“Unlock Your Manufacturing Data to Drive Manufacturing Optimisation and Results”.
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“Unlock Your Manufacturing Data to Drive Manufacturing Optimisation and Results”.

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Presenter Pat Desmond, Managing Director, SimoTech provides an overview of manufacturing solutions for the future

Presenter Pat Desmond, Managing Director, SimoTech provides an overview of manufacturing solutions for the future

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“Unlock Your Manufacturing Data to Drive Manufacturing Optimisation and Results”. “Unlock Your Manufacturing Data to Drive Manufacturing Optimisation and Results”. Presentation Transcript

  • SYSTEMS INTEGRATION MANUFACTURING OPTIMISATION www.simotechnology.com “Unlock Your Manufacturing Data to Drive Manufacturing Optimisation and Results”. Manufacturing Solutions for the Future Seminar and Exhibition Presenter: Pat Desmond, Managing Director, SimoTech
  • Presentation Topics • • • • • • • Manufacturing Intelligence Overview Business Drivers What Data are we looking for? Typical Solutions/Vendors Developing the Business Case Execution Strategies Some Challenges
  • The Case for Change “If you always do what you have always done, you will always get what you have always got” Henry Ford 1863 – 1947 “If you fail to plan, you are planning to fail!” Benjamin Franklin 1706 – 1790 Roy Keane Saipan 2002
  • Speaker Background 25+ Years in Manufacturing Automation Wide range of industries including Life Sciences, Food, Waste Water, Oil & Gas, Chemicals Primary focus on advancing operations by using the latest technologies Primarily working with the end users to realise the results on the ground
  • My ‘DATA’ Career Profile 1 MB 8 Inch floppy 128 GB “I am passionate about using every available piece of data to maximise processes. That why I got into the automation business in the first place”
  • SimoTech Overview “SimoTech provide Automation and Manufacturing Information Systems Professional Services and Solutions to Manufacturing Industry” Particular expertise is in the area of Manufacturing Information Systems for regulated industries such as Life Sciences and Food & Beverage Experienced in all levels of hardware and software from field instrumentation to Manufacturing Execution Systems SimoTech’s team has worked as End Users, Engineering Consultants, System Integrators and Project Managers so we are uniquely positioned to understand the challenges from all aspects “We provide Global Experience at Local Level”
  • Manufacturing Intelligence Overview • Manufacturing Intelligence (MI) refers to an important class of information technology that enables better decision-making and improved business performance based on the ready availability of real time status and performance metrics throughout the organization • MI typically applies to production, planning and asset management activities • Typical objectives of MI are to achieve higher levels of production against assets, reduce the cost of production and, ultimately, improve the bottom line • An MI platform aggregates, relates and presents operational and business data in real time • It does so in a manner that is intuitive and useful for every individual who plays a role in delivering business results • It can be applied initially to an individual site, and evolved to include all sites, divisions, regions and the overall enterprise.
