. approved accounts, and checks of actual

vs. approved scheduled tasks. IT departments can

usually be very aggressive in checking produc-

tion support systems without impacting direct

production systems.

Making your own safe neighborhood, lock-

ing and protecting your assets, and employing

active measures to check for security breaches

are the main tools for protecting your manufac-

turing IP. There are bad guys out there, and they

want to break in. You should work with your IT

department to make sure you can keep the bad

guys away. ce

- Dennis Brandl is president of BR&L Con-

sulting in Cary, N.C. His firm focuses on

manufacturing IT. Contact him at [email protected].

INSIGHTIT & engineering

Hacked without knowing it

Information stolenincludes productdevelopment data,

test results, system

designs, product

manuals, parts

lists, simulation

technologies,

manufacturing

procedures, and

more.

Cyber-criminals are stealing manufacturing companies intellectual property (IP).

Is your lack of cyber security hardware, software, and best practices giving away

millions of dollars of IP to unknown competitors without your knowledge?

www.brlconsulting.com

At www.controleng.com/

archive, find more under this

headline

At www.controleng.com

search cyber security

See www.controleng.com/

webcast

Go Online

Dennis Brandl

President of BR&L

Consulting


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www.cechina.cn

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Go Online

O

ne reason China has become

a manufacturing power is

that Chinas manufacturing

enterprises can benefit fromabundant labor resources and low labor

costs. With the approaching end of the

demographic dividend in China, this

situation appears ready to change. Labor

supply and demand are changing manu-

facturing enterprises in China. In the

past two years, a tighter labor market has

increased labor wages in China, especial-

ly in manufacturing-intensive areas, such

as the Pearl River Delta and the Yang-

tze River Delta. Despite average annual

wage increases of 10%, some factories

find recruitment difficult.

Automation fills the gapMany manufacturing facilities are

exploring new measures to offset recruit-

ment challenges. These include changing

modes of employment (such outsourc-

ing factory positions or functions) and

using new equipment or technologies for

manufacturing. These measures reduce

dependence on permanent employees.

Some decision makers also have been

increasing the amount of automation

used in factories. A textile processing

factory in Suzhou, Kiangsu province, set

up an automated stereoscopic warehouse

system, using an information system to

control inventory, taking the place of

manual inventory management.

The factory director said he followed

the example of another factory in the

same industry. The purchase of the sys-

tem has significantly improved efficien-

cy. In the warehouse, the system helped

reduce labor costs and the number of

errors in quantity of goods transferred,previously checked by warehouse work-

ers and transport drivers.

In some factories, industrial robots

do repetitive and high-strength work.

Robotic applications, previously used

primarily for automobile manufacturing

in China, are expanding into other indus-

tries. Foxconn, one of the largest elec-

tronic manufacturing groups, said it will

add a large number of industrial robots

into its production lines in China.

Generally speaking, challenges often

create opportunities. Changes brought by

labor supply and demand may be a new

driving force to develop Chinese manu-

facturing industries, and we also will be

happy to see Chinese workers getting

more value from their hard work. ce

- Henry Qiao is an editor, Control

Engineering China. This was translated

from a recent edition of CE China.

Labor supply, demandbring changes to China

manufacturing industriesRobotics and other automation are seen as competitive

opportunities as labor costs increase in China, according

to Control Engineering China.

INTERNATIONAL

In some factories in China, industrial

robots do repetitive and high-strength

work, countering higher labor costs in

China industrial markets. Courtesy: Con-

trol Engineering China

Henry Qiao


19/100


20/100

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New quantitative

requirements for

designing safety-

related parts of

the control system (SRP/CS)

have created many related

discussions about machinesafety. Even with these

new requirements from ISO

13849-1, the updated stan-

dard begins with the same

old qualitative approach to

determine the goal, (Per-

formance Level required - PLr), for any

safety function. The same three ques-

tions are still asked about severity, fre-

quency, and probability.

