Slide 1
GEN-03Understanding OperationalInformation Transformation:From HMI/ Supervisory toOperational Teams
© 2013 Invensys. All Rights Reserved. The names, logos, and taglines identifying the products and services of Invensys are proprietary marks of Invensys or its subsidiaries.All third party trademarks and service marks are the proprietary marks of their respective owners.
Tim SowellStan DeVries
Key Takeaways
1. Changes in operational requirements, the shorter experience anddiverse locations of the workforce are driving changes in teamwork
2. These changes drive new ways of doing work, especially amongoperations teams
3. New ways of doing work drive new approaches to training andinformation visualization
Slide 3
1. Changes in operational requirements, the shorter experience anddiverse locations of the workforce are driving changes in teamwork
2. These changes drive new ways of doing work, especially amongoperations teams
3. New ways of doing work drive new approaches to training andinformation visualization
Agenda
Market/industry transformation trends
Modern supervisory/operational system requirements
• Operational alignment over a distributed system through a platform/standards
• Operational governance consistency
• Learning transformation to self-service
• From photographic to exception-based graphics (ASM)
Slide 4
Market/industry transformation trends
Modern supervisory/operational system requirements
• Operational alignment over a distributed system through a platform/standards
• Operational governance consistency
• Learning transformation to self-service
• From photographic to exception-based graphics (ASM)
Agenda
Market/industry transformation trends
Modern supervisory/operational system requirements
• Operational alignment over a distributed system through a platform/standards
• From photographic to exception-based graphics (ASM)
• Operational governance consistency
• Learning transformation to self-service
Slide 5
Market/industry transformation trends
Modern supervisory/operational system requirements
• Operational alignment over a distributed system through a platform/standards
• From photographic to exception-based graphics (ASM)
• Operational governance consistency
• Learning transformation to self-service
What’s Taking Place Today?
Holistic O
perationalC
ontrol, IncreasesScope
Consistent Processes
IncreasedG
overnance
Distributed Experts
Agin
g / I
sola
ted
HM
I sys
tem
s
Changing Operational Practices
Distributed Team
s
Modern Supervisory/ OperationsExperience Requires:
Operational Alignment Across Roles thrua Common Supervisory Platform ofModel, Namespace, Events
Standards Management, data,information
Content independent of Device and User
Same Information, Content, fromdifferent roles, devices and locations
Slide 6
Agin
g / I
sola
ted
HM
I sys
tem
s
Transition of OperationalWorker Generation
Gen
Y/
Dig
ital N
ativ
e
Rot
atin
gW
orke
rs
Mul
ti Ta
skin
g
ReplacingExisting Systems
Exception Based Control (ASM) vs.Monitor, Photographic Graphics
Consistency of Actions, OperationalProcess, Governance
Built in Collaboration, Sharing
Content independent of Device and User
Operational Training/ Self Learning
40% today’sleaders retired
1 in 3 project vs..career
Gen Y 42%workforce
60% tasks, jobshave not beenthought of today
2.4 year tenure
1 in 4 workvirtually
2020
Slide 7
40% today’sleaders retired 1 in 4 work
virtually
“The 2020 workplace will need to be adept at uniting a physically – present tribe ofemployees with a tribe of offsite, and often transient, staff. The latter will bespecifically chosen for their ability to add value to the task or project, regardless ofwhere they are on the globe.” Mike Miselowski Futurist
The Evolving Operational Landscape
Agility thruEmpowerment
Trend
KnowledgeWorkers
Changing RequirementOperational Control• Role-based to action-based• Transformable Day in the Life• Natural collaboration across roles
Operational Decision Support• Situational awareness• Preemptive practices• To be vs.. as is
Slide 8
WorkforceTransition
Rotating Roles
Digital Natives
Time to Experience• Access to experience• Self training• Understanding the future
Task/ Work Mgmt• Work/Action Capture• Work/ Action Planning• Work/ Action Consistent with inbuilt SOPs
• Government Regulations• Planet Commitment• Energy Optimization
Slide 9
OperationsOperationscontrolcontrol
BusinessBusinesscontrolcontrol
ProcessProcesscontrolcontrol
STRATEGYSTRATEGY
EXECUTIONEXECUTION
Operational Performance• Asset Utilization• Product Optimization• Agility
Critical Project Trends We are Seeing!
