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GEN-03Understanding OperationalInformation Transformation:From HMI/ Supervisory toOperational Teams

© 2013 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 party trademarks and service marks are the proprietary marks of their respective owners.

Tim SowellStan DeVries

Key Takeaways

1. Changes in operational requirements, the shorter experience anddiverse locations of the workforce are driving changes in teamwork

2. These changes drive new ways of doing work, especially amongoperations teams

3. New ways of doing work drive new approaches to training andinformation visualization

Slide 3




Agenda

Market/industry transformation trends

Modern supervisory/operational system requirements

• Operational alignment over a distributed system through a platform/standards

• Operational governance consistency

• Learning transformation to self-service

• From photographic to exception-based graphics (ASM)

Slide 4







Agenda







Slide 5







What’s Taking Place Today?

Holistic O

perationalC

ontrol, IncreasesScope

Consistent Processes

IncreasedG

overnance

Distributed Experts

Agin

g / I

sola

ted

HM

I sys

tem

s

Changing Operational Practices

Distributed Team

s

Modern Supervisory/ OperationsExperience Requires:

Operational Alignment Across Roles thrua Common Supervisory Platform ofModel, Namespace, Events

Standards Management, data,information

Content independent of Device and User

Same Information, Content, fromdifferent roles, devices and locations

Slide 6

Agin

g / I

sola

ted

HM

I sys

tem

s

Transition of OperationalWorker Generation

Gen

Y/

Dig

ital N

ativ

e

Rot

atin

gW

orke

rs

Mul

ti Ta

skin

g

ReplacingExisting Systems

Exception Based Control (ASM) vs.Monitor, Photographic Graphics

Consistency of Actions, OperationalProcess, Governance

Built in Collaboration, Sharing

Content independent of Device and User

Operational Training/ Self Learning

40% today’sleaders retired

1 in 3 project vs..career

Gen Y 42%workforce

60% tasks, jobshave not beenthought of today

2.4 year tenure

1 in 4 workvirtually

2020

Slide 7

40% today’sleaders retired 1 in 4 work

virtually

“The 2020 workplace will need to be adept at uniting a physically – present tribe ofemployees with a tribe of offsite, and often transient, staff. The latter will bespecifically chosen for their ability to add value to the task or project, regardless ofwhere they are on the globe.” Mike Miselowski Futurist

The Evolving Operational Landscape

Agility thruEmpowerment

Trend

KnowledgeWorkers

Changing RequirementOperational Control• Role-based to action-based• Transformable Day in the Life• Natural collaboration across roles

Operational Decision Support• Situational awareness• Preemptive practices• To be vs.. as is

Slide 8

WorkforceTransition

Rotating Roles

Digital Natives

Time to Experience• Access to experience• Self training• Understanding the future

Task/ Work Mgmt• Work/Action Capture• Work/ Action Planning• Work/ Action Consistent with inbuilt SOPs

• Government Regulations• Planet Commitment• Energy Optimization

Slide 9

OperationsOperationscontrolcontrol

BusinessBusinesscontrolcontrol

ProcessProcesscontrolcontrol

STRATEGYSTRATEGY

EXECUTIONEXECUTION

Operational Performance• Asset Utilization• Product Optimization• Agility

Critical Project Trends We are Seeing!

Slide 10

Flexible Team Coordination (Operational Centers)Enterprise Control• Game-changer: use people differently for

efficiency or agility

• Operational Team works in coordinatedfashion over multiple sites

• A community of Experts provide theknowledge/ experience real-time

• Move from individual Operational Control torunning a flexible team across a network ofoperational interfaces to execute; usually anOperational center, virtual expert teams,roaming, working as one

• Built in work practices and operational taskmanagement so tasks can be passed betweenteam members smoothly

Business,Operationsand PlantFloorpersonnelworkingtogether innew ways

Slide 11

• Game-changer: use people differently forefficiency or agility

• Operational Team works in coordinatedfashion over multiple sites

• A community of Experts provide theknowledge/ experience real-time

• Move from individual Operational Control torunning a flexible team across a network ofoperational interfaces to execute; usually anOperational center, virtual expert teams,roaming, working as one

• Built in work practices and operational taskmanagement so tasks can be passed betweenteam members smoothly

