Recipe Management, Food Safety, OEE, and Smart Manufacturing

2017 EDITION
Recipe Management & Batch Software

Food Safety & Clean-in-Place
Combining Automation & OEE
Using Skid-Based Equipment
Automation & Project Management
Smart Devices & Asset Management
Communications & the Mobile Workforce
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CONTENTS
5 Contributors
8 Introduction
9 SECTION ONE: Recipe Management & Batch Software
10 Nine Tips for Achieving Balance in Recipe Management
13 Seven Best Practices for Recipe Management
14 How Reusable Code Streamlines Recipe Management
18 Four Ideas for Active Ingredients Management
20 ISA-88: Recipe Changes Kept Separate from Control Changes
22 Four Recommendations for Choosing Batch Software
24 Eight Best Batch Software Practices
26 Five Tips for Better Batch Processing
27 SECTION TWO: Food Safety & Clean-in-Place

28 The 10 Principals of Sanitary Machine Design
31 Seven Ways to Improve Clean-in-Place Systems
34 Four Best Practices for Efficient CIP Systems

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CONTENTS
35 Start with Recipes to Program CIP Controls
37 Automation as a Means of Compliance with the Food Safety Modernization Act
40 Six Tips for Complying with Food Safety Requirements
42 Automated Track and Trace Key to Food Safety Measures
43 The Key Role of Equipment and Packaging in Food Safety
46 SECTION THREE: OEE & Skid-Based Manufacturing

47 How to Calculate Overall Equipment Effectiveness: A Practical Guide
62 Four Tips for Improving OEE Results
64 Combining OEE and Automation for Improved Performance
67 Eight Recommendations for Designing and Using Skid-Based Equipment
70 Seven Key Advantages of Skid-Based Equipment
71 SECTION FOUR: Automation & Project Management

72 Tips for Successful Project Development
75 Four Considerations for Upgrades & Migrations
78 Safety: The Lifecycle Approach
83 Control System Security Tips

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CONTENTS
86 How to Avoid Mistakes with Control System Remote Access
90 Four IT Standards You Should Understand
92 SECTION FIVE: Smart Devices & Asset Management

93 The Smartest Instruments Still Need Smart Humans
99 Managing for Reliability Key to Asset Performance
1
01 Asset Reliability a Performance Indicator
104 Develop a Strategy for Asset Management
105 SECTION SIX: Communications & the Mobile Workforce
106 Standards Help Ethernet Networks Stay in Sync
109 Leveraging Analytics and Community for a Mobile Workforce
113 Wireless Sensor Applications
115 Four Tips for Dealing with Wireless Latency and Bandwidth Issues
117 VENDOR SECTION RESOURCE GUIDE

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CONTRIBUTORS The following experts

contributed to this playbook:
Chris Bacon John Rezabek

Production Manager Process Control Specialist
Graham Packaging Ashland Specialty Ingredients
Brooke Robertson Joe Staples

Project Manager Regional Control Specialist, EPCD Head of Manufacturing Systems North America
Momentive Specialty Chemicals Inc. Bayer CropScience
Michael Thibodeaux Chris Wells

Industrial Automated Systems Security Engineer Senior Staff Instrumentation Engineer
BASF ExxonMobil Chemical Company
Dennis Brandl Steven Toteda

President Chairman of WINA
BR&L Consulting (Wireless Industrial Networking Alliance)
Dave Chappell Dr. David W. K. Acheson

CTO, Complete Manufacturing Managing Director for Food and Import Safety at
Automation Associates Leavitt Partners and former Associate Commissioner
(formerly with P&G) for Foods at U.S. Food and Drug Administration (FDA)
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CONTRIBUTORS The following experts

Bob Rochelle Juan Cuevas Tim Matheny

Food and Packaging Industry ECS Solutions
Specialist, Staubli Corporation
Darrell Davey
Henry Menke
Intelligent Measurement
Solutions LLC Balluff Inc.
Dave Woll
Devkant Gandhi Hector Re
Vice President
IQA
ARC Advisory Group Inc.
David Hoenig Amitkumar A. Sawant

DH Technical Consulting LLC Schneider Electric India Pvt. Ltd.
Frede Vinther
Senior Automation Specialist German Martinez Dave Szurek
NNE Pharmaplan The Mackubin Group
Don Mastenbrook Danny Wouters

Herman Storey
Co-Vice Chair
Thanks as well to the many contributors
ISA-108 Standards Committee
who wanted to remain anonymous.
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CONTRIBUTORS The following CSIA experts

Control System Chetan Chothani Bryan Curtis, P.E.

Integrators Association President Senior Consultant, Power/Facilities
(CSIA) Adaptive Resources Dept., Matrix Technologies
Automation World worked with CSIA to
gain access to the expertise of its sys-
tem integrator members to bring you Alan E. Lyon, P.E. Antonio Manalo
much of the content in this playbook.
Lead Engineer Automation Systems Integrator
To become a member of CSIA, a
Avid Solutions Avid Solutions
control system integration firm must
demonstrate experience and com-
mitment to the field. Members who Alex Palmer Dario Rossi
earn CSIA Certification have passed Team Lead Chief Engineer
an independent audit of 80 criteria Aseco Integrated Systems Aseco Integrated Systems
covering all aspects of business per-
formance, including general manage-
ment, financial management, project
Scott Saneholtz, P.E. Robert Snow
management, quality management,
supporting systems, human resources Manager - Process Solutions Dept. Senior Process Control Engineer
and more. To maintain their certifica- Matrix Technologies Optimation
tion, CSIA Certified members must be
re-audited every three years.
Ronald Studtmann, P.E. Russel Treat
For more information about CSIA and
Associate Dept. Manager, Power/ President-CEO
its system integrator members, visit
Facilities Dept., Matrix Technologies EnerSys Corp
http://www.controlsys.org
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INTRODUCTION
Everywhere you look, new technologies, new standards and a new generation of engineers
By Jeanne Schweder are transforming the control of industrial processes. Automation and information
Contributing Editor technologies are increasing our knowledge, and changing expectations and best practices as
for Automation World well. These powerful tools range from intelligent instruments to wireless communications
and everything in between.
This 2014 edition of Automation Worlds Batch Process Playbook continues our goal of providing
hands-on information on automation implementation tips and best practices specifically for
batch process industries. It also explores some of the many trends affecting how work gets
done, from recipe management and food safety regulations to OEE and asset management.
Among the many topics addressed in this playbook are clean-in-place systems, batch
software selection, skid-based equipment, Ethernet and wireless communications, product
tracking, automation project management and more.
As always, we thank the many industry experts and process engineers who have contributed
their experiences and expertise to this playbook. This peer-to-peer knowledge sharing is a
hallmark of what makes Automation Worlds playbooks unique.
We hope youll find this Batch Process Playbook to be a useful source of information now and
in the years ahead as you plan for new projects or upgrade existing production functions.
FORWARD PLAYBOOK ADD COMMENT RETURN TO CONTENTS

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SECTION ONE
Recipe Management & Batch Software
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Nine Tips for Achieving Balance in

Recipe Management
Food companies and others are trying to standardize software and systems across plants, and
even countries, while at the same time permitting flexibility in recipe management. Here are
some recommendations to make it easier to achieve the right balance:
1. Phased development. Implement a batch structure that makes use of small

phases: the smaller the phase, the greater the flexibility. Another capability that supports the
development environment is implementing a batch execution system that enables you to first
create the recipe while you are running it and then save-as to bring the control recipe into a
new master recipe. Start a control recipe with only a few building blocks and add phases and/
or operations from a library while you are creating the product. If you have done this recipe
creation from almost scratch or if you have improved an existing recipe by changing structure
and/or adjusting parameters, you can easily save-as into a new/modified master recipe.
2. Split screens. Recipe screens should follow in the same order as the operation and
troubleshooting manuals. Use split screens so the operator can see the specific screen on one
window and the sequential state of the specific step in the overall process in another window.
The larger the screens and the more uniform the fonts/colors, the easier the information will
be to access and operators will make fewer mistakes.
3. Maintain recipe control. Centralized control of recipes is essential. These should not

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continued be kept at the plant level, but must be checked out from a centralized (controlled) database.
Limiting the number of people who can change the recipe, or at least throttling down the
Nine Tips for
parameters available, can help limit mistakes from incorrect recipe changes. Also critical is
Achieving Balance in protecting the intellectual property of these tangible assets. Have a safe practice to transfer
Recipe Management the recipe from the nutrition department to the plant. It could be wireless. Make sure it has a
buffer to keep the new recipe until the old one is done.
4. Simplify changeovers. Follow ISA S88 standards for quick and automated
Two principles for recipe changeovers. Procedures are clearly defined and can be monitored. If a specific process cell
development is troublesome, it can be isolated, analyzed and corrected. The correction could range from
Take into account two basic rewording the procedure to improving the instrumentation or automating the processall
principles when developing a without requiring a facility rebuild. Miscategorizing CM, EM, phase and other values can make
recipe: for long, cumbersome recipes or inflexible ones. The clues are in ISA-88 and ISA-106TR.
1. Recipe cost. Estimate the 5. Simulate programs. Control process recipes are usually developed by technologists
final cost of the new recipe, who understand the processes but who often dont understand the problems of
including extra costs arising from programmers. Formalize recipe descriptions to avoid ambiguity in their interpretation by the
industrial trial, designs and OEE. programmers. It is very useful to simulate recipe-based processes to demonstrate the work
of the program that implements the specified recipe. After the first such demonstration for
2. Scalability. Dont forget to recipe authors, it is highly probable that the recipe records will need to be changed.
check the recipes viability from
the point of view of industrial
6. Keep ingredients separate. Avoid contamination in any changes that are made
by keeping the ingredients separate. Form/fill/seal machines have to be cleaned thoroughly
scale, including all matters
when changing from one mix to another. Once changed, be sure to run a batch for checking
like cleaning due to allergens,
the components of the mix. Any software changes have to take into account all the items
flowability, pieces per minute, etc.
contained in the original software.

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continued 7. Database concerns. Recipe management software should be based on the dynamic
Nine Tips for of current standards for each country. Common classifications for these countries should be
located in the same database. How the database, names, classification, etc., are developed is
Achieving Balance in
critical. In terms of classification, there should be a different database for food components
Recipe Management functions and their relative importance for the recipe. It is also important to provide a
database for manufacturers, distributors and issues related to final potential users, such as
diabetic or allergenic concerns.
8. Open and expandable. Stick to open platforms as much as possible, while seeking
vendors that will provide the service and support associated with a traditional propriety
product. Make sure the system is upgradeable or expandable. Always perform an electrical
power survey first when considering upgrades.
9. Servo solutions. Servo control makes it easier to change line speed than with cam
control, which often causes problems. Servo control also allows for quick and repeatable
product changes. Connecting the servo drives to a field bus also minimizes wiring.

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Seven Best Practices for Recipe

Management
Flexible and modular recipe management improves the efficiency of batch processing
systems. Best practice tips include:
1. Create a modular and flexible batch process integration physical model.
2. Link very tightly the various components of procedural model of batch process system
software with components in the process control system.
3. Have a flexible route management method for material transfer to avoid equipment down times.
4. Create a material tracking and genealogy system to support recipe management.
5. Follow ISA S88 batch standard physical and procedural models to develop a batch plant model.
6. The recipe model should be designed so that all shared equipment is open and that run
time status information coming from the process controller can be acquired to define the
production process flow.
7. Ensure that the batch process software selected is also able to access runtime status data
from the process control system and not just at the end of batch.

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How Reusable Code Streamlines

Recipe Management
By Jeanne Schweder Looking for a way to implement a flexible production strategy without breaking your budget
Contributing Editor or spending weeks or months writing new software code? The answer can be found in ANSI/
Automation World ISA-88.00.03-2003, a control industry standard that establishes best practices for automating
batch manufacturing plants and batch control.
Although originally designed for batch manufacturing processes, the ISA-88 standard is also
helping users save time and money in automating continuous production processes.
Common Process Control Language

ISA-88 accomplishes this by defining a common language for process control to improve
communication between the various players involved in controlling plants and production
processes. It also creates a structure with consistent concepts and models for batch processes
that provides a map for how developers should organize their software code.
The standard sets forth a set of building blocks for process control at all levels: enterprise,
site, area, process cell, unit, equipment module and control module. The three highest levels
explain how the standards language can interface with the business systems of the area,
plant site and business enterprise as a whole.

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continued The next two levels, process cell and unit, are the building blocks of the production
How Reusable Code process. One or more units are contained in each process cell. Each unit is a collection
of controlled equipment.
Streamlines Recipe
Management Within the unit are the equipment and control modules. An equipment module defines a
small group of equipment with a process function and can contain control modules and
subsidiary equipment modules. The control module contains the equipment and systems that
perform the actual process control.
Universal Structure
The standard can be applied to either simple or complex processes, so that one programming
system can be used for all production processes in a plant. Using this methodology, users and
programmers can:
Identify the structure and format for recipes and procedures;

Define levels of recipes and procedures;
Recognize product-specific recipes and procedures that are separate from process-
oriented equipment and its direct control;
Identify a hierarchy of manufacturing equipment and its dedicated control;

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continued
Recognize equipment capabilities used during recipe and procedure driven
How Reusable Code production; and
Streamlines Recipe
Management Recognize the need for modular and reusable control functionality.
Reusable software code blocks are central to the ISA-88 standard and are programmed using
IEC 61131-3-compliant software, which is available from all major automation vendors. Code
can be programmed in ladder diagram as well as structured text, function block diagram,
instruction list or sequential function chart languages.
Each vendor includes libraries of reusable control modules and algorithms that define
common machine functions and recipe steps in their software. Once the initial process or
recipe has been programmed, modular code blocks can be reused for the same functions
with minimal modifications. This eliminates the need to reinvent the wheel for different
recipes, and allows future changes to be made almost dynamically.
According to industry experts, users typically achieve a 30 percent savings in programming

time and costs for the first project, and as much as 70 percent savings on subsequent projects.
Broad Applicability
Industry experts say an estimated 50 percent of all U.S. manufacturing is now accomplished
using techniques and technologies consistent with the ISA-88 standard, which has been
proven in thousands of applications and can be applied in either DCS or PLC control
environments.

