SPOTLIGHT

Building Start-to-End Capabilities in Manufacturing Operations & Asset Management, Production Information Management, HMI & Supervisory

SDC Wins the Best Project Execution Team Award

PAG

E 1

2 Hybrid Cloud Application Model for MES

PAG

E 1

7

AUGUST 2013

REVOLUTIONIZING DELIVERY

PERFORMANCE

PAG

E 7

1

I am glad to announce the third edition of our SDC Digest. In our last two editions we have covered a brief introduction of our centers in Bangalore, Chennai, Hyderabad, Cairo and Buenos Aires along with the leadership team heading the centers. Continuing with our endeavor to share more information about the Software Delivery Centers and also to make this issue an interesting read, we are covering different case studies from these centers - Design & Simulation, Optimization, Planning & Scheduling and; Operations & Asset Management, HMI & Supervisory - that continually demonstrate business excellence. These centers now have the capabilities for end-to-end practice management from presales, consulting, design/development, implementation and post-implementation support.

Recently we have been honored with awards for the exemplary work that these teams have been delivering. This edition will detail out the progress & contributions being made by the key practices in SDC. Maintaining the momentum of our excellence, we have emerging practices and offerings in the pipeline that we have set for ourselves. The roadmap ahead will be challenging but exciting too as there will be ample opportunities for each one of us to explore, learn and develop our overall skill sets.

Additionally, it has been a great quarter for a start and I thank you all for all your contributions in making SDC a success story. Looking forward to a great year ahead.

Thank you!

Colleagues,I am glad to see our Software Delivery Center (SDC) playing a significant role in software business. From our delivery perspective, we have had a good year in all categories - revenue growth, margin improvement, capability and tools improvement. SDC has strengthened our relentless focus on execution - overall globally OTS practice has grown 32%, MES 75% and Optimization/APC has grown 19%.

In addition to scaling up through aggressive hiring last year, SDC has also successfully invested a good effort in training and development. The contribution on key projects – ExxonMobil, SATORP, BPCL, CTS (3M, ESI, DoD), Pepsi, Nestlé and RIL – is also noteworthy. Transitioning into FY14, we have a much greater plan for SDC as we started off this year with 60% coverage on backlog. We are already speeding up our plan to add resources to strengthen our OTS practice and build a matured MES practice.

We have also kicked off a couple of new emerging areas - System Platform Consulting and Asset/Mobility Domain.

Our top five objectives will continue to focus on:• Improvingdeliveryperformance-project

execution,margin, customer satisfaction• Improvingcapability-MES,OTS,IRIStype,Asset

and Mobility, EMI and Workflow, new technology• HigherSDCparticipationwithallregionsduring

end-to-end engagement• QMS2.0roll-outandlargeprojectexecution• Regularcadencewithriskreviews

We have a promising roadmap of tremendous opportunities to accelerate our growth. And I am very confident that our SDC team and leadership will execute with utmost efficiency.

Thank you!

Welcome Note

Rashesh ModyVice President, Software

Sanjay ShahHead, Software Delivery Center

2

SDC DigestContents

Translating Capability to Sustainable High Performance Team: Design & Simulation, Optimization, Planning & Scheduling

Building Start-to-End Capabilities in Manufacturing Operations & Asset Management, Production Information Management, HMI & Supervisory

SDC Delivery Workflow: Engaging our customers end-to-end

SDC Wins the Best Project Execution Team Award

Getting Better: Enabling our Employees for Performance Excellence

TAS Server Redundancy

Empowering our Customer with Dynamic Workflow Solution

Hybrid Cloud Application Model for MES

Creativity at SDC

3-6

11

12

7-10

13-14

17-18

15

16

19

3

Translating Capability to Sustainable High Performance Team: Design & Simulation, Optimization, Planning & Scheduling

With ample opportunities as well as challenges, FY13-14 has been quite a journey for the Design, Simulation and Optimization team. Expanding the software business globally brought in more large, complex projects from around the globe.

Various projects explored in new frontiers:

• Geographically diverse locations - USA, South Korea, ASEAN, Germany, Italy, UK, Saudi Arabia• Extending beyond refining - Upstream, Chemical, Polymer and F&B• Working with energy majors like ExxonMobil, BP, Shell and Total.

In this edition we will talk about SDC Hyderabad, its journey to meet demand, organizational design for flexibility, skill sets to deliver, artifacts generated, and its foot print.