Business,Operationsand PlantFloorpersonnelworkingtogether innew ways

Operations Control Loop:Enterprise Control

• Game-changer: use people differentlyfor consistency or agility

• Standardize and govern the businessprocesses which set and change targets forkey performance indicators

• Standardize and govern the businessprocesses which set and change limits forbusiness, operations and safety

• Frequently monitor and analyze deviationsto targets and violations of limits

Slide 12

• Game-changer: use people differentlyfor consistency or agility

• Standardize and govern the businessprocesses which set and change targets forkey performance indicators

• Standardize and govern the businessprocesses which set and change limits forbusiness, operations and safety

• Frequently monitor and analyze deviationsto targets and violations of limits

Business, Operations and Plant Floor Systemsworking together

Operations Control Loop Examples

• SATORP Saudi Arabia – govern andmonitor “operations window” andassociated limits for all processingareas, tight supply chain andoperations management

• ThaiOil Thailand – govern andmonitor key performance indicatorsand targets

Slide 13

• SATORP Saudi Arabia – govern andmonitor “operations window” andassociated limits for all processingareas, tight supply chain andoperations management

• ThaiOil Thailand – govern andmonitor key performance indicatorsand targets

Agenda







Slide 14







Operations Center Example• Growth, volatility, complexity – needed a more responsive organization

• Controlling 14 Mines, 3 Shipping Ports, 1400kms rail track

Slide 15

Centralised Control Room

BENEFITS

Whole of System Visibility

Improved access toinformation

Collaboration

Operations Support

OPERATIONSCENTRE

Operational Excellence

System Performance

Simpler, smarter, fasterdecision making

Rapid Replication

UtilitiesMines Plants Rail Ports

Goals: Working Together, Leading the Industry

Slide 16

BENEFITS

Integrated Planning and Scheduling

Whole of System Visibility

Improved access toinformation

Collaboration

Operations Support

Asset MgtMining Whole of Business PlanningLogisticsQualityProcessing

OPERATIONSCENTRE

Operational Excellence

System Performance

Simpler, smarter, fasterdecision making

Rapid Replication

Our Guiding Principles & BehaviorsOur Guiding Principles & Behaviors

Systems FocusImprovement

MindsetCollaborative

CultureEffective

Relationships

Key Success Factors / Contributions for OperationalExcellence across a Distributed Value Chain(Rio Tinto)

0% 20% 40% 60% 80% 100%Minimise Ramp Up time at Commisioning

Minimise time to reach Optimum Production

Ability to reach Optimum Production ($M’s)

Minimise Cost to change systems

Ability to make changes in a reasonable…

Standardisation of systems/processes

Slide 17

Standardisation of systems/processes

Safe plant operations

Minimise System Maintenance effort & cost

Minimise Hardware & Software Support Costs

Ability to Accomodate No. of Controllers in OC

Simple Control System Operation (for Controllers)

Average Impact of Each Factor

Integration OO ASM (HMI&Alarm) PLC Blocks

Rio Tinto “RTIO” ECSStrategy Vision Summary1. Why?

– Optimize RTIO value and maximize throughput

• Simpler, smarter, faster decision making (Operational excellence)

2. How/What?– Process & ‘System’ Optimization & Standardization (continues)

• Develop and Manage Standards through the application of object basedtechnology and the application of ASM methodologies.

3. When?– The Journey continues…

Slide 18

1. Why?– Optimize RTIO value and maximize throughput

• Simpler, smarter, faster decision making (Operational excellence)

2. How/What?– Process & ‘System’ Optimization & Standardization (continues)

• Develop and Manage Standards through the application of object basedtechnology and the application of ASM methodologies.

3. When?– The Journey continues…

The Challenge of Alignment across a DynamicValue Chain

Evolution from Manned to Transition

Existing control roomsExisting operational KiosksRoaming/ Dynamic teams with Wireless

Central Coordination• End to End View• Information TsunamiOperator/ ControllersProduct ManagementPlanners

Access to Expertise• Anywhere• Any deviceExpertise in ProcessExpertise in EquipmentWithin CompanyExternal to Company

Slide 19

Slide19

How to Achieve Trusted Common InformationReal-time collaborations, SharingEnable Timely Correct Operational Decisions / Actions

EOS – The Operator in Control

Slide 20

Concept: Virtual “Situation Room”Activities are Transformational across state,Collaboration is Natural, Awareness is native