Slide 10
Flexible Team Coordination (Operational Centers)Enterprise Control• Game-changer: use people differently for
efficiency or agility
• Operational Team works in coordinatedfashion over multiple sites
• A community of Experts provide theknowledge/ experience real-time
• Move from individual Operational Control torunning a flexible team across a network ofoperational interfaces to execute; usually anOperational center, virtual expert teams,roaming, working as one
• Built in work practices and operational taskmanagement so tasks can be passed betweenteam members smoothly
Business,Operationsand PlantFloorpersonnelworkingtogether innew ways
Slide 11
• Game-changer: use people differently forefficiency or agility
• Operational Team works in coordinatedfashion over multiple sites
• A community of Experts provide theknowledge/ experience real-time
• Move from individual Operational Control torunning a flexible team across a network ofoperational interfaces to execute; usually anOperational center, virtual expert teams,roaming, working as one
• Built in work practices and operational taskmanagement so tasks can be passed betweenteam members smoothly
Business,Operationsand PlantFloorpersonnelworkingtogether innew ways
Operations Control Loop:Enterprise Control
• Game-changer: use people differentlyfor consistency or agility
• Standardize and govern the businessprocesses which set and change targets forkey performance indicators
• Standardize and govern the businessprocesses which set and change limits forbusiness, operations and safety
• Frequently monitor and analyze deviationsto targets and violations of limits
Slide 12
• Game-changer: use people differentlyfor consistency or agility
• Standardize and govern the businessprocesses which set and change targets forkey performance indicators
• Standardize and govern the businessprocesses which set and change limits forbusiness, operations and safety
• Frequently monitor and analyze deviationsto targets and violations of limits
Business, Operations and Plant Floor Systemsworking together
Operations Control Loop Examples
• SATORP Saudi Arabia – govern andmonitor “operations window” andassociated limits for all processingareas, tight supply chain andoperations management
• ThaiOil Thailand – govern andmonitor key performance indicatorsand targets
Slide 13
• SATORP Saudi Arabia – govern andmonitor “operations window” andassociated limits for all processingareas, tight supply chain andoperations management
• ThaiOil Thailand – govern andmonitor key performance indicatorsand targets
Agenda
Market/industry transformation trends
Modern supervisory/operational system requirements
• Operational alignment over a distributed system through a platform/standards
• Operational governance consistency
• Learning transformation to self-service
• From photographic to exception-based graphics (ASM)
Slide 14
Market/industry transformation trends
Modern supervisory/operational system requirements
• Operational alignment over a distributed system through a platform/standards
• Operational governance consistency
• Learning transformation to self-service
• From photographic to exception-based graphics (ASM)
Operations Center Example• Growth, volatility, complexity – needed a more responsive organization
• Controlling 14 Mines, 3 Shipping Ports, 1400kms rail track
Slide 15
Centralised Control Room
BENEFITS
Whole of System Visibility
Improved access toinformation
Collaboration
Operations Support
OPERATIONSCENTRE
Operational Excellence
System Performance
Simpler, smarter, fasterdecision making
Rapid Replication
UtilitiesMines Plants Rail Ports
Goals: Working Together, Leading the Industry
Slide 16
BENEFITS
Integrated Planning and Scheduling
Whole of System Visibility
Improved access toinformation
Collaboration
Operations Support
Asset MgtMining Whole of Business PlanningLogisticsQualityProcessing
OPERATIONSCENTRE
Operational Excellence
System Performance
Simpler, smarter, fasterdecision making
Rapid Replication
Our Guiding Principles & BehaviorsOur Guiding Principles & Behaviors
Systems FocusImprovement
MindsetCollaborative
CultureEffective
Relationships
Key Success Factors / Contributions for OperationalExcellence across a Distributed Value Chain(Rio Tinto)
0% 20% 40% 60% 80% 100%Minimise Ramp Up time at Commisioning
Minimise time to reach Optimum Production
Ability to reach Optimum Production ($M’s)
Minimise Cost to change systems
Ability to make changes in a reasonable…
Standardisation of systems/processes
Slide 17
Standardisation of systems/processes
Safe plant operations
Minimise System Maintenance effort & cost
Minimise Hardware & Software Support Costs
Ability to Accomodate No. of Controllers in OC
Simple Control System Operation (for Controllers)
Average Impact of Each Factor
Integration OO ASM (HMI&Alarm) PLC Blocks
Rio Tinto “RTIO” ECSStrategy Vision Summary1. Why?
– Optimize RTIO value and maximize throughput
• Simpler, smarter, faster decision making (Operational excellence)
2. How/What?– Process & ‘System’ Optimization & Standardization (continues)
• Develop and Manage Standards through the application of object basedtechnology and the application of ASM methodologies.
3. When?– The Journey continues…
Slide 18
1. Why?– Optimize RTIO value and maximize throughput
• Simpler, smarter, faster decision making (Operational excellence)
2. How/What?– Process & ‘System’ Optimization & Standardization (continues)
• Develop and Manage Standards through the application of object basedtechnology and the application of ASM methodologies.
3. When?– The Journey continues…
The Challenge of Alignment across a DynamicValue Chain
Evolution from Manned to Transition
Existing control roomsExisting operational KiosksRoaming/ Dynamic teams with Wireless
Central Coordination• End to End View• Information TsunamiOperator/ ControllersProduct ManagementPlanners
Access to Expertise• Anywhere• Any deviceExpertise in ProcessExpertise in EquipmentWithin CompanyExternal to Company
Slide 19
Slide19
How to Achieve Trusted Common InformationReal-time collaborations, SharingEnable Timely Correct Operational Decisions / Actions
EOS – The Operator in Control
Slide 20
Concept: Virtual “Situation Room”Activities are Transformational across state,Collaboration is Natural, Awareness is native
Slide 21
The Invensys Approach toCentral Control Room/ IOCS• One Platform/ Names space over all controllers• Ability to set up standards for equipment / abstracting the underlying controllers• Ability to set up Graphical standards aligned with equipment• Ability to embed operational practices / procedures• Ability to unify alarms/ events, and experience
Workflow is used to capture yourOperational practices Sustainable
StandardsConsistency
Slide 22
Unified Real-time Asset/ Process Model built on Managed StandardsRenormalizing of data into effective information/ intelligence
One Namespace, Unified Managed Configuration
LocalInfrastructure
LocalInfrastructure
LocalInfrastructure
LocalInfrastructure
ControlSystems
ControlSystems
ControlSystems
ControlSystems
StandardsConsistency
Ops Center/Control Room Crowding,Complexity of Systems
Slide 23
How can This be Improved?
