Manufacturing Intelligence for improving safety and productivity

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Manufacturing Intelligence leverages powerful reporting and analysis tools, interfaces and dashboards to provide critical information and insight, helping you navigate in a volatile competitive …

Manufacturing Intelligence leverages powerful reporting and analysis tools, interfaces and dashboards to provide critical information and insight, helping you navigate in a volatile competitive environment. This session shows you the tools to help you identify metrics, mitigate risk and understand asset operation, improving plant efficiency and productivity

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  • 1. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Rev 5058-CO900DManufacturing Intelligence for ImprovingSafety and ProductivitySteve LudwigPrograms Manager, Safety
  • 2. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Today’s GoalsUnderstand:• Manufacturing Safety Challenges• How best-in-class manufacturers address safety• How manufacturing intelligence can helpimprove safety, productivity, and compliance• Legal, social, business risks• More discussion than presentation – more safetythan data.
  • 3. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Manufacturing ChallengesGlobalization, Sustainability, Production, Innovation
  • 4. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Challenge: Globalization• Arbitraging labor &technology costs acrossgeographies is less viable• Global synchronization ofsupply chains has begun―Manufacturing footprintsare being “right-sized”• Speed and Innovation CriticalImpact and OpportunityOptimization within the Plant is Consistentwith Overall Enterprise Competitiveness
  • 5. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Challenge: Innovation Aging plants and legacy systems Modernizing infrastructures Expertise built into smarter control systems Aging domain expertise Next generation technology operators Educational systems lacking Global competition, localized requirements EMEA – Legal burden on machine mfg NA – Legal burden on end user Global manufacturing Time to marketInnovation Must Address Product, People, Processes
  • 6. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Challenge: Sustainability Energy utilization has become top of mind Environmental concerns mounting Petro paranoia Changes in energy sources Water scarcity Cap/Trade Zero Impact Mfg. Alternative Energy Market Smart Grid Development Smart Factories Cogeneration, Biomass recoverysystems being added Sustainable Products, Processes
  • 7. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Challenge: Social Responsibility The CEO― Driving CSR targets to his organization― Reputational Risk Corporate EHS officer targets: Lost time injury Risk management Environmental compliance Carbon footprint Operations executives – a lean opportunity― Reduce COGS― Re-engineering processes Engineering management― Product reformulation― Green designSustainability Becomes a Key Enabler For Corporate Success
  • 8. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Accidents & Your Supply Chain8
  • 9. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Transparency – Sunlight is a great disinfectant onthe affairs of people - U.S. Supreme Court Justice Louis Brandeis Financial Risk Reputational Risk Sustainability Supply Chain Risk Legal Risk9
  • 10. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Corporate Operations EngineeringCapitalROAROICAsset utilizationinventory velocityDesign for scale and maintainabilityImprove quality Quality Continuous process improvements,change managementReduce costs Automation investments Serve automation KPIs to managementImprove cash flow Variable costs (material/ energy ) Design for efficiency, yieldGlobalize footprint Supply chain efficiency Best-in-class vendor selectionDemand-based manufacturing Improve decision support Standards – information, automationReduce carbon footprint Minimize scrap/rework Managing asset lifecycleTime to market Demand response (on time delivery) Engineering efficiencyCascading Productivity is a key driver of Operational ExcellenceDrivers
  • 11. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved. 11Challenging PerceptionsBill Hilton, Director of Health and Safety“A historical lack of accidents does notimply a current presence of safety. Itsimply means you’ve been faster than themachine.”Copyright © 2010 Rockwell Automation, Inc. All rights reserved.
  • 12. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.CopyMachinery Builder RiskQ: When will our liability risks go away?A:
  • 13. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Consistency throughout the Supply Chains
  • 14. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Traditional Perspective of Safety:Reduced Machine UtilizationReduced Operational EfficiencyIncreased Labor CostsIncreased Mean Time To RepairIncreased Nuisance ShutdownsSAFETYPRODUCTIVITYReduced Healthcare costsReduced Litigation costsSafety and Productivity are Mutually Exclusive ObjectivesBelief is safety = increased cost and impact
  • 15. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.9/9/20Safety = Productivity = Profit• 5%-7% Higher OEE• 2%-4% Less Unscheduled Downtime• Fewer Accidents (1/2000 vs. 1/111)• Fewer repeat incidentsTop Pressures:• Compliance• Reduce safety risksSafety and Productivity
  • 16. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Copyright © 2011 Rockwell Automation, Inc. All rights reserved. 16(Confidential – For Internal Use Only) Copyright © 2010 Rockwell Automation, Inc. All rights reserved. 16Safety and Productivity Developed Safety Culture - Without the buy-in of everyonefrom upper management down, implementation of effectivesafety systems is difficult.Safety isn’t just a priority – Safety isa Value. Formalized Risk Management processes - Establish aformalized risk management strategy to identify, prioritize andmitigate risks. Investments in technologies that improve both safety andproductivity – taking advantage of available diagnostics, andthe use of information technologies to provide information tothe broader manufacturing environment.What differentiated Best-in-class Manufacturers from their Peers?
