Controls to CPM Connection: Are We There?


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Controls to CPM Connection: Are We There?
The requirements for manufacturing
intelligence and visualization are
becoming requisite components of
the collaborative manufacturing

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Controls to CPM Connection: Are We There?

  1. 1. THOUGHT LEADERS FOR MANUFACTURING & SUPPLY CHAIN ARC INSIGHTS By Dick Slansky The requirements for manufacturing intelligence and visualization are becoming requisite components of the collaborative manufacturing enterprise. INSIGHT# 2003-20MDH&E MAY 14, 2003 Controls to CPM Connection: Are We There? Keywords Collaborative Production Management (CPM), Real-time Performance Management (RPM), MES, ISA-S95, OPC XML-DA, COTS Summary Manufacturers are acutely aware of the need for a link between their fac- tory floor control systems and production management systems. While this connection has been established in some industry verticals such as Semi- conductor and Electronics Assembly, for other sectors such as Automotive and Aerospace this link has been fragmented and sporadic. Automation suppliers recog- nize this need and are developing strategies and architectures to integrate automation solutions with production management systems. One problem is that the traditional MES space is highly fragmented and populated with in- house applications. Can the automation and Collaborative Production Management (CPM) suppliers successfully bridge this gap across all indus- trial verticals? Analysis Manufacturers need to access and exchange information that originates at the automation lines, equipment, and devices, with their production man- agement systems. For the most part the automation suppliers have not been able to provide a satisfactory means to move production operations data from their PLCs, controllers, devices, sensors, and infrastructure to production management systems. Furthermore, this data, often in very elemental formats such as tags and point data, needs to be aggregated and analyzed before it can become useful information to production manage- ment applications. The data that originates at this level represents real-time information that is required to power event-driven applications that pro- vide visibility for gauging activities such as RPM and work-in-progress (WIP) tracking.
  2. 2. ARC Insights, Page 2 ©2003 • ARC • 3 Allied Drive • Dedham, MA 02026 USA • 781-471-1000 • Production management functions are very critical to the execution of the production processes. While the importance of manufacturing engineering functions that define and develop manufacturing plans that detail the steps for fabrication and assembly cannot be underestimated, the systems and applications that execute and manage these processes are equally vital. Yet, despite their importance to production operations, tra- ditional manufacturing execution systems (MES) functionality has consistently been ill-defined and un- structured causing confusion among manufacturing users when confronted with choosing production management applications to fit their production proc- esses. The problem was that many of these applications did not fit or were limited to a narrow vertical industry scope, and users resorted to building in-house highly customized production management solutions. Commercial-Off-The-Shelf (COTS) solutions were more often the exception than the rule. The MES functionality problem was further exacerbated by the widely varying interpretation of just what constitutes a function within this do- main. Each manufacturer, depending on their specific vertical industry, has an explicit scope of the set of functions and applications that best fit their production processes. Some consider process planning steps combined with scheduling to be MES, while others might regard the traditional MESA definitions of production management systems. Factory operations man- agers are now demanding a broader range of functionality that better serves the requirements of a collaborative manufacturing environment. ARC has consistently referred to this expanded domain of production man- agement as CPM. Scope of CPM Extends Beyond MES Functionality Manufacturers have sought turnkey production management solutions, but are forced to do extensive customization with current COTS applications in order to meet unique production requirements. Some vertical sectors such as Semiconductor and Electronic Component Assembly have production processes that are largely uniform and consistent enough so that special- ized COTS solutions can be applied to these manufacturing processes successfully. Verticals like Automotive, Aerospace, Metal Fabrication, and Heavy Equipment are examples of complex and physically disparate as- Production Scheduling Work Flow Execution Resource Allocation Management Work Flow Modeling Dispatching Historians Labor Tracking WIP Tracking Quality Assurance Traditional MES Functions
  3. 3. ARC Insights, Page 3 ©2003 • ARC • 3 Allied Drive • Dedham, MA 02026 USA • 781-471-1000 • sembly processes with substantial amounts of outsourcing that historically haven’t responded very well to generalized production management solu- tions CPM is a response to the need for more complete collaboration and a higher level of connectivity to business processes external to the factory floor. This represents a much wider domain of activities than the former MES strategy. The demands of a much more connected and integrated product lifecycle, along with more explicit value chain requirements, have levied the need to include activities such as regulatory compliance methods, process model- ing, visibility, and analytics. Many CPM functions will fall into the category of service applications. They connect with factory floor control systems though a strategy of ser- vice-based infrastructure (SBI) applications and communication standards. One example of methods that would facilitate these connections between factory floor control systems and CPM applications would be the use of the OPC XML-DA specification in conjunction with industrial Ethernet. Automation Suppliers Seek to Include CPM within Their Solutions Portfolio As the various enterprise-wide manufacturing architectures begin to emerge from the automation suppliers, connecting CPM systems and con- trol systems will be accomplished by applying a variety of methods and strategies that allow integration of business operations with manufacturing operations. These methods and strategies include work flow process modeling en- gines, ISA-S95-based component and data models, traditional legacy component packaging, vertical in- dustry components, and manufacturing portals. The challenge for automation suppliers is not the es- tablishment of physical connectivity with CPM level application servers and systems, but including proc- esses and applications that access, aggregate, and analyze data from their control systems to create use- ful information for decision support. Additionally, these suppliers will most likely seek partnerships and alliances, and even acquisitions of CPM providers that best fit their vertical industry customer base. Currently, we are seeing a marked increase in ac- Business Process Management Integration of Factory Ops and Busi- ness Processes Connect Factory Ops with Supply Chain Visibility and Analytics Manufacturing Intelligence Workflow Planning Production Process Simulation Process Optimization Regulatory Compliance Support Partial Set of CPM Functions
  4. 4. ARC Insights, Page 4 ©2003 • ARC • 3 Allied Drive • Dedham, MA 02026 USA • 781-471-1000 • tivity in product-oriented automation suppliers moving to bolster their so- lutions portfolios with service-oriented CPM application components. Examples include Siemens acquisition of ORSI and Rockwell’s acquisition of MES integrator Interwave. Implementation of this controls to CPM col- laboration will be a joint effort between the automation and CPM suppliers, but for several industrial verticals like automotive and aerospace this is ac- tivity is at a formative stage. Recommendations • Manufacturers within vertical industries should look beyond the typical production management functions currently used in their factories, and expand the scope of activities to include CPM functions that serve to support an expanded collaborative manufacturing environment. • Manufacturers should be aware of the current activities of the automa- tion suppliers to incorporate and integrate CPM functions with their existing automation solutions. Please help us improve our deliverables to you – take our survey linked to this transmittal e-mail or at in the Client Area. For further information, contact your account manager or the author at Recommended circulation: All MAS-D, MAS-H & EAS clients. ARC Insights are published and copyrighted by ARC Advisory Group. The information is pro- prietary to ARC and no part of it may be reproduced without prior permission from ARC.