Real-time Manufacturing Management for a Hybrid Process


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One of my successful projects while at GAP, which was showcased at Wonderware’s Op Manage conference. My role was system project and played a major role in all development and design.

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Real-time Manufacturing Management for a Hybrid Process

  1. 1. Real-time ManufacturingManagement for a Hybrid ProcessPresented byGeorge Maxson, Cormetech, Inc.& Rodney Neal, GAP, Inc.10/19/10© 2010 Invensys. All Rights Reserved. The names, logos, and taglines identifying the products and services of Invensys are proprietary marks of Invensys or its subsidiaries. All third partytrademarks and service marks are the proprietary marks of their respective owners. Slide 2 © Invensys 00/00/00 Invensys proprietary & confidential
  2. 2. Outline Business Challenge Business Drivers and Goals Results and User Comments Technical Implementation Lessons Learned and User CommentsSlide 3
  3. 3. Corning Mitsubishi Environmental Technologies A joint company of Corning and Mitsubishi Heavy Industries Founded in 1989; headquarters in Durham, NC Engineer, Manufacture and Field Service of SCR Catalyst for Electric Power, Refining and Chemical industries Test and diagnose SCR catalysts for Catalyst Management Manufacturing facilities in North Carolina & Tennessee Vision: Be a global leader providing the highest quality and highest performing environmental technology solutions Mission: Deliver innovative products and services that improve air quality and maximize stakeholder valueSlide 4
  4. 4. Business Challenge Cormetech’s need for the investment in the Manufacturing Execution System: • Process selects were below standard averages • Long lead-time and limited flexibility for defect reporting • Associates manually recorded shop floor data on paper • Production paperwork manually entered to the database the following day • Equipment set up errors occurred • Quality and accuracy of production data was poor • No plan for direct linkage of manufacturing data to the ERPSlide 5
  5. 5. Business Drivers / Goals Our goal was to: • Increase process selects via – Defect reduction – Increased material utilization • Reduce process setup errors • Improve productivity – Eliminate shop floor paper – Reduce manual data entry • Improve data quality and enable real-time manufacturing analysis and reportingSlide 6
  6. 6. Business Drivers / Goals Goals (cont’d): • Institute a scalable, flexible platform to accommodate future growth and business offerings • Implement a solution within an existing 24 x 7 business without impacting productionSlide 7
  7. 7. Business Process MES Journey • MES Requirements Document – Sep 07 • Attended MESA Conference – Oct 07 • Vendor Selection – Mar 08 • Definition of MES Functionality – Feb 09 • Design of System– Apr 09 • Develop and Test – Jul 09 • Implementation – Sep 09 • Parallel Systems – Nov 09Slide 8
  8. 8. Business Process What was implemented? • Servers in VMware Virtual Environment • Network Infrastructure – Improved Wireless • Operator Interface Stations • Barcode System for Product and Lot Tracking • Vision System – OCR and Outside Dimension • Product Routing – Work Order Definitions • Lot Tracking – Numbering RedesignSlide 9
  9. 9. Results The solution has been up and running for 1 year and achieved results that include: • Process selects above project goals by 3-5% • Significant paperwork reduction • Real time process tracking for defect reduction • Real time WIP accuracy • More engaged and trained workforce • Error checking alarms prevent poor qualitySlide 10
  10. 10. ResultsProcess Selects Improvement Apr May Jun Jul Aug Sep Oct Nov Dec Jan-10 Feb Mar AprSlide 11
  11. 11. Results User Comments: Production/process monitoring is a big benefit from the engineering side. Being able to pull real time production metrics from your desk is a big time savings and allows faster response to problems. Paperwork reduction and therefore not having to store the paperwork is a big plus for the plant. Accuracy improvements in floor inventory and selects. Scanning of printed raw material and process WIP barcode labeling reduced time and data errorsSlide 12
  12. 12. Results User Comments (cont’d): Inventory control and reduced inventory time, almost instantaneous defect analysis - improved yields, less paper work, the list goes on. Having machine data available live, and from your desktop, eliminates maintenance of a separate system and legwork required to move data from one system to another. Correlation of product lot numbers to machine parameters is now seamless, something that was difficult and time consuming before. Morning reports which required 2-2.5 hours of data entry and report creation before can now be completed in less than 1 hour.Slide 13
  13. 13. Results User Comments (cont’d): As a smaller company, the availability of technical MES expertise is limited. Having additional support during the first six months is and was paramount to the success. While training was valuable, working side-by-side with the developers during implementation provided the hands-on experience necessary to support the system during its infancy. This also points to the importance of having a good working relationship between the integrators and in-house team members.Slide 14