EN954-1, in 1996, put more teeth

into determining a hazard level and

related mitigation for any recognized

hazard. Each hazard required analysis by

evaluating the related potential injury by

severity, frequency, and probability. (See

graph.)

ISO 13849-1, in 2006, introduced

Performance Levels and the require-

ment to develop the PLr (the goal). Use

the qualitative approach to develop PLr

by evaluating the related potential inju-

ry by severity, frequency,

and probability. (Also see

graph.)

What were the criteria

for the severity, frequency,

and probability questions?

Is severity weighted themost because its the first

question? Such as S = 50%,

F = 30%, and P = 20%?

Or is probability asked

last because of its greater

impact? Such as S = 25%, F

= 35%, and P = 40%? Or can all three

questions be equally interchanged? ce

- J.B. Titus, Certified Functional

Safety Expert (CFSE), writes the Control

Engineering Machine Safety Blog. Reach

him at [email protected].

w SAFETYw machine

Severity, frequency, probability

ISO 13849-1: 2006Standard ISO 13849-1 begins with the old qualitativeapproach to Performance Level required (PLr) for any safety

function, looking at severity, frequency, and probability.

Engineering interaction: Go to this blog at

www.controleng.com/blogs, for related articles:

Confusion amuck, quantitative circuit design

versus qualitative risk assessment

Can end user companies comply with ISO

13849-1: 2006 without design engineering

resources?

Go Online

J.B. Titus, CFSE,

Certified Functional

Safety Expert (CFSE)


21/100

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With more than 40 live robot-

ic demonstrations and 39 semi-

nars on robotic subjects, ABB

Robotics hosted a Technology

Days event on May 15, 2013, for

current and potential customers

at its North American headquar-

ters and training center in Auburn

Hills, Mich. A large exhibition

floor put robots through theirpaces. General and application

specific information was provid-

ed to help those considering use

of robotic automation, and those

looking to upgrade or expand

existing robotic lines.

ABB experts answered ques-

tions, attendees toured the 55,000-sq-

ft facility, and an open house educated

families, youth organizations, and stu-

dents. Robotic demos included:

General applications, including

new technologies in integrated vision,

robotic safety, machine tending, and

simulated programming.

Welding and cutting, featuring

fully equipped cells for those looking to

set up an initial robotic welding opera-

tion, advanced laser welding and cut-

ting technology, and a 10-axis robot

system consisting of a smaller 6-axis

robot attached to the arm of a larger

4-axis robot for long reach applications.

Packaging, high-

lighting a three robot pal-

letizing cell with new

software for far easier

programming, three demos with

the high-speed FlexPicker includ-

ing the new 8 kg model, and two

demos with the IRB 120, ABBs

smallest 6-axis robot.

Painting, with three demos

(basic to sophisticated), display-

ing systems for all sizes of paint

operations, each providing thor-

ough and consistent paint cover-age for significant paint savings.

Service and training, with

robotic cells dedicated to training,

live remote service demonstra-

tions, and robot reconditioning.

Powertrain, covering robot-

ic automotive powertrain systems

and tours.

The lighter side, a 70-in. flat-

screen was attached to the arm of a

robot, creating a unique viewer expe-

rience by bringing virtually unlimit-

ed, 6-axis motion to the video media.

ABB RoboScreens gained

prominence in 2010 as

main stage props for the

Bon Jovi Circle Tour.

Robots serve diverse industries

NEWSindustry

Check the latestSearch ISM at www.controleng.com

Tools to improvewww.controleng.com/blogs

Never do thiswww.controleng.com/blogs

ISM Index Real World Engineering System Integration blog

Before: An ABB robot

before refurbishing,

2013 ABB Technology

Day.

After:An ABB robot

after refurbishing, 2013

ABB Technology Day.