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continued The ISA-88 standard can be so widely applied because its central objectives are to:
How Reusable Code
Streamlines Recipe Reduce a user's time to reach full production levels for new products;
Management Enable vendors to supply appropriate tools for implementing batch control;
Enable users to better identify their needs;
Make recipe development straightforward enough to be accomplished without the
services of a control systems engineer;
Reduce the cost of automating batch processes; and

Reduce lifecycle engineering efforts.

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Four Ideas for Active Ingredients

Management
Controlling for variability in your incoming ingredients, such as the percentage of gluten in
flour, can be a challenge. A lack of visibility into the composition of incoming ingredients can
require a lot of tweaking of the recipe, as well as potential waste or rework. Here are some
suggestions for improving the ways you manage ingredients:
1. Use lab batches to assure quality. Normally the manufacturer relies on the
approved supplier to guarantee performance and adhere to specifications. Repeated audits
of suppliers and requalification of their products is needed. However, if the manufacturing
process of the ingredient cannot be stabilized, then 100 percent inspection of each incoming
batch is required. Ultimately, and to minimize scrap with expensive or time-consuming
production runs, specifically if large batches are to be made, run a small lab batch first to
assure quality.
2. Real-time test results. Start with ingredient purchasing standards, then conduct
the standard tests you have established. Near-infrared spectroscopy is a good tool to achieve
fast and reliable results from testing. NIR functions (collection, analysis and integration) can
provide real-time data and enable real-time adjustments.
3. Composition analyzers. The positioning of sensors, such as gluten analyzers, is

important in order to be able to anticipate changes in composition. In general, you should

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continued select the most sensitive analyzer and evaluate the possibility of multiple sensors for at least
Four Ideas for two points. If any variability appears, it will require enough delay time to allow you to correct,
remix and retest. This can be done in a closed loop with feedback. Knowing the quality of
Active Ingredients incoming raw materials is essential to reducing corrections.
Management
4. Logistics essentials. Active ingredient management affects all business processes
in logistics for materials that contain one or more concentrates, or one or more active
ingredients. It enables you to directly process transactions in quantities of active ingredient.
It is important to maintain master data, entering the actual proportions of individual
active ingredients in each batch in batch specifications. You can store the material in
planned proportions of the individual active ingredients and also a planned interval for the
allowed active ingredient proportion. The active ingredient proportions are defined in the
classification system as characteristics. This data is essential for accurate bills of materials
(BOM) and purchase orders so that you can maintain required inventories.

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ISA-88: Recipe Changes Kept

Separate from Control Changes
By Renee R. Bassett ISA-88 is a standard that helps everyone speak the same automation language. Its used to
Deputy Editor code what the equipment can do, and configure what people want to do with the equipment.
Automation World
John Parraga is a global process technical consultant for Rockwells Batch Process business
who teaches seminars on ISA-88.
He says, Its a standard developed so we could all speak the same automation language. Its
not a rule. Its just a really good guideline for how to break things up in a modular way, and its
based on a simple but powerful concept: We need to code what the equipment can do, and
we want to configure what people want to do with the equipment.
In S88 terms, the equipment model defines what the equipment can do and the procedural
model defines what people want to do with it. Recipe editor software is used to configure the
procedural module, but the program module doesnt change if the process changes. Thats because
S88 isolates how to control temperature from get me the temperature I want, says Parraga.
What does this mean? It means the people formulating products at the plant dont need to
be engineers, says Parraga. They dont need someone to make controller or code changes
when they want to make new products or make changes to existing ones. Operations doesnt
have to code stuff!

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continued And because recipe changes are separate from control changes, people have the ability to
ISA-88: Recipe make changes without feeling like they will risk the code or the process, adds Parraga. They
will tend to make small improvements that will lead to best practices long term. Recipes will
Changes Kept mature, or have the ability to mature or become more robust, if you implement a new system
Separate from without risk.
Control Changes
A good example of recipe-driven incremental improvement is in clean-in-place and
sterilization cycles. Normally these are solidlocked up and never changed. But if you have
the ability to tweak the processtransfer dirty water downstream and do a preliminary rinse
of the next tank to save water, for exampleyou could make the whole process quicker, says
Parraga. The modularity of S88 allows you to make such improvements.

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Four Recommendations for

Choosing Batch Software
Batch processing systems can vary widely in terms of ease of programming and
configuration, real-time recipe and ingredients management, and connectivity capabilities
for reporting. Here are some suggestions for what capabilities you should look for when
selecting batch software:
1. Keep software specific. The software should be designed for the particularities
of your process where possible. It should be able to integrate demand with raw materials,
provide information about costs, and communicate with the equipment and operations. Keep
the variables and data points that the batch processing software manages on the relatively
large side and make sure it easily integrates with other systems.
2. Connectivity essential. The effectiveness of batch processing software can be

significantly enhanced if it has on-line connectivity with, and access to, the work-in-process
inventory system that contains the actual, sampled characteristics and attributes (i.e.,
potency, percent moisture, percent fat and percent lean for food processing operations) of
the raw or partially processed raw materials that are available for use in making upcoming
batches. Also, multi-batch formulation software will do a better job of lowering the cost of
raw material usage than single-batch formulation systems.

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continued 3. Many factors to consider in automating tasks. Many automated solutions

Four can add a pinch of salt automatically, replacing an operator who did this task inconsistently.
But the operator does more than adding salt. He observes whether the salt was actually
Recommendations
dispensed, the dispenser has plenty of salt loaded, the dispenser is not blocked by a
for Choosing Batch foreign object, the dispenser is not working hard because it is caked with salt, the salt is not
Software contaminated with pepper, and other details. The simple process of adding a pinch of salt
may require software and hardware that is capable of monitoring the process, maintenance,
quality, safety and many other human skills.
4. Batch factors. Batch processing involves many factors, including the speed of many
pieces of machinery, the precision of equipment and scales, the anti-plugging design of
hoppers and holding bins, as well as the reports printout on each batch. Anything out of
tolerance needs to be reviewed before you can proceed to the next step.

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Eight Best Batch Software

Practices
There are many variations of batch processing software on the market, all of them more
or less complying with the ISA S88 batch process model. The following best practices are
suggested for batch processing software:
1. Select a batch processing system with an open architecture that is compliant with ISA S88
and can be easily interfaced with the process control system from any vendor.
2. The batch process software model should be able to run concurrent batches with
different recipes.
3. Create a flexible batch process integration model in the software, giving it the most
flexibility for common resources used in the plant (for example, a valve matrix for material
transfer, common equipment like blenders, etc.) so that many batches with different recipes
can be run concurrently with less equipment downtime.
4. The batch process model should easily interface with the process control system. The
process control logic should be designed to be intelligent enough to make these dynamic
flexibility decisions.

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continued 5. The batch software should be able to archive and send reporting data for batch reporting
Eight Best Batch as well as MES modules for analysis and interface with the enterprise system.
Software Practices 6. The batch software should have a material tracking module, preferably to get the material
information and trace it.
7. The batch software should have a user-friendly client with an SFC run-time display for
recipe monitoring as well as features to take individual operations and phases in control.
8. The batch processing software suite should be complemented and supported with an
electronic workflow management system to automate SOPs as well as manual actions to
record authentications and comply with 21 CFR Part 11.

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Five Tips for Better Batch

Processing
Software and support are critical aspects in achieving efficient batch processing:
1. Avoid proprietary software not based on the software and hardware platform widely used
in your company.
2. Work with suppliers that have a 24/7 programming and troubleshooting infrastructure.
3. Train maintenance personnel on simple troubleshooting steps and make sure they know
the contact information when additional support is needed.
4. Use object programming as much as possible, with standard proven modules available in
the control system (and backup) library.
5. If ready, convert all programming software to an open system industrial platform.

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SECTION TWO
Food Safety & Clean-in-Place
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The 10 Principles of
Sanitary Machine Design
By Bob Sperber Suppliers have also played a role in the past, and can continue to assist food companies in
Contributing Editor evaluating compliance with various standards that are consistent with the FSMA, such as the
Automation World 10 Principles of Sanitary Design developed in the early 2000s by the Equipment Design Task
Force of the American Meat Institute. The task force included engineers, quality managers and
sanitarians from companies including ConAgra, Excel, Kraft, Hormel, Smithfield Meats, Sara
Lee, Tyson and others. The goal was to improve the sanitary design of equipment to reduce
and eliminate potential harborage areas as well as help to maintain and extend product shelf
life and other product quality attributes.
These principles have been widely supported and expanded by groups including the Grocery
Manufacturers Association, for Facilities Design and Equipment for Low Moisture Foods. These
principles and associated checklists will prove useful as the FDA follows the lead of USDA-
regulated meat and poultry plants to require a new level of sanitation.
The principles follow in their original form:
1. Cleanable to a microbiological level: Food equipment must be constructed to

ensure effective and efficient cleaning over the life of the equipment. The equipment should
be designed as to prevent bacterial ingress, survival, growth and reproduction on both

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continued product and non-product contact surfaces of the equipment.

The 10 Principles of
2. Made of compatible materials: Construction materials used for equipment must
Sanitary Machine be completely compatible with the product, environment, cleaning and sanitizing chemicals
Design and the methods of cleaning and sanitation.
3. Accessible for inspection, maintenance, cleaning and sanitation: All

parts of the equipment should be readily accessible for inspection, maintenance, cleaning
and sanitation without the use of tools.
4. No product or liquid collection: Equipment should be self-draining to assure that

liquid, which can harbor and promote the growth of bacteria, does not accumulate, pool or
condense on the equipment.
5. Hollow areas should be hermetically sealed: Hollow areas of equipment

such as frames and rollers must be eliminated wherever possible or permanently sealed.
Bolts, studs, mounting plates, brackets, junction boxes, nameplates, end caps, sleeves and
Multidisciplinary teams must consider
other such items must be continuously welded to the surface not attached via drilled and
all biological, chemical and physical
tapped holes.
risks in food production and packaging
equipment.
6. No niches: Equipment parts should be free of niches such as pits, cracks, corrosion, recesses,
open seams, gaps, lap seams, protruding ledges, inside threads, bolt rivets and dead ends.

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continued 7. Sanitary operational performance: During normal operations, the equipment

The 10 Principles of must perform so it does not contribute to unsanitary conditions or the harborage and
growth of bacteria.
Sanitary Machine
Design 8. Hygienic design of maintenance enclosures: Maintenance enclosures and
human machine interfaces such as push buttons, valve handles, switches and touchscreens
must be designed to ensure food product, water or product liquid does not penetrate or
accumulate in and on the enclosure or interface. Also, physical design of the enclosures
should be sloped or pitched to avoid use as storage area.
9. Hygienic compatibility with other plant systems: Equipment design

must ensure hygienic compatibility with other equipment and systems, such as electrical,
hydraulics, steam, air and water.
10. Validated cleaning and sanitizing protocols: Procedures for cleaning and
sanitation must be clearly written, designed and proven effective and efficient. Chemicals
recommended for cleaning and sanitation must be compatible with the equipment and the
manufacturing environment.

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Seven Ways to Improve

Clean-in-Place Systems
There are many ways to increase the efficiency and reduce cost and waste in clean-in-place
systems. The following suggestions can help you build better CIP systems:
1. Establish parameters. Make use of certain parameter thresholds to optimize

cleaning and rinsing cycles. Parameters like conductivity and total organic compounds can
determine when rinsing is adequate instead of rinsing for a defined period in time (which
typically is based on worst-case scenarios). Another tip is to optimize production campaigns
based on a CIP matrix that is populated with criteria to determine whether cleaning is even
required when changing over to another batch or product.
2. Use micro-polished stainless steel. Affordable yet accurate liquid level

measurement can be a challenge for CIP applications. Look for level control products that are
made from micro-polished stainless steel, that can withstand temperatures up to 266 F (130
C) for proper SIP (sterilization in place) without failure. These devices eliminate crevices where
bacteria can collect and ideally carry FDA/3A sanitary certification. Specialized float level
probes employing magnetostrictive technology are available that can meet these important
but hard-to-find criteria.

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continued 3. Control through batch manager. Clean-in-place should be done with recipes
Seven Ways to in the batch manager, just as for production. The BMS enforces that cleaning is performed
consistently. Compliance data is collected as the batch record. End users can optimize
Improve Clean-in-
cleaning via the easier-to-understand recipe interface.
Place Systems
4. Use the pros. Invest in custom fabricators when preparing a new process for a
CIP install. The right professionals may cost a little more up front, but the ROI is realized
significantly sooner, with reduced rework and fixture ease of use and cleaning.
5. Focus testing on first batch. It makes sense to implement a testing regimen that
runs a complete battery of microbiological tests on the first units produced from the first
batch that runs on the machine/line after running CIP systems. The results are then tracked
in a database and used as immediate feedback to the efficiency and efficacy of the cleaning
process. By finding cleaning problems sooner rather than later, it minimizes the amount of
product subject to contamination and takes advantage of the tighter feedback loop. This
approach is superior to doing a statistical sampling of each batch.
6. Size to capacity. Clean-in-place systems require sizing according to the minimum

requirements, plus an extra percentage. The standard capacity is a function of the number
of modules. The best practice is to have a convenient and independent CIP system, based
on the number of modules to be serviced.The CIP system should be automated to clean
itself and test final effluent quality. When preparing liquid solutions, the systems should be
interconnected to the reactives automatically. If preparing solids, avoid handling of packages.