  14. 14. Results User Comments (cont’d): The use of a Thin Client technology was a new area which created some concern. However, in use it has proved irreplaceable. The ability to shadow a users session without effort has contributed greatly to being able to support and resolve issues quickly Using the MES, I can look at the trend in cutting from the previous day or get a head start the day before by looking at the current “up to the minute defects”. This saves me hours of time in a week, and allows me to dig deeper than I could beforeSlide 15
  15. 15. Results User Comments (cont’d): Due to going paperless at cutting and assembly we have very little to no downtime stopping the belt unless there are mechanical issues. We are running close to double the elements per shift to one saw and are keeping up. From my experience here we would have never been able to do that writing down all of the numbers that were required. We had to often times slow down at lower production levels to one saw when we had to document every number on paper.Slide 16
  16. 16. Results User Comments (cont’d): Sample element traceability is done in a matter of minutes when an element needs to be found, rather then having to track down the paperwork and go through every element location sheet by hand which could take hours and were difficult to read all of the hand written numbers to find it. Overall production in cutting and assembly has improved greatly and people are more willing to do the task, now that it is indeed easier then before. The ability to use the feedback from OAs to improve the system was very good.Slide 17
  17. 17. Results User Comments (cont’d): Overall the MES system has improved production as you can see we put out more product everyday compared to what we used to. The system is great for locating materials. MES is more accurate than people if the system is used correctly. Thus far MES has greatly improved the finishing department and the results have shown. MES allows people to focus on more things and making productivity better.Slide 18
  19. 19. Global Automation Partners Leveraging deep manufacturing expertise acquired through years of collective A Wonderware experience. Endorsed Integrator “Concept to reality” services – we don’t stop working with you until the concept becomes a reality. Methodology employs proven risk management techniques; rigorous project & scope management, template based Flexible Core solutions and “do-able” chunks of scope Solutions with identifiable returns. for ManufacturingSlide 20
  20. 20. Hybrid Manufacturing Hybrid Manufacturing is where two or more process modes are present under one roof for one product; i.e. batch, continuous, discrete, or assembly. This particular facility has a batch process on the front-end followed by multiple discrete processes culminating with an assembly operation. Some typical verticals that fall into the hybrid category are Food & Beverage, Consumer Packaged Goods, Batch Chemical, and Roll-Goods Hybrid processes presents interesting twists on the typical challenges facing manufacturing.Slide 21
  21. 21. Key Technical Challenges There were technical challenges due to the nature of the product and process. • Problematic product marking • Multiple reroute / co-product loops • High volume of serialized intermediate products assembled into a serialized finished assemblySlide 22
  22. 22. Key Technical Challenges Challenges (cont’d): • Infrastructure Design – Virtualized servers – Terminal server clients / thin clients – Wireless shop floor network – Existing automation layer • Technical design challenges included data acquisition techniques, consumes / genealogy tracking, buffer inventories, recipes vs. BOMs, and serializationSlide 23
  23. 23. Implementation HighlightsWonderware System Platform plus Wonderware Operations did a good job of meeting hybrid requirements.• WW System Platform – Automation interface – Event scripting – Visualization• WW Operations – Track & Trace – ReportingSlide 24
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  27. 27. Lessons Learned Success Factors: Establish need and urgency to gain top level Operations support prior to kicking off project Form a design and implementation team with internal stake holders from different functions and levels of the plant Determine and agree on requirements and project deliverables which satisfy internal customers Start with as small a scope as possible to achieve the goals but plan to be flexible Select a vendor you are comfortable can work as part of your team Invest in and support the project managerSlide 28
  28. 28. Lessons Learned Lessons Learned (User Comments): Implementation - probably more up front thought into more of the possible functions we would want in a system (we missed a lot and had many change order requests). In some cases interaction with the MES during the process has caused more time for Associates Adjusting to having more rigor/less flexibility in having to do all process steps the same way every time took getting used to.Slide 29
  29. 29. Lessons Learned Lessons Learned (User Comments): Increase the upfront training and number of people capable of report writing While phase one was focused on going paperless the scope did not include sufficient reporting to support the transition to paperless. A deeper look at what the transition would require might have brought this to light during the requirements phase. Lessons learned include identifying the steps necessary to transition from one system to another, including data validation as part of the implementation process.Slide 30
  30. 30. Lessons Learned Lessons Learned (User Comments): Would like to have seen more training on trouble shooting issues with Supervisors and Leads to keep from relying on IT support for issues that can be done fairly easy.Slide 31
  31. 31. QuestionsSlide 32