CFE Media images,

Mark T. Hoske

www.abb.com/robotics

Go Online


23/100

SOFTWARE & SERVICESIT INFRASTRUCTURE

www.rittal.us

In a recent Automation System Integration blog post,

Anthony Baker learns that the lack of data about how a sys-

tem has been operating can create a moving target after an

upgrade. A customer required an architectural change to a

control system to support some new functions, a conver-

sion from a two PLC (programmable logic controller) system

to a three PLC system. All the old interlocks were mapped

and moved, and new interlocks added between PLCs. All

the DA (data administrator) servers, Invensys Wonderware

ArchestrA objects and Wonderware InTouch HMI software

tags were reconfigured for the new setup. In short, all items

in the checklist were complete.

The new architecture was installed Saturday morning,

and many test cases were run over a three-day weekend.

Everything looked good, so Monday night, its time start-up

production again. And everything looked good in production

too; just some minor tweaks here and there.

On Tuesday evening the, client appears:

Client: Were getting more products in wrong locations.

Immediately questions start running through Anthonys

head: What could be causing this? Are there mechanical

issues? Is the system not setup correctly? Is there a com-

munication or network issue? Why hasnt this been brought

up earlier? Anthony cant identify a cause.

Client: We still see more products in wrong locations.

Anthony: I cant find any issues; how much more?

Client: More than before. We usually get 120/160/180 per

shift, and now we see 160/180, but last shift we got 300.

Anthony: Well 300 seems like a lot more than usual.

Something else must have gone wrong.

Client: Maybe it did. I dont know really. I just know were

seeing more than before these changes were put in.

By this point Anthony is tearing his hair out.

Anthonys manager: Youre spending a lot of time on

this. How are we going to know when were done?

Anthony: I dont know. Ive fixed a bunch of things that

would have existed before the change, but they keep telling

me that its more than before, or its too much in general.

Anthonys manager: Whats the target here? Do we know

for sure what they had before?

Anthony: They dont have historical data. I heard one

guy say six per shift was expected...

In the end, it got down to a count under 30 per shift, much

lower than it was before, and the client was happy. Anthony

fixed some things that had been in the code since nearly the

beginning of the project, but hadnt come up before.

Lessons learned: If youre going to be making a change

or improvement to a system ensure you have baseline data

on how it operated before, in production. Test cases wont

always show all problems on a complex system.

- Anthony Baker is a fictitious aggregation of experts from

Callisto Integration. Andrew Barker, P.Eng., Callisto Integra-

tion, compiled the advice. www.callistointegration.com

www.controleng.com/blogs

Baseline your system or else

CE Internationalwww.controleng.com/global

Subscribe atwww.controleng.com/newsletters

See back issueswww.controleng.com/archive

Six editions globally Get newsletters Print issue archive


24/100

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nput #15 at www.controleng.com/information22 JUNE 2013 CONTROL ENGINEERING www.controleng.com

Johnson Controls, an automotive

industry supplier, is preventing breaks

in wired communications by eliminat-

ing wires and installing industrial wire-less technology for monitoring and con-

trols application resulting in half the

downtime for that application.

When most people hop into their

new car for the first time, the first

thing they do is adjust the position of

the drivers seat. Moving it forward or

backward, they either automatically or

manually adjust the

seat by pushing a but-

ton or two, or pulling

levers, to get it into a

comfortable position.Many of those seats

were manufactured by

Johnson Controls in

Tlaxcala, Mexico.

In Tlaxcala, Mexi-

co, 43 carts go through

whats known as a

urethane process as

they move around

a production carou-

sel. Johnson Controls had difficulties

with the wired communication sys-

tem, because the wires were starting

to break, and when a wire broke, pro-

duction was hindered until the wire

was fixed. This resulted in unexpected

downtime. Johnson Controls wanted to

improve the system and chose industrial

wireless communications.

Real-time requirements

Johnson Controls had four require-

ments of the new system, including

having capability for monitoring and

controlling the process in real time;

obtaining seamless and robust com-

munication between carts and system

monitoring; and having the ability to

bring data to a PC in the field office

and to control the robot permission to

run urethane injection based on infor-

mation transmitted via radios.

Johnson Controls system integrator

and distributor chose fast wireless radi-

os. Twenty-three out of 42 carts I/O

are physically connected to an industri-

al wireless radio with a master connect-

ed to controller platform. The radioscan transfer data at a high rate of speed

up to 300 Mbps.