KPI Dashboard DocumentsCamerasFocusFocusFocusFocus
Slide 24
HMI CollaborationTrends
AlarmAlarmClickClick
FocusFocus
FocusFocus FocusFocus
Agenda
Market/industry transformation trends
Modern supervisory/operational system requirements
• Operational alignment over a distributed system through a platform/standards
• Operational governance consistency
• Learning transformation to self-service
• From photographic to exception-based graphics (ASM)
Slide 25
Market/industry transformation trends
Modern supervisory/operational system requirements
• Operational alignment over a distributed system through a platform/standards
• Operational governance consistency
• Learning transformation to self-service
• From photographic to exception-based graphics (ASM)
Synchronizing Strategy and ExecutionSTRATEGYSTRATEGYSTRATEGYSTRATEGY
ProductionProductionControlControl
BusinessBusinessControlControl
Delay
Dist
ortio
n
“T“THEHE CCONTROLONTROL GGAPAP””“T“THEHE CCONTROLONTROL GGAPAP””
RevenueGrowth
OperatingMargin ROAIntegrated Control
Slide 26
EXECUTIONEXECUTIONEXECUTIONEXECUTION
ProductionProductionControlControl
ProcessProcessControlControl
Dist
ortio
n
“T“THEHE CCONTROLONTROL GGAPAP””“T“THEHE CCONTROLONTROL GGAPAP””
Quarters Weeks Days Hours Minutes Seconds SubQuarters Weeks Days Hours Minutes Seconds Sub--secondsseconds
Temp. Pressure Emissions
Real-Time Performance Managementalso Requires “Empowering the Edge”
…thus eliminatingthe lag between
SenseSense
&&
ResponseResponse
…thus eliminatingthe lag between
SenseSense
&&
ResponseResponse
Slide 27
Quarterly … Monthly … Daily … Hourly … Real-Time
…thus eliminatingthe lag between
SenseSense
&&
ResponseResponse
…thus eliminatingthe lag between
SenseSense
&&
ResponseResponse
In other words, “Empowering the Edge”is about…
…drivingStrategic IntentStrategic Intent
intoDaily ExecutionDaily Execution
…drivingStrategic IntentStrategic Intent
intoDaily ExecutionDaily Execution
Slide 28
Quarterly … Monthly … Daily … Hourly … Real-Time
…drivingStrategic IntentStrategic Intent
intoDaily ExecutionDaily Execution
…drivingStrategic IntentStrategic Intent
intoDaily ExecutionDaily Execution
…while enabling RealReal--Time VisibilityTime Visibilityof leading indicators to upper management
…while enabling RealReal--Time VisibilityTime Visibilityof leading indicators to upper management
Operational Innovation is Key to Accelerated GrowthLean vs. Embedded Process
EmbeddedBusiness/ Operational
ProcessLeaders in Industry areEmbedding Bus Processes toensuring consistency.
Followers in Industry are using Manual BusProcesses through tribal knowledge
Operational InnovationContinued evolution ofprocedures/ process
BeginAnalysis
IdentifyImprovement
Time
ManualBusinessProcess
ChangeComplete
Source ARC
Followers in Industry are using Manual BusProcesses through tribal knowledge
Lean Process
Embedded Business/Operational Processes Maturity
Value
Intelligent Workflow & Decision TreesVersus Linear Procedures
Step 1CheckPump
Step 2Oil
ConditionGood
LinearProcedureApproach
Decision Tree approachHelps to Achieve:
• Predictive MaintenanceCulture
• User Acceptance forMobile HandheldComputers
• Execution of BestPractices
• Retention of knowledge
vs.. Intelligent Workflow
Manual Operation
ManualData
ManualInput
Task SpecificDecision TreeCheck Pump
Oil ConditionGood BadOR
Slide 30
Step 2Oil
ConditionGood
Step 3Oil
ConditionBad
Step 4TempGood
Step 5TempBad
Decision Tree approachHelps to Achieve:
• Predictive MaintenanceCulture
• User Acceptance forMobile HandheldComputers
• Execution of BestPractices
• Retention of knowledge
Decisions
PredefinedDecision Trees ByRole, Process, Task
PredefinedDecision Trees ByRole, Process, Task
PredefinedDecision Trees ByRole, Process, Task
ShutdownPUMP
Oil ConditionGood BadOR
IF OIL GOODGO TO
NEXT PUMP
CHECK TEMP
Good Bad
ADD OILTHEN GO TONEXT PUMP
?YES NO
OR
Agenda
Market/industry transformation trends
Modern supervisory/operational system requirements
• Operational alignment over a distributed system through a platform/standards
• Operational governance consistency
• Learning transformation to self-service
• From photographic to exception-based graphics (ASM)
Slide 31
Market/industry transformation trends
Modern supervisory/operational system requirements
• Operational alignment over a distributed system through a platform/standards
• Operational governance consistency
• Learning transformation to self-service
• From photographic to exception-based graphics (ASM)
Minimizing Time to Experience
• Experience training hasproved to be the mosteffective method today
• Need the right mix oftraining:• Academic
• Near-time experiential
• Real-time experiential
Slide 32
• Experience training hasproved to be the mosteffective method today
• Need the right mix oftraining:• Academic
• Near-time experiential
• Real-time experiential
Access to Experience -Virtual Expert Teams Collaborating withLocal Teams
Unified Industrial Enterprise(Trusted System)
Planning/Scheduling Team
Operations/Process RiskExpertCommunity
Asset RiskExpert Team
Pete
Sean Phil Rob
Tom
Slide 33
Unified Industrial Enterprise(Trusted System)
Refinery 1Self Aware Model
Refinery 2Self Aware Model
Refinery 3Self Aware Model
Virtual Team could be local or longdistance remote
Local Workers who are moving within therefinery but could be roaming
Bob Bill
Frank
PlantMaintenanceTeamPlant Operations
Control
The Systemunifies distributedassets andmakes everyonesituational awareof the planned,current and pastconditions of therefineries.