  • Business vs Manufacturing Intelligence Objectives Business Intelligence Timeframe Historical Data (Months, Quarters, Years) Real-Time Data (Min, Hrs, Days) Financials, CRM, Supply Chain Manufacturing, Engineering, Quality, People Corporate Corporate, Local Focus Strategic Tactical > 10 % of turnover > 1 % of turnover Areas of Interest Cost Impact on Organisation Bottom Line Manufacturing Intelligence
  • Corporate Business Drivers  Ensure consistent quality and performance across global operations  Balance manufacturing with demand to optimize material usage and asset utilization  Improve and meet regulatory compliance  Implement more flexible and agile manufacturing operations to respond to rapidly changing market conditions  Improve response to events that occur on the plant floor  Meet demanding requirements and metrics for on-time delivery through reduced repair time and increased OEE  Reduce the cost of design, deployment, and support of manufacturing and IT systems at global manufacturing plants
  • Industry Metrics  Successful new product introductions – measured as the average share of NPI’s that hit quality, time and volume targets  Overall Equipment Effectiveness (OEE) – composite metric accounting for availability, performance and product quality  On Time and Complete Shipments – products delivered on time and complete as compared to original commitment  Operating Margin – a ratio of the profitability calculated as net income divided by revenues or net profits divided by sales
  • The Challenge facing Manufacturing Quality Systems Automation Systems LIMS Process Historian CAPA Training Records I know the solution is here somewhere ! Document Mgmt Machine Data Maintenance Mgmt MES Production Systems Production Planning Inventory Mgmt ERP Energy Mgmt Engineering Systems
  • The Challenge facing Manufacturing Quality Systems Automation Systems LIMS Process Historian CAPA Training Records I know the solution is here somewhere ! Document Mgmt Machine Data Maintenance Mgmt MES Production Systems Production Planning Inventory Mgmt ERP Energy Mgnt Engineering Systems
  • CORPORATE EXPECTATIONS SHAREHOLDER VALUE BUSINESS RULES ORDERS SPECIFICATIONS MATERIAL & PRODUCT FLOWS PRODUCTION MODELS RECIPES/BOMS & ROUTES EQUIPMENT & ASSET INSTRUMENT DEVICE I/O TAGS €€€ Perform To Demand Performance To schedule Overall process performance metrics Quarters Months Weeks Days Correlate of work process data, equipment data and product data Hours Operating data transformed into asset performance KPIs Hours Large volumes of extremely detailed production data from multiple back-end data sources Sensors, Actuators, Motors Min Sec Ability of Organisation to respond to change Increasing Strategic Value to the Enterprise Manufacturing Intelligence Foundation
  • Leverage the Power of People • What if everyone in your organization had an up to the minute view of performance against individual and group objectives? • What if everyone was presented with all of the information they need to make good day-to-day decisions that will drive the individual and the organization to higher levels of achievement • What if you took the learning of the ‘Old Timers’ and Subject Matter Experts and made it freely available to all • What if you empowered employees, delivering the Right information, to the Right Individual at the Right Time” Faster Decision Making, More Informed Decision Making, More Accurate Decisions, Less Reliance on Scare Senior Resources, More Satisfied Workforce, Less Risk
  • Supply Chain Connectivity via ERP ERP Business Unit 1 ERP ERP Business Unit 2 ERP Goods In R& D /Pilot Scale Goods Out Goods In R& D /Pilot Scale Goods Out Goods In Bulk Production Goods Out Goods In Bulk Production Goods Out Goods In Finishing Goods Out Goods In Finishing Goods Out Goods In Packaging Goods Out Goods In Packaging Goods Out Goods In Distribution Goods Out Goods In Distribution Goods Out Goods In Retailer Goods Out Goods In Retailer Goods Out Goods In Consumer Goods In Consumer
  • Manufacturing Chain Connectivity Business Unit 1 R& D /Pilot Scale Data Data Data Finishing Data Data Packaging Bulk Production Data Data Data Data Finishing R& D /Pilot Scale Data Data Bulk Production Business Unit 2 Data Packaging Business Unit 3 R& D /Pilot Scale Data Bulk Production Data Data Data Finishing Data Packaging Getting rid of the information silos between plants and between business units
  • Production Train Connectivity Raw Materials Dispensed to Manufacturing Data Data Raw Materials Dispensed to Manufacturing Data Raw Materials Dispensed to Manufacturing Data Unit Operation 1 Data Data Unit Operation 1 Data Data Unit Operation 1 Data Data Unit Operation 2 Data Data Unit Operation 2 Unit Operation 2 Data Unit Operation 3 Data Data Data Unit Operation 3 Unit Operation 3 Data Data Data Finished Goods Return to Warehouse Data Finished Goods Return to Warehouse Data Data Finished Goods Return to Warehouse Getting rid of the information silos within plants
  • Reference Plant IS Architecture Level 5 Level 4 Enterprise Network Site Business Planning and Logistics Network E-Mail, Intranet, etc. Terminal Services Patch Management Application Mirror Level 3 Level 2 Level 1 Level 0 SCADA Client Batch Control Engineering Workstation Operator Interface OEM Client Discrete Control Sensors Domain Controller Engineering Workstation Drive Control Drives AV Server Firewall Web EMail Application Server Web Services Operations MES Application Server Enterprise Zone Continuous Process Control Actuators Firewall Site Manufacturing Operations and Control DMZ Manufacturing Zone Area Supervisory Control Operator Interface Basic Control Safety Control Robots Process Cell/Area Zone
  • Typical Software Solutions Providers  Siemens HQX  Werum PAS-X  SAP Mii  Rockwell FT Vantage Point  Rockwell FT Production Suite  Informetrics InfoBatch  Camstar Entreprise Platform  GE Proficy RtOi  Siemens SIMATIC IT  Wonderware Archestra Operational Intelligence Solutions Manufacturing Execution Systems Do you need an Execution System, and Information system, or both?