The technology was the best option

for wireless communication based

on the testing results and presale techsupport provided on-site, explained

Adrian Torres, Johnson Controls proj-

ect leader. Adepi, the systems integra-

tor, and Risoul y Cia, the distributor,

worked with engineers from the wire-

less provider to make the project suc-

cessful and get past a hurdle involving

the data transfer rate and streamline

installation.

It took only a

couple of days to

have it complete-

ly optimized, Hugosaid.

Adepi Engineer

Joaquin Ortiz said

there have been sev-

eral benefits, includ-

ing elimination of

wiring and not hav-

ing the master PLC

inside the production

carousel.

Half the downtime

Downtime has decreased consider-

ably with the wireless communication,

approximately 50%, Ortiz said.

Speed is now optimized, and bro-

ken communication wires are becoming

a thing of the past at the Johnson Con-

trols plant. With that, so is the down-

time that occurred as a result. Data

is transferred at a high rate of speed

between each of the carts and the con-

troller platform.

The company plans to install wire-

less on the remainder of its carts later

this year. With the successful imple-

mentation of the radios, Johnson Con-

trols is also looking at installing a simi-

lar solution at its U.S. plant.

- Victor Garcia is marketing writ-

er with ProSoft Technology; edited by

Mark T. Hoske, content manager CFE

Media, Control Engineering, mhoske@

cfemedia.com.

High-speed wireless controland monitoring for carts

NEWindustry

http://adepi.com.mx

www.prosoft-technology.com

Go Online

23 of 42 cartsI/O are physicallyconnected to an

industrial wireless

radio with a

master connected

to the controller

platform.


25/100input #16 at www.controleng.com/informationwww.controleng.com CONTROL ENGINEERING JUNE 2013 23

Cyber security

survey results and

analysis and advice

from two experts are

available in a June

Control Engineer-

ingCyber Security

webcast. An RCEP

/ ACEC Certified

Professional Devel-

opment Hour (PDH)

is available. Survey

results update a 2009

Control Engineeringsurvey to

determine how industrial users per-

ceive threats to their networks, and

what steps theyve taken to defend

against cyber attackers.

The two industrial cyber security

experts are:

Matt Luallen, a cyber security

trainer and consul-

tant with Cybati and

regular contributor to

Control Engineering

Tim Conway,who recently joined

the SANS Institute

as technical direc-

tor, ICS and SCADA,

and prior director of

NERC compliance

and operations tech-

nology at NIPSCO.

Peter Welander, Control Engineer-

ingcontent manager, moderated the

discussion, which is available for

archive viewing after the scheduled

June 13 date. Participants offered

situational analysis and suggestions

based on survey responses.

www.controleng.com/webcast

Legal risk surrounds

automation, robotics,

and process industries

projects, and The

Automation Legal Refer-

ence, by Mark Voigt-

mann and published by

ISA, includes inspired

legal wisdom and wit

from years of writing

and speaking about

legalities of automation.

Voigtmann, attorney with

Faegre Baker Daniels,

expanded upon years

ofControl Engineering

Legalities columns,

speeches, and other arti-

cles, and added illustra-

tions from Aaron Reiter,

in the 160-page book.

Its appropriate read-

ing for anyone involved

with control system integration, robotic

integration, and integration of process

control projects, as well as customers,

those funding the projects, and others

involved.

Voigtmann said that in automation,

robotics, and process industries, lack

of communication is a two-way prob-lem. Not only do most lawyers have

little or no understand-

ing of what automation

companies do (mention

the word software and

many will politely look

for the exit), but I also

have seen all too many

engineers (and, frankly,

automation company

executives) attempt to

navigate their way

through legal hazards

in what can only be

described as a penny

wise but pound foolish

mannersaving a few

thousand on legal fees

on the front end only to

see a company-killing

problem arise as a result

of that inattention.