Pete
Arcelor Mittal:“Facebook of Arcelor Mittal Blast Furnaces”• Description:
• Remote Monitoring, Diagnostics and Standardization (RDMS)
• Business Problem:• Require remote experts to be able to advise remote sites and provide
expertise
• 65 blast furnaces all over the world
• Old technology and no standards on measures information
• Need to establish a standard way to view blast furnaces, and onlinecommunity of information across the world
• Share Experiences with Live & Historical Data
• Instant On-line Information Exchange For Problem Solving
• Create a Powerful Knowledge Database
• Create a Community For Helping Each Other
• Solution:• Used Invensys System Platform with standard objects for Blast
Furnaces measures
• Auto updates in Near Real-time
• Notifications and standard interfaces via web
Virtual Community of Experts
Slide 34
• Description:
• Remote Monitoring, Diagnostics and Standardization (RDMS)
• Business Problem:• Require remote experts to be able to advise remote sites and provide
expertise
• 65 blast furnaces all over the world
• Old technology and no standards on measures information
• Need to establish a standard way to view blast furnaces, and onlinecommunity of information across the world
• Share Experiences with Live & Historical Data
• Instant On-line Information Exchange For Problem Solving
• Create a Powerful Knowledge Database
• Create a Community For Helping Each Other
• Solution:• Used Invensys System Platform with standard objects for Blast
Furnaces measures
• Auto updates in Near Real-time
• Notifications and standard interfaces via web
Virtual Community of Experts
New Approach to Training
• This comes from a combination of training approaches geared tominimizing time to efficiency, then driving new levels of operationaland financial performance
Slide 35
Agenda
Market/industry transformation trends
Modern supervisory/operational system requirements
• Operational alignment over a distributed system through a platform/standards
• Operational governance consistency
• Learning transformation to self-service
• From photographic to exception-based graphics (ASM)
Slide 36
Market/industry transformation trends
Modern supervisory/operational system requirements
• Operational alignment over a distributed system through a platform/standards
• Operational governance consistency
• Learning transformation to self-service
• From photographic to exception-based graphics (ASM)
Operational ExperienceChanging Face of User Base
• Move to “To Be State”• Awareness• Condition vs.. Alarm• Access Experience
“System is Aware”
“Pre-Emptive/ Dynamic”• Auto Escalation• Auto Investigation to
determine condition• Auto awareness of condition
based on History pattern• Built in Procedure• Built in How to
Slide 37
“Access to Experience”
• Auto Escalation• Auto Investigation to
determine condition• Auto awareness of condition
based on History pattern• Built in Procedure• Built in How to
• How to access experience• How to locate correct people• How to engage naturally• How to empower and synch state• How a use must be dynamic to
become an agent for task• Virtual teams
ASM Best Practice Areas - HolisticUnderstanding of Abnormal Situations
Safety Culture
Incident System
Collaboration
Participation
Metrics, Improvement
Management of Shifts/Shiftwork
Management Communications
Operational Communications
User Interface Design
Use of Technology
Control Centre and Human Factors
Housekeeping
Alarm Management
Qualifications of Training Staff
Coverage of Training program
Training Delivery
Using Many Opportunities for Training
Quality of the Procedure System
Process Hazard Analysis
Safe Work Permit Procedures
Slide 38
Understanding of Abnormal Situations
Safety Culture
Incident System
Collaboration
Participation
Metrics, Improvement
Management of Shifts/Shiftwork
Management Communications
Operational Communications
User Interface Design
Use of Technology
Control Centre and Human Factors
Housekeeping
Alarm Management
Qualifications of Training Staff
Coverage of Training program
Training Delivery
Using Many Opportunities for Training
Quality of the Procedure System
Process Hazard Analysis
Safe Work Permit Procedures
Quick ASM Overview
What is an Abnormal Situation?
• During a disturbance the automated control system cannot cope...
• So, an operator must intervene to supplement the control system
• This is an “Abnormal Situation” (we hope!)
May ImpactCan lead to
Slide 39
Product Quality
ProductThroughput
Job SatisfactionEquipment Damage
Environmental Release
Personal Injury
Loss of Life
Public Relations
Abnormal Situation ManagementPotentialImpact
Incident
AimSafety System
Alarm
Slide 40
Time
Abnormal
Normal
AimAlarm
Proactive
Costs of Abnormal Situations
OperatingTarget
Current Limit
Theoretical Limit
Performance
Lost opportunity(Cost of comfort)
Future upgrades
Lost Profit
Profit
Comfort Margin
Theoretically possible; currently unsustainable
Incident
Where the real money is
Slide 41
Time
Loss
Fixed Costs(Idle Plant)Additional
unplanned costs
Lost Revenue
PlantPerformance
Equipmentdamage, etc.
AccidentShut down
What we hear about
ECS Alarm System Management
• Original reason for the ASMconsortium
• Alarm Philosophy (EEMUA 191,ISA 18.2)
• Performance Metrics
• Alarm Management Process(Monitor, assess, rationalise)
• Tools - must support theprocess
• Fully Integrated Alarm systemin ECS (Visual and process)
Slide 42
• Original reason for the ASMconsortium
• Alarm Philosophy (EEMUA 191,ISA 18.2)
• Performance Metrics
• Alarm Management Process(Monitor, assess, rationalise)
• Tools - must support theprocess
• Fully Integrated Alarm systemin ECS (Visual and process)
Empowering the NOW DecisionThrough Exception-Based Awareness
ConditionalAwareness vs..Alarms• Pattern
Modeling• Complex Event
Engine
Ability to Lookinto the Future“What If”
SituationalAwareness
KnowledgeAccess
Slide 43
Unified Asset Model“Self Aware” understandsIntelligence/ Smart within the Asset Model
Standard best practiceprocedures, thatautomatically initiate
ConditionalAwareness vs..Alarms• Pattern
Modeling• Complex Event
Engine
SituationalAwareness
Timely awarenessIn context of meand location
Graphic Hierarchy Example
Level 1 Overviews
• Designed to provide the operators withan overview of how well their unit(s) isrunning
• Covers the operators entire span ofcontrol
• KPIs, high-level health measures
• Functional/goal-oriented
• May also contain related upstream/downstream and utilities information
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Date: Jan 1/2003, 11pmValve stem continues to stick...calledmaint.tracking number: 454632--------------Date: Dec 23/2002, 10amValve stuck today...watch over next fewdays
INFO
Cascadedto:
P221 T53 L3
ALARM
Alarm 1 Descriptor
Alarm 2 Descriptor
Alarm 3 Descriptor
CLEAR INH ENB POINTDETAIL
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60 50 40 30 20 10 0
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Shut Down Schematic Schematic Schematic AlarmSummary
E-XXXX
T-XXXT-XXX
E-XXXX
T-XXXT-XXX
CV 255
G5
OVHDF
NAPF
BTMSF
IRF
60 50 40 30 20 10
G3
TV 68 A
HV-125
Y9B
Y9A
PV 124
PV 125
Y9C
PV 126
F-570
F-120
PV 123
F-75
NAPHTHA
60 50 40 30 20 1090%
F-66HV 23
G2
F-67
F-68
CV 255
TV 68 B
45%
M
LP Sep
R. Absorber
S.O.C.
