NOV-DEC 2018

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Level 5 Enterprise network, routing, access point for cloud services Enterprise integration Level 4 PLM, ERP, CRM, HRM, PDES, QMS (time frame: months, weeks, days) Site business planning and logistics Level 3 MOM/MES, WMS, LIMS/(QMS), CMMS (time frame: days, shifts, hours, minutes, seconds) Site manufacturing operations and control Level 2 DCS server and client (SCADA, HMI), OPC server (time frame: hours, minutes, seconds, subseconds) Area supervisory control Level 1 Batch control, discrete control, drive control, continuous process control, safety control, PLC, CNC (time frame: minutes, seconds, milliseconds) Basic control Level 0 Sensors, drives, actuators, robots (time frame: minutes, seconds, milliseconds) Process INTECH NOVEMBER/DECEMBER 2018 15 PROCESS AUTOMATION lack the interconnected environment we know from the process industry. There is a gap between the individual assets and higher-level functional- ity. As a discrete manufacturer, the Volkswagen Group demonstrates in the YouTube video, "In- dustry 4.0 in the Volkswagen Group," the long- established concept of the central control room as part of its Industry 4.0 strategy. Looking at Industry 4.0 as a journey, the pro- cess industry is already flying, while other in - dustries are only now checking in. Industry 4.0 and existing standards Conforming to ISA-95 is certainly an advantage for the process industry, but it has also been an obstacle when evaluating Industry 4.0. Strong biases toward existing standards warp the un - derstanding of the value of Industry 4.0 to the process industry. It was unfortunate that most of the initial use cases for Industry 4.0 were in the automotive industry and did not represent the reality in the process industry. Additionally, the hype around the Internet of Things (IoT) failed to look at the high connec - tivity already present in the process industry. Even the early data analytics models failed to highlight their advantages over principles like real-time optimization. In short, Industry 4.0 failed to show how it would raise profit mar - gins, lower operating costs, and manage risks better than the existing standards used in the process industry. It was not until 2015 that organizations like NAMUR (User Association of Automation Tech- nology in Process Industries, en) started exploring the first applications of In dustry 4.0 in the process industry. Not enough focus on people and processes The focus of Industry 4.0 has been on the tech- nology, connecting assets and collecting data. But similar technology has been used in the process industry for decades. Instead of trying to capture the attention of the process industry with tools, the focus should have been on using Industry 4.0 to make the right decisions, at the right times—optimizing processes, maximizing profits, and minimizing risks. Technology is only an enabler. Industry 4.0 is about the processes and structure within an orga- ISA-95 Reference Model: Many outside the pro- cess industry, and even those involved with Industry 4.0, are not aware of this impor- tant standard. Technology is the enabler for transformation DMZ Firewall Firewall Firewall

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