Growing to Meet the Demand - Scalable Journey through Inception

• 2004: Hyderabad was the first OTS team in APAC region and one of the first OTS teams globally. From a nascent stage, it started supporting HPI OTS.

• 2005: Started the ExxonMobil OTS program, and provided major contribution to its growth in the following years.

• 2006: Power OTS Practice was established. Started supporting projects predominantly in India and ASEAN.

• 2009: Started work on Real Time Optimization Projects (ROMEO) supporting APAC region under the guidance of the Japanese Optimization team.

• 2010: Started work on Advanced Process Control (Conneussuir) supporting India region predominantly in fossil power industry.

• 2010: Started Performance Analysis Diagnostics and Optimization (PADO) for the first time in Invensys.

• 2012: All groups in Hyderabad (Cairo/Buenos Aires) working for Software LOB were consolidated as SDC.

Organizational Design - Still Flexible yet Effective

SDC Hyderabad Organization design allows the team to work effectively while retaining its flexibility. Organization structure has been well defined in order to execute its responsibilities and authority, coordinate and collaborate to achieve organizational goals and objectives.

Head Count

20

40

50

80

2005 2006 2007 2008 2009 2010 2011 2012 2013

SDC Hyderabad Head Count

4

While resources, knowledge and tools provide the essential ingredients for execution, SDC Hyderabad has defined the common framework to deliver the projects consistently with four defined knowledge areas:

• Resource Management• PracticeandQuality

• Governance and Execution• Operations/Delivery Leadership

Skill Set - Essential for Successful Delivery

SDC Hyderabad team developed the skills to execute projects successfully in the past decade through inception of the team. Some key highlights are:

Process Experience

• Strong domain knowledge in Refining and Upstream. This include both in process operations and simulation. A good amount of refining simulator experience has also been acquired due to the ExxonMobil program.

• Added up considerable simulation experience in olefins, complementing the process operations experience the group had.

• Gained good amount of experience in supercritical power plants due to the upside

in the business especially in the APAC region. • Added experience to chemicals such as

Acetic Acid, Amines etc. which had been delivered successfully.

• Expanding into polymer space with an earlier delivery of LLDPE for ExxonMobil and ongoing execution of PP from MENA client.

• Gained considerable experience in Milk process with multiple simulators delivered to Nestlé.

Systems Experience

Good exposure to Foxboro and Honeywell DCS systems:• Foxboro due to simulators delivered as

part of the MAC project or business from installed base.

• Honeywell primarily from ExxonMobil projects.

• Good exposure in Triconex as ESD system in almost all projects.

A lot of exposure to Yokogawa of late due to:• Large number of projects won in APAC region

is Yokogawa DCS• Lateral hire of engineers had lot of Yokogawa

experience by virtue as user or of being an employee of Yokogawa/ their associate

• Continual exposure to Rockwell systems due to Nestlé projects.

Leadership

Resource Management

Practice &

Quality

Resources Knowledge

Tools Environment Services

Governance &

Execution

Operations / Delivery Leadership

Resource Management Practice and Quality Governance and Executiona

• Responsible & Accountable – Business KPI• Project Estimation, PO Process, Invoicing & Revenue recognition (support Finance)• Project / Program Target Metrics – Definition• Budgets & Operating Plan – Development & Adherence• Commercial/Financial – Actions & Decision making• Strategic Decisions• Single Point of Contact and Liasoning with Stakeholders

• Project Staffing• Demand Forecast• Capacity Plan• Recruitment• Career Development• Utilization

• Business Plans• Practice Maturity• Knowledge Repository• Standard Engineering• Process Adherence• Pre-Sales Support

• Project Planning• Metrics Tracking• Manage Cost & Quality• Productivity• Technical Support• Mentoring PM’s

5

Artifact Library – Creating Reusable Tools and Components

Standard Modeling Guidelines

• Started as a sponsored activity by ExxonMobil.• Embraced and extended to create a standardized factory

based approach.• Adapted as a standard best practice documentation and shipped along

with Dynsim product.

Standard Generic Simulators

• Developed nine generic standard refinery simulators, available off the shelf.

• Developed three generic power standard models. HMI needs to be developed and integrated.

