Batch Process Playbook

2013 Edition
BATCH
PROCESS Playbook
The bottom line on core automation issues
for the batch processing industries
Control System Security and Access

Operator Interfaces and the Mobile Workforce
Fieldbus, Ethernet & Wireless
Energy & Emissions Management
Combining Automation and OEE
Food Safety
Start-Ups, Upgrades & Migrations
BATCH PROCESS Playbook
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CONTENTS
Sponsored by:
4 Contributors
7 Introduction
Tips for Successful Project Development
11 PLC Lifecycle Management

14 Operator Interface Trends
17 How Reusable Code Streamlines Recipe Management
21 Are Intelligent Instruments The Right Choice?
25 Automation as a Means of Compliance with the Food Safety Modernization Act
28 Managing Emissions with Automation
31 How to Conduct an Energy Audit
36 Energy Management Best Practices
41 The Impact of Variable Speed Drives
44 Safety: The Lifecycle Approach
49 Four IT Standards You Should Understand
CONTENTS
51 Fieldbus & Ethernet in Batch Applications

55 Understanding the Differences Among Industrial Ethernet Protocols
62 Wireless Trends
65 Wireless Sensor Applications
67 Wireless Protocols for the Process Industries
69 How to Avoid Mistakes with Control System Remote Access
73 Control System Security Tips
76 Buyer-to-Manufacturer Coordination
79 Leveraging Analytics and Community for a Mobile Workforce
83 Automation as a Continuous Improvement Tool for Everyone
88 Combining OEE and Automation for Improved Performance
91 Reconfigurable Skids: Their Use Is Rising But Remains Limited
94 Four Considerations for Upgrades & Migrations
97 VENDOR SELECTION RESOURCE GUIDE
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CONTRIBUTORS
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The following experts

contributed to this playbook:
Chris Bacon
John Rezabek
Production Manager
Pepsi Bottling Ventures
Process Control Specialist

Ashland Specialty Ingredients
Brooke Robertson
Joe Staples
Project Manager Regional Control Specialist, EPCD

Momentive Specialty Chemicals Inc.
Head of Manufacturing Systems North America

Bayer CropScience
Michael Thibodeaux
Chris Wells
Industrial Automated Systems Security Engineer

BASF
Senior Staff Instrumentation Engineer

ExxonMobil Chemical Company
Dennis Brandl
Steven Toteda
President
BR&L Consulting
Chairman of WINA
(Wireless Industrial Networking Alliance)
Dave Chappell
Dr. David W. K. Acheson
CTO, Complete Manufacturing

Automation Associates
(formerly with P&G)
Managing Director for Food and Import Safety at

Leavitt Partners and former Associate Commissioner
for Foods at U.S. Food and Drug Administration (FDA)
CONTRIBUTORS
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The following experts

Bob Rochelle
Dave Woll
Frede Vinther
Food and Packaging Industry

Specialist, Staubli Corporation
Vice President
ARC Advisory Group Inc.
Senior Automation Specialist

NNE Pharmaplan
Ethernet Protocol Experts

Richard Harwell
Carl Henning
EtherNet/IP
Profinet
Scott Hibbard
Shaun Kneller
Sercos III
Ethernet Powerlink
Chuck Lukasik
Joey Stubbs
CC Link IE
EtherCAT
CONTRIBUTORS
Control System
Integrators Association
(CSIA)
Automation World worked with CSIA to
gain access to the expertise of its system integrator members to bring you
much of the content in this playbook.
To become a member of CSIA, a
control system integration firm must
demonstrate experience and commitment to the field. Members who
earn CSIA Certification have passed
an independent audit of 80 criteria
covering all aspects of business performance, including general management, financial management, project
management, quality management,
supporting systems, human resources
and more. To maintain their certification, CSIA Certified members must be
re-audited every three years.
For more information about CSIA and
its system integrator members, visit
http://www.controlsys.org
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The following CSIA experts

Chetan Chothani
Bryan Curtis, P.E.
President
Adaptive Resources
Senior Consutant, Power/Facilities

Dept., Matrix Technologies
Alan E. Lyon, P.E.
Antonio Manalo
Lead Engineer
Avid Solutions
Automation Systems Integrator

Avid Solutions
Alex Palmer
Dario Rossi
Team Lead
Aseco Integrated Systems
Chief Engineer
Aseco Integrated Systems
Scott Saneholtz, P.E.
Robert Snow
Manager - Process Solutions Dept.

Matrix Technologies
Senior Process Control Engineer

Optimation
Ronald Studtmann, P.E.
Russel Treat
Associate Dept. Manager, Power/

Facilities Dept., Matrix Technologies
President-CEO
Enersys Corp
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INTRODUCTION
By David Greenfield
Director of Media & Events

for Automation World
Automation may not be such a big word when it comes to letter count, but when it comes
to meaning and concept its a doozy. The term automation encompasses everything from
controls, sensors, networks and interfaces to motors, drives, actuators and software. When
youre deeply involved with the production operations typically conducted by facilities that
produce food, beverages and pharmaceuticals, all the potential automation applications that
must also be considered can boggle the mind.
Knowing how confusing all these technological options can be, Automation World has
developed this batch processing-focused playbook to provide a resource on some of the
most basic automation issues encountered in the industry.
Using this playbook as a helpful resource, youll have a handy, quick-read reference on topics
ranging from fieldbus and industrial Ethernet basics, operator interface trends, and control
system security to project start-up concerns, system migration issues, and variable speed
drive considerations.
We hope youll find this batch processing 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.
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Tips for Successful