  • 17. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Evolving Perspective of Safety:Reduced safety incidentsImproved ComplianceImproved Machine Speed & UtilizationImproved Operational Efficiency / Labor CostsImproved Maintenance Downtime / EfficiencyReduced Nuisance ShutdownsReduced Healthcare costsReduced Litigation costsReduced Labor grievancesSafety and Productivity are ComplementarySafety Is Not a Priority – It is a VALUE
  • 18. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.9/9/20Key Manufacturing Drivers/MetricsSafetyQualityProductivityRiskManagement
  • 19. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved. 19Risk Performance MetricsLagging(past results)Current(present snapshot)Leading(prevention activities)Workers’ CompExperienceModification RatingOSHA recordableincident rate (TRIR) orDays Away from WorkRestricted orTransferred (DART)Total lost workdaysAverage cost perclaimDaily record ofincidentsEnd-of-shift recordof incidentsDaily job safetyobservationsNumber of safetyorientations conductedPercentage of safetyinspections completedNumber of safetybriefings/meetings heldPercentage ofmachinery incompliance with currentsafety standards
  • 20. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved. 20Good Companies: Safety = Cost Savings/AvoidanceGreat Companies: Safety = PerformanceSafetyPerformance• Culture• Compliance• ImplementationRM4 - >90%RM3 - 75%-89%RM2 - 50%-74%RM1 - <50%Who invests in Safety and why?
  • 21. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.9/9/ 21Copyright © 2011 Rockwell Automation, Inc. All rights reserved. 21The Safety Life CycleSafetyLife Cycle5. Maintain& Improve1. Hazard or RiskAssessment4. Installation& Validation 2. FunctionalRequirements3. Design & VerificationSystem design based on integrating safety & machine functionality
  • 22. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved. 22Forethought vs. Afterthought Maintenance and DecommWhat do the Best-in-Class do?
  • 23. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved. 23Data: Leading indicators provided by integrated safety systemsWhat do the Best-in-Class do?
  • 24. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Rockwell AutomationSafety Maturity Index™ for MachineryLevel Focus Culture Compliance CapitalRM4OperationalExcellenceSafety is a value –essential to the health ofthe business.Standard processesestablished to design safetyand productivity intomachinery throughout thesupply chain.Use of contemporary safetytechnologies & techniques tooptimize safety andproductivity.RM3CostAvoidanceSafety is a priority –important to the health ofthe business.Standard processesestablished to design safemachinery throughout thecompany.Use of safety technologies &techniques to optimizesafety.RM2AttainingComplianceSafety is a necessity - tomeet compliancerequirements.Standard processesestablished to meetminimum requirements.Use of basic safetytechnologies & techniques.RM1MinimizingInvestmentSafety is minimized - itcould interfere with otherprerogatives.Minimal processesestablished to avoid finesand complaints.Incomplete or improper use ofsafety technologies.