Slide 21

The Invensys Approach toCentral Control Room/ IOCS• One Platform/ Names space over all controllers• Ability to set up standards for equipment / abstracting the underlying controllers• Ability to set up Graphical standards aligned with equipment• Ability to embed operational practices / procedures• Ability to unify alarms/ events, and experience

Workflow is used to capture yourOperational practices Sustainable

StandardsConsistency

Slide 22

Unified Real-time Asset/ Process Model built on Managed StandardsRenormalizing of data into effective information/ intelligence

One Namespace, Unified Managed Configuration

LocalInfrastructure

LocalInfrastructure

LocalInfrastructure

LocalInfrastructure

ControlSystems

ControlSystems

ControlSystems

ControlSystems

StandardsConsistency

Ops Center/Control Room Crowding,Complexity of Systems

Slide 23

How can This be Improved?

KPI Dashboard DocumentsCamerasFocusFocusFocusFocus

Slide 24

HMI CollaborationTrends

AlarmAlarmClickClick

FocusFocus

FocusFocus FocusFocus

Agenda







Slide 25







Synchronizing Strategy and ExecutionSTRATEGYSTRATEGYSTRATEGYSTRATEGY

ProductionProductionControlControl

BusinessBusinessControlControl

Delay

Dist

ortio

n

“T“THEHE CCONTROLONTROL GGAPAP””“T“THEHE CCONTROLONTROL GGAPAP””

RevenueGrowth

OperatingMargin ROAIntegrated Control

Slide 26

EXECUTIONEXECUTIONEXECUTIONEXECUTION

ProductionProductionControlControl

ProcessProcessControlControl

Dist

ortio

n

“T“THEHE CCONTROLONTROL GGAPAP””“T“THEHE CCONTROLONTROL GGAPAP””

Quarters Weeks Days Hours Minutes Seconds SubQuarters Weeks Days Hours Minutes Seconds Sub--secondsseconds

Temp. Pressure Emissions

Real-Time Performance Managementalso Requires “Empowering the Edge”

…thus eliminatingthe lag between

SenseSense

&&

ResponseResponse


SenseSense

&&

ResponseResponse

Slide 27

Quarterly … Monthly … Daily … Hourly … Real-Time


SenseSense

&&

ResponseResponse


SenseSense

&&

ResponseResponse

In other words, “Empowering the Edge”is about…

…drivingStrategic IntentStrategic Intent

intoDaily ExecutionDaily Execution



Slide 28

Quarterly … Monthly … Daily … Hourly … Real-Time





…while enabling RealReal--Time VisibilityTime Visibilityof leading indicators to upper management

…while enabling RealReal--Time VisibilityTime Visibilityof leading indicators to upper management

Operational Innovation is Key to Accelerated GrowthLean vs. Embedded Process

EmbeddedBusiness/ Operational

ProcessLeaders in Industry areEmbedding Bus Processes toensuring consistency.

Followers in Industry are using Manual BusProcesses through tribal knowledge

Operational InnovationContinued evolution ofprocedures/ process

BeginAnalysis

IdentifyImprovement

Time

ManualBusinessProcess

ChangeComplete

Source ARC

Followers in Industry are using Manual BusProcesses through tribal knowledge

Lean Process

Embedded Business/Operational Processes Maturity

Value

Intelligent Workflow & Decision TreesVersus Linear Procedures

Step 1CheckPump

Step 2Oil

ConditionGood

LinearProcedureApproach

Decision Tree approachHelps to Achieve:

• Predictive MaintenanceCulture

• User Acceptance forMobile HandheldComputers

• Execution of BestPractices

• Retention of knowledge

vs.. Intelligent Workflow

Manual Operation

ManualData

ManualInput

Task SpecificDecision TreeCheck Pump

Oil ConditionGood BadOR

Slide 30

Step 2Oil

ConditionGood

Step 3Oil

ConditionBad

Step 4TempGood

Step 5TempBad

Decision Tree approachHelps to Achieve:

• Predictive MaintenanceCulture

• User Acceptance forMobile HandheldComputers

• Execution of BestPractices

• Retention of knowledge

Decisions

PredefinedDecision Trees ByRole, Process, Task



ShutdownPUMP

Oil ConditionGood BadOR

IF OIL GOODGO TO

NEXT PUMP

CHECK TEMP

Good Bad

ADD OILTHEN GO TONEXT PUMP

?YES NO

OR

Agenda







Slide 31







Minimizing Time to Experience

• Experience training hasproved to be the mosteffective method today

• Need the right mix oftraining:• Academic

• Near-time experiential

• Real-time experiential

Slide 32

• Experience training hasproved to be the mosteffective method today

• Need the right mix oftraining:• Academic

• Near-time experiential

• Real-time experiential

Access to Experience -Virtual Expert Teams Collaborating withLocal Teams

Unified Industrial Enterprise(Trusted System)

Planning/Scheduling Team

Operations/Process RiskExpertCommunity

Asset RiskExpert Team

Pete

Sean Phil Rob

Tom

Slide 33

Unified Industrial Enterprise(Trusted System)

Refinery 1Self Aware Model



Virtual Team could be local or longdistance remote

Local Workers who are moving within therefinery but could be roaming

Bob Bill

Frank

PlantMaintenanceTeamPlant Operations

Control

The Systemunifies distributedassets andmakes everyonesituational awareof the planned,current and pastconditions of therefineries.

Pete

Arcelor Mittal:“Facebook of Arcelor Mittal Blast Furnaces”• Description:

• Remote Monitoring, Diagnostics and Standardization (RDMS)

• Business Problem:• Require remote experts to be able to advise remote sites and provide

expertise

• 65 blast furnaces all over the world

• Old technology and no standards on measures information

• Need to establish a standard way to view blast furnaces, and onlinecommunity of information across the world

• Share Experiences with Live & Historical Data

• Instant On-line Information Exchange For Problem Solving

• Create a Powerful Knowledge Database

• Create a Community For Helping Each Other

• Solution:• Used Invensys System Platform with standard objects for Blast

Furnaces measures

• Auto updates in Near Real-time

• Notifications and standard interfaces via web

Virtual Community of Experts

Slide 34

• Description:

• Remote Monitoring, Diagnostics and Standardization (RDMS)

• Business Problem:• Require remote experts to be able to advise remote sites and provide

expertise

• 65 blast furnaces all over the world

• Old technology and no standards on measures information

• Need to establish a standard way to view blast furnaces, and onlinecommunity of information across the world

• Share Experiences with Live & Historical Data

• Instant On-line Information Exchange For Problem Solving

• Create a Powerful Knowledge Database

• Create a Community For Helping Each Other

• Solution:• Used Invensys System Platform with standard objects for Blast

Furnaces measures

• Auto updates in Near Real-time

• Notifications and standard interfaces via web

Virtual Community of Experts

New Approach to Training

• This comes from a combination of training approaches geared tominimizing time to efficiency, then driving new levels of operationaland financial performance

Slide 35

Agenda







Slide 36







Operational ExperienceChanging Face of User Base

• Move to “To Be State”• Awareness• Condition vs.. Alarm• Access Experience

“System is Aware”

“Pre-Emptive/ Dynamic”• Auto Escalation• Auto Investigation to

determine condition• Auto awareness of condition

based on History pattern• Built in Procedure• Built in How to

Slide 37

“Access to Experience”

• Auto Escalation• Auto Investigation to

determine condition• Auto awareness of condition

based on History pattern• Built in Procedure• Built in How to

• How to access experience• How to locate correct people• How to engage naturally• How to empower and synch state• How a use must be dynamic to

become an agent for task• Virtual teams

ASM Best Practice Areas - HolisticUnderstanding of Abnormal Situations

Safety Culture

Incident System

Collaboration

Participation

Metrics, Improvement

Management of Shifts/Shiftwork

Management Communications

Operational Communications

User Interface Design

Use of Technology

Control Centre and Human Factors

Housekeeping

Alarm Management

Qualifications of Training Staff

Coverage of Training program

Training Delivery

Using Many Opportunities for Training

Quality of the Procedure System

Process Hazard Analysis

Safe Work Permit Procedures

Slide 38

Understanding of Abnormal Situations

Safety Culture

Incident System

Collaboration

Participation

Metrics, Improvement

Management of Shifts/Shiftwork

Management Communications

Operational Communications

User Interface Design

Use of Technology

Control Centre and Human Factors

Housekeeping

Alarm Management

Qualifications of Training Staff

Coverage of Training program

Training Delivery

Using Many Opportunities for Training

Quality of the Procedure System

Process Hazard Analysis

Safe Work Permit Procedures

Quick ASM Overview

What is an Abnormal Situation?

