Modernizations & Migrations Lessons Learned

Part ILaurie R. Ben

John Dolenc

IntroductionIntroduction Part I

– Modernization/Migration Projects Overview– Choosing the Approach/Strategy– Justification : Where’s the money coming from? ROI– Cost Impacts: Where’s the money going? TICC– Summary: Part I

Part II– Risk Mitigation & Best Practices – Lessons Learned: What to watch for?– Summary Part II

Migration Issues for ManagementMigration Issues for Management

What do we need to do? What do we gain by modernizing the automation system? Who can do this for us? (plan / design / implement / start-up) How much will it cost? How long will it take? How long does the process need to be shutdown? What are the other risks of the process not starting back up

on time and in spec? How are the risks mitigated?

Migration Projects Differ from New ProjectsMigration Projects Differ from New Projects

Documentation may not be readily available or up-to-date Automation hardware needs to fit into existing equipment

or free space Small window for installation shutdown or requires hot

cutover May need to do project in phases Intensive testing is absolutely necessary to ensure

successful start-up Operational improvements derived through better

automation are expected

Modernization/Migration PlanningModernization/Migration Planning

Legacy DCS

• Approach/Strategy

• Scope of Work

• Justification

• Cost

• Risk Mitigation

• Schedule

Migration Strategy: Options to ConsiderMigration Strategy: Options to Consider

As-Found – Migrating “EXACTLY” what is in the legacy system to DeltaV

Functional – Migrating the “FUNCTIONALITY” of the legacy system to the DeltaV system using today’s technology

Modernization – Applying state of the art applications, including field devices, in addition to functional migration to achieve “BEST IN CLASS” benefits

Migration Scope Options to Consider Migration Scope Options to Consider

Replace the entire automation system at one time– Cold Cutover

• Completed Replacement (including field terminations)• Marshalling System (minimizing downtime)

– Hot Cutover Phased approach

– Vertical (Process Area)– Horizontal (Platform Focus)

• HMI interoperability (Controller and I/O remain)• Controller replacement (I/O remain)• I/O Card replacement (Field terminations remain)

Hot vs Cold Cutover: Key Economic DriverHot vs Cold Cutover: Key Economic Driver Cold Cutover

– Engineering & construction perspective – Potential for plant upsets minimized or eliminated– Safety Hazards greatly reduced– Environmental releases eliminated– Manpower/resources deployment flexibility– Uncertainties of BAD data reduced (instrument or process

problem?) Hot Cutover

– Economics (no production loss)– Operations Perspective: process problems typically taken

out of equation, smoother transition – Operator & Maintenance Training are simplified, one-on-

one– Eliminates time-consuming, expensive, and dangerous

start-ups (Continuous Industries)

Vertical vs. Horizontal ApproachVertical vs. Horizontal Approach Vertical Migration – Based on migrating one complete

automation system/area at a time Horizontal Migration – Based on migrating “equipment

type” at a time across automation systems Decision Factors – Operating Philosophy

– Interim Journey: Operate 2 systems for some period of time?– Plant Area at a Time: Can you divide up by Controller or Control file

at a time ?– Segregated I/O: How is I/O laid out in cabinets? Interchange within

areas? How is spare capacity used?– Best Practice: Detailed/Meticulous site audit of hardware/field

wiring terminations

Additional Drivers that Direct the Migration/Modernization ApproachAdditional Drivers that Direct the Migration/Modernization Approach

Capital budget restraints Production / Shutdown schedule constraints Legacy system infrastructure layout Free space constraints Equipment obsolescence status Justification driver

Horizontal Migration Phased ApproachHorizontal Migration Phased Approach

DeltaV Control Network

Data

Server

Control

and/or

MUX I/O

DVOP Server Network

PROVOX Data Highway I or II

SRx

HDL

Horizontal Migration Phased ApproachHorizontal Migration Phased Approach

v1.3 Released July 2009v1.3 Released July 2009

New in v1.3:

Support for R4xx, PLCG &

EPLCG

Horizontal Migration Phased ApproachHorizontal Migration Phased Approach

Legacy Platform Support– Hardware/Software

Communication Bandwidth Communication Style

– Exception Based Reporting– Token Ring– Polled / Scan

Communication Protocol

OPC Server

Network protocols Varies

Capacity per unit 30,000 parameters

Network speed Varies, 100 Mbaud max

Data throughput 5,000 parameters/s

Stability Medium Low

Redundancy Possible

Ease of use Low

Cost 4X plus

I/O Bus Interface MethodsI/O Bus Interface Methods

Maintain Existing I/O subsystems

Virtual Interface Module (VIM)– EthernetIP or Modbus TCP/IP– Integrates Plant Networks as

