JUL-AUG 2017

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12 INTECH JULY/AUGUST 2017 WWW.ISA.ORG COVER STORY Work definition Process segment Operations request Segment requirement Requested segment response Segment parameter Personnel requirement Equipment requirement Physical asset requirement Material requirement Operations schedule Information about operations schedule is made up of May correspond to an < is made up of May contain May correspond to an < Corresponds to an < May contain 1.n 1.n 0.n 0.n 0.n 0.n 0.n 0.n 0.n 0.n Sequence of blocks in a mine-plan (long term) or schedule (short term) and timely. Over time, users at each level create various reports for every role, activity, or unit operation. Also, there is likely a ver- sion for every time horizon (hour, day, week, and month). When adopting the ISA-95 standard, your enterprise archi- tecture teams have a solid starting point for achieving a connected organization and are likely to have sufficient control over their overall process. ISA-95 through Business to Market- ing Manufacturing Language (B2MML) addresses the most efficient (minimal) interactions between typical operations and business processes, which it calls "activities." The other main benefit of the ISA-95 standard is that the integration of the desired "production request" and capacity of the pit, plant, rail, or loading arm "segments" can be instructed and adjusted in time. In ISA-95 this is defined as "the production schedule," where the "work schedule" shows the availability and progress on the production floor. The intent of the standard is that it links product and equipment availability as well as product constraints and qual- ity constraints (like hardness and grade) simultaneously through applying one or multiple local or global models, depend- ing on the level of implementation and maturity. High-performing operators schedule and predict product parame- ters from drilling, hauling, and sampling in the pit as accurately as possible, so that the product hitting the comminu- tion plant is already well understood. This helps the shift operators and metal- lurgists of the plant maximize the asset. By having the best data possible "at hand" at each stage of the process, the (maximum) productivity of the asset is ultimately achieved. Further, to keep the plant up and run- ning, people and asset availability can be considered, along with monitoring or even requiring the competencies or capacities to perform specific activities. For example, drilling only continues when a complete team is underground to perform the activity safely. If some- one in that example leaves a certain area underground, the schedule is informed by the dispatching function (e.g., VIMS), and resulting actions prevent blasting or drilling functions from being performed. In the case of remote or even fully autonomous operations, there needs to be a lot of data available to make sure all activities are under control. It is the reason that analytics is currently high on the agenda of many operators. Analytics The model and scenarios define the typical desired mining value chain relationships, as well as the various domains via a layered and modular model. For IT enterprise architects, it is how the Open Group Architecture Framework (TOGAF) from the Open Group describes architecture develop- ment (ADM), functional business ar- chitecture, systems architecture, and technology architecture. Both TOGAF and the ISA-99 standard aim to create separate domains for spe- cific functions or "activities," as the ISA- 95 standard calls them. From a safety perspective, the difference between the two is that the ISA-99 standard is spe- cifically created around the OT domain, because industrial automation has spe- cific security requirements and chal- lenges. Based on this, many traditional operators would say that standards like these have been sufficient to design, build, run, and maintain an effective mining business. But not anymore! Figure 3. The ISA-95 standard addresses horizontal and vertical integration of activities in the value chain through the adoption of a level for each activity. Figure 2. ISA-95 operations schedule per B2MML 6.0 ISA-95 levels – distinct sets of activities 4 Establishing the basic plant schedule – production, material use, delivery, and shipping. Determining inventory levels. Time frame – months, weeks, days, shifts Level 4 3 Work flow/recipe control, stepping the process through states to produce the desired end products. Maintaining records and optimizing the production process. Time frame – shifts, hours, minutes, seconds Level 3 Business planning & logistics Plant production scheduling, operational management, etc. Manufacturing operations management Dispatching production, detailed production scheduling, reliability assurance, etc. 2 Monitoring, supervisory control and automated control of the production process Level 2 1 Sensing the production process, manipulating the production process Level 1 0 The actual production process Level 0 Batch control Continuous control Discrete control

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