  • 25. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Copyright © 2010 Rockwell Automation, Inc. All rights reserved. 25Why Do You Implement a Safety System?Protect People,Environment &Equipment• Insurance costs• Fines• Healthcare costs• Litigation costs• Labor grievancesMitigateRiskComplywithStandardsGlobalCompetitiveness• Required for entryto markets
  • 26. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Evolution of Safety1960’s 1970’s 2000’s Future1980’s 1990’sInnovations driven by technological improvements, legislation andstandards - increasing levels of safety while making it less intrusiveand allowing for productivity improvements
  • 27. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Defining Acceptable Risk
  • 28. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Functional Safety:Balancing Safety and PerformanceFunctional Safety• Guarding (engine guards,fenders, windshield, etc)• Personal protectiveequipment (helmet, gloves,boots, clothing)• Alarms/Awareness (lighting,horn, exhaust noise)• Procedure (rider skills)• Rideable, Acceptable Risk
  • 29. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Evolution to Manufacturing RiskManagementSafetySafetyAutomationPlantwide Safety& ComplianceCopyright © 2010 Rockwell Automation, Inc. All rights reserved. 29• Protection• Added On• Safety to meetregulations• Hardwired• Protection• ProductivityEnhancer• Integrated• Flexible• Protection• Inclusive Safety• Discrete/Machine• Process• Electrical• ManufacturingIntelligence• Security
  • 30. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Operational Excellence• Information Enabled Operations• Decision Support• Deployment of Staff• Direction for Correction / Avoidance• What, Where, Action, how long, whofixed, what was the fixSecurity• Safety System Protection• Signature Monitor• Password / Privilege• Change Management• Access ControlInformation Enabled Operations• Diagnostic Direction• Operational Impacts & Reports• Alerts/Alarms• Resource/Asset Interaction• Historical Analysis – Six SigmaManufacturing Intelligence for Safety30(Confidential – For Internal Use Only) Copyright © 2011 Rockwell Automation, Inc. All rights reserved.Operational Excellence Delivered thru Information and ProtectionVantagePointAsset Center
  • 31. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.MaintenanceOperatorPlant ManagementPlanning & LogisticsSchedulingManufacturing Intelligence:Closed Loop Decision Making for ProductionFinanceInformation is produced in each area of the plant, but is inaccessible to other areas.Let’s focus on three common roles….(Confidential – For Internal Use Only) Copyright © 2011 Rockwell Automation, Inc. All rights reserved. 31
  • 32. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.What is your data telling you?SchedulingPlant ManagementPlanning & LogisticsFinance OperatorQualityMaintenanceOperatorTypical PlantDoes information reach every role?How are you using data to optimize production…and increase profit?Machine onLine 1 faulted.Finished GoodsCustomer(Confidential – For Internal Use Only) Copyright © 2011 Rockwell Automation, Inc. All rights reserved. 32
  • 33. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.SchedulingPlant ManagementPlanning & LogisticsFinance QualityQualityMaintenanceOperatorsPlant Floor Operator:“How well is my machine running?”The Operator would benefit by seeing machine performance informationalong with the HMI graphics used to run the processWork OrderExecutionCycle Time(Confidential – For Internal Use Only) Copyright © 2011 Rockwell Automation, Inc. All rights reserved. 33
  • 34. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Engineering & Maintenance:“How can I increase machine uptime?”AccountsReceivableThe Maintenance department would benefit by seeing machine cycles & time-in-servicealong with the maintenance schedules currently implementedSchedulingPlant ManagementPlanning & LogisticsFinance QualityQualityMaintenanceOperatorsIncreased UptimeWork OrderExecutionCycle Time(Confidential – For Internal Use Only) Copyright © 2011 Rockwell Automation, Inc. All rights reserved. 34
  • 35. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.SchedulingPlant ManagementFinance QualityQualityMaintenanceOperatorsWork OrderExecutionAsset UtilizationIncreased UptimeCycle TimePlant Manager“What is my asset utilization, financial performance, overall downtime?”(Confidential – For Internal Use Only) Copyright © 2011 Rockwell Automation, Inc. All rights reserved. 35ComplianceAccidents
  • 36. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Plant Manager“What is my safety performance, compliance, unscheduled downtime?”Turn data intouseable informationComparesperformance…drives businessdecisions based onthis information.(Confidential – For Internal Use Only) Copyright © 2011 Rockwell Automation, Inc. All rights reserved. 36
  • 37. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Challenge: Making Informed Decisions Plant Management Machine Utilization Lean/Six Sigma Machine Access Event Recovery Return on Investment(Confidential – For Internal Use Only) Copyright © 2011 Rockwell Automation, Inc. All rights reserved. 37• Engineering &Maintenance• Diagnostic Data• Historical View• Predictive Maintenance• Safety Validation• Operations• Machine State• Recovery Process• Machine Trends• Machine CyclesDecisions Made
