mon 14.25measuring and maintaining advanced control performance r saliss honeywell
TRANSCRIPT
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Measuring and MaintainingAdvanced Control Performance
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Agenda
What is the problem?Why does Advanced Process Control performance
decay?
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How to measure APC benefits
Requirements for a successful maintenanceprogram
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The Good News?
APC is now widely accepted in the
process industries
APC technology is well-provenand understood
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Well-performing APC can delivermulti-million $$ benefits
..so, whats theproblem?
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Is there a problem?
APC is an asset and needs to be maintained
Poorly performing APC can deliver zero benefits
Poorly performing APC may even cost money!
Its not so easy to measure performance and detect a drop-off
Its very difficult to track economic performance of APC
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wrong
Skilled resources are scarce in order to understand the problemand fix the applications
You bet theres a problem!
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So, why does APC performance decline?
Design
Poorly conceived missing variables or improper
objectives Incomplete applications designed around poorly
functioning instruments, etc.
Maintenance
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Plant modifications Process changes
Instrumentation malfunctions
Changes to regulatory tuning & structure, instruments &
analysers Lack of modern tools (effort prioritization and efficiency)
Operator acceptance and understanding
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So, why does APC performance decline?
Operator acceptance and understanding
Change in personnel
Lack of training
Lack of involvement and acceptance at original project
Leads to
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PID loops in manual
Turned off because not understood
Adversarial attitude vs. First line of defense
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So, why does APC performance decline?
Poor Performance!
Poor Performance!
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Process
DesignController
Design
Process
Changes
Control
Hierarchy
NMP zeros Nonlinearity
Interactions
ControllerStructure
Constraints
Uncertainty in
process model,
disturbances
Sensor failure
layer PID layer
Various
subsystems
Process
DesignController
Design
Process
Changes
Control
Hierarchy
NMP zeros Nonlinearity
Interactions
ControllerStructure
Constraints
Uncertainty in
process model,
disturbances
Sensor failure
layer PID layer
Various
subsystems
NMP zeros Nonlinearity
Interactions
ControllerStructure
Constraints
Uncertainty in
process model,
disturbances
Sensor failure
layer PID layer
Various
subsystems
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So what do we need to do? Define
What are the problems?
What are meaningful metrics for success?
Measure
True economic performance of APC to justify investment and demonstrate dollarvalue to all stakeholders
Relative and absolute performance to indicate when need controllers need
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attention Analyse
Root cause analysis tools to help diagnosis
Consider the APC and PID monitoring performance together
Implement
Need the APC HMI and basic performance measurement to be designed withoperators in mind
Control
Consider monitoring and maintenance tools and procedures as part of
continuous improvement process
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Monitoring Requirement checklist
Make use of modern system and network capabilities.
Remote monitoring is increasingly possible with IT
technology, especially
suited to remote operations eg offshore assets and difficultlocations
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,
monitoring APC
Regulatory controls and instruments
Alarm systems
Use visualisation and reporting methods that are simpleand easy to understand, appropriate to the user role
Provide diagnosis and root cause analysis tools
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APC Maintenance Program Goals
Safety & Reliability APC must be safe, reliable and predictable
Operations and operators must be comfortable and confident Measure value in terms of economic returns
Metrics that measure real-time economic value are required
Value improvement program needs to be in place
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Variables outside the scope of the APC box need to be tracked Maintenance requirements on assets need to be quantified
Collaboration & decision support Reduce decisions made in isolation
Work with other parts of organization to determine highest priority
maintenance tasks Communication & visibility
Communicate value to executive management
Create the visibility necessary to justify investment
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Uptime Most basic goal used to measure performance Provides lowest long term ROI Organizational visibility is typically within APC department
Value degrades over time back to pre-APC levels Operators call the shots, objective function relatively constant Support level is reactive
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Time (Months)
6 12 18
50
100
Ben
efits(%ofOriginal)
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Incentivized Operators Operators goaled to use controller
ROI better than uptime, but not sustained very well
Organizational visibility typically broadens to unit supervision
Operators determine ultimate value but benefits fall off Operators call shots but somewhat aware of consequences of moves
Support level is reactive with some proactive aspects
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Time (Months)
6 12 18
50
100
Benefits(%ofOriginal)
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Push Constraints Unit operations goaled to push constraints (typically process engineer)
ROI sustained better than previous methods
Organizational visibility broadens to operations management
Engineered objective function determines value
Objective function specified to push variables in predefined directions
Support level reactive and proactive
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Time (Months)
6 12 18
50
100
Benefits(%ofOriginal)
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Operating Value Production planning tracks operating value
ROI sustained and in terms of current economics
Organizational visibility extends up to production planning
Unit economics determines value Objective function based on product values and operating costs
Support level reactive, proactive and opportunity assessment
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Time (Months)
6 12 1
8
50
100
Benefits(%ofOriginal)
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Production Planning Tool Production planning incorporates APC into planning process
Best sustained ROI and helps drive RT operating decisions
Organizational visibility extends to executive management
Economic value maximized Economic objectives determined at site wide level
Support level reactive, proactive, opportunity assessment and incorporatesvariables outside of APC scope
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Time (Months)
6 12 18
50
100
Benefits(%ofOriginal)
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Measuring APC PerformanceUtilization: If the controlleris not being used, there islikely a fundamental problem.
