Plant to Enterprise Integration · 3 Plant to Enterprise Integration: ISA-95 is a Nice Start...

Plant to Enterprise Integration: ISA-95 is a Nice Start

JUNE 2012

2 Plant to Enterprise Integration: ISA-95 is a Nice Start

Table of Contents Executive Summary ....................................................................................... 3 The Need for Enterprise Integration to Plant Operations ................................ 4 ISA-95: An Integration Standard ................................................................... 6 What you Need to Know about ISA-95 ........................................................... 7 What ISA-95 Got Right .................................................................................. 8

Identifies a Need for Data Flow ................................................................................. 8 Multi-Department Communication ............................................................................. 8 Implementation Project Guidance ............................................................................. 8

Where ISA-95 Could be Better ....................................................................... 8 Process Manufacturing Bias ..................................................................................... 8 Technology Integration Standards ............................................................................ 9 Low Vendor Participation ........................................................................................ 10

Next Steps for Manufacturers ...................................................................... 10 Systems’ Roles ........................................................................................................ 11 Where Business Logic Resides .............................................................................. 11 Industry-Specific Capabilities .................................................................................. 11 Maintain Operational and Data Integrity.................................................................. 12 Organizational Responsibilities ............................................................................... 12

Conclusion ................................................................................................... 13 About Apriso Solutions ................................................................................. 14 About Dassault Systèmes & DELMIA .......................................................... 14 Appendix...................................................................................................... 15

Dassault Systèmes and B2MML ............................................................................. 15 DELMIA’s Apriso: Alignment to ISA-95 Production Standard ................................. 16 DELMIA’s Apriso: Alignment to ISA-95 Quality Standard ....................................... 17 DELMIA’s Apriso: Alignment to ISA-95 Maintenance Standard ............................. 18 DELMIA’s Apriso: Alignment to ISA-95 Inventory Standard ................................... 19

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Executive Summary In a manufacturing world with ever-increasing complexity and challenges, it’s only natural to

approach plant operations integration with a goal to implement the least complex solution you

can find. Compounding matters further, enterprise applications supporting intelligent business

decisions require ubiquitous, constant access and visibility to global manufacturing operations.

Several products exist to address these complex challenges – the tricky part is picking a

solution that both complies with industry standards and can provide a roadmap for success

across your enterprise without threatening to constrain future growth.

By the late 1990’s, the manufacturing industry had firmly embraced the need for Enterprise

Resource Planning (ERP) systems, in part to address the challenge of collecting operational

performance data. The challenge quickly shifted to implementation, and how to access plant

floor operations to better forecast financial performance, raw material levels and other asset

planning schedules. Manufacturers turned to the Instrumentation, Systems and Automation

Society (ISA) to address the complex systems integration obstacle.

In 2005, ISA published a set of standards known as ANSI/ISA-95.00.03-2005, hereinafter

referred to as ISA-95, which describes a framework for connecting plant floor operations to

enterprise applications. The goal of these standards was to reduce the risk, cost and errors

associated with integrating enterprise systems with manufacturing operations.

Some see the ISA-95 standard as a panacea; however, ISA-95 does not provide instant

success. It is a firm foundation for plant-level system requirements and operations-to-

enterprise integration. It provides a common, industry-standard model of functions, information

flow and transactions to allow IT and various line-of-business departments to structure projects

with a common understanding. Manufacturing operations software providers such as Dassault

Systèmes, as well as ERP providers such as SAP, understand that value, and support,

endorse and comply with the ISA-95 standard in their products.

In reality, “ISA-95 compliance” is only a starting point. Manufacturers must make key

integration decisions beyond the scope of the standard, such as where business logic should

reside, how master data management should be addressed as well as what department is

responsible for managing which system, be it corporate IT, plant IT or a local business process

manager.

This paper presents an overview of the ISA-95 standard, and how it is intended to simplify

plant to enterprise integration. While the standard is a nice start, it is not enough to

accomplish true plant to enterprise integration. Concepts missing from the standard will be

presented, which when coupled with ISA-95, can present a strong foundation for global,

enterprise-wide integration across plant floor operations to corporate planning applications.