Excel Assistant

• Productivity tool that helps in bulk editing from Excel.• Extensively adapted by global OTS teams.• R&D standardized majority of the features into bulk configurator.

Foot Print – Supporting Projects Globally

SDC Hyderabad supports projects globally and following are some significant contribution by the team in the OTS business.

* Till Mar 13. Projects post Dynsim release is considered and upgrades are excluded.

• Delivered ~28% of all OTS projects executed in Invensys and supported another ~5% projects for regional teams.

• Clear leader in Refining segment.• Strong position in Upstream and LNG areas.• Strong in Ethylene, added experience in Amines, Acetic Acid.• F&B entry with multiple Nestlé milk powder units.• Growing Power OTS.

6

Project Performance – Improvement based on Past Learning

Predictability

• Constantly monitor and take corrective actions to make projects more predictable

• Measure them by the calculation - Estimated vs. Actual

• Improved consistently in execution• Able to estimate project requirements accurately.

High Customer Satisfaction

• Aiming for customer delight and record appreciations

• Received 9+ customer official citations• Numerous e-mail appreciations from both customers and regions.

QMS – Quality as Process

WearenowalmostreadytorollouttheQualityManagementSystem(QMS)fortheSDCHyderabadOTSGroup.

On-going

• Defined framework• Live portal with all procedures and standards• Started applying to projects whose KOM is after February• Session of NR to understand modifications needed for the framework• Validate the documents generated in the first identified set of projects TargetDate:EarlyQ2FY13-14• ApplyQMSinprojectsforwhichtheprogressis<20% TargetDate:EarlyQ3FY13-14• Internal audit to find shortcomings TargetDate:LateQ4FY13-14• And, continuous process improvement.

40%

60%

80%

100%

120%

140%

Jan-04 Oct-06 Jul-09 Apr-12

Pla

nn

ed v

s A

ctu

al M

an H

ou

rs

Project start date

OTS Project Performance

“Invensys recently received a letter from ExxonMobil recognizing its outstanding contribution in the Singapore CCR project.”

eQuIP™,theenterprisewideQualityIntegratedProcessFrameworkfortheSoftwareServicesofInvensys

7

40%

60%

80%

100%

120%

140%

Jan-04 Oct-06 Jul-09 Apr-12

Pla

nn

ed v

s A

ctu

al M

an H

ou

rs

Project start date

OTS Project Performance

“Invensys recently received a letter from ExxonMobil recognizing its outstanding contribution in the Singapore CCR project.”

First quarter of the new financial year has been very exciting for the MES/MOM Practice at SDC. We started with building start-to-end capabilities – consulting,

estimation, proposal, solution development, implementation and support – within MES/MOM as chartered by the Management.

The Practice is now geared up to support the 15-25 goal by helping our Business Development and Sales teams win more projects and by enabling our regions deliver in a scalable and cost effective manner.

Some key activities have been initiated in last quarter along various dimensions to build start-to-end capabilities.

Strengthening the Techno-Functional Core Team

The Bangalore, Pune and Chennai centers have a robust team of 70+ consultants lead by a techno-functional core team. The core team consists of consultants across the competency pyramid to ensure we are able to deliver the complete solution. In the last quarter, we strengthened this core team further by adding consultants with expert knowledge of industry best practices.

• Gaurav Panpaliya joined the team bringing along considerable experience in Refinery Operations Management.

• Mohit Saini comes with hands-on experience on deploying and managing MES in a leading F&B company.

• Manoj Deshpande joined us from Invensys Middle East with good experience in oil and gas industry and has hands-on experience on our “Offsites” solution for refineries.

With the additions, the MES/MOM team at SDC is now able to contribute much more effectively to pre-sales and project execution needs. The team now gets involved much earlier in the sales cycle leading to a better response from SDC during the proposal and delivery stages.

Building Start-to-End Capabilities in Manufacturing Operations & Asset Management, Production Information Management, HMI & Supervisory

Industry Best

Practices

MES/MOM Process

Products & Tools

Foundation Technologies

8

Competency Development Process

Understanding that building an effective competency development process is critical to have a scalable MES/MOM practice, the team has created internal training capabilities along with the training programs conducted by the training groups. A training team has also been appointed to build competency on an on-going basis both for existing resources and fresh hires.

Our goal is to ensure that every SDC resource working on any project is competent to deliver the job. We have also created a web-based competency management system powered by Wonderware Workflow to capture competency data of every associate for a customized planned development for improvement.