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continued In its place use some type of transport for solid raw materials. Once prepared, the CIP system
Seven Ways to should be circulated in the best order possible to exhaust the solution, by organizing for the
number of cycles and how many modules are going to be cleaned.
Improve Clean-in-
Place Systems 7. Use bolted connections. Using bolted connections makes it easier to do
fitting changes. Make sure your stainless steel piping and fittings are of a grade that
prevents corrosion.

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Four Best Practices for Efficient

CIP Systems
The efficiency and performance of clean-in-place systems play a very important role for all
batch process plants, such as the food and beverage and pharmaceutical industries, where
there is continuous demand to clean effectively, use fewer resources, produce less waste, use
less chemicals, be energy-efficient and contribute to improved sustainability. To achieve this,
the following steps are widely used:
1. Do an energy audit for CIP systems in the plant. Identify improvement areas to make the CIP
system more aware and efficient.
2. Design a modular CIP automation system. This includes predefined CIP recipes and CIP routes.
Smaller-distance routes ensure less CIP times, as well as less consumption of resources. Follow
ISA S88 compliant modular programming schemes (state engines) to execute CIP recipes.
3. Have a CIP optimization tool in the architecture to capture all CIP execution data for
analyzing, including utilization, consumption and waste in the CIP system. This will help you
take the necessary actions to improve CIP system efficiency.
4. Include a predictive intelligence capability in the architecture to analyze the run time as
well as historic information. This will enable you to provide optimized CIP recipe parameter
data for the equipment CIPs.

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Start with Recipes to Program

CIP Controls
Use the recipe-based approach for programming CIP control systems:
1. Develop a method of providing recipes that uniquely identifies the procedures for the
preparation of detergent solutions and the cleaning process itself. Here its useful to employ
the tabular method of describing the recipes, in which each step in the recipe procedure
describes the conditions necessary for being in the step, the actions that will be performed in
the step and the conditions for transition to other steps in the procedure.
2. If for some reason you cannot use commercially available software, the new program
should have the state machine, which is independent of the recipe, and the diagnostic
subsystem to determine whether process parameters are in acceptable conditions. Such a
program should be designed taking into account the fact that the cleaning recipe inevitably
will require adjustments.
3. Its very useful to have a technical screen so that the CIP operator can see the whole recipe
state: steps already performed with actual values for their parameters, the current step of the
recipe with the values of the actual parameters, and the steps that have to be done.

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continued 4. Cleaning is a very expensive and environmentally unfriendly operation, so testing

Start with Recipes to of cleaning recipes on the CIP simulation is certainly useful. For this purpose, suitable
simulation is based on the use of the inertial links and the simplified balance calculations
Program CIP Controls of volumes of liquid components and heat. Subsequently, the same model can be used for
operator training.

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Automation as a Means of
Compliance with the Food Safety
Modernization Act
By David Greenfield With FDA food safety requirements and inspections on the rise in response to the Food
Director of Content/ Safety Modernization Act deployment, the first question for most people involved in the
Editor-in-Chief food industry is: Who does this law affect? In reality, it affects everybody from one end of the
Automation World
supply chain to the other. Primarily, it will affect food producers and processors, as they will be
tasked with identifying where the risks are in their systems and controlling them.
Thats where automation comes into the picture.
The following advice comes from by Dr. David Acheson, managing director for food and
import safety practice at Leavitt Partners. Dr. Acheson has also served as Chief Medical Officer
at the U.S. Food and Drug Administration Center for food safety and applied nutrition, as
well as serving as associate commissioner for foods at the FDA. The points detailed here were
drawn from Dr. Achesons keynote presentation at The Automation Conference 2012.
Production Tracking
The food industry has long struggled with product tracking, but this new law requires one-up,
one-back tracing capabilities, which is a big challenge for supply chain control.

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continued Food producers now have to truly understand the safety and security of the supply chain.
Automation as a For example, if you are relying on imported shrimp from China, what do you know about the
shrimp farmer? What do you know about the drugs that he is putting in that pond to control
Means of Compliance bugs and keep the shrimp healthy?
with the Food Safety
Modernization Act If you dont know the answers to these questions, you are at risk. Thats why product tracking
in supply chain systems is critical. You have to be able to show through some form of
automated documentation process exactly what you are doing to control those risks.
As an example, say you have raw nuts going in one end of your roasting process and roasted
nuts coming out the other end. What matters are the temperature of the roaster, the speed of
the belt through the roaster, and the depth of the nuts on that belt. If the belts moving too
fast, the nuts wont get cooked enough. If the depth of the nuts on the belt is too deep, then
the ones underneath wont get enough heat.
With production tracking software, its simple to monitor, react and record all this information
on a continuous basis. You simply have to monitor these three factors to know when
something is going out of spec so that you can take corrective actions and youll have
recorded verification that the corrective actions have worked.
Packaging and Equipment

The bottom line is that food companies are looking to minimize risknot just compliance
risk, but safety and quality first and foremost. And that means that to satisfy all three issues
compliance, safety and qualitythe legacy equipment in place throughout much of the
industry will need to be upgraded or replaced.

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continued Four areas to focus on with equipment include:

Automation as a
Means of Compliance Perform any equipment upgrades with validation in mind. The equipment will
need to be able to validate that you exposed the product to enough heat to kill the
with the Food Safety salmonella and verify that it is working and capturing critical production/processing
Modernization Act data elements.
Validation capabilities also need to address equipment cleaning. With allergens, for
example, a food company will typically run products containing allergens at the end of
a day or at the end of a run; but then you need an effective and documented cleanup
process before you run a product through the system with no allergens.
Recognize that packaging equipment comes into contact with food. The notion that
packaging is an inert item in your production process wont fly any more. Machinery
comes into contact with food. As such, this is a relevant risk that the FDA now
recognizes and around which documentation needs to occur.
Labeling control (i.e., a product is not correctly labeled with regard to its contents) is
another issue falling under tighter control with the Food Safety Modernization Act.
This is an especially critical matter on the subject of allergens. This is a simple issue to
address with a product tracking system.

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Six Tips for Complying with Food

Safety Requirements
Automation can improve compliance with the Food Safety Modernization Act. These tips can
help you improve execution and operational practices:
1. Ideal system. Design and install food safety systems that are locked down to prevent
human bypass and that navigate through garbage-in, garbage-out temptations while
remaining extremely user-friendly.
2. Use FDA/3A-certified devices. For process instrumentation that must come into
contact with the food products, definitely look for an FDA/3A certification when selecting
appropriate devices for CIP and SIP (sterilize in place) applications.
3. Look to operators. Safety in the processed food industry depends on the operators
proficiency in the operation and maintenance of the equipment. Well-written procedural
documentation, whether its a single-point lesson or a repeatable maintenance procedure, is
an invaluable teaching aid in achieving the optimum speed, output and efficiency from any
piece of equipment. A well-informed and well-trained operator and maintenance tech is an
integral part of food safety in processing equipment.
4. Verification critical. The CCP in HACCP is critical. Establish standard operating

procedures and at least a double control system that can verify any products before they

41 / 117
continued leave the production line. You will need enough inventory to keep the products in a safe place
Six Tips for and wait for all testing to be confirmed before selling the product.
Complying with Food 5. Track from origin through distribution. The FSMA requires that any
Safety Requirements contamination be prevented. This means following a product from the origin of raw materials
to product distribution. The most convenient method, apart of training, communication and
following GMP, is to use sensors in the different stages: in origin, loading and transportation
of raw materials. Manufacturing processes require the most continuous analysis possible. You
need to establish processes to track products through distribution as well.
6. Real-time test results. To improve execution accuracy, implement real-time

input for food safety test results and on-floor checklists, all of which should be stored in
a central database that is accessible to quality assurance, production management and
supervisory personnel.

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Automated Track and Trace Key to

Food Safety Measures
Food safety is a very important aspect in the food and beverage industry. Just as it is essential
to protect the food system from cross-contamination, it is also necessary to trace a bad sector
of contaminated food and remove it from the system/recycle. If the bad product is detected
when it is out of factory, it will be necessary to trace the entire production lifecycle of the
product to check for root cause of contamination.
Good automation system practices that can help you do these jobs to ensure food
safety include:
1. An effective batch processing software with a material traceability module with

genealogy. This will ensure complete tracing of the product from raw material to end
product. In addition to providing quality assurance for the product, it also enables easy
compliance with food regulations.
2. Use various sensors like IP cameras and monitoring systems, access control systems, etc., to
provide a tight surveillance on production areas of the plant.
3. Develop a very effective security management system.

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The Key Role of Equipment and

Packaging in Food Safety
As food companies are constantly looking for ways to control food safety risks, they
increasingly recognize the need to ensure that their processes are fully validated and verified
on an ongoing basis to be doing what they are supposed to do to control risk. They realize
that they must control environmental risk and especially allergen risk.
Below are some of the key areas food production and packaging professionals should expect
their equipment and packaging manufacturers to focus on in order to help production and
packaging facilities maintain leadership in FSMA compliance:
Design equipment that is focused on built-in FSMA compliance needs
Considerations include systems that:
1. Can be easily validated.
2. Provide the key monitoring data that will determine the verification of validated
systems as they operate to control risk.

44 / 117
continued 3. Allow the electronic capture of data for the ongoing new record-keeping requirements.
The Key Role of
4. Can be built into product tracking systems.
Equipment and
Packaging in Food Ensure that equipment can be readily cleaned to avoid environmental
Safety contamination concerns
Considerations include:
1. Being sensitive to the growing need to address allergens. This includes features for easy
equipment cleanup (dry or wet), as well as fail-safe mechanisms to ensure the correct
label is applied.
2. Designing systems that facilitate the gathering of ingredient and finished product
information to ensure accurate and easy capture of product tracking data.
3. Having a comprehensive understanding of the regulatory requirements around food

packing and food contact substances, defined as:
Any substance intended for use as a component of materials used in manufacturing,

packing, packaging, transporting, or holding food if such use is not intended to have any
technical effect in such food.

45 / 117
continued Examples of food-contact substances include polymers (plastic packaging materials),

The Key Role of pigments, and antioxidants used in polymers, can coatings, adhesives, materials used during
the manufacture of paper and paperboard, slimicides and biocides (antimicrobial agents),
Equipment and and sealants for lids and caps.
Packaging in Food
Safety Packaging and equipment companies that are sensitive and knowledgeable about the
current pressures on food companies will have a market advantage in this growing area of
complexity and the need to protect brands.

46 / 117
SECTION THREE
OEE & Skid-Based Manufacturing
47 / 117
How to Calculate Overall

Equipment Effectiveness:
A Practical Guide
By Paul J. Zepf OEE Overview and Efficiency vs. Effectiveness
M.Eng. P.Eng. CPP
Zarpac Inc.
There is a lot of confusion out there about OEE (overall equipment effectiveness) and about the
words efficiency and effectiveness. Let us look at these things in an objective and clear manner.
Is OEE just a nice-to-have? No, it is a simple yet powerful roadmap that helps production floor
people and management to visualize and eliminate equipment losses and waste.
OEE is not a fad. First of all, OEE has been around for decades in its elemental form. The words
efficiency and effectiveness have been around longer, but have only been used in a confused
manner in the last decade or so. To start, we have to make a clear distinction between
effectiveness and efficiency before we can discuss OEE.
Effectiveness is the relation between what theoretically could be produced at the end of a
process and what actually came out or was produced at the end of the process.
If your machine or system is capable of making 100 quality products an hour, and it makes only
70, then it is 70 percent effective, but we do not know how efficient it was, because nothing is said

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continued about what we had to put in (how many operators, energy, materials, etc.) to get the 70 percent
How to calculate effectiveness.
Overall Equipment So if a machine or system runs 50 percent effective with one operator and becomes 65 percent
Effectiveness: effective with 2 operators, the effectiveness goes up 30 percent (yes, 65 is 30 percent more
A practical guide than 50) but its efficiency dropped down to 50 percent, based on labor!
The same goes for yield or more commonly known as quality (basically saleable product).
If you are bottling a beverage, all filled, labeled and capped bottles could theoretically be
perfect, so the quality would be 100 percent. But if you throw away half the filled bottles
because of packaging or material defects, your yield or quality is only 50 percent. In this
example you would be 100 percent effective but only 50 percent efficient.
A Simple Example
Basically, OEE is about (as the name says) effectiveness: It is the rate between what a machine
theoretically could produce and what it actually did. So the fastest way to calculate it is
simple: If you take the theoretical maximum speed (for example 60 products per minute) you
know that at the end of a 480-minute shift there should be 28,800 units.
1 shift = 8 hours = 480 minutes
Maximum production speed = 60 products per minute
480 x 60 = 28,800 units

49 / 117
continued Then we need to count what we produced at an end point in the production process such as
How to Calculate whats on the pallet going to the warehouse. If there are only 14,400 good products on the
pallet, your effectiveness was 50 percent, right?
Overall Equipment
Effectiveness: Not rocket science so far.
A Practical Guide
The A-P-Qs of OEE
OEE = Availability x Performance x Quality
Why does the OEE formula in OEE = B x D x F
Figure 1 include availability (A), A C E
performance (P) and quality Availability
(Q)? What do these words mean A = Total Operative Mode Time

and what value do they bring? B = Run Time Time Losses
Theyll help us find where those Performance
other 14,400 products that C = Normal Speed
D = Actual Speed dr Speed
should have been on the pallet Losses
disappeared to. Quality
E = Product Output
OEE raised the bar and moved Scrap
F = Actual Good Product Losses
us away from the traditional
efficiency calculation as Figure 1: The simple overview of the elements of OEE and
a measure of production how they interrelate in OEE.
line output that was easily
manipulated to show mediocre lines running at efficiencies up to 150 percent.