What is the ISA? Founded in 1945, ISA is a global nonprofit organization focused on setting standards for manufacturing automation. With 30,000 members, their objective is to solve difficult technical problems, while enhancing member leadership and personal career capabilities. Learn more at www.isa.org.

http://www.isa.org/


The Need for Enterprise Integration to Plant Operations Increased global competition and customer expectations have led to a proliferation of

manufactured products. As a result, complexity in manufacturing facilities has increased,

making it much harder to lower costs, increase quality and accelerate responsiveness while

ensuring regulatory compliance. To help address these challenges, manufacturers have

implemented enterprise software applications for a more complete view of their global

enterprise, supply chain, customer base and product lifecycle.

However, even with all of these systems overseeing the enterprise, companies still lack easy

access to data at the production level. Manufacturing operations is often a “black hole” where

no information comes out for enterprise use. Part of the reason is because of the enormous

volume of data. Other issues include a highly heterogeneous environment of plant information

and automation systems, precluding the ability to easily obtain real-time visibility to operations

data.

Yet another challenge is the sheer volume of applications that have grown over the years, in

an attempt by different departments to gain plant information to accomplish their specific

objectives. The ending result is a myriad of systems, processes and manual procedures that

are highly fragmented, inconsistent and extremely complex to support and maintain. The need

for simplification and IT rationalization of these disparate systems is extreme.

Many companies that implemented a Manufacturing Execution System (MES) sought detailed,

timely and accurate information on actual costs, current order status, as-built products and

capacity availability. Results were promising, with improved visibility and better management

of day-to-day operations, while adjusting scheduling as needed. The next challenge became

the growing use of outsourcing, globalization and all the related issues associated with a

distributed production and supply chain. Now a plant-focused MES system was no longer

sufficient, as consistency in operations was required across a network of plants, warehouses

and supply chain partners.

This wider scope of requirement has now been identified within the ISA-95 systems hierarchy

model as “Level 3,” or the Manufacturing Operations Management (MOM) level. Please see

the box, “What is MES, and How Does it Compare to MOM?" and Figure 1). In survey after

survey, manufacturers have indicated that they are now either implementing or planning to

implement a MOM solution versus a plant-level MES.

What is MES, and How Does it Compare to MOM? “A Manufacturing Execution System (MES) is a dynamic information system that drives effective execution of manufacturing operations. Using current and accurate data, MES guides, triggers, and reports on plant activities as events occur … from point of order release into manufacturing to point of product delivery into finished goods” according to Manufacturing Enterprise Solutions Association International (MESA). The ISA-95 standard has now dropped the MES term, favoring the broader phrase of Manufacturing Operations Management, which it has identified as a “work flow / recipe control to produce the desired end products.” This new term has a wider scope of meaning, including each of the operational areas of manufacturing, from production to warehouse, quality, maintenance and labor processes.


MOM aggregates the vast quantities of data coming from controls, automation, and

supervisory control and data acquisition (SCADA) systems and converts it into useful

information about the production operation. Combining this automation data with the data it

captures from employees and other processes, MOM provides a more complete, real-time

view of all plants, and increasingly, the supply chain.

MES was originally focused on providing production-based data for a single plant. MOM is

now seen to be much broader in scope, delivering a view across multiple plants and areas of

operations, rather than just of production. It includes areas such as maintenance, scheduling,

quality and material handling. MOM, by its broad scope, delivers complete and in-context

views for guiding operators and triggering production, inventory, warehouse, maintenance or

time & labor tasks. MOM data supports analysis for improving overall operational

effectiveness, agility and quality. As a broad operations-wide solution set, MOM also

contributes to IT simplification and application rationalization in the plant.

Improving business performance in a networked global enterprise relies on agile production

operations as well as increasing coordination among all facilities, departments and levels in the

manufacturing enterprise. Manufacturers can leverage MOM as an integration point into their

enterprise application platform, creating a seamless information flow from all operations across

the plant as well as those spanning their supply chain.

Figure 1: ISA-95 systems hierarchy model, with MOM or MES at Level Three and ERP and other enterprise systems at Level Four


Because implementing plant-wide systems and integrating them into the enterprise information

flow is both important and increasingly prevalent, the international standards body ISA created

the ISA-95 standard for enterprise/control system integration. ISA-95 can provide companies

a strong starting point for this type of project.