He further explains

that legal risks await-

ing those who venture out in the auto-

mation world are by no means small.

Although reading this book will not

eliminate those risks, I hope it will at

least demystify themso that each new

project is begun with open eyes.

A sampling of content is available.

For a brief preview of Voigtmanns style,you can look at two Control Engineer-

WEBCAST: Cyber security survey results

BOOK: The Automation Legal Referenceprovides legal advice with wit, wisdom

Matt Luallen,

cyber security

trainer and

consultant

with Cybati

The book, The Automa-

tion Legal Reference by

Mark Voigtmann, is avail-

able through the online ISA

Bookstore, and expands

on Voigtmanns wisdom in

manyControl Engineering

Legalities articles.

Tim Conway,

technical

director, ICS

and SCADA

with SANS

Institute


26/100

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input #17 at www.controleng.com/information 24 JUNE 2013 CONTROL ENGINEERING

ingcolumns, which are expanded into

chapters 5 and 6 in this book:

- Beware The Dirty Dozen - Legalities:

Want a good starting place for figuring

out whether to accept another compa-

nys terms and conditions? Try looking

for these Dirty Dozen contract flaws.

- Legalities: 8 Ugly Contract Clauses- Legal risks for automation industry

companies: Add these ugly 8 contract

clauses to the dirty dozen to get 20 very

serious legal risks.

And, as Voigtmann advises, This

book is intended as a general guide to

legal risk in the automation realm and

should not be relied upon as advice for

any particular situation. The law appli-

cable to any given circumstance can benuanced. Please consult counsel.

The book, The Automation Legal

Reference by Mark Voigtmann, is avail-

able through the online ISA Bookstore.

He spoke at the CSIA Executive Con-

ference in May. www.controlsys.org

www.isa.org/books

NEWindustry

Mark Voigtmann,

attorney with Fae-

gre Baker Dan-

iels, bundles and

expands upon legal

advice in a new

book, The Automa-

tion Legal Refer-ence, available

through the online ISA Bookstore.

At www.controleng.com/archive , June2013, read this for links to prior Legalitiescolumns.

Go Online

CALENDAR

Shows, events, and conferences that may beapplicable or of interest for Control Engineer-ingreaders include the following.

Siemens Summit, New Orleans, June 24-27www.usa.siemens.com/summit

NIWeek (National Instruments), Aug. 5-8,Austin, TX www.niweek.com

Pack Expo, Sept. 23-25, Las Vegas,www.packexpo.com

Emerson Exchange 2013, Sept. 30-Oct. 4,Grapevine, Texaswww.emersonexchange.org

25th National Robot Safety Conference,Oct. 14-16, Indianapolis, Ind.www.robotics.orgevents

ISA Automation Week, Oct. 18-24www.isa.orgevents

Solar Power International, Oct. 21-24,Anaheim, Calif.www.solarpowerinternational.com

AutomationFair (Rockwell Automation),Nov. 13-14, Houston

www.automationfair.com SPSIPC Drives, Nov. 26-28 SPSIPC Drives,Nov. 26-28, Nuremberg, Germanywww.mesago.deenSPS

Industrial Automation Show 2013,Shanghai, Nov. 5-9www.industrial-automation-show.com

European Robotics Week 2013,Nov. 25-Dec. 1www.eurobotics-project.eueurobotics-weekeurobotics-week-.html

Chem Show, Dec. 10-12, New Yorkwww.chemshow.com

Also see www.controleng.com/webcast.


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Peter Martin, PhD, is vice presi-dent, business value solutions for

Invensys Operations Management.

He has emerged as something of

a control strategy futurist, looking

for how our concepts of process control need to

evolve as business-related demands on manufac-

turing change. Control Engineeringcontributors

Vance VanDoren and Peter Welander asked thequestions.

CE: Over the last year or two,

you have made comments about

how process industries are chang-

ing, and suggested that you expect

a larger role for humans in con-

trol functions. With the growing

importance of automation, this

seems counter-intuitive. Where

do you see this headed?