Back End
Recycle
EX PHTR
HistoryHistory
Description of the tag
12345678PV
SP
OP
UNITS
UNITS
UNITS
12345678 UNITS
TAGNAME Description of the Tag
OP
COMP
MAN
AUTO
CAS
CascadeComputer
Set toDefault
RRRRRRR
TRK
12345678
12345678
LOG
Date: Jan 1/2003, 11pmValve stem continues to stick...calledmaint.tracking number: 454632--------------Date: Dec 23/2002, 10amValve stuck today...watch over next fewdays
INFO
Cascadedto:
P221 T53 L3
ALARM
Alarm 1 Descriptor
Alarm 2 Descriptor
Alarm 3 Descriptor
CLEAR INH ENB POINTDETAIL
TREND
60 50 40 30 20 10 0
SPPVOP
TRK
500
20060 MINUTES
RANGE
LO 200DEFAULT
1000200
500HI
Feed
Schematic
Schematic
Schematic
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Schematic
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Reactors1
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Schematic1
Schematic Schematic Schematic Schematic Schematic
Other
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Schematic Schematic Schematic Schematic Schematic
Back End
Schematic
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Schematic Schematic Schematic Schematic Schematic
Hydrogen
Schematic
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Schematic Schematic Schematic Schematic Schematic
Fractionator2 3 1
Schematic
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Schematic
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Schematic1
1
1
2 1
Schematic Schematic Level 4 Schematic Schematic
Level 4 Alarm Summary
ACK TIME IN TIME LST MODE TAGNAME STATUS VALUE CURLN 11:33:20 16:15:33 SCADA01 ALAREA-P LO 5.00 LO
11:33:20 16:15:33 SCADA02 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA03 ALAREA-P LO 5.00 LO
11:33:20 16:15:33 SCADA04 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA05 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA06 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA07 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA08 ALAREA-P LO 5.00 LO
11:33:20 16:15:33 SCADA09 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA10 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA11 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA12 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA13 ALAREA-P LO 5.00 LO
11:33:20 16:15:33 SCADA14 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA15 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA16 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA17 ALAREA-P LO 5.00 LO
11:33:20 16:15:33 SCADA18 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA19 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA20 ALAREA-P LO 5.00 LO
File View Alarm General Help
Filter: ON Sort: TIME Columns Delete: ALL
Description of the tag
12345678PV
SP
OP
UNITS
UNITS
UNITS
12345678 UNITS
TAGNAME Description of the Tag
OP
COMP
MAN
AUTO
CAS
CascadeComputer
Set toDefault
RRRRRRR
TRK
12345678
12345678
LOG
Date: Jan 1/2003, 11pmValve stem continues to stick...calledmaint.tracking number: 454632--------------Date: Dec 23/2002, 10amValve stuck today...watch over next fewdays
INFO
Cascadedto:
P221 T53 L3
ALARM
Alarm 1 Descriptor
Alarm 2 Descriptor
Alarm 3 Descriptor
CLEAR INH ENB POINTDETAIL
TREND
60 50 40 30 20 10 0
SPPVOPTRK
500
20060 MINUTES
RANGE
LO 200DEFAULT
1000200
500HI
Feed
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
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Schematic Schematic Schematic Schematic Schematic
Reactors1
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Schematic1
Schematic Schematic Schematic Schematic Schematic
Other
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Back End
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Hydrogen
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Schematic Schematic Schematic Schematic Schematic
Fractionator2 3 1
Schematic
Schematic
Schematic
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Schematic
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Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
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Schematic1
1
1
2 1
Schematic Schematic Schematic Schematic Schematic
TREND
60 50 40 30 20 10 0
SPPVOP
TRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
TREND
60 50 40 30 20 10 0
SPPVOP
TRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
TREND
60 50 40 30 20 10 0
SPPVOP
TRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
TREND
60 50 40 30 20 10 0
SPPVOP
TRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
TREND
60 50 40 30 20 10 0
SPPVOP
TRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
TREND
60 50 40 30 20 10 0
SPPVOP
TRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
TREND
60 50 40 30 20 10 0
SPPVOPTRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
TREND
60 50 40 30 20 10 0
SPPVOPTRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
TREND
60 50 40 30 20 10 0
SPPVOPTRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
Type 4 Schematic
LEVEL 1
LEVEL 2
Slide 44
Level 1 Overviews
• Designed to provide the operators withan overview of how well their unit(s) isrunning
• Covers the operators entire span ofcontrol
• KPIs, high-level health measures
• Functional/goal-oriented
• May also contain related upstream/downstream and utilities information
Description of the tag
12345678PV
SP
OP
UNITS
UNITS
UNITS
12345678 UNITS
TAGNAME Description of the Tag
OP
COMP
MAN
AUTO
CAS
CascadeComputer
Set toDefault
RRRRRRR
TRK
12345678
12345678
LOG
Date: Jan 1/2003, 11pmValve stem continues to stick...calledmaint.tracking number: 454632--------------Date: Dec 23/2002, 10amValve stuck today...watch over next fewdays
INFO
Cascadedto:
P221 T53 L3
ALARM
Alarm 1 Descriptor
Alarm 2 Descriptor
Alarm 3 Descriptor
CLEAR INH ENB POINTDETAIL
TREND
60 50 40 30 20 10 0
SPPVOP
TRK
500
200
60 MINUTES
RANGE
LO 200DEFAULT
1000200
500HI
Feed
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
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Schematic Schematic Schematic Schematic Schematic
Reactors1
Schematic
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Schematic
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Schematic
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Schematic1
Schematic Schematic Schematic Schematic Schematic
Other
Schematic
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Back End
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Schematic
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Schematic Schematic Schematic Schematic Schematic
Hydrogen
Schematic
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Schematic Schematic Schematic Schematic Schematic
Fractionator2 3 1
Schematic
Schematic
Main Frac Btm
Schematic
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Schematic
Schematic
Schematic
Schematic
Level 3
Schematic
Schematic
Schematic
Schematic1
1
1
2 1
Schematic Schematic Schematic Schematic Schematic
MAIN FRAC BOTTOM
STG 2Frac
Overview
MainFrac
Middle
MainFrac
Upper
MAIN FRACPV-819
P1942
LP Sep
EX PHTR
P2225/6
STG 2 Feed
F3065.HCO
L0626.HC64
PCT
PV-818
DRAFTP3133.HC-0.1
IN_H2O
F3065.HCOOL-5
Furn Oil
RecycleFuel Gas
F3073.HCO
F-44
EFFICIENCYEF.F4483
PCT
DUTYQ.F44NET40.4
MBTU/HR
83% FBX 025.4PCT
STOPPEDSP= 5.4
B
OVHDF
NAPF
BTMSF
IRF
TYPE 2
TYPE 3
TYPE 4
630
720
CSO
LGO
HGO
TRAY 29
XHGO
TRAY 4
60 40 20 0
60 40 20 0
60 40 20 0
605
700
635
720
60 40 20 0
60 40 20 0
Offspec
Diesel
IBP
60 40 20 0
FGF
NGF
650#F
175#F
CIF
DWF
83%
5.1:1
MATERIAL BALANCE
IN VENT
H2 QUALITYRY
VENTMU
Nap Prod
88%
1st STG
DU-5
FG
MU
Solutions Outside The Box, Inc.
Frac
Frac
R.A.
Description of the tag
12345678PV
SP
OP
UNITS
UNITS
UNITS
12345678 UNITS
TAGNAME Description of the Tag
OP
COMP
MAN
AUTO
CAS
CascadeComputer
Set toDefault
RRRRRRR
TRK
12345678
12345678
LOG
Date: Jan 1/2003, 11pmValve stem continues to stick...calledmaint.tracking number: 454632--------------Date: Dec 23/2002, 10amValve stuck today...watch over next fewdays
INFO
Cascadedto:
P221 T53 L3
ALARM
Alarm 1 Descriptor
Alarm 2 Descriptor
Alarm 3 Descriptor
CLEAR INH ENB POINTDETAIL
TREND
60 50 40 30 20 10 0
SPPVOP
TRK
500
20060 MINUTES
RANGE
LO 200DEFAULT
1000200
500HI
Feed
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic Schematic Schematic Schematic Schematic
Reactors1
Schematic
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Schematic
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Schematic
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Schematic
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Schematic
Schematic1
Schematic Schematic Schematic Schematic Schematic
Other
Schematic
Schematic
Schematic
Schematic
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Schematic
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Schematic
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Schematic
Schematic
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Schematic Schematic Schematic Schematic Schematic
Back End
Schematic
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Schematic Schematic Schematic Schematic Schematic
FRACTIONATOR OVERVIEW
83%
E-XXXX
T-XXXT-XXX
F3065
OVHDF
NAPF
BTMSF
IRF
Hydrogen
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
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Schematic Schematic Schematic Schematic Schematic
Fractionator2 3 1
Overview
Start-up
Special
LP Sep
Recycle
Schematic
Fuel Gas
Schematic
Schematic
Schematic
R. Absorber
Schematic
Schematic
Schematic
Schematic1
1
1
2 1
Shut Down Schematic Schematic Schematic AlarmSummary
E-XXXX
T-XXXT-XXX
E-XXXX
T-XXXT-XXX
CV 255
G5
OVHDF
NAPF
BTMSF
IRF
60 50 40 30 20 10
G3
TV 68 A
HV-125
Y9B
Y9A
PV 124
PV 125
Y9C
PV 126
F-570
F-120
PV 123
F-75
NAPHTHA
60 50 40 30 20 1090%
F-66HV 23
G2
F-67
F-68
CV 255
TV 68 B
45%
M
LP Sep
R. Absorber
S.O.C.