ISA-95: An Integration Standard ISA-95 Enterprise/Control System Integration has been positioned as an industry standard,

describing information flows between business and plant operations functions. Developed

over the past 10 years as a “multi-part set of standards that defines the interfaces between

enterprise and control activities,” ISA-95 provides a reference model for MOM as part of their

standard.

Many of the discussions of the details within the ISA-95 standard are among engineers and IT

staff, and can be very complex, which is beyond the scope of this paper.

Figure 2: ISA-95 defines operations activities in a number of areas and shows information flows between those areas in this “generic activity model of manufacturing operations management.”


What you Need to Know about ISA-95 The ISA-95 Standard comprises five levels – Level 0 to Level 4 – each representing a level of

manufacturing production, from the shop floor to corporate planning. MOM occupies Level

Three, as shown in Figure 1. Each level best integrates to the level immediately above or

below. For example, companies that have tried hooking Enterprise Resource Planning (ERP)

directly into controls and SCADA have often found that the production data is overwhelming

and of limited value. Such detailed granularity will typically overwhelm an ERP database.

Each level in the model is a critical component in the information architecture.

The five-level ISA-95 hierarchy is not new. What is new in the ISA-95 standard are:

A simple “generic” activity model of production has been deemed to represent production control, quality, maintenance and inventory operations for all manufacturing. (See Figure 2). This model clearly shows information flows between major MOM functional areas within a production capacity, as well as flows from those areas up into the enterprise. Similar diagrams show other operational areas.

A description of data flows between the Level Four enterprise systems and Level Three MOM. The information flows out of MOM or Level Three into four major areas where the enterprise needs manufacturing data: schedule or request information, performance or response information, definition information, and capability information (see Figure 3).

Figure 3: ISA-95 illustrates how manufacturing operations information flows out into four specific areas where the enterprise might need it: for scheduling or requesting information, gauging performance and seeing response, defining products, activities and resources, and reporting on capability. Source: ISA-95 Part 3.


The ISA-95 standard includes five parts, each of which covers particular aspects of the

framework. These are: models and terminology (part 1); object model attributes (part 2); MOM

activity models (part 3); object models and attributes for MOM (draft part 4); and business to

manufacturing transactions (part 5).

What ISA-95 Got Right Identifies a Need for Data Flow The ultimate goal of most manufacturing CIOs and CEOs is to have a smooth, accessible

information flow throughout their enterprise. The ISA-95 model clearly shows integration

between ERP to MOM and the shop floor as a critical element in achieving that objective.

Figure 3 shows some of this flow from the MOM into other areas of the enterprise.

Multi-Department Communication Having an industry standard for information flows between various functions, departments and

systems greatly facilitates enterprise-wide communication and mutual understanding among all

of the constituents involved. ISA-95 provides both information flow models and a lexicon that

everyone can use – from IT to engineering, quality, operations and finance.

Implementation Project Guidance The standard provides a framework for developing requirements for information system

functionality and data flow. It pre-defines basic activities, object models and transactions

between enterprise and plant systems.

Where ISA-95 Could be Better Simply leveraging the ISA-95 standard is not an “end all, be all” strategy to integrate

manufacturing operations. Manufacturers require not only information flow, but a data model

standard, as well as global visibility and the necessary control to manage and execute

operations across their distributed enterprise and supply chain. There are still challenges with

the ISA-95 standard, particularly for discrete manufacturers, as well as other issues no other

standard has yet to address.

Some of these challenges can be addressed by software – which then becomes a key

differentiator in making your final MOM architecture selection – and ultimately, how effective

and responsive your operations infrastructure will perform. Achieving “compliance” to the ISA-

95 standard is simply not enough.

Process Manufacturing Bias Originally, the ISA-95 standards were designed for Batch or Process Manufacturing, typically

associated with the use of formulas or manufacturing recipes. It was only recently that the

standards are now being applied to Discrete Manufacturing environments, typically associated

ISA is a Standard for Integration, not Data Modeling The ISA-95 was established as a standard for integration information flows between the shop floor and enterprise applications. However, as part of that integration, it is necessary to have consistency within your data model, such as where and how it is stored, as well as where the “master” data resides. Each of these data modeling components must be addressed as part of establishing an integrated manufacturing enterprise. The ISA-95 standard neglects to provide any guidance on what approach to take on this topic.


with the use of a bill of materials and routing assignments. As a consequence, widespread

acceptance of ISA-95 as a “Standard” is not entirely evident within Discrete Manufacturers.