• During a disturbance the automated control system cannot cope...

• So, an operator must intervene to supplement the control system

• This is an “Abnormal Situation” (we hope!)

May ImpactCan lead to

Slide 39

Product Quality

ProductThroughput

Job SatisfactionEquipment Damage

Environmental Release

Personal Injury

Loss of Life

Public Relations

Abnormal Situation ManagementPotentialImpact

Incident

AimSafety System

Alarm

Slide 40

Time

Abnormal

Normal

AimAlarm

Proactive

Costs of Abnormal Situations

OperatingTarget

Current Limit

Theoretical Limit

Performance

Lost opportunity(Cost of comfort)

Future upgrades

Lost Profit

Profit

Comfort Margin

Theoretically possible; currently unsustainable

Incident

Where the real money is

Slide 41

Time

Loss

Fixed Costs(Idle Plant)Additional

unplanned costs

Lost Revenue

PlantPerformance

Equipmentdamage, etc.

AccidentShut down

What we hear about

ECS Alarm System Management

• Original reason for the ASMconsortium

• Alarm Philosophy (EEMUA 191,ISA 18.2)

• Performance Metrics

• Alarm Management Process(Monitor, assess, rationalise)

• Tools - must support theprocess

• Fully Integrated Alarm systemin ECS (Visual and process)

Slide 42

• Original reason for the ASMconsortium

• Alarm Philosophy (EEMUA 191,ISA 18.2)

• Performance Metrics

• Alarm Management Process(Monitor, assess, rationalise)

• Tools - must support theprocess

• Fully Integrated Alarm systemin ECS (Visual and process)

Empowering the NOW DecisionThrough Exception-Based Awareness

ConditionalAwareness vs..Alarms• Pattern

Modeling• Complex Event

Engine

Ability to Lookinto the Future“What If”

SituationalAwareness

KnowledgeAccess

Slide 43

Unified Asset Model“Self Aware” understandsIntelligence/ Smart within the Asset Model

Standard best practiceprocedures, thatautomatically initiate

ConditionalAwareness vs..Alarms• Pattern

Modeling• Complex Event

Engine

SituationalAwareness

Timely awarenessIn context of meand location

Graphic Hierarchy Example

Level 1 Overviews

• Designed to provide the operators withan overview of how well their unit(s) isrunning

• Covers the operators entire span ofcontrol

• KPIs, high-level health measures

• Functional/goal-oriented

• May also contain related upstream/downstream and utilities information

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ACK TIME IN TIME LST MODE TAGNAME STATUS VALUE CURLN 11:33:20 16:15:33 SCADA01 ALAREA-P LO 5.00 LO

11:33:20 16:15:33 SCADA02 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA03 ALAREA-P LO 5.00 LO

11:33:20 16:15:33 SCADA04 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA05 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA06 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA07 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA08 ALAREA-P LO 5.00 LO


11:33:20 16:15:33 SCADA14 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA15 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA16 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA17 ALAREA-P LO 5.00 LO

11:33:20 16:15:33 SCADA18 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA19 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA20 ALAREA-P LO 5.00 LO

File View Alarm General Help

Filter: ON Sort: TIME Columns Delete: ALL


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Type 4 Schematic

LEVEL 1

LEVEL 2

Slide 44

Level 1 Overviews

• Designed to provide the operators withan overview of how well their unit(s) isrunning

• Covers the operators entire span ofcontrol

• KPIs, high-level health measures

• Functional/goal-oriented

• May also contain related upstream/downstream and utilities information


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MAIN FRAC BOTTOM

STG 2Frac

Overview

MainFrac

Middle

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Upper

MAIN FRACPV-819

P1942

LP Sep

EX PHTR

P2225/6

STG 2 Feed

F3065.HCO

L0626.HC64

PCT

PV-818

DRAFTP3133.HC-0.1

IN_H2O

F3065.HCOOL-5

Furn Oil

RecycleFuel Gas

F3073.HCO

F-44

EFFICIENCYEF.F4483

PCT

DUTYQ.F44NET40.4

MBTU/HR

83% FBX 025.4PCT

STOPPEDSP= 5.4

B

OVHDF

NAPF

BTMSF

IRF

TYPE 2

TYPE 3

TYPE 4

630

720

CSO

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HGO

TRAY 29

XHGO

TRAY 4

60 40 20 0

60 40 20 0

60 40 20 0

605

700

635

720

60 40 20 0

60 40 20 0

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Diesel

IBP

60 40 20 0

FGF

NGF

650#F

175#F

CIF

DWF

83%

5.1:1

MATERIAL BALANCE

IN VENT

H2 QUALITYRY

VENTMU

Nap Prod

88%

1st STG

DU-5

FG

MU

Solutions Outside The Box, Inc.