50 / 117
continued Here is the power of OEE. OEE, when broken into its three main components, is going to track
How to Calculate down where we lost it. Every day that we run 50 percent OEE, we can lose units in different
ways, and every loss has its own cost structure.
Overall Equipment
Effectiveness: If we lose 14,400 products because the machine ran flawlessly, with no quality loss but at
A Practical Guide half the maximum speed, thats completely different from producing 28,800 products at full
speed, and then dumping 14,400 out-of-spec products into the landfill.
Effectiveness is:
Making the right thing the right product or SKU at the right speed
(Performance)
Making it the right way no rework, no defects, no waste (Quality)
Making it at the right time producing as planned, keeping the machine up

and running, minimizing time losses (Availability)
So how do we find out what we lost and where? And how do we prevent it from happening in
the future?

51 / 117
continued Availability
How to Calculate
Going back to the bottle example, lets track down a normal day. A standard shift takes 480
Overall Equipment
minutes. Our operators take 10+30+10 minutes in breaks as well as do two changeovers of 35
Effectiveness: minutes each and lose 60 minutes of machine downtime during the shift. The rest of the time
A Practical Guide the machine is in the running mode.
Breaks = 10 minutes morning + 30 minutes lunch + 10 minutes afternoon = 50

minutes
Changeovers = 2 x 35 minutes = 70 minutes
Machine downtime = 60 minutes per shift
Total = 180 minutes lost time
This means we lost 180 minutes and there are only 300 minutes left to be effective. Even if we
run the rest of the time at full speed with no quality losses, we can never be more than 62.5
percent effective during this shift. This ratio we call Availability or how time is used.
480 minutes 180 minutes = 300 minutes
300 480 = 62.5% Availability
Lets see how we spent that 62.5 percent of our time that is available

52 / 117
continued Performance
How to Calculate
Let us also assume our packaging system has an ideal cycle time or takt time of 1 second per
Overall Equipment
bottle, which is 60 bottles per minute. (Takt time, derived from the German word Taktzeit,
Effectiveness: which translates to cycle time, sets the pace for industrial manufacturing lines.)
A Practical Guide
This means in the remaining 300 minutes, the machine or system can make 300 x 60 bottles =
18,000. So if at the end of this shift the machine would have made 18,000 bottles during the
time it was running, it performed at 100 percent speed. If production would be at a slower
speed, let us say the cycle time would be 1.5 seconds, it would slow down the maximum
speed by 2/3, and thus its performance would become 66.7 percent. The actual output now at
66.7 percent performance is 12,000 bottles.
300 minutes @ 1 second per bottle = 300 x 60 bottles = 18,000 units
1.5 seconds per bottle = 1 1.5 = 2/3 = 66.7% Performance
66.7% x 18,000 bottles = 12,000 units
Running at 66.7 percent performance in this case equates in time to losing another 300 x
33.3% = 100 minutes or the line ran on average 2/3 x 60 = 40 bottles per minute.
If at this point all output would be within specification or saleable, what would be the
effectiveness?

53 / 117
continued From the 480 minutes we lost 180 minutes in not running and 100 minutes due to too slow
How to Calculate a cycle time; so (480-(180+100))/480 = 41.7% so far.
Overall Equipment (480 minutes (180 minutes + 100 minutes)) 480 41.7% Efficiency
Effectiveness:
A Practical Guide Quality
Whether this is the actual effectiveness depends on how many bottles were within
specification. If from the 12,000 bottles there were 3,000 out of specification, then the quality
rate of those bottles was (12,000-3,000)/12,000 = 75% or converting to minutes would be
3,000 bottles / 60 bottles per minute = 50 minutes lost due to quality.
(12,000 3,000 defects) 12,000 = 75% Quality
3,000 bottles 60 bottles per minute = 50 minutes lost Quality
In other words, we lost 180 minutes by not running; from the remaining 300 minutes we lost
100 minutes by slow running; from the remaining 200 minutes we lost 50 minutes making
scrap. As a result, the line yielded 150 minutes of perfect running at quality and at rate.
Theoretically, we could make 480 x 60 = 28,800 bottles. At the end there were 9,000 bottles
that were saleable, so the overall equipment effectiveness was 31.25 percent.
9,000 28,800 = 31.25% OEE
Availability (62.5%) x Performance (66.7%) x Quality (75%) = 31.25%

54 / 117
continued Time Equals Money

How to Calculate
OEE is purely time-based (time-converted), but since 1 takt time equals 1 bottle, OEE can
Overall Equipment
be calculated in bottles for ease of use. Most operators will not say Today I ran at a takt
Effectiveness: time of 1.5 seconds but instead Today I ran 40 products per minutewhich is the same
A Practical Guide thing. Likewise, I stopped for 5 minutes is the same as I lost 200 potential bottles I should
have made.
OEE helps to create this kind of awareness; with operators, with engineers, with logistic
departments, and with anybody else involved in the value adding process. It gives a common
language to everybody involved in manufacturing and leads to effective and efficient
improvements.
The Straightforward Approach to OEE
OEE and its basic approach have been around for decades in other industries and have
recently moved into the packaging area. Although the concepts are fairly simple, their
definitions and application have varied considerably, preventing any ability to use them
as benchmarks and performance tools within and between plants, let alone between
companies. The idea is to present a common definition and straightforward spreadsheet
format to bring about a clear, common approach.

55 / 117
continued A Practical Definition of OEE

How to Calculate
OEE is the overall equipment effectiveness of a defined production process during the
Overall Equipment
defined operative period or mode in which all activities related to production, personnel
Effectiveness: and inputs are accounted for during all producing or dependent activities within a defined
A Practical Guide scheduled time or operative mode time. The defined production process is the start and
end boundary under review such as depalletizing to palletizing or making it through to
warehousing.
OEE is defined as the product or cost function or interplay of all availability or uptime of the
operative mode multiplied by the performance or actual resultant production speed (from
actual dialed rate and ramping rates) divided by the normal or steady state speed and then
multiplied by the quality or the output of quality product divided by the input of the critical
component or aggregate of all the inputs (components consumed, lost, reworked, destroyed
or unaccounted for during the production process). For a diagram, please refer back to Figure
1, page 52.
Quality is a fraction that is 1 minus the waste (waste and rework). Rework is usually
considered within quality, but is the most difficult to segregate out. Quality does not typically
relate to defective components not staged to the production line, but once staged to the
production line they have to be considered. This forces out pre-checks, because once it hits
the production line, there are time and impacts to the ongoing production process such as
removing and replacing staged defective products, materials and supplies.

56 / 117
continued Scope of Analysis

How to Calculate
Although OEE could be done on a machine-by-machine or product-by-product basis or shift-
Overall Equipment
by-shift basis it is usually the amalgamation of one weeks or one months production of a
Effectiveness: given size and product (by machine or line), because looking at smaller slices may not give
A Practical Guide statistically relevant data for decision making. Trends or specific comparisons could be done,
along with looking at a months worth of production runs of the same product, family of
products or extremes of product sizes and formulations.
Looking at less than 10,080 minutes (one week) of operating time is not significant in and
of itself for decision making, but may be adequate for trends and verifications of a decision
implemented earlier to ensure positive directions or to ensure the anticipated results are
being achieved.
The reason for this definition of operative mode is to capture all activities required to
ensure the production process could be carried out. Some companies in the past hid their
changeover, PM, holidays, training and cleaning by doing it in the so-called unscheduled
production time or dumping it on a particular off time, but really it is part of the nature of the
production process.
The production scheduled time is the time period in which allotted defined products are to
be produced, but process-dependent activities or situations must be done or considered
beforehand (such as holidays) to ensure the schedule can be met or be reasonable.

57 / 117
continued The calendar hours or calendar time are the sum of operative mode activities and potential
How to Calculate mode activities that make up a week (10,080 minutes) or month (average 43,800 minutes)
or defined period in which the asset as a functioning production element exists in the plant.
Overall Equipment If any asset is removed from the process in such a way as to make the process for a given
Effectiveness: product not viable, then the expected OEE number is considered zero.
A Practical Guide
This also applies to product recalled from the market that is reworked or scrapped. A total
recall in reality yields zero OEE for the period that produced the recalled product. A partial
recall will only deal with the loss of the defined lot or batch within the total, but will depress
the OEE for that period considerably.
Any scheduling and labor considerations are considered integrated within OEE. One
could expand out from OEE with other ratios such as schedule capability in which labor
and scheduling times are evaluated and their interplay is calculated as ratios or costs to
operations, but OEE keeps a top line view that fits for the vast majority of industries and
conditions in a simple but powerful way.
High OEE numbers are indicative of high schedule fulfillment and optimized labor. Schedule
fulfillment and optimized labor are a byproduct of the optimized process. OEE is the roadmap
for insight, direction and verification of all other activities such as continuous improvement,
lean, Six Sigma and upper level accounting information. It gives the correct window in
viewing the cost of quality.

58 / 117
continued OEE and the Cost of Quality

How to Calculate
The cost of quality isnt the price of creating a quality product or service. It is the cost of not
Overall Equipment
creating a quality product or service (for details visit the ASQ American Society for Quality).
Effectiveness:
A Practical Guide Every time work is wasted, there is a loss that results in the cost of quality escalating. When
talking about waste, we can define or look at many definitions, variations or types of wastage
such as: waste of waiting, over-production, inventory or work-in-process, transport, motion,
input defects, producing defective products, unnecessary process steps, delaying.
In looking at operations, OEE simply gives the clear and powerful picture window view of the
ability to sustain quality production or how availability (time), quality (good product) and
performance (speed) interact. The Losses portion is the fraction of the time that is lost due to
the inability of the production process to be consistent and under control. These losses relate
to time down or downtime, rate losses in the process, and the scrap and rework generated
during the operative mode.
The operative mode is not only the planned scheduled production time but that time
that encompasses the nature of the production process and its supporting activities that
are connected, dependent or required to be done to ensure the timely production of the
scheduled product. This means that apportioned preventive maintenance, changeovers,
cleaning and/or sanitizing are included.

59 / 117
continued The Concept of Downtime as Understood in Availability

How to Calculate
For simplicity and order, the downtime of any machine or system can be divided into two
Overall Equipment
parts planned downtime events and unplanned downtime events.
Effectiveness:
A Practical Guide Planned events can be defined as those events in which no output of saleable product results
and which management has control over the timing and extent of the activity, mandates
them, or the countrys regulations define part or all of them.
Holidays are always mandated activities dictated by management, government or both. One
could argue that holidays should be left out, but that is incorrect, since it is a management
decision to not use that time during a normally operative mode and it is not proper to slip it
into the potential mode.
One can break down planned events into as many categories as one likes. Beware, when
holidays are included in the analysis, some days or weeks or months will show depressed
numbers and need to be highlighted. Because of this, there is a tendency to not include them.
But one should include them as they happen.
One can break down unplanned events into as many categories as one likes, but the most
common ones are the unit ops or machines. The unit ops could be further subdivided into
primary and secondary machines, zones, faults, etc.

60 / 117
continued Primary machines (PM) are unit ops that are capital equipment that has a direct involvement
How to Calculate in assembling the package such as unscramblers, rinsers, fillers, cappers, labelers, cartoners,
case packers, palletizers, etc.
Overall Equipment
Effectiveness: Secondary machines (SM) are minor unit ops that convey, manipulate, collate, inspect, code
A Practical Guide or mark the package such as conveyors, combiners, dividers (when separate from a primary
unit op), coders (laser, inkjet, impression, etc.), checkweighers, X-ray, gamma inspection,
independent fill, cap or label detection, rejection units (independent of the major unit op), etc.
Most companies, especially companies with no or poor ability to identify unplanned

downtimes or losses, should use the OEE macro analysis and use the lumped or aggregate
estimate number until improved data acquisition approaches the estimate number. All times
should be in minutes not hours, with precision down to a tenth of a decimal, for a more
granular view of the problem.
One can also look at unit ops as VE (value enabling), VA (value producing or value added) and
NVA (no value added, such as a conveyor that simply needs to get product from point A to
point B without inducing any quality defects).
A Proven Technique in Manufacturing Comes to Packaging
Typically, OEE is confined to the production or packaging process, but does not need to be.
Making, distribution, etc., could be included or viewed separately, but the boundaries must

61 / 117
continued be clearly defined and the approach standardized across all lines and plants. Exercise caution
How to Calculate when using and/or comparing inter-company OEE values because they may be useless if the
boundaries are different.
Overall Equipment
Effectiveness: In fact, OEE was embraced by manufacturing industries, from automotive to electronics, long
A Practical Guide before it trickled down to packaging. It is a proven technique, with extensive resources available
in the marketplace, and a useful methodology that can be applied to the smallest operation
with manual data collection to the largest organization with sophisticated OEE software tools
and automated data acquisition systems. And OEE is one of the major applications justifying the
investment to implement PackML.

62 / 117
Four Tips for Improving OEE

Results
Overall equipment effectiveness calculations can turn rivers of Big Data into nuggets of
actionable information. Readers share their experiences using OEE to measure and improve
operational efficiency:
1. OEE in action. Use simple, very large graphical displays visible to the operators on the
line with ongoing performance vs. planned performance. This is the first step to make OEE
useful. Automatic trend analysis can show the reasons contributing to most of the stoppages
and downtime. Direct translation to lost processing time and lost money is the next step.
Use alarms when a trend has been detected. Its also important to schedule team discussions
about equipment performance at shift changes and again at mid-shift. Reward and celebrate
consistent performance.
2. Empower operators. In developing reporting systems for bottling lines, calculate the
OEE of the line, the OEE of the machines, and the availability of crate and bottle conveyors.
Generate detailed reports to show operators downtime Pareto charts of the machines and
conveyors, including quality and KPI reports. Use SCADA on the plant floor to show operators
the alarms and warnings of the machines they are operating to help them react immediately
if a fault occurs. This system can help improve the efficiency of the line and also reduce
operations staff.