With its roots in Process manufacturing, the profile of today’s ISA members reflects its origins,

with a majority of their members operating within the Process manufacturing industry. As a

result, the group can’t help but have a bias, designing its standards and integration points from

a process manufacturing perspective.

While there is certainly overlap with some Discrete and Process integration strategies, there

are important differences, which fail to be adequately addressed within the current set of

standards. For example, a tracking process relying on barcode readers or RFID scanners will

work infinitely better when deeply integrated within a Discrete manufacturing process, yet a

discussion of this type of tracking across operational areas from the shop floor to enterprise

resource planning applications is unlikely within Process manufacturing environments.

Similarly, the use of sequenced serial numbers as part of a production process – one that must

be carefully tracked to support future genealogy and traceability requirements – is an important

data integration challenge, yet a detailed discussion with ISA-95 is not likely to occur.

Recognizing this shortfall, ISA worked to create a Manufacturing Interoperability Guideline

Working Group, which is a collaborative venture of ISA, MIMOSA, OAGi, OPC, and WBF,

founded March 23, 2006.1 This group will develop an industry guideline that defines generic

business process models between the operations management and business layers of the

manufacturing support system to ideally converge the manufacturing interoperability standards

work underway within ISA SP95, OAGi, WBF, MIMOSA, and OPC. While this is definitely a

step in the right direction, substantial work still must be done before the Process manufacturing

bias is completely removed.

Technology Integration Standards ISA-95 does not include implementation mapping to XML (Extensible Markup Language),

despite XML’s clearly winning position as the lingua franca for data exchange between

systems. This shortcoming is now being addressed as part of the Manufacturing

Interoperability Guideline Working Group, as must mentioned above, which was founded

March 23, 2006. Efforts are now under way to address the lack of XML standards in ISA-952.

As a direct result, the standard is not as extensible as companies need, nor can it address

what a best practice might be for level of extensibility. Each company must consider how to

1 Manufacturing Interoperability Guideline Working Group - A Collaborative Venture of ISA, MIMOSA,

OAGi, OPC, and WBF; ISA; http://www.isa.org/Template.cfm?Section=Press_Releases5&template=/ContentManagement/ContentDisplay.cfm&ContentID=54481

2 World Batch Forum’s B2MML (Business to Manufacturing Markup Language) and the existing OAGi (Open Applications Group) OAGIS (Open Application Group Integration Standard) formed separately. Open O&M was formed to help these and other standards organizations harmonize efforts. Also see press release announcing that ISA and OAGi agree to work on standards; http://www.automation.com/content/isa-and-oagi-agree-to-work-on-standards.

http://www.isa.org/Template.cfm?Section=Press_Releases5&template=/ContentManagement/ContentDisplay.cfm&ContentID=54481

http://www.isa.org/Template.cfm?Section=Press_Releases5&template=/ContentManagement/ContentDisplay.cfm&ContentID=54481

http://www.automation.com/content/isa-and-oagi-agree-to-work-on-standards


extend integration based on their needs. This need for flexibility is an important factor when

utilizing XML to integrate disparate applications and when creating common information

formats to share both the format and data on the World Wide Web, intranets and elsewhere.

The standard does not focus on the need to rationalize disparate IT systems in the plant; but

only on integrating information flows from whatever collection of systems that might exist. As

any plant floor manager can attest to, trying to operate in a ‘real-time’ environment when

commands and data must be reconciled from multiple, disparate systems is a huge problem.

Compound this challenge with operations distributed over multiple locations and time zones,

and you can forget about being responsive to shifting market conditions, supplier requirements

and customer demands.

Low Vendor Participation SAP has been the only enterprise software vendor to actively participate in ISA-95 activities.

Despite their involvement, SAP now admits its SOA strategy is not driven by standards, further

indicating the shortcomings of just relying on the standard for your application integration

architecture and strategy.