Existing Skelta PS Named Resources

Lateral / Fresh Hires in SIP3

Wonderware Training

Department

SDC TrainingTeam (Practice

Core Team)

Training Programs

Certification Exam

Partner Ecosystem

Team

Internal Projects /

PoC

Paid Projects

•MES training (Feb’13)• IntelaTrac training

(Jun’13)• Avantis training

(Jun’13)

•Course material & video recordings• Assignments

• Leveraging System Integrator examsadministered by Ecosystem team

• Training Program in 2 hour modules to accommodate on job training• First batch of 10 people

completed•Next batch starting from

August

• Plan is to ensure eachconsultant working on paid projects has passed the certification exam• System Platform – 6• Workflow – 4• MESA CoC - 2

9

Competency data for each resource is captured at the time of joining the team and then updated in the tool periodically using the competency management tool. The data can then be used to generate competency charts.

Competencies of various types managed are:

• Service Delivery Competencies – to capture experience in delivering end-to-end solutions from requirement to support.

• Industry Competencies – to capture knowledge of industry best practices.

• MES/MOM Functional Competencies – to map experience in various functional aspects of operations and asset management solutions.

• Product Competencies – to understand the current competencies in various Invensys products and also key third-party products such as SAP ERP etc.

• Foundation Technology Competencies – to gauge the experience in foundation technologies suchas.Net,SQLetc.

For each competency type, four levels have been defined – Aware, Exposure, Experienced and Expert. A key focus area of the core team is to run regular competency building programs customized according to individual needs to ensure that they are developing the right skill-sets.

Pre-Sales Support

Last quarter we were involved in multiple pre-sales opportunities across regions. On an average, the MES/MOM Practice at SDC assigns five FTE on various pre-sales activities such as solution architecture, technical write-up, effort estimation, creating demo etc. We responded to 15+ opportunities in the last quarter and also started getting involved much earlier in the lifecycle of an opportunity. This has given us more confidence when the opportunity matures and SDC is given the responsibility to deliver the solution.

Quality Management System

We are collaborating with the corporate team to define the quality management system for MES/MOMprojectsdeliveredbySDC.WearecurrentlypilotingourQMSinSIBCOandNestléLenteraprojects.WeplantocompletedefinitionofQMSforMES/MOMbyendofthisquarter.

0 5 10 15 20 25 30 35 40

Product Tracking & GenealogyProduction Scheduling / Resource…

Manufacturing Intelligence /…Business / Operational Process…Process Management (Recipe,…

Plant Data Collection AcquisitionQuality Management / LIMS

Energy ManagementLabor Management

Dispatching Production UnitsInventory / Warehouse…

Controls - SCADA, PLC, DCSMaintenance Management

ERP / CRM / PLM IntegrationEnvironment, Health and Safety

Six Sigma / Statistical Process…Lean Manufacturing (Kanban, Just…

Field InstrumentationDevice Integration

TAS applicationAdvanced Alarms Management

Loop Performance ManagementANSI ISA S95

ANSI ISA S88 / B2MMLOPC

Foxboro I/A DCSESD System (Tricon, Trident)

MES/MOM Functional Competencies

Aware

Exposure

Experience

Expert

10

Re-usable Delivery Assets

A key value proposition of SDC is continuous improvement in productivity and repeatability. We are continuously looking at opportunities to create delivery assets that can be used across projects. The table below summarizes the assets we have created so far. Integrity Operating Window (IOW), for example, is now being leveraged in multiple opportunities we are pursuing in Oil & Gas.

Fixed Price Projects Execution

This is where the SDC MES/MOM Practice enables realization of our key financial goals specifically related to the bottom-line. We execute multiple projects in fixed-price mode across regions, for example, Nestlé projects in Europe and APAC and SIBCO in the Middle East. We see a healthy backlog of projects and we are hiring aggressively to meet the upcoming demand.

In summary, it has been an excellent quarter in terms of initiating key processes to build the start-to-end capabilities and also healthy engagement on the ground for pre-sales and delivery activities. As a team we are now looking forward to working together to build a scalable software delivery organization at Invensys.

