MAR-APR 2018

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executive corner | Tips and Strategies for Managers Why automation slept By Paul J. Galeski, PE, CAP 38 INTECH MARCH/APRIL 2018 WWW.ISA.ORG the industrial control environment but are widely accepted in many other applications. How do we prevent the impending obsoles- cence of those plants, mills, and process facilities still operating on legacy systems? Rather than bolting on "technology just for the sake of technology," process firms must now ac tively seek and implement the right solutions and work to overcome any internal cultural factors impeding modernization and forward progress. For example, consider the benefits of adopting plug-and-play solutions to replace less efficient ways of accomplishing critical tasks. New data analytics solutions replace time-consuming spread- sheets used for analyzing big data. These browser- based solutions deliver better information faster and can be implemented quickly. Users can inter- act directly with the data and create visual repre- sentations, greatly increasing personal productivity and improving plant operations. Look again at wireless as a quick and inexpen- sive way to add new points of measurement for less cost and in less time than with traditional wired solutions. These new measurement points automatically join self-configuring wireless mesh networks, sending data to control and monitoring systems that use the data to improve operations. Wireless technology can now be used for monitor- ing as well as for real-time control. Even when the decision is made to improve and update operations through wireless or other new technologies, sorting through numerous supplier offerings and arriving at a fit-for-purpose solution within budget is time consuming and can be over- whelming. Partnering with a solutions provider who has domain experience and who fully understands modern automation solutions can make the difference between the business stalling out or moving forward. The automation solutions provider must have the knowledge base and perspective to help evaluate each unique process and recommend appropriate improve - ments to develop a long-term modernization plan. It should have expertise on multiple platforms and in criti - cal areas like migration, cybersecurity, and data analytics. The technologies and consulting expertise are available to help our sleeping giants unleash their untapped production potential. The time is now for process industries to get more competitive, stay ag ile, and ensure their sustainability. But the clock is ticking, faster and faster. n ABOUT THE AUTHOR Paul J. Galeski, PE, CAP ( p a u l . g a l e s k i @ m a - vtech, is the president and founder of MAVERICK Technolo- gies, LLC. The company special izes in high-level operational consulting and the development of automation strategy and implementation for automation technology. He is a contributing au- thor to Aspatore Books' Inside the Minds, a se- ries that examines C-lev- el business intelligence. Galeski is currently vice president and general manager of global solu- tions and services with Rockwell Automation. P rocess manufacturing has come a long way since the days of pneumatic and mechanical controls. Over the past several decades, firms have updated their equipment and operations, in- creasing capacity and improving quality by varying degrees. Typically, however, process plants and facil- ities have not been early adopters, and are reluctant to embrace state-of-the-art automation technology and methodologies. This slow-to-adopt approach has driven many of them to a critical crossroads: modernize or face inevitable decline. As legacy systems age and supplier support for older equipment wanes, it is increasingly difficult to keep facilities up and running. In most cases, rip and replace is not a viable approach for manufac- turers struggling to get or keep their competitive edge. With Industry 4.0 upon us and with Indus- trial Internet of Things, the cloud, mobility, open architecture, and advanced data analytics swiftly driving change, legacy factories are finding it more and more challenging to stay competitive. Add to this the impact of the impending shortage of skilled workers in the engineering disciplines. As companies lose their long-term employees who have specialized operational knowledge, they will need to attract and retain top new talent to survive. Process operations, however, tend to maintain the status quo, hoping the workforce issue will just go away. Millennials and the incoming workforce expect to work with smart, open, and flexible systems. They want a modern workplace they can intuitively understand, and they do not want to deal with archaic human-machine interfaces nor with other obsolete, complicated legacy systems. Why do process facilities remain sleeping giants while technology takes quantum leaps forward? Simply stated: Risk avoidance and fear of change. Long-term employees feel comfortable with their current systems; they understand how they work and how to troubleshoot them. The prevailing culture is to keep production going, using quick fixes to patch prob - lems. While some users are interested in trying new technologies, many hesitate to take responsibility and the perceived risk of implementing something new. For example, wireless technology is a game- changing innovation that industrial users have large ly not adopted. Most consider wireless to be unreli- able amid concerns about bandwidth, standards, in- tegration, security, and overall performance. Today, wireless connections are still not commonly used in

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