Next Steps for Manufacturers The ISA-95 standard combined with the functionality available within today’s Manufacturing

Operations Management (MOM) software can provide a sound foundation for projects

designed to integrate operational data into enterprise information flows. Best in class MOM

providers can deliver not only data integration capabilities, but those of global visibility,

centralized and local control and the efficient synchronization of material flows across the

organization and into the supply chain.

In order to achieve success, manufacturers simply need to view the ISA-95 as a starting point,

and recognize that each integration Level within the Standard’s hierarchy mapping serves an

important function.

Select vendor products excel within their respective “Level,” but seldom can one vendor

provide a single solution that is capable of delivering best in breed performance across each of

the levels. For example, the program design and functional attributes of an ERP system works

well for planning purposes, but seldom offers a viable solution for managing shop floor

operations, with each of its highly data intensive functions.

The following items should be considered when designing plant to enterprise integration, each

of which falls beyond the scope of ISA-95. The end result can be a highly efficient, responsive

manufacturing operations environment that connects disparate operations, provides real time

visibility and control while delivering the necessary agility to respond to the constantly

changing market and customer demand conditions.


Systems’ Roles Each company may have a different view of which system should own various functions and

master data. Some of this will be driven by the capabilities of current systems. For example,

some companies want bill of materials (BOM) to reside in the MOM, while others may store it

in PLM or ERP. What is critical is to select a MOM and ERP solution that supports the

necessary flexibility you require, while being capable of also changing over time, as needed.

There is no one right answer, but as a whole, your system design will need to address this

vexing issue of achieving a “single version of the truth.”

Where Business Logic Resides Many control and automation vendors promote the idea of putting more business logic into the

controllers at Level 1 or Level 2. Alternatively, this logic may be programmed within your MOM

system in Level 3. ISA-95 has no reference on where the “right” location is, so companies

must decide whether they want a decentralized approach, or the easier maintenance of logic in

a central application outside of an automation system.

A plant where production changes or product re-configurations are infrequent, and when they

do occur, the decision is typically best made by the local plant operators, may be best suited

by locating their business logic within a PLC or other machine layer user interface. However, if

production optimization or continuous improvement initiatives are planned on a multi-plant

basis, the implementation of changes within the automation equipment at Layer 1 or 2 could be

quite complicated and difficult to achieve across a geographically distributed production

environment.

For those who have programmed business logic into an OPC or SCADA device, the decision

isn’t too difficult. This task must be completed multiple times through a typically difficult

interface across the plant floor every time a product change or design update is required. If

production is distributed across 15 different plants all over the world and your production floor

has multi-vendor automation equipment, this task could take weeks.

Alternately, there may be data collection triggers as part of your business logic or quality

control program that could easily reside in either your ERP (Level 5) or MOM (Level 3).

Manufacturers need to make this decision based on their own architecture, as well as be

absolutely sure each selected vendor product can perform its function as part of the solution.

Industry-Specific Capabilities This might include Automotive Just-in-Time or sequenced supply chain coordination for

suppliers to ship in the right order and sequence to minimize or even eliminate idle inventory.

The ISA-95 standards provides no guidance on how to best integrate to supplier systems to

accomplish industry-specific objectives, based in part on the fact that the standards were not

written for one particular industry.


In addition, with a built-in bias towards the Process industry, the concept of Just-in-Time has

probably not been even considered, due to its use primarily within the Discrete manufacturing

industry.

Some manufacturers face extreme regulatory requirements, based on their particular industry

or vertical, each of which is highly unique to their respective industry. For example, firms

operating within the Defense or Medical Device industries face a myriad of regulations and

regulatory reporting requirements necessitating unique auditing, reporting, electronic signature

and other approval documentation requirements. Their plant to enterprise integration must

include special capabilities to meet regulatory requirements for product histories with operator

sign-offs, so as to be ready for government auditors.

Maintain Operational and Data Integrity It is common for an ERP system to go down for several hours at a time for maintenance,

system upgrades or just unplanned outages. Depending upon how critical 24x7 operations are

within your unique production environment will have a big impact on whether or not this type of

disruption is acceptable or not. Consequently, your plant to enterprise integration design must

also reflect this operational reality, assigning the appropriate operations to the right Layer

within the ISA-95 hierarchy. Select MOM vendor solutions can operate autonomously if Level

4 connectivity is severed; others can’t.