  • 38. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Challenge: Improving Operational Excellence Lean or Six Sigma questions How Long? What was the cause of the downtime event? Who fixed the problem? What was the fix? How many times has it occurred in xtimeframe? Is there a trend emerging about the problems? What was time of day? Where there any environmental impacts? What was the state of the machine when eventoccurred?(Confidential – For Internal Use Only) Copyright © 2011 Rockwell Automation, Inc. All rights reserved. 38
  • 39. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Challenge: Improving Productivity(Confidential – For Internal Use Only) Copyright © 2011 Rockwell Automation, Inc. All rights reserved. 39• Provide Diagnostic Information– Reducing MTTR, unscheduled downtime• Answer Production impact questions– Can we recover from the event to make day’sproduction– What has been the impact to production of all eventsi.e. cost of inefficiencies– How many more widgets do we need to make in orderto pay for the event– How many parts were scrapped due to event– What was the cost impact of scrap
  • 40. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Challenge: Improving Productivity(Confidential – For Internal Use Only) Copyright © 2011 Rockwell Automation, Inc. All rights reserved. 40• Preventative Maintenance– Machine slowing?• Monitor parameters for health of system– Number of cycles - compliance– Scheduled Maintenance– Enter into validation sequence and step maintenancethrough procedure• Payback Monitor– After changes were made, what is the running paybackof the system?– Scheduled PM vs. Reactive Maintenance times– Production output– Machine Efficiency• Enterprise Monitoring– Monitoring & reporting across multiple sites
  • 41. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Challenge: Maintaining Security Prevent unauthorized access Monitor Program Changes Access Points and Privileges File Access – Safety Task Access Who is accessing or configuring the system Who is attempting to change states Recognize Issues Signature Changes Program Changes Unintended Machine operation Recovery Mechanisms Re-Load Programs Recover from unauthorized access Scheduled random reloads of programs to prevent viruses(Confidential – For Internal Use Only) Copyright © 2011 Rockwell Automation, Inc. All rights reserved. 41
  • 42. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Challenge: Compliance(Confidential – For Internal Use Only) Copyright © 2011 Rockwell Automation, Inc. All rights reserved. 42• Answer Prognostics Questions– How many cycles of machine operation have been run– How many times have doors been accessed– How many LOTO situations or E-Stop resulting in impact todevices– How long has it been since last validation– How long since particular devices have been replaced
  • 43. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Challenge: Improving Safety(Confidential – For Internal Use Only) Copyright © 2011 Rockwell Automation, Inc. All rights reserved. 43• What was the system doing wheninjury occurred (Black Box Info)– Door open but switch bypassed– LOTO not engaged– During Alternative means to LOTO– Maintenance records in case of injury• Answer questions about configurationof system– All is OK– Am I in LOTO Condition– Am I in Alternative LOTO Condition
  • 44. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Copyright © 2010 Rockwell Automation, Inc. All rights reserved. 44Safety: Is it a challenge for you? Does it effect equipment performance? Nuisance shutdowns? Prolonged restarts? Are your machines running at peak performance? Is your plant compliant? Is your safety equipment well-maintained? Are your machines regularly validated? Can you carry out maintenance tasks quickly and easily? Have incidents increased in your plant? Are your safety measures applied correctly? Is it costing you in personnel accident payments and disabilitypaymentsManufacturing Intelligence can help address the challenges
  • 45. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Safety Automation Builder Patent Pending• Layout andDocument MachineHazards and AccessPoints.• Define SafetyFunctions and selectsafety products foreach.• Choose connectivityto complete safetyarchitecture.• Export to SISTEMAfor analysis.• Direct integration toProposalWorksSoftware tool to plan safety systems and select products to achieve a specified performance level.Populates SISTEMA projects directly for performance level verification of each safety function and generatesproject documentation.Complete Safety System LayoutPerformance Level Verification ReportComplete Bill of MaterialIntuitive and user friendly GUI
  • 46. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Copyright © 2010 Rockwell Automation, Inc. All rights reserved. 46Trends & Takeaways Safety improves productivity and efficiency Current standards Contemporary technologies Reduced injuries Higher OEE Safety is no longer a niche issue – it’s a value implemented plantwide Discrete/Machinery Safety Process Safety Electrical Safety Manufacturing Intelligence improves safety, compliance & performance Information on plant asset history Asset status Asset availability
  • 47. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.C47Question?
  • 48. Copyright © 2013 Rockwell Automation, Inc. All Rights Reserved.Rev 5058-CO900DThank you for participating!Please remember to tidy up your work area for the next session.We want your feedback! Please complete the session survey!