Emerging Practices

The Bangalore, Pune and Chennai team is now being equipped with capabilities that will enable them to perform better and reinforce their commitment to outstanding process execution. Over the last few years, the team has evolved greatly in handling most critical deliverables in challenging environments. This year and ahead, the team plans to focus on developing their emerging capabilities on various practices. Certain initiatives have been taken to accomplish the same:

Avantis

• EAMS experienced resource hired• Training to build the team scheduled in

June-13• Team executing projects in hand and gaining

expertise.

Mobility

• Project executed by SDC in partnership with Cognizant for Reliance

• Pre-sales support for IntelaTrac pilot at Essar Oil

• Training to build the team scheduled in June-13.

System Platform

• 20 person years of experience• Executed InFusion SCADA, MES, MIS and TAS

projects• Extensive experience in .Net scripting, History

archiving / retrieval, • Web information server and data connectivity

for unified environment.

IRIS/RTPM (Oil & Gas)

• Successful pre-sales support at Thai Oil• Successfully built and deployed Integrity

Operating Window (IOW) at SATORP• Hire domain experts in Refinery Operations

Management.

For any information on the practice, contact Kamal Ajitsaria at kamal.ajitsaria@invensys.com

Name Description

AWF SAP Connector

Developed during LANXESS project on the SAP NCO 3.0 (NCO .NET Connector) library for RFC / BAPI integration for transactional data transfer leveraging AWF

Integrity Operating Window(IOW)

Developed during SATORP project. Comprehensive platform for Monitoring of operational boundaries, Alerts & Notifications, Provide analysis & decision support, Record actions following alert notifications

Terminal Automation System (TAS)

Mature asset leverage across multiple projects capturing most of the requirements for automating terminals

Name Description

11

The delivery workflow at the SDC has been streamlined resourcefully making the process management easier and more efficient for both Proposal creation and Project Delivery. The workflow illustrated below will give a quick understanding of the engagement process followed at the SDC:

SDC Delivery Workflow: Engaging our customers end-to-end

Key Benefits for Region Sales/Delivery

Proposal Stage

• Single Point of Contact to coordinate with various internal teams (functional and technical)

• Quickerturnaround–Benefitfromtimezone difference and a large team to work on proposals

• Improved content in the Proposal – Benefit from the vast knowledge equipped with multi-domain and technology expertise

• Competitive price advantage – SDC resources in projects ensure price advantage edging out competition.

Key Benefits for Region Delivery

Delivery Stage

• Key senior resource availability – Availability of Project Manager, Functional Lead and Technical Lead

• Availability of Technology Landscape – No need to set up a landscape at the Region since SDC landscape can be used.

• Consistent Delivery Processes – Aligned globallywiththeadoptionofQMSandglobaldelivery standards

• Talent Pool Availability – A large talent pool spread across multiple Delivery Centers ensures resource availability and successful delivery

• Knowledge Management – Capture and implement best practices.

Regi

on

Proposal Plan & Budgeting

Requirement Review

Proposal Development & SME Review

Develop Proposal Financials

Resource Mobilization

Project Planning

Establish Tech Environment

Manage Project

Project Management Review

Request for Proposal Delivery

Review

Request for Service

Knowledge Harvesting

Due Diligence & Negotiation

Knowledge DB

SDC

Deliv

ery

Team

Tool

s & D

B

Project Measurement & Reporting

Delivery Management

Measurement & Metrics DB

PMS as available

Start

Engagement Closure

End

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SDC Wins the Best Project Execution Team Award

For the exemplary execution of the LANXESS project, the SDC team was awarded the ‘Outstanding Software Delivery Support Award’ for best

project execution at the Sales and Marketing Conference held in the U.S. in May this year.

About the project and how SDC team offered an out-of-the-box solution:

Some time ago, Invensys had won the order to implement Wonderware MES for the greenfield Butyl Rubber plant – Lanxess in Singapore. An important aspect of the project was the need of an Enterprise Integration Solution between Wonderware MES and SAP ERP.

Challenges the Project team envisioned while planning the implementation:

• Invensys product portfolio lacked the support for a Push based (Listener) integration that was mandated to be used by Lanxess.

• A change in licensing strategy of Microsoft meant that, Lanxess also had to procure BizTalk license.

• SAP Connector on ArchestrA Workflow based on Microsoft LOB platform was not supported on BizTalk 2010.

• Project was on a strict timeline and it was very critical that the SDC team come up with a solution without affecting the timeline.

• Dealing with SAP ERP was not a core competency yet within the organization.