Back End
Recycle
EX PHTR
HistoryHistory
Description of the tag
12345678PV
SP
OP
UNITS
UNITS
UNITS
12345678 UNITS
TAGNAME Description of the Tag
OP
COMP
MAN
AUTO
CAS
CascadeComputer
Set toDefault
RRRRRRR
TRK
12345678
12345678
LOG
Date: Jan 1/2003, 11pmValve stem continues to stick...calledmaint.tracking number: 454632--------------Date: Dec 23/2002, 10amValve stuck today...watch over next fewdays
INFO
Cascadedto:
P221 T53 L3
ALARM
Alarm 1 Descriptor
Alarm 2 Descriptor
Alarm 3 Descriptor
CLEAR INH ENB POINTDETAIL
TREND
60 50 40 30 20 10 0
SPPVOP
TRK
500
20060 MINUTES
RANGE
LO 200DEFAULT
1000200
500HI
Feed
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic Schematic Schematic Schematic Schematic
Reactors1
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic1
Schematic Schematic Schematic Schematic Schematic
Other
Schematic
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Schematic
Schematic
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Schematic Schematic Schematic Schematic Schematic
Back End
Schematic
Schematic
Schematic
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Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
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Schematic Schematic Schematic Schematic Schematic
Hydrogen
Schematic
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Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic Schematic Schematic Schematic Schematic
Fractionator2 3 1
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic1
1
1
2 1
Schematic Schematic Level 4 Schematic Schematic
Level 4 Alarm Summary
ACK TIME IN TIME LST MODE TAGNAME STATUS VALUE CURLN 11:33:20 16:15:33 SCADA01 ALAREA-P LO 5.00 LO
11:33:20 16:15:33 SCADA02 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA03 ALAREA-P LO 5.00 LO
11:33:20 16:15:33 SCADA04 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA05 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA06 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA07 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA08 ALAREA-P LO 5.00 LO
11:33:20 16:15:33 SCADA09 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA10 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA11 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA12 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA13 ALAREA-P LO 5.00 LO
11:33:20 16:15:33 SCADA14 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA15 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA16 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA17 ALAREA-P LO 5.00 LO
11:33:20 16:15:33 SCADA18 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA19 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA20 ALAREA-P LO 5.00 LO
File View Alarm General Help
Filter: ON Sort: TIME Columns Delete: ALL
Description of the tag
12345678PV
SP
OP
UNITS
UNITS
UNITS
12345678 UNITS
TAGNAME Description of the Tag
OP
COMP
MAN
AUTO
CAS
CascadeComputer
Set toDefault
RRRRRRR
TRK
12345678
12345678
LOG
Date: Jan 1/2003, 11pmValve stem continues to stick...calledmaint.tracking number: 454632--------------Date: Dec 23/2002, 10amValve stuck today...watch over next fewdays
INFO
Cascadedto:
P221 T53 L3
ALARM
Alarm 1 Descriptor
Alarm 2 Descriptor
Alarm 3 Descriptor
CLEAR INH ENB POINTDETAIL
TREND
60 50 40 30 20 10 0
SPPVOPTRK
500
20060 MINUTES
RANGE
LO 200DEFAULT
1000200
500HI
Feed
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic Schematic Schematic Schematic Schematic
Reactors1
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic1
Schematic Schematic Schematic Schematic Schematic
Other
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic Schematic Schematic Schematic Schematic
Back End
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic Schematic Schematic Schematic Schematic
Hydrogen
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic Schematic Schematic Schematic Schematic
Fractionator2 3 1
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic
Schematic1
1
1
2 1
Schematic Schematic Schematic Schematic Schematic
TREND
60 50 40 30 20 10 0
SPPVOP
TRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
TREND
60 50 40 30 20 10 0
SPPVOP
TRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
TREND
60 50 40 30 20 10 0
SPPVOP
TRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
TREND
60 50 40 30 20 10 0
SPPVOP
TRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
TREND
60 50 40 30 20 10 0
SPPVOP
TRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
TREND
60 50 40 30 20 10 0
SPPVOP
TRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
TREND
60 50 40 30 20 10 0
SPPVOPTRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
TREND
60 50 40 30 20 10 0
SPPVOPTRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
TREND
60 50 40 30 20 10 0
SPPVOPTRK
500
200
60 MINUTES
RANGE
LO 200
DEFAULT1000200
500HI
Type 4 Schematic
LEVEL 3
LEVEL 4
Overview, Process, and Data-Point
CLEANH2O-TANK-1
HeatedMixer 01
DISTILLEDH2O-TANK-2 CHEM-TANK-A
HeatedMixer 02
HeatedMixer 03
PROCESSING AREA 07
PROCESSOR LINE 003PROCESSOR LINE 002PROCESSOR LINE 001
E-42 E-48 E-47 E-39
PROCESSING AREA 44
STAGGINGAREA
SHIPPINGAREA
PROCESSING AREA 10
PROCESSING AREA 31 PROCESSING AREA 27
PROCESSING AREA 07 PROCESSING AREA 04
PROCESSING AREA 22 PROCESSING AREA 19
CLEANH2O-Tank-1
HeatedMixer 01
PROCESSING LINE001
T
TIC 736
I 36
HeatedMixer 01
TIC 736
T
TIC 736
I 36
TIC 736
T
I-6
I-5
TIC 736
Slide 45
CLEANH2O-TANK-1
HeatedMixer 01
DISTILLEDH2O-TANK-2 CHEM-TANK-A
HeatedMixer 02
HeatedMixer 03
PROCESSING AREA 07
PROCESSOR LINE 003PROCESSOR LINE 002PROCESSOR LINE 001
E-42 E-48 E-47 E-39
PROCESSING AREA 44
STAGGINGAREA
SHIPPINGAREA
PROCESSING AREA 10
PROCESSING AREA 31 PROCESSING AREA 27
PROCESSING AREA 07 PROCESSING AREA 04
PROCESSING AREA 22 PROCESSING AREA 19
CLEANH2O-Tank-1
HeatedMixer 01
PROCESSING LINE001
T
TIC 736
I 36
HeatedMixer 01
TIC 736
T
TIC 736
I 36
TIC 736
T
I-6
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TIC 736
ArchestrA Object Model Overview
Object: Processing Area 07
Object: Processing Line 001
Object: Heated Mixer 01
Object:Flow Meter
Object:Mixer Motor
Object:Steam Jacket
Containment
Containment
Containment
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Attribute:Flow Rate
Attribute:Speed
Attribute:Temperature
CLEANH2O-TANK-1
HeatedMixer 01