63 / 117
continued
THE MAIN EVENT Four Tips for Improving OEE Results

FOR PROCESSING AND PACKAGING
3. Maintain reporting integrity. As simple as the
calculations can be, provide many samples so that someone
who has certain targets in mind cannot manipulate any
Its all here. nuances. Honesty in reporting validates the program.
In todays fast-changing
marketplace, staying ahead
Without honesty you are chasing ghosts using OEE as a tool.
comes down to finding
the right solutions.
Make data logging and measurement as simple as possible.
At PACK EXPO International Know your standards for uptime, waste, delay and other
2016, you will see more
machinery in action factors that affect production volumes and quality. The
than anywhere else this
year. Discover the latest best way to improve operational efficiency is to involve the
processing and packaging
advances from over 2,000 whole team in providing input.
exhibitorsdisplaying
innovations and showcasing
solutions to keep you ahead
of the curve.
4. Integrate with batch controls. OEE is relatively
Dont miss it standard. It is based on how you define your system and
November 69, 2016.
efficiency. Set it up right, and then consistently track the
system and results. When possible, integrate an OEE system
and its measurement parameters with other existing
software that control batch production. While OEE is
important for assessing automation ROI, dont let it become
Register today at
packexpointernational.com the sole focus.
Produced by:
Co-located with:

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Combining OEE and Automation

for Improved Performance
By David Greenfield Overall equipment effectiveness (OEE) is a metric designed to evaluate how efficient a
Director of Content/ production operation truly is based on the real-world availability of the equipment used.
Editor-in-Chief Commonly used as a key performance indicator in Lean production efforts, the OEE concept
Automation World
has been around nearly 50 years. It is now starting to gain a stronger foothold in facilities of all
sizes due to advances in automation software.
At The 2012 Automation Conference, Chris Bacon, production manager at Pepsi Bottling
Access Full Presentation Ventures (PBV) in Nampa, Idaho, described how this small facility (which processes just one-
tenth the amount of cases produced at PBVs largest facility), combined the use of automation
Click here to access the full and OEE tracking as part of its improvement efforts. The key for the Nampa facility was
presentation made by PBVs Chris leveraging automation with real-time monitoring controls.
Bacon at The Automation Conference.
Though this PBV example originates in the batch process sector, the approach to OEE and
continuous improvement has lessons for continuous process as well.
This project began as a way to improve the OEE on the facilitys bottling line, but also became
an important bridge towards improving problem solving and developing a continuous
improvement culture.

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continued Step 1: Tracking Performance

Combining OEE Faced with limited personnel resources and numerous low-volume production runs, the No. 1
challenge was to develop a system to track the lines performance as a total unit and by each
and Automation
machine center. Measuring and capturing relevant data would provide the ability to evaluate
for Improved the line at each machine center to formulate real-time impressions of the opportunities, while
Performance the background data could be pulled from the system for point-in-time analysis. Having this
data, accurate downtime reason codes could be implemented for root cause analysis.
Color-coded HMI Step 2: How, When and What to Measure

Color combinations on the HMI For the OEE calculation to be as accurate as possible, the production line must have a
screens correlate to real-time activities standardized time. As fundamental as this sounds, many facilities do not have this, due to a
of the line. non-standardized approach to all primary and ancillary activities necessary for quality control,
maintenance, and production personnel.
To remedy this problem, a 7 a.m. startup time became the new standard.
The tracking system was designed to start OEE calculation at 7 a.m. each
morning and capture every minute of non-production time based on release
of the bottle stop or filler. A specific reason code was automatically attached
to accurately reflect the root cause impeding production. These reason
codes were directly pulled from that machine centers PLC.
Step 3: Putting Data Into Action

Once the facility was finally measuring and capturing relevant data, the next
priority was to design a visual representation of the system so that each
member of the team could discern some useful information from it.

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continued Opting for a very simple design that mirrored the facilitys machine center flow, color
Combining OEE combinations on the HMI screens would correlate to real-time activities of the line in accurate
fashion. Red meant a machine center was in stoppage mode with the reason code available in
and Automation the drop-down visual. Yellow meant a machine or machine centers were idle, either through
for Improved changeover mode or awaiting upstream or downstream machine centers to be released from
Performance stoppage mode.
To read more about ongoing Results

discussions surrounding the perceived Armed with this new production insight, one root cause for low performance at the PBV
effectiveness of OEE, click here facility was quickly identifiedthe periodic jamming of a vacuum drum on the labeler.
PBV realized this problem because of the reason codes now built in to the downtime
Read More About OEE tracking system.
With an OEM upgrade to the processor and a few creative internal modifications, PBV was
able to reduce downtime by 55 percent at this specific machine center. With this gain in
performance, the OEM upgrade was paid off in five months.
Long-term results with improved performance also exhibited a 43 percent decrease in labor
To learn how Pepsi Bottling over time (from 2009 to 2011).
Ventures used OEE data to
foster a culture of continuous
improvement, see Automation as
a Continuous Improvement Tool
also in this playbook.

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Eight Recommendations for

Designing and Using Skid-Based
Equipment
Modular, skid-mounted process equipmentsuch as CIP systems, bio processors, blowers
and dryers, and compressors and pumpsis increasingly common. The following design
recommendations will help ensure that your skid-based systems are flexible and easy to
integrate, and simplify maintenance:
1. Create interface layer. To apply S88 in an environment with many different OEM
equipment units, which all have their own way of handling recipes, create an integration
layer for central control, monitoring, and recipe and batch management. Dont force the OEM
vendor to customize his product to your wishes. This creates issues with vendor support,
qualification and additional costs, etc. Use the vendor standard, but implement an integration
layer to do the specific translation of the unit procedure into the OEM equipment language
using the specific required interface (OPC, XML, etc.). The integration layer acts as the only
interface between ISA 95 level 2 and level 3.
2. Skid design tips. All pipe outlets and inlet should be self-sealing and quick connect
on one side of the skid, with horizontal bend of 90 degree (or 45 degree if more convenient).
Inlet and outlet should be marked with an arrow that is etched or otherwise made
permanent. Valves should be accessible for removal from one side of the skid. The skid should
be fully protected and guarded with a controlled interlock if doors are provided, allowing for

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continued natural ventilation or directed ventilation if needed. Guards need to be strong enough for
Eight incidental forces. Provide tempered safety glass windows where gauges or mechanical action
needs to be observed for either casual process verification or debugging.
Recommendations
for Designing and 3. Skid construction. Ensure that the materials used in construction are acceptable for
Using Skid-Based the intended plant environment. Some facilities will not allow wooden skids, for example,
Equipment and the substitute for this must be approved well in advance.
4. Similar to rafting. Skid mounting is similar to rafting of roll forming equipment.

There are many elements of the roll forming line, but the pre-process equipment incorporates
the coil handler and straightener and the post-process equipment, including welder, cutter,
deburrer and stacker, which are all easy to change over. The roll form can take hours; that
piece is duplicated and indexed left or right. When left is forming, right is in changeover.
Duplicating and indexing an element of a line that requires extra attention could be
interesting. Indexing allows equipment to be swapped in a controlled manner, without the
need for a forklift.
5. Modular design. The best way to design a skid is to lay out the design in the
beginning and determine the area required. In the design phase, a layout can be made
to determine the best location fit. Although skid designs vary according to the engineer
involved with the design of the equipment, the best approach is to provide a modular layout
so that in the future changes can be made with the least amount of effort. Modular is the best
layout because it makes it possible to change the requirements.

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continued 6. Base skid design on components. Create standard skids based on the most
Eight important and standard components, such as number of membranes for RO units or other
membrane systems, or based on typical capacity of blowers and tanks. Make sure to simulate
Recommendations
the system to determine whether it will permit selection of a range of operation. Work in
for Designing and modules located in parallel or series to increase capacity.
Using Skid-Based
Equipment 7. Size for container frames. If you want mobile equipment, design and choose
the machines that can fit inside a container frame. Some plumbing systems can be pre-
engineered in the frame; install and test these in a dedicated workshop to make sure the
quality standards are met. Mount starters and controls on the wall. Install vacuum pump/
blower setup plugs in with supplied power only, allowing for plug-and-play replacement
of spare units.
8. Test before buying. Thoroughly inspect a demo unit prior to specifying and ordering.
Specify parts that you already have access to in network. Drive standardization.

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Seven Key Advantages of

Skid-Based Equipment
Skid-based systems have many advantages in todays manufacturing environment:
1. Scalable design. Helps to easily expand existing facility during revamps.
2. Very useful unit in designing the entire plant process dynamics.

Skid-based systems can easily redistribute capacity, making manufacturing more efficient.
Examples include CIP skids that can distribute cleaning circuits around the plant.
3. Easily connected and disconnected from the main system. This reduces pipelines,
replacing them with flexible connections through hoses. This makes for a fast and easy interface.
4. Easily transferable to any new location/setup. Skid-based equipment can be

used at another facility or to replace existing systems.
5. Dedicated control system, providing native tight control. This reduces

the load on the central control system.
6. Easily interfaced with central control system. Enables handshake status and
commands, status monitoring and control.
7. Supports modular system design. Its scalable with respect to control hardware as
well as software. Skid-based systems also let you take advantage of all reusable software assets.

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SECTION FOUR
Automation & Project Management
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Tips for Successful

Project Development
By David Greenfield Project development is not an everyday occurrence at batch process facilities. To help ensure
Director of Content/ you are covering all the major issues involved in these infrequent work scenarios, here are
Editor-in-Chief some tips and considerations to facilitate a successful project startup.
Automation World
1. Clearly identify the project specifications. What do you want to do? What is
your existing process? Define operator involvement, quality control issues, interface points
with other systems, and the technological capability available in-house.
2. Conduct a job risk assessment (JRA). Performing a JRA before the start of work
highlights any hazards that could produce undesirable results to personnel or property. A
safety assessment must be completed to ensure that the scheduled work can be performed in
a safe manner and to address any hazards that are uncovered as a part of the review process.
3. Operator training is key. The operators must learn how to navigate and operate
their process in the new control system. The training must be performed just in time
(about two weeks before startup) so that the information is fresh in their minds. During the
instruction, it is critical that the operators be trained using the operator interface graphics
they will encounter.

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continued 4. Emphasize communications. Communicating with the site maintenance and

Tips for Successful operations departments is critical to the success of the project. Maintenance and Operations
need to schedule their duties with enough lead-time to support the installation and startup
Project Development
activities. With enough time, maintenance can even contract back-fill support for the duration
of the project startup activities. For operations, the work and vacancy relief schedule will have
to be organized so that enough operators are available to cut-over and startup the plant. This
is especially important if a hot cut over is involved.
5. Have a detailed cut-over plan. Planning is crucial to any stage of an automation

project. By putting together a detailed cut-over plan, the personnel performing the work
will have a clear directive of the activities that need to be completed each day. The cut-
over plan will help keep the activities on task and allow the project manager to assess the
progress of the work, create workarounds for problematic situations, coordinate with the
plant operations, and drive the project to completion. A cut-over plan, at minimum, should
include the I/O to be cut over and tested (including the order in which they are to be tested),
any water testing through the process to verify configuration on the live plant, and the actual
order of the first products to be run on the unit.
6. Devise a roles-and-responsibilities matrix. Defining the roles and

responsibilities of all personnel and contractors involved in the project is key to delivering
a successful project. By putting together this matrix and using it as a pre- and post-training
reference for all staff, everyone involved will understand their responsibilities and perform the
appropriate work.

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continued 7. Get management involved. Management at various levels, including upper

Tips for Successful management, needs to understand what is involved in the startup process and why it is
critical to delivering on managements expectations of the batch process facilitys operations.
Project Development Communication and internal buy-in throughout the organization are very important aspects to a
successful startup, and managements visible support and connection to the project is critical to
these aspects.
8. Be thorough in examining outside support. Be sure to determine if outside

personnel, such as systems integrators, have experience in your industry. Is their knowledge
transferable to the project? Evaluate their background and capabilities. What is the range of services
they provide? Are there any commercial issues outstanding? Check references. Consider cost, but
understand that the lowest bid is not always the best. A good resource for companies looking to
hire control system integrators is the Control System Integrators Association, www.controlsys.org.
This organization not only validates industry expertise, but also supports dependable business
practices by its system integrator members.

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Four Considerations
for Upgrades and Migrations
By David Greenfield Regardless of whether you want to increase productivity or shorten time-to-market, attaining
Director of Content/ success in these areas depends on the application of suitable automation technologies in a
Editor-in-Chief batch processing plant. Following are the principal steps involved in assessing your plants
Automation World
technology to gauge whether a technology upgrade or migration is in order:
1. Consider the full range of aspects that relate to your existing

systems, such as:
Risk of unplanned plant downtime and production stoppages;

Ability to expand production or introduce new products;
Ability to integrate with enterprise-level business software and at what cost;
Ongoing maintenance costs;
Need for continuing support of the legacy system; and
Effect on the efficiency and productivity of plant personnel.