What we see going on is thatautomatic control (and manual

control) have been applied to con-

trolling the efficiency of plants for

many, many years. Its been going

on for a long time, and were pret-

ty good at it. Over the years, weve

been able to replace human decisions with auto-

matic decisions, especially in a more real-time

world where automatic controls can make deci-

sions much better, more effectively, and more

quickly. I dont see a reversal of that. What I do

see going on is that the critical business variables

starting to change in real time. So, for example,15 years ago, companies used to be able to devel-

op contracts with their electricity suppliers for a

year at a time, essentially relegating the price of

electricity to a constant for the contract period.

With the price as a constant, all you really need-

ed to control was consumption, and by reducing

consumption, it directly translated into profit-

ability. With the opening of the power grid and

deregulation, all of a sudden the price, not only

the usage of electricity, but the price is chang-ing more frequently than it ever has.

In fact in the U.S., on the open mar-

ket, the price changes about every

15 minutes.

Historically, weve applied con-

trol theory to the plant floor, and

weve applied management theo-

ry to the business. That made some

sense because all of the critical

business variables didnt change

within a given month. You could

use monthly information from SAP

or Oracle, and youd be gettingmeasures of energy costs, materi-

al costs, and product value, all of

those things that were fairly sta-

ble and could be managed with

monthly data. Today with the open-

ing of the power grid and the dom-

ino effect that its caused, all of a sudden were

seeing not just electricity costs, but the price

for natural gas changes every 15 minutes. Simi-

lar things are happening to some of the materi-

als used in production process, especially heavy

process industries. If you watch the price of criti-

cal metals like copper, they might change mul-tiple times per minute. If one of those is a raw

Beyond automation:

Humans as processcontrollersWhile automated control systems can keep our manufacturing processes running

efficiently, new variables are entering into the production equation that are beyond what

we can expect from PID. In an interview, Peter Martin explains forces pushing a return

to humans as controllers to accommodate these changes, at least for a while.

cover story

Keyconcepts

The number of variables

that have to be consid-

ered in a control strategy

is growing in a way that

includes more business-

related elements.

Control strategies that

are adequate for running

the process may not be

capable of controllingnew variables.

Human controllers

may need to fill the gap

between needs and capa-

bilities


29/100


PhotoillustrationbyMikeSmithandPeterWelander

material in your manufacturing process, thats

a new dynamic introduced to your manufactur-

ing processa high-speed change thats never

been there before. And if youre going to playthat correctly, perhaps the products that are being

produced should be adjusted to reflect that and

reflect market demand. The three critical busi-

ness variablesproduction value, energy costs,

and material costsare changing multiple times

daily, and companies are still trying to manage

them. Its not that I see a lessening of applying

control theory on the plant floor, but rather I see

controlling the business side of industry as more

of a real time control problem than its ever been,

and we believe that we have to apply real time

control theory to those critical business variables.

That said, its not easy to apply something

like PID control because you dont get the natu-

ral periods of the loops in the business side that

you get in the process side. Therefore, what we

see going on is that humans have to jump in and

be controllers of the critical profitability vari-

able almost in the same way they were 100 years

ago for the process variables. Back then we set

operators on a hand valve looking at a gage, and

we said to the operator, Look, when the needle

goes this way, turn the valve this way, and when

the needle goes the other way, turn the valve the

other way. The interesting thing about it is thathumans did a pretty good job. What I see going

on, in terms of control theory, is that humans are

getting involved more in controlling profit. A

lot of people think, Youre talking about busi-

ness managers. But no, Im talking about opera-

tors and maintenance people. When an operator

changes the set point of a loop, lets say a tem-

perature loop from 400 to 410 degrees, from a

business point of view, that either added value

or destroyed value. Theres no other alternative.

That type of change is either creating or destroy-

ing economic value. Just like in the old days of

manual process control, if we can stick opera-tors in front of a gage that will show them what

the impact is, in terms of the business, of every

activity and action they take, then over time the

operators can learn how to take actions and how

to perform activities that will drive the most

value. Thats where I see much more manual

control than we would have seen 10 years ago,

but not at the process level, its at the business

level. But its the same peopleits the operators

or the maintenance people learning how their

actions and activities impact the profitability of

the plant. In reality, that is feedback control.