Considering the challenges, the Project team sought out for the SDC team to provide their expertise and build a solution that addressed their needs.

The three member team led by Rajarshi Das realized quickly that they would need to approach the challenge with a strong emphasis on “innovation” and came out with an efficient delivery solution.

• A new technology framework of SAP (SAP NCO 3.0) was researched and a solution was delivered based on that framework.

• All modes of communication with SAP ERP were supported and this filled an existing white-space in Invensys portfolio.

• A complete modularized approach ensured a high reusability of components developed in the project.

• No third party components were used and the solution was built on the capabilities of Invensys’ products.

• All deliverables from SDC team were done in quick time ensuring “zero” impact to project delivery.

The project execution was completed efficiently within scheduled timeline and Lanxess team was very pleased with the solution and is now looking at implementing it in their other facilities/plants. Sharing very positive feedback, they are immensely impressed with SDC’s support and its capability to perform and innovate under pressure. Congratulations to the team!

“An integral part of the MES project for Lanxess was the integration with SAP. Without a firm specification on how this was to be achieved the initial proposal

centred around using the MES Supply Chain Connector. During the design phase it became apparent that the desired interface was well documented within Lanxess and required the MES to interface directly with the SAP PP-PI(production)andQM-IDI(quality)interfacesandthis required more than SCC. As Archestra Workflow was included in the solution architecture for other functions, and not wanting to create a custom interface or add the expense of additional software such as Wonderware Enterprise Integrator or Biztalk, I approached the team in Bangalore to see if we could use AWF to provide this interface. Despite the team not having experience with this before and knowing there were some challenges to overcome (such as creating an IDOC listener) they

convinced me it could be done. I am happy to say that not only did they exceed in meeting my challenge but the resultant solution has made the client very happy and can be promoted by Invensys as a proven interface to SAP for future MES projects. The professionalism, dedication, agility and innovation shown by Das, Unni and Arijeet is a credit to them and Invensys and I would like to thank them very much for the outstanding effort as this was key to the success of the project.”

Grant Kelly

MES Solution Consultant Invensys, Asia Pacific

13

At SDC, we are continually looking for opportunities to learn and grow. We are not only thrilled about working on the most advanced technology or app, or a wonder solution for our customers; we are equally excited about honing our skills for an all-round personality development. In our endeavour to keep ourselves abreast with the fast changing work

environment, we equip and encourage employees to take up programs and courses that will help them in their personality growth and development.

“It is with pleasure that I share comments on APAC experience with SDC, not just in executing India projects, but also

many APAC projects outside India. The level of excellence in project execution and management irrespective of product/solution that spread across OTS, SimSci support, PADO, OPT, TAS and Operation & Asset Management is commendable.

The experience at each phase of the project execution cycle is solid, such as support efforts during pre-sales that involves notable contributions during the pre-bid negotiations/due diligence, customer interactions, applying

needed technical expertise, etc. All of these, whether business-related or interpersonal, are accomplished with a noticeable degree of competency, professionalism and integrity.

I am sure that services from SDC would continue adding great value in growing Software line of business for Invensys.”

Getting Better: Enabling our Employees for Performance Excellence

MESA GEP Certified Experts for MES/MOM

MethodologiesAttending the MESA International Global Education Program and passing the test, Avneesh Tandon and Kamal Ajitsaria have exhibited a thorough understanding of Manufacturing Execution Systems/Manufacturing Operations Management and MES/MOM expertise. Both have been offered the prestigious certificate for attending and passing the test. Kudos to Kamal and Avneesh!

Kamal Ajitsaria Director, Consulting

Avneesh TandonManager, Consulting

Yu-Hung Liu

Head of APAC Region Services DeliverySoftware, Beijing

For SDC team,

14

Zone AOA MES Workshop

Gunadhara PC and Unnikrishnan from SDC recently attended the Nestlé AOA MES workshop @Nestlé Vietnam Train factory in June 2013.

The object of the workshop was to share all aspects of Nestlé MES standards applicable to manufacturing facilities. The workshop also covered a quick overview of MES best practices via presentations and hands on lab exercises. The attendees brought home a good understanding of Nestlé’s MES standards to enable them perform better.

Mohd Mohsin Khan, Sr. Consultant, is now a Microsoft Certified Trainer.