Performance: controllermay be ON, yet performing
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.
analyze the performanceof the various CVs,constraint variables, etc.
Diagnostics: identify &pinpoint the areas ofdeficiency (e.g. model plantmismatch, improper tuning,instrumentation issues, etc.)
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Metric Goal
Service Factor Weekly > 90%, Quarterly > 95%
CV/MV
Example of APC performance metrics
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EffectiveService Factor
Weekly> 90%, Quarterly > 80%
Model Index %
This is an example of simple and effective metricsimplemented by a Honeywell customer across multiple
controllers and sites
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Example of APC performance metrics
&
&
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Original benefits were estimated to be $300K per year Primary controller objective is to Maximize Feed
Maximizing feed is indicated by operating very close to two keyconstraints
Assume that each constraint is equally important to indicate that feedis maximized
Define Custom Performance Metrics as follows:
Example of APC performance metrics
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PM1 = 10*(% of time close to constraint A + % of time close to constraintB)/200 Best value of PM is 10.
Benefits Metric: PM2 defined as 30* PM1 which is the annual benefit derived by the
controller over the time period,
LossMetric: PM3 : (300- PM2)
Flag a controller based on lost benefits Compare applications on a common basis
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Controller June
1-5
June
5-10
June
10-15
June
15-20
June
20-25
June
25-30
Overall
Preflash1.90 2.90 8.09 9.44 8.95 8.13 6.32
Crude1.68 3.11 8.07 8.15 6.86 8.71 6.02
Vacuum2.33 1.91 8.26 7.85 8.28 7.24 5.98
DIH2.89 3.33 6.57 8.17 7.26 9.93 6.34
Debut6.00 8.14 7.94 5.25 5.37 4.59 6.62
GasCon 5.59 4.51 6.63 6.03 6.34 5.98 5.43
Example of APC performance metrics
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x egen8.98 8.80 8.26 8.03 8.47 8.59 8.76
Syn Tower 5.79 4.60 4.78 4.31 4.61 4.64 4.81
VRU 6.25 7.67 7.15 6.11 7.25 4.51 6.55
Poly Splitter 7.71 6.13 7.45 8.65 5.32 4.73 6.58
Isomax Rx 1.95 3.38 6.00 2.10 5.66 5.87 4.62
Isomax Debut 0.96 5.04 5.34 7.26 8.15 5.42 5.07
Isomax Frac 0.86 3.92 5.89 2.95 6.36 5.28 3.91
B-4401 2.57 6.51 9.75 7.48 4.00 8.92 6.95
H2Grid 2.88 6.72 5.24 5.28 3.56 8.33 6.02
E-4021 5.03 0.95 3.26 4.04 0.38 0.00 2.63
E-4106 6.83 3.15 4.05 7.56 5.87 7.42 5.73
E-4161 7.36 2.90 0.66 0.01 3.53 4.51 3.04
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APC Performance Visualisation
22 MV Effective Utilization
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APC Performance Visualisation
23 Constraint Monitoring
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On line benefits assessment Best Operator Method*Assumptions:
Validated model
Operator can make limited amount of moves
Operator will always make just the right move
Calculation:
=
25
= measured output MINUS controller contribution PLUSoperator contribution (MVs moved at lower frequency)
Controller moves
)Y(F(Y)F(
))Y(FY((Y)F(
YY(Y)F(
,
HPhHP
unc
LPhHPunc
operhHP
unc
)
)
)
48
48
48
=
=
+=
)(un
*As presented by E Tolsma & R Fourie, Sasol, Honeywell User Group 2010
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Calculate delta:
Use the 5% New Limit Rule
Thus, make use of actual limit and not controllers hard limit. Benefit delta between and :(Y)F
hHP48)(Yunc
On line benefits assessment Best Operator Method
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0
5%
)(uncY
)(48hHP
Y
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Sustaining Benefits: Industrial Adaptive Workflow
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RuntimeMetrics
Diagnosticsand Analysis
Real-time CLiD Runtime Infrastructure
Automate tasks where sensible
Result:
Improve Overall Sustainability
Enable Remote Serviceability
Enable Remote Collaboration
Real-Time Update
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APC Monitoring Technology: A Merger of Strengths
Profit Expert
ControlPerformance Monitor
CV model and phase index& residual analysis
Estimator/Analyzer KPIs
PID controller KPIsNext Generation
Monitoring Platform
MES Standards-based
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MV/DV specific model qualityTuning Recommendations and
Confidence
Constraint set analytics
Detailed Printed Reporting
Loop ScoutBenchmarking
Remote Data Support
Expert Guidance
Sort & Filter
presented via
Web-centric reportingNotification services
Aggregate results
Business-Level Workflowintegration
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Summary APC is an asset that needs monitoring and maintenance
to sustain benefits
Tool and techniques are available to measureperformance
Information must be relevant and appropriate
Use same visualisation and re ortin methods as for
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other automation assets Measuring and tracking economic performance is key
Consider APC monitoring & maintenance as part ofcontinuous improvement workflow
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Thankyou!
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