Its the difference between control and man-agement. Management is when you cant control

something. If you can control it, do. If you cant

control it, manage it. Were getting to the pointin business where the traditional management

constructs, like using monthly reports to manage

your business, are truly becoming obsolete. Its

not that we dont need the monthly reports, but

you cant use that same monthly data to manage

the performance of your operations, because the

operations are moving so fast that the speed of

the business precludes running it monthly. So if

you cant run it monthly, you have to run it in the

time frame in which it changes, which is essen-

tially becoming real time. Then the people that

become the business managers, who are the man-

ual controllers of profitability, are the operators,maintenance people, supervisors, and engineers.

Therefore, what we see going on is thathumans have to jump in and be controllersof the critical profitability variable almost inthe same way they were 100 years ago forthe process variables.


30/100


CE: But wont all these parameters taken

together threaten to exceed the ability of human

operators to keep up? Wont we have to develop

some kind of automatic control at the manage-

ment level just the way we did in the 1930s at

the process level?

I absolutely think that is going to have to hap-

pen. We all need to be looking for how to do

automatic control of all these variables. Unfor-

tunately, its not as simple as applying PID. We

have to be looking for that automatic control

algorithm. The good news is that in most parts

of the world, governments have jumped in and

regulated the time in which these variables can

change. For example, if you look at the price of

electricity on the open grid, in the U.S., it chang-

es every 15 minutes. That interval is not because

of any business or physical reality but because

the government says, You cant change any fast-

er because we cant keep up with it.

When we first started looking at this, every-

body said, Yes, this can happen for energy,

but its never going to happen for raw materi-

als because people have too much inventory, andthe inventory itself will slow things down. That

tends to be true. Inventory does add a capacity

buffer effect, but what Im seeing going on now

is business managers who understand whats

going on have two dynamic problems: One is

controlling the business, the second is control-

ling the physical process. We see a lot of people

rethinking the physical processes themselves.

North West Redwater Partnership is building

a new refinery near Edmonton. We havent built

a new refinery in North America in decades, so

why are they doing that? Today, when you pro-

duce crude from the oil sands in the Athabascarange, you put it in a pipeline and pump it down

to the U.S. or wherever youre shipping it to be

refined. During that trip its stuck in the pipe-

line for three days, and during that period the

price of that crude may have changed 120 times,

and theres not a thing a business manager can

do about it. The whole concept around storageand inventory has to be altered along with the

whole trend. I was at a Momentive Chemical

plant in Deer Park, Texas, recently, and its fas-

cinating: they have no on-site storage. They buy

their raw material off a pipeline from the refin-

ery next door. All of a sudden were finding more

and more processes that are changing because

the real-timeness of these variables. Everything

is going to become faster and faster.

I think were starting a new era for control

engineers where theyre going to have to look

at this problem and figure out how we can do

predictive control or model-based control of

business variables. Youll have profit control

cascading to efficiency control, and well have

a new type of closed-loop controller. There are

some really fun challenges.

CE: The tricky part will be finding the right

control algorithm.

You cant use PID because you dont have

a natural period in the business variable loop.

Weve come up with model-based control and

other things that are really pretty sophisticated.Maybe some of these other algorithms, expert

algorithms, or neural-net models may make

some sense going forward. Down on the plant

floor, you can always default to PID, and we

do, because its relatively easy and effective.

Maybe when we get up to business control,

because you cant default to PID, we might see

some of the great research thats been done over

the last couple of decades show its applicabil-

ity with business variables rather than process

variables.