Organizational Responsibilities Clearly, the issue of what group maintains the integrity and security of the plant-to-enterprise

integration architecture is an important one for a company to decide. Once again, the

allocation of this duty is not explained within the ISA-95 standards, nor should it.

When dealing with personnel issues and the assignment of duties and responsibilities, several

local and global factors are at work, each of which could vary considerably based on the

governance models at each firm. While some companies will assign this responsibility to

manufacturing IT, others might deem this as within the domain of corporate IT, manufacturing

operations or product engineering.


Conclusion When addressing the challenge of integrating the plant to the enterprise, a host of complexity

and issues arise, appearing to be an insurmountable mountain to climb with no end or “peak”

in site.

In today’s business climate where mergers, acquisitions and divestures are common,

adherence to a set of industry standards while accomplishing this type of integration is wise.

The set of standards ISA-95 has identified is a good starting point, and selecting a MOM

software vendor that adheres to these standards, such as Dassault Systèmes, is a good place

to start. However, other factors must be considered, some of which were identified and

discussed within the body of this paper, including:

A standardized data model should be established

A structure for master data management should be considered

A technology standard for data transfer should be maintained

A consistent strategy should be adopted for the location of your business logic

Companies should work with industry standards and commercial software providers to

leverage their experience. However, there will always be a number of decisions that are

company specific. Those listed above are samples. Company-specific decisions tend to be

based on the technical, process or organizational structure, and will likely be a factor at either

the enterprise or plant level.


About Apriso Solutions Since 1993, some of the world’s largest and most successful manufacturers have leveraged

Apriso software and services solutions to ease the challenges of global manufacturing

operations management. With Apriso, manufacturers can improve organizational agility so as

to adapt more quickly and effectively to change. This agility enables firms to take advantage of

new market opportunities by delivering the right product at the right time for the lowest total

cost. Manufacturers choose Apriso to help manage today’s manufacturing transformation of

thinking global while acting local.

Apriso software solutions have won numerous awards and accolades for their ability to tightly

synchronize global manufacturing operations and supply chain networks to deliver real-time

visibility, control and synchronization of business processes performed across plants and the

product supply network. Leverage an Apriso solution to establish a common set of operational

standards that can be managed holistically on a global scale while still being continuously

improved to meet your local market and customer needs.

Apriso Corporation was acquired by Dassault Systèmes in July 2013, and is now a product

portfolio within its DELMIA brand. Apriso products and solutions provide a connection between

the virtual world of digital manufacturing and the real world of manufacturing production.

About Dassault Systèmes & DELMIA Dassault Systèmes, the 3DEXPERIENCE Company, serves 170,000 customers across 140

countries, providing virtual universes for sustainable innovation. Dassault Systèmes’ DELMIA

brand offers products that connect the virtual and real worlds. As part of DELMIA, the Apriso

product portfolio – including its suite of manufacturing operations management applications –

helps manufacturers transform their global operations to achieve and sustain operational

excellence. Learn more at apriso.com, visit our blog at apriso.com/blog, or follow us on Twitter

at @Apriso.

www.apriso.com

http://www.apriso.com/

http://www.apriso.com/blog

https://twitter.com/apriso


Appendix Dassault Systèmes and B2MML B2MML stands for “Business To Manufacturing Markup Language”. Developed and made

publicly available by the World Batch Forum (WBF), it is an XML implementation of the

ANSI/ISA 95 family of standards. It consists of a set of XML schemas written using the World

Wide Web Consortium's XML Schema language (XSD) that implement the data models in the

ISA-95 standard.

B2MML is meant to be used as a common data format to link ERP, PLM and supply chain

management systems with manufacturing systems such as control systems and Manufacturing

Execution Systems.

The recent (July 2007) version 4 of B2MML is a major new release, adding support for Part 5

of the ISA-95 including standard transactions that allow business and manufacturing systems

to have a dialogue using the existing ISA-95 data objects such as Production Schedule,

Production Performance, Material Information and Equipment Information. B2MML V04

supports interoperability of standards by defining transactions that are consistent with OAGIS's

(Open Applications Group's XML business language) transactions.