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continued 2. In each case of upgrade or migration, return on investment plays a

Four Considerations crucial role. A huge investment in hardware and application software is associated with
the installed process control system, as well as the accumulated know-how of the operating,
for Upgrades and
engineering and maintenance personnel. For this reason, the prime objective of any
Migrations migration strategy should be to modernize the installed base gradually without any system
discontinuity and, if possible, without any plant downtimes or loss of production that would
negatively affect the investment return.
3. Assess the long-term security of existing investments. This assessment

is important in order to maximize the return on assets (ROA). For this reason, every migration
should include a robust lifecycle support strategy for the new system that considers not only
the availability of the components, but also product warranties, on-site service, and ongoing
technical support.
4. Obsolescence. When deciding whether to upgrade or migrate to a new system,

there are two aspects of obsolescence to assess. In a migration, its important to understand
the history of the technologies supported by the company behind the product under
consideration. Does this company actively support the long-term lifecycles of products as
they are typically employed in a process operation? Do upgrades have significant backwards
compatibility? How often are upgrades typically released for this system and what is required

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continued for installation? For upgrades, its important to understand what the future outlook is for the
Four Considerations system under consideration. With the significant maintenance and security issues tied to
process control systems, you should always consider your risk of system obsolescence and the
for Upgrades and associated costs incurred with such a scenario vs. the costs of moving to a better-supported
Migrations system. The good news is that, in the process industries, most vendors are very aware of
the long-term use of their systems by end users and thus tend to support their systems for
multiple decades rather a single decade, as is more common with office IT systems. As newer
automation technologies become core components of process control systems, be sure to
talk with your supplier about their support plan for those newer technologies.

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Safety: The Lifecycle Approach

By James R. Koelsch Production safety is generally thought of as a series of steps necessary to ensure safe
Contributing Writer interaction with industrial equipment. The process of identifying, agreeing upon and
Automation World delineating those steps is where things tend to get complicated. Thats why international
and
standards groups play such a significant role, as they set the guidelines for all of industry
Dave Woll
Vice President to follow.
ARC Advisory Group
and For the process industries, IEC 61511 is probably the most widely used safety standard, as it
David Greenfield applies to those industries that base their safety systems upon instrumentation. The goal of
Director of Content/Editor-in-Chief safety-system design in IEC 61511 is for the process, whatever it may be, to go to a safe state
Automation World
whenever a process parameter exceeds preset limits.
A New Way of Approaching Safety

Understanding IEC 61511 means that you must know a thing or two about IEC 61508a
functional safety standard that provides the framework for building industry-specific
functional standards. IEC 61511 was created from the guidelines established by IEC 61508.
The key point to understand about IEC 61508 is that it is designed to establish an engineering
discipline that will generate safer designs and build safer processes. The uniform procedures
built on these disciplines are contingent upon appropriate experts within a company
contributing to projects. In addition, the standard also makes it easy for outside auditors and
governmental agencies to follow the process.

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continued IEC 61508 can seem confusing at first, because its underlying philosophy is new for
Safety: The Lifecycle safety standards. Older, more conventional safety standards stipulated specific rules and
specifications for making processes safe. IEC 61508 and its derivative standards, such as IEC
Approach 61511, departed from this approach by being more functional, or performance-based.
A principal aspect of this new approach to safety standards is that it leverages two
fundamental principles: safety lifecycles and probabilistic failure analysis. Unlike previous
standards that claimed to cover the entire lifecycle of a project, IEC 61508 and its offshoots
actually dofrom project conception to maintenance to decommissioning.
In essence, the standards specify safety lifecycle activities that need to be followed over
the entire life of a production system. Safety lifecycle management provides a method or
procedure that enables companies to specify, design, implement and maintain safety systems
to achieve overall safety in a documented and verified manner.
Four Phases of the Safety Lifecycle

The IEC 61511 standard promulgated by the International Electrotechnical Commission
specifies 12 steps in the safety lifecycle. These are segmented into four phases: analysis,
realization, maintenance and ongoing functions.

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continued Safety Lifecycle I: Analysis Phase

Safety: The Lifecycle The analysis phase includes the initial planning, identification and specification of safety
functions required for the safe operation of a manufacturing process.
Approach
Specific activities include:
Perform hazard and risk analysis: Determine hazards and hazardous events, the
sequence of events leading to hazardous conditions, the associated process risks, the
requirements of risk reduction and the safety functions required.
Allocate safety functions to protection layers: Check the available layers of

protection. Allocate safety functions to protection layers and safety systems.
Specify requirements for safety system: If tolerable risk is still out of limit, then
specify the requirements for each safety system and its safety integrity levels.
Safety Lifecycle II: Realization Phase

The realization phase not only includes design, installation and testing of safety systems,
but also the design, development and installation of other effective risk reduction methods.
Specific activities include:
Design and engineer a safety system: Design system to meet the safety
requirements.

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continued
Design and develop other means of risk reduction: Means of protection other than
Safety: The Lifecycle programmable safety systems include mechanical systems, process control systems
Approach and manual systems.
Install, commission and validate the safety protections: Install and validate that the
safety system meets the all safety requirements to the required safety integrity levels.
Safety Lifecycle III: Maintenance Phase

The maintenance phase begins at the startup of a process and continues until the safety
system is decommissioned or redeployed. Specific activities include:
Operate and maintain: Ensure that the safety system functions are maintained during
operation and maintenance.
Modify and update: Make corrections, enhancements and adaptations to the safety
system to ensure that the safety requirements are maintained.
Decommissioning: Conduct review and obtain required authorization before

decommissioning a safety system. Ensure that the required safety functions remain
operational during decommissioning.

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continued Safety Lifecycle IV: Ongoing Functions

Safety: The Lifecycle Certain functions are ongoing. Examples include managing functional safety, planning and
structuring the safety lifecycle, and performing periodic safety system verification and safety
Approach
audits over the whole lifecycle. Specific activities include:
Manage functional safety, safety assessment, and safety audit: Identify the
management activities that are required to ensure that the functional safety objectives
are met.
Plan and structure safety lifecycle: Define safety lifecycle in terms of inputs, outputs
and verification activities.
Verify safety system: Demonstrate by review, analysis and/or testing that the required
outputs satisfy the defined requirements for each phase of the safety lifecycle.
Activities for Phases I to III are typically carried out consecutively, while Phase IV runs
concurrently with the other phases. However, like all models, the safety lifecycle is an
approximation.
Bottom Line: A Requirements Definition

Readers should note that the standards define requirements for safety management, rather
than system development. Not all safety lifecycle phases will be relevant to every application;
management must define which requirements are applicable in each case. The standards do
not prescribe exactly what should be done in any particular case, but guide management
toward decisions and offer advice.

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Control System Security Tips

By David Greenfield Recognizing that the biggest security risk to your control system assets are the operators who
Director of Content/ interface with the system on a daily basis is the most important step to successfully securing
Editor-in-Chief your systems. For a thorough analysis of your risks and setup of reliable control system
Automation World
security technologies and processes, consult an industrial control system security expert such
as scadahacker.com, tofinosecurity.com, or industrialdefender.com. Following are the ground-
level security steps that a batch process facility should implement at a bare minimum:
1. Assess your systems. Compile an accurate list of all the assets in your plant: make,
model and serial number. Where are your computers? Where are your PLCs? Its difficult to
secure something when you dont know it exists. This should be a high-level assessment in
which you go through your plant and figure out what is high risk and what is low risk, which is
determined by two key factors: How likely is a problem to occur? How serious is the problem?
For example, if something happened to your chlorine tank, it would be really ugly. That chip
pile, not so ugly. Get a feel for the significant risks. Where do you have to focus your effort?
The answer is going to drive your decisions and your capital allocation.
2. Document your policies and procedures. No company operates in a

vacuum. Each company will have a series of policies and procedures for things like safety
and performance, reliability, and change management. Lay those out and understand how
they impact control systems and security, and then build on that to create a set of additional
security requirements.

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continued 3. Start training. No one is going to follow policies unless they know about them and
Control System understand why they are necessary. All levels of employees that interact with the control
system need to understand what an attack looks like and how to respond to one. You should
Security Tips
end up with a matrix of training for the various levels of users; it doesn't have to be onerous,
but it has to be done.
4. Understand your traffic flows. You need a diagram that shows all the things that
require intercommunication. Smart companies will have a comprehensive diagram showing
that the accounting department needs data out of this area, and maintenance needs data out
of this area, and so on.
5. Remember that SCADA security is used to control access. Access should

be segmented to specific network resources, hardware resources, and HMI. Effective security
practices should prevent access to all layers by unwanted external connections.
6. Leverage safety reports. Those responsible for safety, when they do reports and
analyses, have done a good deal of the work needed to understand the security risks.
7. Use separate networks. Though this step is becoming less and less practical, some
still advocate that the process control network be kept separate from business networks,
and also isolated from the Internet. For this approach, which may not be viable in the longer
term, utilize operating system (OS) implemented security, with active directory domain group
security as the preferred approach.

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continued 8. Security in the operator interface should be considered broadly.

Control System With advanced human-machine interface technologies, security can be implemented
for individual attributes. HMI should be the only accessible program, with user-specific
Security Tips
exceptions, connected to the control operating system at a dedicated user station. All other
resources for that particular terminal should be restricted.
9. Use unique user accounts and passwords. All users should have unique user
accounts and passwords to minimize the risk of unauthorized access.
10. Provide port security. With this approach, the Ethernet MAC address connected
to the switch port allows only that MAC address to communicate on that port. If any other
MAC address tries to communicate through the port, port security will disable it. Most of the
time, network administrators configure the switch to send an SNMP trap to their network
monitoring solution that the ports disabled for security reasons. When using port security,
you can prevent unwanted devices from accessing the network.
11. Administer antivirus protection. Use an antivirus solution that is compatible

with the installed SCADA software.
12. Open and facilitate communications between IT and process

control groups. Roles need to be defined and an understanding of what each group
needs must be accomplished so true collaboration can take place to begin and continue the
process of enabling a fully functional control system with adequate security protection.

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How to Avoid Mistakes with

Control System Remote Access
By David Greenfield As more operations aspects are tied to Ethernet networks and, therefore, are open to Internet-
Director of Content/ based access, the potential for greater collaborative operation and a freer work environment
Editor-in-Chief increases. But so does the potential for security problems. Following are some basic tips and
Automation World
considerations for achieving secure and reliable remote access:
1. Map out your project from the start. When companies fail to map out their
projects thoroughly from the start, they often find themselves saddled with applications
and automation products that dont work cohesively as a single system. Once you start
implementing various silosbe they applications or productsthings get more complex.
This is typical of problems that occur when automation products are implemented hastily,
without doing proper research, planning, or analyzing current and future goals, or without
realizing that implementing remote access monitoring for a facility is just step one of many.
2. Anticipate network interactions. When people have installed devices on a

proprietary network then try to use something different (e.g., Wi-Fi or another protocol),
individual systems may conflict. Or they may just cancel each other out, so that there is
no communication whatsoever. More often you find yourself managing so many different
applications, protocols, and systems that you have more work and headaches than you
imagined possible. This issue can be avoided if you select a network that is open and allows
everything to work together.

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continued 3. Understand users and roles. Understanding users and their roles can have
How to Avoid a significant impact on how the remote access strategy evolves. In most control systems
operations, the roles that may require remote access to control assets could include, but are
Mistakes with Control
not limited to:
System Remote
Access System operators and engineers for local systems;
System operators and engineers for remote systems;
Vendors;
System integrators;
System support specialists and maintenance engineers;
Field technicians;
Business/supply chain partners;
Reporting or regulatory entities; and
Managed service providers.
The roles of users that would require remote access to mission-critical operations can
be extensive, and the assignment of specific access depending on those roles can be

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continued complicated. Map out and document all acceptable access policies and procedures related to
How to Avoid allowable network access and coordinate this with industrial control system security experts.
Any user access that goes beyond simple viewing of data and permits changes to system
Mistakes with Control parameters should be extremely limited.
System Remote
Access 4. Know your vulnerabilities. Beginning at the remote user and following the
connection to the data or service, remote access can be compromised at any of the following
points:
The user or system can be impersonated to fool the target system.

The attacker can use captured or guessed credentials to impersonate the user.
The attacker can intimidate or coerce the user to provide valid credentials, or to
perform activities at the attackers demand.
The users access device (laptop, PDA, etc.) can be attacked, compromised, and used to
access the control system network.
The target system can be impersonated by an attacker to fool the user and thus gain
credentials or other information from the user system.
Communication can be listened to by third parties anywhere along the

communication chain.

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continued
The communication can be interrupted or jammed.
How to Avoid
Mistakes with Control Communications can have data injected into them by an attacker.
System Remote
Access Communication can be hijacked after it has been initiated (does not rely on
impersonation) or intercepted during initiation (impersonating both user and target,
also known as a man-in-the-middle attack).
Parts of a communication can be replayed to a target, even if the attacker cannot

decipher the content (also known as a replay attack).
The target communication software listening for requests can be attacked and
potentially compromised.
An attacker can impersonate a valid communications node and gain access to the
underlying communications medium.
A denial-of-service attack can happen to the authentication server

(e.g., radius server or RAS).
A denial-of-service attack can happen to the outward communication device

(e.g., an outside router for remote access).