Frac

Frac

R.A.


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FRACTIONATOR OVERVIEW

83%

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T-XXXT-XXX

F3065

OVHDF

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Overview

Start-up

Special

LP Sep

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Shut Down Schematic Schematic Schematic AlarmSummary

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CV 255

G5

OVHDF

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G3

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HV-125

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PV 125

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PV 126

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NAPHTHA

60 50 40 30 20 1090%

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TV 68 B

45%

M

LP Sep

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Back End

Recycle

EX PHTR

HistoryHistory


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Schematic Schematic Level 4 Schematic Schematic

Level 4 Alarm Summary

ACK TIME IN TIME LST MODE TAGNAME STATUS VALUE CURLN 11:33:20 16:15:33 SCADA01 ALAREA-P LO 5.00 LO

11:33:20 16:15:33 SCADA02 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA03 ALAREA-P LO 5.00 LO



11:33:20 16:15:33 SCADA14 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA15 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA16 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA17 ALAREA-P LO 5.00 LO

11:33:20 16:15:33 SCADA18 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA19 ALAREA-P LO 5.00 LO11:33:20 16:15:33 SCADA20 ALAREA-P LO 5.00 LO

File View Alarm General Help

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ALARM

Alarm 1 Descriptor

Alarm 2 Descriptor

Alarm 3 Descriptor


TREND

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SPPVOPTRK

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20060 MINUTES

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Type 4 Schematic

LEVEL 3

LEVEL 4

Overview, Process, and Data-Point

CLEANH2O-TANK-1

HeatedMixer 01

DISTILLEDH2O-TANK-2 CHEM-TANK-A

HeatedMixer 02

HeatedMixer 03

PROCESSING AREA 07

PROCESSOR LINE 003PROCESSOR LINE 002PROCESSOR LINE 001

E-42 E-48 E-47 E-39

PROCESSING AREA 44

STAGGINGAREA

SHIPPINGAREA

PROCESSING AREA 10

PROCESSING AREA 31 PROCESSING AREA 27



CLEANH2O-Tank-1

HeatedMixer 01

PROCESSING LINE001

T

TIC 736

I 36

HeatedMixer 01

TIC 736

T

TIC 736

I 36

TIC 736

T

I-6

I-5

TIC 736

Slide 45

CLEANH2O-TANK-1

HeatedMixer 01


HeatedMixer 02

HeatedMixer 03

PROCESSING AREA 07


E-42 E-48 E-47 E-39

PROCESSING AREA 44

STAGGINGAREA

SHIPPINGAREA

PROCESSING AREA 10




CLEANH2O-Tank-1

HeatedMixer 01

PROCESSING LINE001

T

TIC 736

I 36

HeatedMixer 01

TIC 736

T

TIC 736

I 36

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I-6

I-5

TIC 736

ArchestrA Object Model Overview

Object: Processing Area 07

Object: Processing Line 001

Object: Heated Mixer 01

Object:Flow Meter

Object:Mixer Motor

Object:Steam Jacket

Containment

Containment

Containment

Slide 46

Attribute:Flow Rate

Attribute:Speed

Attribute:Temperature

CLEANH2O-TANK-1

HeatedMixer 01


HeatedMixer 02

HeatedMixer 03

PROCESSING AREA 07


ArchestrA Object Model Overview

Slide 47

CLEANH2O-TANK-1

HeatedMixer 01


HeatedMixer 02

HeatedMixer 03

PROCESSING AREA 07


T

I-6

I-5

SAL Symbols and SAL-Based Applications

- SAL Symbols utilize process data and alarm state data to present aconcise situational analysis to the operator

- An important aspect of every SAL Symbol is the Alarm Border

- The Alarm Border displays Alarm state information for the element itis representing on the screen, whether it’s a Data Point, Process, orOverview element

Slide 48

NORMAL HI-HI ALARM (HI PRIORITY)