DeltaV I/O PLC I/O Interface

– Migrate control, keeping I/O Using standard DeltaV Cards

– Profibus DP examples• Texas Instruments 500 & 505• ABB S800

– DeviceNet examples• Rockwell (Allen Bradley) 1794

Flex IO

I/O Bus InterfaceCommunication Protocols ComparisonI/O Bus InterfaceCommunication Protocols Comparison

Serial Industrial Ethernet OPC Server

Network protocols Modbus, DF1 Modbus TCP/IP, Ethernet/IP

Varies

Capacity per unit 3,200 registers (32 datasets)

12,800 registers (128 datasets)

30,000 parameters

Network speed 19.2 Kbaud typical, 115 Kbaud max

10 Mbaud Varies, 100 Mbaud max

Data throughput 1,000 ms / dataset 100 ms / 16 datasets 5,000 parameters/s

Stability High Medium High Medium Low

Redundancy Yes Yes Possible

Ease of use High High Low

Cost 1X 2 – 3X 4X plus

Protocol utilization

(ARC Industrial Ethernet Study 2004)

Modbus TCP/IP 26%

Ethernet/IP 25%

ProfiNet 2%

Foundation Fieldbus HSE 2%

I/O Replacement – Legacy Field Wiring Terminations RemainI/O Replacement – Legacy Field Wiring Terminations Remain

Maintain Legacy Device Wires in Place

Get the raw field signal whenever possible

Only add conditioning components when necessary

No reverse engineering of proprietary I/O protocols

Electronic Marshalling- MigrationsElectronic Marshalling- Migrations

•Use existing cabinets/racks

•Shutdown or Hot Cut Over

•Minimize Shutdown durations

•State of the Art Electronic Marshalling

•No Hybrid parts or specialty cables

•Use existing cabinets/racks

•Shutdown or Hot Cut Over

•Minimize Shutdown durations

•State of the Art Electronic Marshalling

•No Hybrid parts or specialty cables

Modernization/Migration PlanningModernization/Migration Planning

Legacy DCS

• Approach/Strategy

• Scope of Work

• Justification

• Cost

• Risk Mitigation

• Schedule

Design for the Justification DriverDesign for the Justification Driver

Understand the business objectives

Review historic plant performance

Audit existing process for poor performance and variability

Define opportunities for improvement through automation

Items to Consider for Operations: Performance ImprovementsItems to Consider for Operations: Performance Improvements

Equipment utilization / efficiency Performance variability Poor control loop performance Too many loops in manual Manual actions that are done inconsistently by

operator choice Scheduling difficulties Manual paperwork

Modern Control System FeaturesModern Control System Features

Ease of use to apply more complex control strategies and flexibility to easily modify strategies

Built-in batch sequence control with S88 standards Built-in tools to monitor equipment and control loop

performance Platform for gathering process unit information and easy

integration to Plant ERP systems

System Migration JustificationSystem Migration Justification

Benefits come from: Increased Capacity Reduced Manufacturing Costs Increased Overall Equipment Effectiveness Improved Supply Chain Logistics Improved Health, Safety and Environmental

Actions

Batch Capacity Increase ExampleBatch Capacity Increase Example

REACTOR

BASE BATCH TIME(HRs)

NEW BATCH TIME FROM

AUTOMATION

NEW BATCHES PER YEAR

DELTA CAPACITY

(kg)PERCENT INCREASE

100 12.1 10.3 209

310,000 17%

200 13.7 11.6 364

570,000 18%

300 17.8 14.8 285 490,00 20%

400 26.3 22.9 184

560,000 15%

500 26.3 22.9 184

540,000 15%

Capacity Optimization to Meet Production DemandCapacity Optimization to Meet Production Demand