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Four IT Standards
You Should Understand
By Dennis Brandl Imagine a world without electrical standards, such as 110 V at 60 hz, or 220 V at 50 Hz, or a
Chief Consultant world where every phone had a different type of connection and required a different type
BR&L Consulting Inc. of switchboard. Just as these standards are critical to the basic functioning of electrical
equipment, there are also IT standards used daily to ensure optimal functioning of production
systems in the process industries.
There are four production-related IT standards of special interest to the processing industries:
The ANSI/ISA 88 standard on batch control;

The ANSI/ISA 95 standard for MES and ERP-to-MES communication;
The ANSI/ISA 99 technical reports in industrial cyber security; and
The new ANSI/ISA 106 technical report on procedure automation.
These standards and technical reports define the best practices for implementing automated
and manual control on the systems that reside above the PLC (programmable logic controller)
and DCS (distributed control system) level, and which perform the basic control that keep
production running. These four standards all share a common view of a production facility,

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continued providing a consistent terminology that makes it easier to compare plants within a company
Four IT Standards and across companies.
You Should The ANSI/ISA 88 standard defines the most common and effective method for defining
Understand control systems for batch operations or for continuous and discrete startups and shutdowns.
The ANSI/ISA 95 standard defines the most commonly used method for exchanging
information between ERP systems, such as SAP or Oracle, and the multitude of shop floor
systems. It has also become the de facto standard for defining MES (manufacturing execution
system) and MOM (manufacturing operations management) specifications.
The ANSI/ISA 99 reports define structures and policies for designing effective and secure
networked production facilities.
The new ISA 106 reports define the procedural control strategy for continuous production
during upsets, switchovers, and other types of process changes.
Because these standards establish a commonly accepted terminology, functions and process
models by which technical professionals are trained, and upon which solution providers
develop applications used in batch and process production operations (as well as discrete
manufacturing), they should be of particular interest to those who are new to the field and
those seeking a refresher on the fundamentals of industrial processes.

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SECTION FIVE
Smart Devices & Asset Management
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The Smartest Instruments Still

Need Smart Humans
By Jeanne Schweder Automation suppliers have been building microprocessors and digital communications
Contributing Editor capabilities into process control instruments for more than 20 years. By 2010, process
Automation World industries had installed an estimated 69.2 million field devices, according to a study by the
ARC Advisory Group, more than 60 percent of them microprocessor-based.
Despite that massive investment in intelligent instrumentation, the promised new world of
lower maintenance costs and significantly lower risk of process failures has not yet arrived.
Blame that, say the experts, on the difficulty of changing human behavior and long-accepted
practices. Others point to a lack of sustained management support for following best practices.
Though nearly all of the instruments shipped today have built-in intelligence, companies
continue to follow the traditional inspect and test practices they used with analog devices.
The lack of links from process instruments to digital communications networks also means
workers can access little of the information available from smart field devices, and even less is
actually used as intended to improve diagnostics and process control.
The result is hundreds of thousands of man-hours wasted every year on routine and
unnecessary maintenance, and processes that are no more efficient or safer than they ever were.

94 / 117
continued In a perverse way, the cost cutting and workforce downsizing in the process industries is
finally leading many companies to a tipping point for change. Lacking the number of workers
The Smartest
required to control processes and inspect and test devices manually, theyre being forced to
Instruments Still find ways to make better use of the information provided by their intelligent instruments.
Need Smart Humans
Defining Standards
An industry-wide effort has been underway for several years to define standards and best
practices for smart field device management, make intelligent instruments easier to use, and
train process engineers and maintenance workers on how to apply and benefit from them.
To that end, the ISA-108 committee on intelligent device management (www.isa.org) was
formed in 2012. Co-chaired by Herman Storey, a former Shell Oil employee, and Koji Demachi
of Yokogawa, it is working to define standard templates of best practices and work processes
for the design, development, installation and use of diagnostic and other information from
intelligent field devices.
The first draft of the committees initial report on models and terminology is scheduled for
completion in the first quarter of 2014 and will then be presented as a proposed standard
to an IEC technical committee. Part two, diagnostic work processes, is due in 2015, and part
three, on configuration work processes and guideline templates, in 2016.
These devices dont come from the factory pre-set with the specific configurations needed
for an application, Storey explains. There are a huge amount of options; you have to tell an
instrument what you want it to do. Then you have to create a backup database to maintain
configuration accuracy over the lifecycle of the device.

95 / 117
continued Although traditional test and inspect practices work well for production assets like pressure
The Smartest vessels and piping, which typically fail slowly over decades, automation assets such as
transmitters and valves are more vulnerable and can degrade quickly. Thats where self-
Instruments Still diagnostics are critical and where routine predictive and preventive maintenance practices
Need Smart Humans are of less value.
The goal is to refocus maintenance on early problem identification so that operational

issues can be quickly resolved without all the expense and risk, Storey says. The diagnostic
information in intelligent instruments lets you anticipate problems and be proactive. It
doesnt reduce the failure rate, it just reduces the impact of failures.
Storey says condition-based monitoring and maintenance practices are starting to take hold
in a number of industry segments, such as machinery and offshore oil drilling. But for most
process industries, making better use of diagnostics is not part of the culture. People are
focused on keeping things working, not managing assets well over time. A lot of things get
deferred. While a plant may run nicely for a while, its actually in decline.
Industry has been doing inspect and test for years, he notes. Doing asset management in a
different way requires a different culture, and the tools to do it well are poorly developed and
integrated. Standards, he adds, will finally help establish accountability for following good
practices. Its not an instrument, an IT or a vendor problem; its a management problem.
Management engagement, accountability and metrics will drive behavior change.

96 / 117
continued Wireless a Catalyst

The Smartest
The adoption of wireless has been a spur to interest in intelligent instruments. Wireless
Instruments Still
technology has allowed intelligent devices to be more useful at a lower power budget. Once
Need Smart Humans they get more digital information, users want more multi-variable data for troubleshooting
and to gain insights into their process.
On the flip side, users are often overwhelmed with all the information they can get from their
instruments, says Erik Mathiason, a member of the ISA-108 committee and an employee of
Emerson Process Management. They dont know what to do with it. Theyre asking suppliers for
help in accessing, managing and assessing the data. They want to know, What does it all mean?
Thats especially true with so much of the process industry workforce retiring. The younger
people are more open to change and hungry for information because they believe it will help
them solve problems. Younger people dont have the instincts honed by years of experience
in a plant. Data is all they have.
Human-Centered Design
Instrument suppliers are working to make life easier for the process industry workforce. This
includes making products that are easier to use and have device dashboards that make it
easier to see data. Suppliers are spending a lot of time and money to learn how customers
need to interact with data. Many include dashboards to display data with a similar look and
feel across multiple devices, even though the devices might do different things.

97 / 117
continued This human-centered design approach owes much to the model established by the consumer
The Smartest electronics industry. Its goal is to design human-technology interactions around how people
learn, think and work.
Instruments Still
Need Smart Humans In the past, there were fewer device types and simpler devices, Mathiason says. That meant
workers did the same things to the same device types many times, building expertise. Today
there are more device types, and devices themselves are more complex. In addition, devices
are more reliable, so worker-device interactions are less frequent but more varied. The result is
unfamiliar human-device interactions and more human error.
Studies show that up to 80 percent of abnormal situations are caused by human error. With
process plants staffed with fewer and less experienced workers, the potential for both minor
problems and major catastrophes rises exponentially. Consistent navigation and operation
across multiple devices, the foundation for human-centered design, can improve the
probability that the correct actions will be taken with fewer errors.
Modular Components, Multiple Variables
Many suppliers are redesigning their instrument lines to make products more modular. The
redesigns frequently involve electronics, software and even mechanical components such
as connectors, which facilitate simple plug-in modules, allowing replacements to be made
easily in the field. Many have adopted a common platform across all instrument lines to make
devices easier for customer to use. This means all have the same programming requirements,
software interface and approach to diagnostics.

98 / 117
continued Another trend is the development of instruments that can measure multiple variables. End
The Smartest users in the oil and gas industry, for example, want multi-variable instruments that will reduce
the number of pipe penetrations the company is required to make, as well as wiring, which
Instruments Still will save on both installation and maintenance costs.
Need Smart Humans
Driving Adoption
Intelligent transmitters are the most widely deployed intelligent instruments today,
outnumbering analog transmitters by an estimated two to one in heavy process industries.
Also popular are positioners for control valves and flow controllers, which are used in every
industry where custody transfer is critical in controlling process input costs.
Positioners provide maintenance technicians with critical information on a valves activity

and can help proactively determine what a reasonable maintenance schedule should be in a
process application. Industries that have been early to appreciate the value of intelligent field
devices include oil and gas drilling, refining, chemical plants, food processing, and biotech
and pharmaceutical companies.

99 / 117
Managing for Reliability Key

to Asset Performance
By Jeanne Schweder The powerful combination of smart devices and communication networks has great potential
Contributing Editor for helping industrial plants achieve significant gains in productivity and efficiency. But
Automation World making that happen requires companies to use the information from their production
equipment to change their asset management and maintenance practices.
Take the example of two plants, owned by the same company but located on opposite sides
of the globe. The two sites made the same products, using identical production equipment,
quality specifications and automation systems. They both spent a similar amount of time on
maintenance. Yet one plant was experiencing constant failures, shutdowns and quality issues,
while the other was performing to goals. The question was, why?
Proactive vs. Reactive Maintenance
An analysis by an automation supplier found the answer. The findings revealed the root cause
of the disparity: The plant experiencing difficulties operated under a run-to-failure philosophy
for maintenance, spending nearly 35 percent of maintenance time on unscheduled
corrective procedures.

100 / 117
continued In contrast, the plant meeting its goals spent only 8 percent of maintenance time on
Managing for unscheduled activities. More revealing, 34 percent of their maintenance time was spent on
preventive maintenance, and another 12 percent on optimizing assets. Employees at the
Reliability Key to proactive plant also received more than three times the amount of training as those working
Asset Performance at the reactive plant.
Unfortunately, this lack of training is not uncommon at plants with a reactive approach to
asset management. Reactive managers assume its less costly to fix something only when its
broken and they know what to fix. They see training as wasted dollars. But industry experts
will tell you this is a mistake and results in frustrated engineers who take longer to solve a
problem and are unsure of the best practices to use to make sure the problem does not
come back.
Proactive-minded users, on the other hand, have seen the benefits of this service philosophy.
They see training and certification as an investment to ensure not only that results dont
erode, but that production and quality performance continue to improve.

101 / 117
Asset Reliability a
Performance Indicator
By Jeanne Schweder The methodologies for managing assets to ensure reliable performance first began to be
Contributing Editor developed by the airline and power industries and the U.S. military in the 1970s. Over the past
Automation World 15 years, an understanding of the value of asset reliability as a plant performance issue has
spread to all industries.
Many universities began offering programs in reliability management over the past decade,
and graduates are now entering leadership positions in operations and maintenance at many
companies. Theyre realizing that their plants are not executing the reliability methodologies
they learned in school. When they experience too many failure events and issues, they
recognize that this cant go on.
Industries with an active interest in asset reliability include the oil and gas, chemical, refining,
pulp and paper, power, metals and mining, and food and beverage industries. Reliability is
often one of their top three business objectives.
Rank Assets for Criticality
Any reliability program must begin by ranking assets for criticality in terms of the potential
impact of their failure on plant production. Strategies then need to be developed to ensure
the optimal performance of these critical assets and extend their operating life.

102 / 117
continued Finally, decisions must be made about what technologies and what data to use to determine
Asset Reliability asset health. Some examples include when and how often to measure motor vibration
or motor stops and starts, or whether to use wireless vibration sensors or wireless mesh
a Performance networks, which make it easier for companies to get data from assets in places where its
Indicator difficult or dangerous for humans to reach.
How Work Gets Done
Having the right people resources and assuring they have the right skills or adequate training
is another important aspect of reliability management. Its also essential to understand
how work gets done in a plant. It takes multiple people with different skills and properly
documented work orders that provide them with an understanding of what went wrong and
what tools are needed to fix a device.
Often a process needs to be improved, streamlined and documented to improve asset

reliability. You also need really good KPIs such as availability and return on asset value, and
the ability to communicate all the findings in a work management system.
Smart devices that can diagnose their own health and provide in-depth process information
are key to improving asset management. With more network or wireless connectivity, more
information has become actionable. Software lets you analyze performance and detect a
problem long before it begins, so that an operator or maintenance technician can be alerted
to take action.

103 / 117
continued Getting the Right Balance

Asset Reliability
The combination of the speed of technology change, the growth of automated systems and
a Performance
the decline in the number of plant personnel with the experience and skill set to maintain
Indicator those systems is causing problems for manufacturers in all industries. One automation
supplier conservatively estimates that 75 percent of all plants are running sub-optimally.
Systems are always degrading; even valves have moving parts.
The first step in addressing the issue is to get the right balance between predictive, proactive
and reactive maintenance. There is no magic number, no strict definition for what is a good
balance. Although most people will say that keeping reactive maintenance at 20 percent
or lower is optimum, the right service schedule depends on how critical an asset is to plant
and process performance, as well as company objectives in terms of variability, cost and
equipment wear.
Condition-based maintenance that allows you to repair or replace only whats needed, vs. trial
and error work based on historical schedules, can save a typical plant hundreds of thousands
of dollars in costs and thousands of man-hours every year.

104 / 117
Develop a Strategy for

Asset Management
By David Greenfield When beginning an asset management process, go slowly and deliberately with the understanding
Director of Content/ that it is a process rather than an event. Ensure, by free trial runs if possible or in-depth research or
Editor-in-Chief observation, that the software you purchase for tracking, generating work orders, inventory control
Automation World
and lifecycle costs are what you will actually use and not too much or too little.
After that hurdle has been crossed, you are just beginning a true asset management program.
Reliability is related to predictive, proactive maintenance and knowing when and how to run
to end of life. This understanding can rarely be obtained quickly or simply. Set yourself up for
success by using the boots on the ground as a primary source of input for what works and
doesnt work. Track, report and verify constantly and consistently.
If the people who make the financial decisions are not onboard, your program will fail. Cost things
correctly, comparing the cost of maintenance vs. the purchase of new equipment. Make sure to
include all the factors, such as operator and maintenance training, ease of repair and usage of
equipment, which will affect throughput of product, cost of product and cost of using the asset.
Develop a program to demonstrate that proper purchasing, operating and maintenance

practices are a revenue-generating process. This will help management realize that ROI is
much more than simply purchase price, labor and materials.