One way might be to look at it as a real-

time optimization problem of sorts, trying tobalance production value, energy cost, and

material costs that are constrained by safety

and environmental considerations. The prob-

lem with linear or non-linear programming

today is that you typically have to pick an

objective function and relegate all your other

objectives to constraint functions. Im not sure

that will be dynamic enough. There is some

new work being done in multi-objective lin-

ear programming and optimization that holds

a lot of promise. Youre trying to balance three

objectives, production value with energy cost

and material cost, so that may be the directionfor closed-loop business control.

cover story

Were starting a new erafor control engineers wheretheyre going to have to

figure out how we can do

predictive control or model-

based control of business

variables. Youll have profit

control cascading to

efficiency control, and well

have a new type of closed-

loop controller.


31/100

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32/100


CE: It will have to be some sort of itera-

tive search optimization. Theres not going to

be a neat tenth-order differential equation that

relates inputs to outputs, which is the funda-

mental premise of regulatory control.

The other issue when you start to look at mul-

tiple-objective control and optimization is his-

torically, linear and non-linear programming

with multiple constraint functions requires a lot

of computing power to process things and come

up with optimal settings. As the time gets short-

er and shorter, how do you get that amount of

computing power in a cost-effective way? If you

think about it, there are some really fun challeng-

es. I think the golden age of the control engineer

is almost upon us.

CE: I think the golden age will be when we

can start to use some of these new techniques to

control our processes, instead of following tra-

dition and returning to PID as we have for the

last 60 years.

The thing that I worry about, and Im speak-

ing in large generalities here, is if it truly is a

cascade control structure, and we cascade prof-

itability to efficiency, we have to remember the

old concept that the secondary loop of a cascade

controller has to be four times faster than the pri-

mary loop. As the business variables get fasterand faster, we may find PID control of the pro-

cess becoming a constraint. The process could

become chaotic if the business variables move

faster than the periods of the loops on the plant

floor. That will be a fascinating thing. If that

starts happening, well have no choice but to

look at other methods of control.

CE: Thats a natural extrapolation, but

thinking in terms of costs and business vari-

ables changing faster than flow or pressure

blows the mind.

Put on a ticker for commodity prices some

time. When you see the price of copper chang-

ing every 32 seconds, can you control a tempera-

ture loop much faster than that? So ask yourself,

why dont we have a control problem right now,

because some of these variables have gotten

themselves to the speed where theyre actually

breaking into the classical temperature and level

domain, if not the flow and pressure domain.

The issue ends up being that instead of worrying

about the problem, were ignoring it and we buy

our raw stock in bulk so the inventory gives us

the buffering. We just dont worry about it.Where it will all blow up, I believe, is when

some business realizes that it can have a huge

competitive advantage by playing the price of its

raw materials effectively. When that one compa-

ny does it, everybody else is going to say, Wait

a second, in order for us to survive in this envi-

ronment, we have to think differently. I dontthink were far, time-wise, from that happening

when I see sites like Momentive Chemical in

Deer Park. No on-site inventory combined with

real-time acquisition and distribution of product

via pipeline. It fascinates me. Huge amounts of

money are at stake.

CE: This sounds interesting, but as a prac-

tical matter, how much leeway will, or can an

operator have to change whats happening? If

the plant is in a sold-out state and the objective

is to create as much product as possible, when

does it become practical to start trying to fine-

tune the parameters?

We have to look at the dynamics of the pro-

cess itself, but I think the decision criteria could

get complicated and it may be impractical if the

dynamics of the physical process are slower than

the business process. That could get into some

very difficult things.

The issue is this: Weve been working in a

world of sold-out everything. The primary phi-

losophy of business has been to make as much as

you can in a given period of time, and life as weknow it is good. Thats what everybody has been

doing. The best example is the power industry.

For years, the way the power industry worked

was they had central station, coal-fired power

plants that made as much power as they could

24/7. Pricing was regulated so they always made

a profit, everything was good, and nobody could

imagine anything different.

Then what happened? They deregulated and

the grid opened up. That means all of a sudden

there were, by law, other power suppliers, such

as windmills, photoelectric, and co-gen plants,

all these sources of power, which if they want-ed to send power onto the open grid, they had

to be paid money, based on the curr

control engineering june 2013

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