DISTILLEDH2O-TANK-2 CHEM-TANK-A
HeatedMixer 02
HeatedMixer 03
PROCESSING AREA 07
PROCESSOR LINE 003PROCESSOR LINE 002PROCESSOR LINE 001
ArchestrA Object Model Overview
Slide 47
CLEANH2O-TANK-1
HeatedMixer 01
DISTILLEDH2O-TANK-2 CHEM-TANK-A
HeatedMixer 02
HeatedMixer 03
PROCESSING AREA 07
PROCESSOR LINE 003PROCESSOR LINE 002PROCESSOR LINE 001
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SAL Symbols and SAL-Based Applications
- SAL Symbols utilize process data and alarm state data to present aconcise situational analysis to the operator
- An important aspect of every SAL Symbol is the Alarm Border
- The Alarm Border displays Alarm state information for the element itis representing on the screen, whether it’s a Data Point, Process, orOverview element
Slide 48
NORMAL HI-HI ALARM (HI PRIORITY)
Awareness @ every level built in AlarmAggregation
Slide 49
ASM Displays vs. Traditional HMI
Slide 50
PDO Oman: From 25 systems to Consistency• Transform• Many Systems
to One• Common Look
and Feel• Sustainable
25differentSystems
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• OperationalApproachChange
• It is Re engineernot and upgrade
ASM Benefits – scenario study results
Less Time to Orient to ProblemsThe operators using ASM displays:
– Were more proactive
– Oriented to the problem an average of 4 minutes faster
– Detected an event before the alarm 48% of the time• 38% improvement
Faster Total Completion TimeThe operators using ASM displays:
– Took less time to deal with the event
– Were more consistent
– Took 10.6 min vs.. 18.1 min avg. to complete task (41% improvement)
– Successful 96% of the time
Slide 52
Less Time to Orient to ProblemsThe operators using ASM displays:
– Were more proactive
– Oriented to the problem an average of 4 minutes faster
– Detected an event before the alarm 48% of the time• 38% improvement
Faster Total Completion TimeThe operators using ASM displays:
– Took less time to deal with the event
– Were more consistent
– Took 10.6 min vs.. 18.1 min avg. to complete task (41% improvement)
– Successful 96% of the time
Operational Excellence Journey
Where have we been?• Departmental approach• Function specific metrics• Use of spreadsheets/
manual processes• Scheduled/timed process• Tools based• Historical focus
Where are we now?• Spreading across depts.• Processes fully defined but
not streamlined orinstitutionalized
• Strategic & operationalmetrics defined but notaligned
• Technology in place tosupport data integration anddynamic reporting but thereare gaps
• Tools and process based• Near real time
Where are we going?• Clear financial and
operational metrics mappedto strategy and goals
• Business processesstreamlined and optimized
• Cause and effect fullyunderstood
• Dashboards in full use• Trends analysis• Exception handling• Collaboration and
accountability acrossfunctions
• Near real time
Where do we want toreach?• Empowerment of operators• Culture of performance and
accountability• Collaborative and dynamic
decision making• Performance information
pinpoints everyone’scontribution to goalattainment
• Clear transparency• Wide use of analytics• Sense & response
Consistency, Repeatability, Predictability
Where mostorganizations are
today
Slide 53
Stage
1
Reacting toBusiness
Stage
2
ImprovingBusiness
Stage
3
DrivingBusiness
Stage
4
Driving theMarket
Where have we been?• Departmental approach• Function specific metrics• Use of spreadsheets/
manual processes• Scheduled/timed process• Tools based• Historical focus
Where are we now?• Spreading across depts.• Processes fully defined but
not streamlined orinstitutionalized
• Strategic & operationalmetrics defined but notaligned
• Technology in place tosupport data integration anddynamic reporting but thereare gaps
• Tools and process based• Near real time
Where are we going?• Clear financial and
operational metrics mappedto strategy and goals
• Business processesstreamlined and optimized
• Cause and effect fullyunderstood
• Dashboards in full use• Trends analysis• Exception handling• Collaboration and
accountability acrossfunctions
• Near real time
Where do we want toreach?• Empowerment of operators• Culture of performance and
accountability• Collaborative and dynamic
decision making• Performance information
pinpoints everyone’scontribution to goalattainment
• Clear transparency• Wide use of analytics• Sense & response
Recommendations• Review the changes in roles the associated “Day in the life” of these
roles, and how they will interact with other roles, and how they canexecute decisions faster
• Understand how members will collaborate, share experience
• Design for trustworthy information (end-to-end)
• How standards will be enforced in user interface, model structuresand embedded operational practices
• How new operational practices can be evolved and improved overtime
• How do you reduce learning and time to experience to 20% of today
• Design for higher availability – distributed, multi-tier, redundancy,disaster recovery
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• Review the changes in roles the associated “Day in the life” of theseroles, and how they will interact with other roles, and how they canexecute decisions faster
• Understand how members will collaborate, share experience
• Design for trustworthy information (end-to-end)
• How standards will be enforced in user interface, model structuresand embedded operational practices
• How new operational practices can be evolved and improved overtime
• How do you reduce learning and time to experience to 20% of today
• Design for higher availability – distributed, multi-tier, redundancy,disaster recovery
Key Takeaways
1. Changes in operational requirements, the shorter experience anddiverse locations of the workforce are driving changes in teamwork
2. These changes drive new ways of doing work, especially amongoperations teams
3. New ways of doing work drive new approaches to training andinformation visualization
Slide 55
1. Changes in operational requirements, the shorter experience anddiverse locations of the workforce are driving changes in teamwork
2. These changes drive new ways of doing work, especially amongoperations teams
3. New ways of doing work drive new approaches to training andinformation visualization
Slide 56