  • Implementation Strategy Take it one step at a time, avoid the big bang
  • Prove The Theories Before Jumping In • Build a team that is passionate about the opportunities (Visionaries and Salesmen) • Start with a Pilot, take a vertical slice of the plant or organisation • Involve Stakeholders from all disciplines • Encourage participation from global locations • Secure involvement of technology suppliers • Don’t assume the ‘market leader’ has the best solutions (technology is changing everyday) • Finally develop your detailed requirements
  • Roll-Out Strategy Plant Type 1 (Core Plant Type 1 (Core + Site Specific + Site Specific Customisations) Customisations) Plant Type N (Core Plant Type N (Core + Site Specific + Site Specific Customisations) Customisations) Core Solution (Common to all plants Plant Type 2 (Core Plant Type 2 (Core + Site Specific + Site Specific Customisations) Customisations) Plant Type 3 (Core Plant Type 3 (Core + Site Specific + Site Specific Customisations) Customisations) Feed from the core and feed back to the core. Core changes should have a solid governance process
  • Formulating the Business Case • Develop a Project Charter • Identify Stakeholders • Operations Project NOT an IS Project • Identify the Success Criteria • Establish the tangible and non tangible benefits • Tie the project goals and improvements back to the business strategy
  • Typical ROI Strategies ROI Must be Tangible and Measurable Cost of Labour      Avoid or reduce head count, Use less qualified resources, less training Divert experienced resource to higher value tasks, Share expertise among plants, Encourage experience people to stay longer and avoid re-training Cost of Capital  Avoid buying additional equipment  Get the existing equipment to run more efficiently  Use under resourced equipment in the network Cost of Lost Opportunities  Reduce time to market on new products,  Reduce downtime and supply more of the market  Reduce manufacture to shipment time
  • Typical ROI Strategies Cost of Reputation  Reduce product recalls,  Increase quality  Reduce consumer price Cost of Raw Materials  Use less raw materials,  Ensure the raw materials we are using meet quality requirements Cost of Overheads  Reduce energy requirements  Reduce management supervision  Reduce transportation and storage
  • Challenges (The Obvious Ones) • IT Infrastructure (speed, redundancy, storage capacity, resilience, connectivity, security) • Data Quality and Context (Rubbish In, Rubbish Out) • Data Validation (is the information going to be used for regulated product release or investigations) • Business Re-Engineering and Re-Training • Fear Factor (Is Big Brother watching, do people want to be held accountable) • Availability of Key Resources during project execution (Todays production always has priority)
  • Challenges (The Obvious Ones) • Can you really measure ROI (sure would we not would have got those savings anyway • Over Expectation (this is not YouTube or Google, it does not contain all the answers!!!) • Scope Creep • Industry Expertise (is the experience out there?) • The Known Unknowns
  • Thank You for Your Attention Pat Desmond pdesmond@simotechnology.com 086-8504844