105 / 117
SECTION SIX
Communications & the Mobile Workforce
106 / 117
Standards Help Ethernet

Networks Stay in Sync
By Terry Costlow When networked equipment in complex systems needs to perform tasks in perfect harmony,
Contributing Writer Ethernet needs a little help.
Automation World
Source: Moxa

107 / 117
continued The transparent clock supported in IEEE 1588 Version 2 augments the boundary clock used in
the first version and is better able to deal with a very large network topology.
Standards Help
Ethernet Networks Its asynchronous characteristics make it difficult to ensure orderly delivery of packets in real
Stay in Sync time, so many users are adding IEEE 1588 and ODVAs CIP Sync to synchronize all operations.
In high-performance fields like robotic control, test and measurement, and power plants,
these specifications help users run many pieces of equipment at very high speeds. The two
specifications share many traits.
CIP Sync incorporates the IEEE 1588 services that measure network transmission latencies and
corrects for infrastructure delays. The result is the ability to synchronize clocks in distributed
devices and switches to within hundreds of nanoseconds of accuracy. When all the devices
in a control system share a synchronized, common understanding of system time, real-time
control can be accomplished by including time as a part of the motion information.
This ability to transmit signals with known delivery times is extremely important in a broad
range of applications. With IEEE 1588 and CIP Sync, packet delivery times can go into the
nanosecond range.
It is essential that when a control signal is sent to a control device, such as an intelligent
automation device, the system needs to know in real time when the device will actuate. IEEE
1588 gives Ethernet a more synchronous nature, and timing accuracies must be in the sub-
microsecond range.
IEEE 1588 has seen growing usage in recent years. Thats partially because equipment speeds

108 / 117
continued and end user demands continue to rise. Usage has also soared since the completion of
Precision Time Protocol (PTP) Version 2 in 2008.
Standards Help
Ethernet Networks PTPv2 is a method that provides the high degree of accuracy for systems that require
Stay in Sync strict synchronization in their operations. It comes into play when extreme precision is
a paramount requirement.
Though many facets of Ethernet communications will remain the same when IEEE 1588
is used, some must be used carefully or ignored. For example, multicasting could create
synchronization issues, particularly when signals travel long distances.
Multicasting is great in information technology, but for controls, not so much, says Jeff Smith
from American Axle & Manufacturing (AAM, www.aam.com). You dont want a signal from
the grand master clock going to something thats a football field away.
Expanding the distances for synchronized systems was one of the focal points during the
development of IEEE 1588 Version 2. One of its mainstays is a transparent clock. It augments
the boundary clock used in the initial version of the standard.
A transparent clock does not have its own clock, but inserts its own delay so that the end
slave devices downstream can take that into account in doing their calculations. This is
necessary when dealing with a very large network topology.
Several Ethernet alternatives provide real-time capabilities, but most require some special
hardware or mandate that all real-time equipment use the same software. With standards,
there are fewer limitations.

109 / 117
Leveraging Analytics and

Community for a Mobile Workforce
By David Greenfield Most businesses in the processing industries have spent the past several years establishing
Director of Content/ solid technology platforms and infrastructures to gather production data to improve
Editor-in-Chief operations. The next step lies in intelligently using those technologies to foster better
Automation World
decision-making, communication, and process improvement.
As an example of how this is actually occurring in industry, Joe Staples, head of

Manufacturing Systems North America for Bayer CropScience (Kansas City, Mo), said that
Bayer CropScience has equipped its operators with Invensys Intellitrack mobile devices with
workflow software to direct them on how to safely perform the operations required of them.
During his presentation at The Automation Conference 2012, Staples said Bayer CropScience
is now looking to extend its use of mobile applications so that plant managers, engineers,
technicians and maintenance can get the information they need at any time without having
to carry their laptops around or refer to a terminal or a PC.
Core to this extension of the mobile workforce at Bayer CropScience is a push for greater
employee and operations connectedness through the use of analytics and communities.

110 / 117
continued Analytics for Operations, Training and Risk Evaluation

Leveraging Analytics
As part of a long-range goal to use all the data they are collecting in their various systems to
and Community for a
enable better safety through a more rapid identification of risks, Bayer CropScience is first
Mobile Workforce targeting its process control systems.
Having a set workflow process accessible via a mobile device, the interaction of operators
with the control systems can be better managed, said Staples. Standard operating procedures
can be kept up to date and automatically pushed to operators. All changes to the system are
instantly recorded and shared.
For operators that may not be fully trained in all production aspects, the operator at the
machine now has full access to the information needed to do the job. The same goes for
maintenance inspections; when coordinated through workflow on a mobile device, all
maintenance activities are captured and accessible for future reference.
What we ultimately want from this is to be able to have a better risk evaluation and faster
notification, said Staples.
For example, if an operator who hasnt been fully trained is interacting via a mobile unit with
a control system on which certain interlocks have been bypassed, managers could remotely
shut the system down or not let it go to the next step until a properly trained engineer or
plant manager is there to review and give the go-ahead to move forward.

111 / 117
continued Community
Leveraging Analytics
Bayer CropScience is actively looking at using social media to help in its operations.
and Community for a
Mobile Workforce One of the questions the company is asking is: Why cant the machine participate in a social
network? After all, since those devices are now connected, they can provide information via
a Facebook page about its health and what its doing. And someone in maintenance at the
facility can access that information just as an engineer in another part of the world can.
Beyond ubiquitous communication and connectedness, Bayer CropScience is looking to use

social networks as a means to leverage its widely scattered technical resources for better
collaboration across the globe.
Benefits
These are the benefits Bayer CropScience is already seeing and expects to see more of from its
deployment of mobile devices to take advantage of analytics and community:
R etention and sustainability of knowledge. The company is now

capturing the expertise of operators and dispersing it so that any operator can become
the best operator.
I mproved performance. In operations where mobile devices are in place, Bayer

CropScience is achieving higher and higher levels of consistency across the board.

112 / 117
continued
H igh-velocity collaboration of experts. Communities enabled by mobile
Leveraging Analytics devices are proving to be the best way to get people involved immediately in
and Community for a understanding whats going on and being able to contribute quickly.
Mobile Workforce
B etter, more rapid focus on issues. By giving operators the information they
need to have, Bayer CropScience is creating a collaborative work environment among
all workers no matter where they are located. We can now collaborate on a global
basis to deal with issues that arise anywhere, said Staples.

113 / 117
Wireless Sensor Applications

By David Greenfield If youre working in a facility without a great deal ofor anywireless sensors in place, you
Director of Content/ might be suspicious about the viability of wireless sensor networks. To help illustrate how
Editor-in-Chief ubiquitous wireless sensors have become across industry, following are a few examples of
Automation World
wireless sensor deployments that have become so common that they could be considered
textbook application examples.
W
ireless limit switch networks are commonly used to prevent the
overflow of liquid storage tanks. Their operation is simple: As the tank fills
up, the fluid level forces a change in the position of the limit switch. The wireless limit
switch then sends a signal to the pump controller to start pumping out the tank to
lower the level. When the fluid level drops to a safe level, the switch then sends a signal
to the controller to turn off the pump.
T he safety and security of oil pipelines is largely handled by

wireless sensor networks, according to Steve Toteda, vice president and
general manager of the wireless business unit at Cooper Industries and chairman of the
Wireless Industrial Networking Alliance (WINA). We're doing a lot of work in Mexico
now to monitor and maintain oil pipelines, he says. In these applications, there is a
hierarchy of networking tools with sensor networks being used with instrumentation
on the pipeline itself to capture data and transmit it back to the control system

114 / 117
continued via high-speed backhaul. This combination of technologieswired, wireless and

Wireless Sensor cellularhas really brought wireless to the forefront because youre mixing multiple
technologies to monitor pipelines in 20-30 km segments. As you do this with several
Applications segments, youre effectively able to monitor hundreds of kilometers of pipelines.
A major pharmaceutical manufacturer recently decided to

instrument all of its R&D equipment, such as incubators and cryofreezers,
and connect them to the companys control systems for 24/7/365 monitoring. Because
much of this equipment has casters, it was difficult to wire them, as they need to be
moved around. This project is still ongoing, but there are currently nearly 2,000 pieces
of equipment equipped with wireless sensors on the companys R&D campus, which
covers an area of about 1.5 km.

115 / 117
Four Tips for Dealing with Wireless

Latency and Bandwidth Issues
More and more, system engineers are taking advantage of industrial wireless technologies to
reduce the amount of cabling in their designs. There are some issues to be aware of, however,
when replacing dedicated connections with wireless links:
1. Need latency tolerance. Todays wired Ethernet connections are full duplex. This
means that each end device can both transmit and receive at the same time. On the other
hand, wireless technologies such as 802.11a/b/g/n are half duplex. This means that when
any one device is transmitting, all other devices must wait. Make sure that your application is
designed to be tolerant of the latency introduced due to the half-duplex nature of wireless.
2. Control multicast traffic. When implementing wireless technology in factory

automation projects, be aware of any multicast traffic coming from PLCs or producer devices.
Multicast traffic is handled differently than unicast traffic by wireless access points. Multiple
devices can receive multicast traffic, while unicast is destined for only one device. Wireless
access points transmit multicast traffic at a minimal rate to ensure that all listening clients will
be able to receive the traffic. This results in low aggregate bandwidth over the wireless AP as it
has to lower its transmit rate down from the maximum.

116 / 117
continued 3. Low bandwidth requirements. Make sure that your applications bandwidth
Four Tips for Dealing requirements are low enough to be satisfied by the lower rates. Many designers overlook
these points and experience problems when moving to wireless solutions. Being aware of
with Wireless Latency
the limitations of wireless technology can ensure that your upfront design will work in a
and Bandwidth Issues wireless deployment.
4. Dont take shortcuts with wireless. Consider the entire system design and the
support lifecycle of the system before choosing technology and vendors. Time spent up front
on site surveys, path loss calculations and fade margin will pay dividends when it comes time
for installation. Design in fade margin. Wireless is very reliable when well designed, but if you
dont design in appropriate fade margin youll have problems in the future.

117 / 117
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Recipe Management, Food Safety, OEE, and Smart Manufacturing

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2017 EDITION

Recipe Management & Batch Software

10 Nine Tips for Achieving Balance in Recipe Management

13 Seven Best Practices for Recipe Management

14 How Reusable Code Streamlines Recipe Management

18 Four Ideas for Active Ingredients Management

20 ISA-88: Recipe Changes Kept Separate from Control Changes

22 Four Recommendations for Choosing Batch Software

24 Eight Best Batch Software Practices

26 Five Tips for Better Batch Processing

27 SECTION TWO: Food Safety & Clean-in-Place

31 Seven Ways to Improve Clean-in-Place Systems

34 Four Best Practices for Efficient CIP Systems

37 Automation as a Means of Compliance with the Food Safety Modernization Act

40 Six Tips for Complying with Food Safety Requirements

42 Automated Track and Trace Key to Food Safety Measures

43 The Key Role of Equipment and Packaging in Food Safety

46 SECTION THREE: OEE & Skid-Based Manufacturing

62 Four Tips for Improving OEE Results

64 Combining OEE and Automation for Improved Performance

67 Eight Recommendations for Designing and Using Skid-Based Equipment

70 Seven Key Advantages of Skid-Based Equipment

71 SECTION FOUR: Automation & Project Management

75 Four Considerations for Upgrades & Migrations

78 Safety: The Lifecycle Approach

83 Control System Security Tips

90 Four IT Standards You Should Understand

92 SECTION FIVE: Smart Devices & Asset Management

99 Managing for Reliability Key to Asset Performance

104 Develop a Strategy for Asset Management

105 SECTION SIX: Communications & the Mobile Workforce

106 Standards Help Ethernet Networks Stay in Sync

109 Leveraging Analytics and Community for a Mobile Workforce

113 Wireless Sensor Applications

117 VENDOR SECTION RESOURCE GUIDE

CONTRIBUTORS The following experts

Chris Bacon John Rezabek

Brooke Robertson Joe Staples

Michael Thibodeaux Chris Wells

Dennis Brandl Steven Toteda

Dave Chappell Dr. David W. K. Acheson

CONTRIBUTORS The following experts

Bob Rochelle Juan Cuevas Tim Matheny

David Hoenig Amitkumar A. Sawant

Don Mastenbrook Danny Wouters

CONTRIBUTORS The following CSIA experts

Control System Chetan Chothani Bryan Curtis, P.E.

FORWARD PLAYBOOK ADD COMMENT RETURN TO CONTENTS

Nine Tips for Achieving Balance in

1. Phased development. Implement a batch structure that makes use of small

FORWARD PLAYBOOK ADD COMMENT RETURN TO CONTENTS

FORWARD PLAYBOOK ADD COMMENT RETURN TO CONTENTS

FORWARD PLAYBOOK ADD COMMENT RETURN TO CONTENTS

Seven Best Practices for Recipe

1. Create a modular and flexible batch process integration physical model.

4. Create a material tracking and genealogy system to support recipe management.

FORWARD PLAYBOOK ADD COMMENT RETURN TO CONTENTS

How Reusable Code Streamlines

Common Process Control Language

FORWARD PLAYBOOK ADD COMMENT RETURN TO CONTENTS

Identify the structure and format for recipes and procedures;

Identify a hierarchy of manufacturing equipment and its dedicated control;

FORWARD PLAYBOOK ADD COMMENT RETURN TO CONTENTS

Reduce the cost of automating batch processes; and