Awareness @ every level built in AlarmAggregation

Slide 49

ASM Displays vs. Traditional HMI

Slide 50

PDO Oman: From 25 systems to Consistency• Transform• Many Systems

to One• Common Look

and Feel• Sustainable

25differentSystems

Slide 51

• OperationalApproachChange

• It is Re engineernot and upgrade

ASM Benefits – scenario study results

Less Time to Orient to ProblemsThe operators using ASM displays:

– Were more proactive

– Oriented to the problem an average of 4 minutes faster

– Detected an event before the alarm 48% of the time• 38% improvement

Faster Total Completion TimeThe operators using ASM displays:

– Took less time to deal with the event

– Were more consistent

– Took 10.6 min vs.. 18.1 min avg. to complete task (41% improvement)

– Successful 96% of the time

Slide 52

Less Time to Orient to ProblemsThe operators using ASM displays:

– Were more proactive

– Oriented to the problem an average of 4 minutes faster

– Detected an event before the alarm 48% of the time• 38% improvement

Faster Total Completion TimeThe operators using ASM displays:

– Took less time to deal with the event

– Were more consistent

– Took 10.6 min vs.. 18.1 min avg. to complete task (41% improvement)

– Successful 96% of the time

Operational Excellence Journey

Where have we been?• Departmental approach• Function specific metrics• Use of spreadsheets/

manual processes• Scheduled/timed process• Tools based• Historical focus

Where are we now?• Spreading across depts.• Processes fully defined but

not streamlined orinstitutionalized

• Strategic & operationalmetrics defined but notaligned

• Technology in place tosupport data integration anddynamic reporting but thereare gaps

• Tools and process based• Near real time

Where are we going?• Clear financial and

operational metrics mappedto strategy and goals

• Business processesstreamlined and optimized

• Cause and effect fullyunderstood

• Dashboards in full use• Trends analysis• Exception handling• Collaboration and

accountability acrossfunctions

• Near real time

Where do we want toreach?• Empowerment of operators• Culture of performance and

accountability• Collaborative and dynamic

decision making• Performance information

pinpoints everyone’scontribution to goalattainment

• Clear transparency• Wide use of analytics• Sense & response

Consistency, Repeatability, Predictability

Where mostorganizations are

today

Slide 53

Stage

1

Reacting toBusiness

Stage

2

ImprovingBusiness

Stage

3

DrivingBusiness

Stage

4

Driving theMarket

Where have we been?• Departmental approach• Function specific metrics• Use of spreadsheets/

manual processes• Scheduled/timed process• Tools based• Historical focus

Where are we now?• Spreading across depts.• Processes fully defined but

not streamlined orinstitutionalized

• Strategic & operationalmetrics defined but notaligned

• Technology in place tosupport data integration anddynamic reporting but thereare gaps

• Tools and process based• Near real time

Where are we going?• Clear financial and

operational metrics mappedto strategy and goals

• Business processesstreamlined and optimized

• Cause and effect fullyunderstood

• Dashboards in full use• Trends analysis• Exception handling• Collaboration and

accountability acrossfunctions

• Near real time

Where do we want toreach?• Empowerment of operators• Culture of performance and

accountability• Collaborative and dynamic

decision making• Performance information

pinpoints everyone’scontribution to goalattainment

• Clear transparency• Wide use of analytics• Sense & response

Recommendations• Review the changes in roles the associated “Day in the life” of these

roles, and how they will interact with other roles, and how they canexecute decisions faster

• Understand how members will collaborate, share experience

• Design for trustworthy information (end-to-end)

• How standards will be enforced in user interface, model structuresand embedded operational practices

• How new operational practices can be evolved and improved overtime

• How do you reduce learning and time to experience to 20% of today

• Design for higher availability – distributed, multi-tier, redundancy,disaster recovery

Slide 54

• Review the changes in roles the associated “Day in the life” of theseroles, and how they will interact with other roles, and how they canexecute decisions faster

• Understand how members will collaborate, share experience

• Design for trustworthy information (end-to-end)

• How standards will be enforced in user interface, model structuresand embedded operational practices

• How new operational practices can be evolved and improved overtime

• How do you reduce learning and time to experience to 20% of today

• Design for higher availability – distributed, multi-tier, redundancy,disaster recovery

Key Takeaways




Slide 55




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