Chandra Sekhar Ummineni, QualityControlEngineer, Professional ServiceshassuccessfullycompletedtheISTQBFoundation level Certification.

Gunadhara PC Unnikrishnan

Certifications

15

TAS Server Redundancy A Case Study

TAS redundancy involves achieving and establishing redundancy at two layers viz application and database. Way back in 1998, TAS redundancy used

Veritas Cluster Server concepts on Solaris and Windows based environments with common external SCSI hard disks for backend database with a virtual IP for master and standby servers. Of late fault tolerant Stratus servers are used to achieve redundancy.

As part of upgrading the TAS at Reliance Jamnagar, various options on redundancy were discussed, primary goal of the customer being a cost effective and rugged solution. We will talk about one of the options finalized by our customer, owing to the benefits out of lower software, hardware and maintenance costs.

The solution uses a third server (apart from one master TAS server and standby TAS server) as High Availability (HA) server. The HA server can be any existing server of the customer whose criterion is that it is maintained by themselves to ensure high availability. The architecture is depicted below.

LRC stands for ‘Load Rack Computer’ - a terminology used in the TAS world for the TAS server. Each TAS server has two network cards/ports. While one port is used as a private network, the other is opened for clients’ access.

All client requests are directed to the HA server which re-routes the request to the master TAS server. This is done by an application that uses the IIS feature ‘URL Rewrite’ running in HA server. Another custom-built application replicates data and updates from the master server to the standby server.

In effect, users do not know which LRC server they are connected to.

The solution has been finalized by Reliance after our successful POC for the TAS upgrade at Jamnagar. The TAS upgrade project at Reliance JamnagarisexpectedtostartinQ2ofthisfinancial year.

Operations & Asset Management

Client10.91.1.100

10.91.1.1LRC 1

172.16.1.1

10.91.1.2LRC 2

172.16.1.2

HA Server 10.91.1.3

Pvt NW

NW SW

16

Aleading automobile manufacturer is able to efficiently manage its

customer service department and dealer networks using Skelta BPM to automate a critical customer complaint management process. With a strong presence across the latitude, the client is a reputed enterprise in the automotive sector – from design and development to manufacturing and marketing of automobiles. The client has manufacturing facilities and a large distributor network not only in India but in several countries worldwide.

Business Scenario: With the objective of creating cost and operational efficiency within their brands across Sales and After Sales functions, the client needed an automated process for agile customer responsiveness. Further, operational KPIs needed to be tracked to ensure repeatability, quality and continuous process improvement.

Solution: A Customer Complaint Management System (CCMS) built on Skelta BPM’s advanced workflow engine and architected on the Microsoft.NET Framework was the answer. This was a highly scalable solution for registering and tracking customer complaints across India. The more than 1500 users of CCMS include not just the customer relationship team but also registered complaints received across the dealer network creating a coherent BPM strategy for manufacturing that connects people from disparate groups.

Complaints entered in the CCMS by dealers and CRMs are tracked using SMS and email alerts for the dealership & Service Center users. The third party integration with the SMS gateway as well as email integration for alerts and notifications significantly reduced downtime for customer responsiveness while ensuring close to real time approvals on workflow tasks.

High visibility, drill down reports generated by the CCMS includes critical Average Response Time report that tracks speed of complaints closure for a punitive approach to improving responsiveness across brands and dealer network. Operational KPIs are further tracked to include reports on high level complaints registered in the system.

Beyond addressing these business challenges, Invensys provides the vision for an integrated enterprise with complete connectivity and collaboration from shop floor to top floor through its combined offerings of ArchestrA Workflow and Skelta BPM.

Empowering our Customer with Dynamic Workflow Solution A Case Study

(Updated)(Start)Update ExcelID(UpdateExcelID)

CustomerEmail ID

(CheckEmailID)

Type ofComplaint

(Type ofComplaint)

(To ASMCCD)

(To Sales Team)

(To RSMCCD)

(ToInfoCC)

Complaint Type Check(complaint Type Check)

Info to CustomerCare

(Info to Customer Care)

Info to CustomerCare

(Information1)

Mail to Sales team(Mail to Sales team)

(Send Email)

17

Hybrid Cloud Application Model for MESOverview

The SDC team recently investigated the feasibility of the state-of-the-art cloud computing and its usage for manufacturing execution system with an objective to prove our product capabilities to support cloud connect and its benefits - Cloud computing as a “pay-per-use” model for enabling available, convenient, on-demand network access to a shared pool of configurable computing resources which can be rapidly provisioned and released with minimal management effort or service provider interaction.