Demand Estimates by Quarter

Actual Demand by Day

Capacity

Demand

Improved Control – Run Closer to LimitsImproved Control – Run Closer to Limits

Before Automation After Automation

$$$

Limit or Spec Target

Set Point

•Increased Yield

•Reduced Energy Consumption

Safer operation

Fewer unscheduled outages

Time

Shorter scheduled outage

Higher sustained

production with

minimized costs

Longer duration to

scheduled outage

$ P

rofit

+

-

Overall Equipment EffectivenessOverall Equipment Effectiveness

Asset Management

Production Control

Example Manufacturing Process - TodayExample Manufacturing Process - Today

Business

Management

Business

Staff

Plant

Management

OperationsData manipulation

Data validation

Data entry

Shift logs and morning report, includes

production, quality, safety and environmental

data

No daily economic data

Develops

standard costs

Costs reported

on a monthly

basis

Daily inventory update

Monthly reconciled consumption, production and

cost reports

E

R

P

Process Control

Data Historian

Future Manufacturing Vision Future Manufacturing Vision Business Management

Business Staff

Plant

Management

Operations

E

R

P

KPI

KPI

Advanced Process Control

Production

Accounting

Data Historian

Production Management

ERP

Integration

ERP

Integration

Business Process Integration

Business Agility

Improved decision making with more timely

and accurate information

Actual consumption on a daily basis by product

batch

Automatic classification to the highest margin

product

Alarming and prompting for assignable cause

Batch records that include process variables,

lab data, batch number, rail car number, and

other relevant business data

Accurate decisions based on

validated real-time information

Automatic production reporting

Greater visibility of work in

progress (for CTP)

Actual consumptions for MRP and

product costing (for PTP)

Operational benchmarking and institutionalization of best

practices - Process Excellence Sustainer

Performance against benchmark (for KPI’s)

Customer technical support (for CRM)

Facilitate alignment of plant teams for improvement

opportunities

Integration Capabilities

Plant Performance

Real-time response to operational variability

due to more timely, accurate and contextual

information

Health, Safety and EnvironmentalHealth, Safety and Environmental

Reduce / eliminate releases– Increased process monitoring – Conditional interlocking– Early notification of abnormal situations

Automate regulatory monitoring and reporting On-line alarm response instructions

Modernization/Migration PlanningModernization/Migration Planning

Legacy DCS

• Approach/Strategy

• Scope of Work

• Justification

• Cost

• Risk Mitigation

• Schedule

System Migration Cost DistributionSystem Migration Cost Distribution

Engineering and Installation costs may be greater than equipment/software costs

Choice of new system components affects the engineering and installation costs

Installation26%

System Cost21%

Engineering Design21%

DCS Configura-tion20%

Other12%

What is the impact of electronic marshalling on

migration projects?

Project Task Analysis – Rack Room Migration with CHARMS I/OProject Task Analysis – Rack Room Migration with CHARMS I/O

S-series

Controller

Replace termination

panels

w/ CHARMS

Junction Box

Existing Marshalling CabinetsExisting Cabinet

Marshalling Cabinet

ActivitiesCabinet layout

Terminations / CIOC Assembly / interposing

relay design

I/O wiring schematics (reduced)

Power & grounding for CHARMS

Ethernet network layout

Controller / I/O Cabinet

ActivitiesI/O lists & controller sizing

Cabinet layout (reduced)

Power & grounding for controller and I/O

cards

I/O wiring schematics

Loop drawings (reduced)

Junction Box Activities

No activities

I/O

TRADITIONALHIGH DENSITY I/O

CHARMS

Balance ofProject

Install

E&I Design

ControlSystem

Total Installed and Commissioned CostRack Room ReplacementTotal Installed and Commissioned CostRack Room Replacement

TICC WITHIN 2%

Project Task Analysis – Modernization with CHARMs FJBs

Project Task Analysis – Modernization with CHARMs FJBs

S-Series

Controller

CHARMs

Junction Boxes

Marshalling Cabinet

ActivitiesCabinet layout

Terminations

I/O wiring schematics

Controller / I/O Cabinet

ActivitiesI/O lists & controller sizing

Cabinet layout (reduced)

Power & grounding for controller and I/O

cards

I/O wiring schematics

Loop drawings (reduced)

Junction Box Activities

I/O Marshalling

Layout

Terminations / CIOC Assemblies /

interposing relay design

I/O wiring schematics (reduced)

Power & grounding for CHARMS

Cable tray layout (reduced)

TRADITIONALHIGH DENSITY I/O

CHARMS

Balance ofProject

Install

E&I Design

ControlSystem

Total Installed and Commissioned CostI/O in the FieldTotal Installed and Commissioned CostI/O in the Field

TICC 22% LOWER WITH CHARMS

Installation27%

System Cost21%

Engineering Design

20%

DCS Configura-tion20%

Other12%

Total Project Cost DistributionTotal Project Cost Distribution

Traditional I/O CHARMS I/O

Installation18%

System Cost29%

Engineering Design

19%

DCS Configura-tion22%

Other12%

10% reduction in Total Cost

Summary: Part ISummary: Part I Modernization/Migration Projects Overview

– Issues for Management– Differences from New Projects

Choosing the Approach/Strategy– Options to Consider– Horizontal, Vertical, All at Once?– PLCs: Integration vs Migration – Electronic Marshalling, Save the Field Wiring

Justification : Where’s the money coming from? ROI– Batch or Continuous Automation– Production or Asset Management– Obsolescence

Cost Impacts: Where’s the money going? TICC– Impact of Electronic Marshalling on Modernization/Migration