As part of the Dassault Systèmes’ DELMIA brand, Apriso solutions leverage B2MML when

transferring data between manufacturing operations management applications and external

applications that support the standard, including SAP ERP.


DELMIA’s Apriso: Alignment to ISA-95 Production Standard

Production Operations Management

B2MML data to support Production Management with SAP PP or PP-PI are:

The ERP system sends Production Schedule to Apriso

Apriso sends Production Performance data to the ERP system

A Production Schedule contains Process Orders (POs). Typically POs have start and end

times, identification of the products and amounts to produce. Depending upon type of

production management Make To Order (MTO) or Make To Stock (MTS), POs can be directly

associated with customer orders or may be internal orders for inventory.

A production schedule message may contain one or more production requests and is

application specific. A production schedule may contain high level POs for a plant. But a

production schedule may contain POs subdivided into multiple segments of the process

routing and each segment will address production requirements for a part of plant or process

cell such as a process unit or production line.

Apriso Production can handle all the production execution activities and exchange Production

Definitions, Capabilities, Requests and Response with Apriso Business Integrator.


DELMIA’s Apriso: Alignment to ISA-95 Quality Standard

Quality Operations Management

B2MML data to support Quality Management with SAP QM are:

Apriso gets Quality Definitions such as specifications and Test Capability from the ERP system (it can also be the Product Lifecycle Management (PLM) or Product Data Management (PDM) system) to Apriso

The SAP QM module downloads Quality Requests such as inspection lot or equipment calibration information into Apriso

Apriso uploads inspection point results to the SAP QM module

Apriso Quality can handle all the quality execution activities and exchange Quality Definitions,

Capabilities, Requests and Response with Apriso Business Integrator.


DELMIA’s Apriso: Alignment to ISA-95 Maintenance Standard

Maintenance Operations Management

B2MML data to support Plant Maintenance Management with SAP PM are:

Apriso downloads the Maintenance Definitions, equipment list and capability from the SAP PM module (this can also be defined in a PLM system depending who own the master data)

Apriso sends runtime data for equipment to the SAP PM module, which is the typical Overall equipment effectiveness (OEE) machine runtime and downtime data.

Apriso sends the SAP PM module a request to initiate a maintenance order for curative maintenance

The SAP PM module sends work order information to Apriso for curative or preventive maintenance

Apriso sends work order response for completed maintenance orders to the SAP PM module

Apriso Maintenance handles all maintenance execution activities and exchanges Maintenance

Definitions, Capabilities, Requests and Response with Apriso Business Integrator. Apriso

initiates a Maintenance Request on equipment to the SAP PM module when there is a deviation

on quality rate or availability rate and then creating a maintenance notification. PM module end

users can then authorize the maintenance thereby creating a Work Order.

Work Order information created in PM is delivered to Apriso as a Maintenance Schedule combining

activity related to curative and preventive maintenance, based on period inspection or on real

resource usage. The Maintenance Response can send back the equipment status update, time

spent on the maintenance operation and parts used for the As-maintained genealogy.


DELMIA’s Apriso: Alignment to ISA-95 Inventory Standard

Inventory Operations Management

B2MML data to support Material Inventory Management with SAP MM are:

Apriso downloads Inventory Definitions such as material master data and Inventory Capability from SAP’s MM module

The SAP MM Module sends to Apriso Inventory Requests such as purchase order receipts or Advanced Shipping Notices (ASNs) for material, Inventory Moves, Picking and Replenishments Orders

Apriso uploads Inventory Responses and batch characteristics to SAP’s MM module

Apriso Warehouse can handle all the warehouse execution activities and exchange Inventory

Definitions, Capabilities, Requests and Response with Apriso Business Integrator.

Apriso then can generate send, track and reply commands to move inventory from one

warehouse location or bin to another either by interacting with forklift drivers and warehouse

employees, or by sending commands to an Automated Storage & Retrieval Systems (AS/RS).

Plant to Enterprise Integration · 3 Plant to Enterprise Integration: ISA-95 is a Nice Start...

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