Cloud for manufacturing applications

For manufacturing companies, cloud based MES solutions allow standardization of manufacturing sub-processes across multiple plants in many countries - a concept that will attract global giants who acquire manufacturing assets around the world and seek to leverage best practices internally within their organization.

At Invensys, we extended the provisioning concept to include cloud computing models for integration of multi plant Intelligence Data on a centralized Data Centre on Cloud built with On Demand VMs. Wonderware EMI would enable the Aggregation, Transformation and Presentation of Manufacturing Data of Plants stored in MES Database.

Azure Virtual Network feature of Windows Azure gives users the option of creating a network of On Demand VMs on Azure which can talk to each other as if they are in the same network. Site to Site Connectivity feature of Azure Virtual Network also enable us to establish IPSec connectivity between a local plant network and a network of On Demand VMs on Azure. This requires the deployment of Azure Supported VPN Device on the Loca Plant Network.

As part of it we created two EMI Servers on Azure called the Regional EMI One and Regional EMI Two. Each of these EMI Servers performs the Aggregation and Transformation of MES Data of two plants. Corporate Energy Management MES Database has been considered to compare the KPIs of the plant.

MES Data of plants is pulled into EMI Regional servers. With the help of two Regional EMI Servers, plants data is pulled into Azure. Central Dashboard Server on Azure can display reports on all plants aggregation or selected plants aggregation.

Network of On Demand VMs built with the help of Azure Virtual Network Wizard and Dashboard provided on the Azure Management Portal performs the following tasks:• Creat Azure Virtual Network by

specifying its address space

• Specify address space for Gateway Subnet (mandatory) and On Demand VM Server Subnet

• Stand alone On Demand VMs to be created and associated with Azure Virtual Network

• For Site to Site Connectivity, it specifies address space of the On Premises Network and the Public IP Address of On Premises VPN Device

• After Azure Virtual Network has been created, Azure Gateway can be started. Once the Gateway for Azure Virtual Network is started, its public IP Address will be available on the Azure Virtual Network Dashboard.

• Azure Gateway IP Address, Shared Key for IPSec Communication and Script for On Premises VPN Device can be used to configure the On Premises VPN Device.

Once the above tasks are completed, connectivity is established between On Premises and Azure Virtual Network.

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Benefits

Scalability

Phase-wise multi-plant rollout requires capabilities to be provisioned as needed. Cloud can provide

flexibility to add capabilities as and when needed.

Reduction in automation and IT costs

OPEX: Pay-as-per-use instead of CAPEX for multi-sites at the start of the project.

Device and location independence

On and off-site secure reporting through browser.

Ease of deployment

Demonstrate the power of Cloud based solution by showcasing ease of deployment.

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Fractal Art

Creativity at SDC

A rendering of Mandelbrot Set in multiple colors, this image is also called as Buddhabrot owing to its pareidolic resemblance to classical depictions of Gautama Buddha seated in a meditation pose with a forehead mark and traditional topknot.

Fractal art is a form of algorithmic art created by calculating fractal objects and representing the calculation results as still images, animations and media. This fractal image is created by calculating simple fractal objects using C# program for simple mathematical functions. By definition, fractal images are typically self-similar and detailed pattern repeating itself.

Amazement frozen in time

Hari GovindManager, Consulting

Aditya Nandan Prasad Program Manager, Professional Services

Design by GMC | INVENSYS SKELTA

BangaloreJohncey Georgejohncey.george@invensys.com

HyderabadSrinivasa Rao Koyyalamudi (KS)srinivasa-rao.koyyalamudi@invensys.com

ChennaiSenthil Kumar DevendransenthilKumar.devendran@invensys.com

Cairo Ahmed ElMoghazyahmed.elmoghazy@invensys.com

Buenos Aires Marcelo Alessomarcelo.alesso@invensys.com

Contact us: Design & Simulation, Optimization, Planning & SchedulingSrinivasa-Rao Koyyalamudi Srinivasa-Rao.Koyyalamudi@invensys.com

Operations & Asset Management, HMI & SupervisoryKamal Ajitsaria Kamal.Ajitsaria@invensys.com