When a legacy control system became too difficult to support,
Stupp Corporation looked beyond a simple update to a
solution that could enforce workflows and help uncover areas
of improvement at its steel line pipe facility. A comprehensive
software solution with FactoryTalk® ProductionCentre® MES led to
a 2 percent increase in yield within the first year. It also provided
information to guide capital investment based on ROI. Stupp
Corporation will next deploy FactoryTalk® Analytics Scio software to discover even more meaningful data.
Introduction to FDO and How It works Applications _ Richard at FIDO Alliance.pdf
Stupp corporation improved control and gained insight with mes
1. Improved Control and Insight
with MES
Stupp Corporation Systems Upgrades
June 11, 2018
2.
3. • Chief Information Officer
• 40 years IT experience
• 10 years USAF
Intro
www.stuppcorp.com | the energy-filled company 3
• Client Executive
• 20 years real-time
systems experience
4. People, Process & Technology
www.stuppcorp.com | the energy-filled company 4
Technology
PeopleProcess
Sweet
Spot
People and Technology
Without Process
Automated chaos and confusion
Poor customer service
Automated
Chaos
People and Process
Without Technology
Frustration and inefficiency
High cost of operation
Frustration
Process and Technology
Without People
Alienation and turnover
Underutilized systems
Alienation
The Art and
Science of
Change
Management
Adapted from "Lean Enterprise Systems,
Using IT for Continuous Improvement,"
www.steadyimprovement.com
8. FactoryTalk® ProductionCentre MES Implementation
www.stuppcorp.com | the energy-filled company 8
QUALITY
MANAGEMENT
MATERIALS
MANAGEMENT
PERFORMANCE
MANAGEMENT
RECIPE
MANAGEMENT
LOT-TRACKING
GENEALOGY
2 Plants
ORDER
MANAGEMENT
VANTAGE POINT
& HISTORIAN
ERP & Controls
Integration
Make to order
1400 pipes/day
Deciding Factor: proved business value for MES
The foundation of everything we do
Has an impact on everything
People tend to be the hardest
most variables
Disparate controls
Islands of automation
Difficult to troubleshoot problems
Run to fail mentality
Ownership issues
Home grown software
Not many options in the 90s
Grew from Access applications
Eventually evolved to .Net
Lack of visibility into our manufacturing processes
isolated systems made it hard to get info
Silos of information
Not just system silos
People silos developed over time
Data silos
No productive way to tie it together
Protective processes
Shadow IT
Staffing issues
Maintaining engineers to support
Maintaining developers to code
How do you eat an elephant?
Culture change
Run to fail mentality created the best firefighters
Culture initiative started from the holding company
Requires leadership and executive presence
Governance
Implemented enterprise wide
Oversight
Steering
Project
PMO
How do we know we have successful projects if we don’t measure them?
Varying structure in projects across all operations
Brock taught us how to deliver real project management
Aligns with governance
Better visibility into project progression
Improved communication with the board
Prioritization
Reduce whiplash
Set expectations within organization
Reduce firefighting
Defined systems as level 0 through 4
Controls
streamline
standardize
data concentrator
Manufacturing systems
Business systems
Name Description Example Responsibility
Level 0 Sensor Level (Measuring Devices): Pressure, Temperature, Speed, Accelerometer, Force, Position, Shape, Thickness, etc. Sensors Mill Maintenance
Level 1 Controller Level (Feed-back Closed Loop Control): Speed Regulator, Tension Regulator, Sequence Control, Position Control, Temperature Control, SCADA, etc. PLCs Mill Controls Group
Level 2 Machine Level (Set-up Models): HMIs, Mill Set-Up Control, Coil Tracking, etc. Recipes Mill Controls Group
Level 3 Plant Level MES, MRP: Scheduling, Material Flow, Manufacturing Execution System (MES), etc. Dashboards, etc. Mill Controls Group / Information Systems
Level 4 Corporate Level CRM, CMMS, LMS, ERP: Order Process, Enterprise Resource Planning (ERP), etc. AX, CRM, CMMS, LMS, etc. Information Systems
Deploy state-of-the-art manufacturing system
Brock worked with team to develop business requirements and functional spec
Used to determine if project should move forward
Helped scope the project
Entire Stupp team engaged
Challenges
We’ve always done it this way
Don’t have time to plan
Difficult to have vision
Benefits
Improved access to data
Supportable system
Yield improvement through cut optimization
Change control
Must be driven by senior leadership
Brock managed us through the process
Leveraged relationship with Rockwell
Provides sustainment services
Greg to provide walkthrough
ERP implementation
Process standardization
Expected benefits
Real-time access to data
Streamlined processes
Documented system
Change control
Must be driven by senior leadership
The real reason we did all of this
Fusion of operational and cost data
Ability to make better decisions
Next-gen tools to automate data analytics
Saved money through yield improvements
Improved processes
Gained better access to data
World-class manufacturing execution system