Project Development
By Marty Weil
contributing writer
Automation World
and
David Greenfield
Media and Events Director

Automation World
Project development is not an everyday occurrence at batch process facilities. To help ensure
you are covering all the major issues involved in these infrequent work scenarios, here are
some tips and considerations to facilitate a successful project startup.
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 start-up) 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.
4. Emphasize communications. Communicating with the site maintenance and

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Tips for Successful

Project Development
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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 start-up
activities. With enough time, maintenance can even contract back-fill support for the duration
of the project start-up activities. For operations, the work and vacancy relief schedule will
have to be organized so that enough operators are available to cut-over and start-up 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 cutover 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.
7. Get management involved. Management at various levels, including upper

management, needs to understand what is involved in the start-up process and why it is
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continued
Tips for Successful

Project Development
a giant breakthrough
in small readers
critical to delivering on managements expectations of

the batch process facilitys operations. 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
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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.
Scan to Learn More
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PLC Lifecycle Management

By David Greenfield

Automation World
Discussion of controllers in the process industries typically centers on distributed control

systems (DCSs). However, programmable logic controllers (PLCs) play as important a role in
the process industries as they do in discrete manufacturing, particularly when it comes to
operations reliability and protection of personnel. Some of the more significant applications
for PLCs in the process industries include control of safety-instrumented systems and control
of major machinery.
Like many discrete manufacturing operations, most process operations use a variety of PLCs
from different vendors. As a result, your ability to effectively operate and manage these
disparate PLC versions has a direct impact on your plant reliability and safety.
Following is a list of the top three PLC lifecycle management concerns for the process
industries and how some of your peers are working with PLC suppliers to address those
issues, compiled from presentations delivered at The Automation Conference 2012.
1. Long plant maintenance shutdown intervals limit the opportunity to modify,

maintain and upgrade PLCs. Many process industry units, particularly in continuous process
operations, run eight years or more without shutting down. As a result, your opportunity to
do anything with the PLCs in that unit is very limited. Therefore you need to ensure that PLC
management is a key part of your unit maintenance focus.
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PLC Lifecycle
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2. Standardization of PLCs is difficult, if not impossible in a multi-plant operation,

and leads to challenges with spare parts management and training. Because across-theboard standardization is unlikely due to regional differences tied to support and availability,
a strategy for PLC support and training for each region should be developed to ensure that
these critical controllers are maintained in a standardized fashion.
3. Integration with main control systems Three aspects are critical to any plan
involving the integration of PLCs with DCSs. 1) The integration process needs to be reliable
and shareable with all other plants to standardize the process for ease of maintenance;
2) the integration plan should be flexible for adaptability to local requirements; and 3) it must
address industrial control system security. (See Control System Security Tips in this playbook
for more details on this topic.)
To better manage your PLC lifecycle, following is a set of three requests that many top process
industry operations are asking of their PLC vendors to help them better manage their PLC
assets over the long, continuous operation periods common to the process industries.
1. Life extension. Because of the long periods of time that typically pass between
maintenance shutdowns in process facilities, users need to be able to source and use
components for longer-than-expected lives. Many facilities in the continuous process
industries are still looking at 20 to 30 years as a life cycle for their equipment. Talk to your
vendor about their ability to support backwards compatibility with new components as they
become available over these long lifecycles. These new components should be able to be
integrated into your system without requiring a shutdown for upgrading.
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PLC Lifecycle
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2. Online upgrades. More vendors are coming around to this request of process
industry end users, as it is often the easiest way to upgrade a PLCs logic without shutting it
down or rewiring the I/O. One process industry end user told us: If you look at the total cost
of an upgrade, the cost of the hardware is dwarfed by the cost of labor to re-do things like I/O
rewiring and the cost of the unit shutdown. Therefore, online version upgrades that can be
installed while the PLC is running and that work with the existing I/O is ideal.
3. Increased flexibility in design to address standardization. More end

users in the process industries are looking for scalable PLC systems from vendors that use
the same hardware. Having the same hardware requirements across-the-board for your
PLCs enables you to better manage spare components, training, and configurable I/O
requirements.
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Operator Interface Trends

By Marty Weil
contributing writer
Automation World
and
David Greenfield

Automation World
Operator interaction with production machinery is critical from both a standard operations
aspect as well as for analytical and safety reasons. Following are some of the most significant
recent developments in operator interface (OI)/human machine interface (HMI) technologies
for the process industries:
Better Decision-Making Intelligence for Operators
Improved graphics provide detailed context for machine data, enable faster analysis, and
facilitate better and more rapid understanding of information. Operators are presented the
right information, in the right format, at the right time. This empowers them to make timely,
informed decisions and to take immediate actions to reduce costs and operational incidents,
improving productivity across the total operation.
Training
The higher level of functionality and interaction embedded in todays HMI better reflects the
essential experience of a machine or process. This is ideal for training, and speeding time-tocompetency among operators. The value provided by HMI in the training arena is reflected
in ease-of-use, higher efficiency and productivity, reduced time to complete tasks, improved
user satisfaction, greater trust in systems, and fewer user errors.
Workforce Demographics
Over the next decade, process industries face the challenge of replacing an aging workforce
with an Internet-driven, computer-savvy, video-gaming generation of employees. Industries
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Operator Interface
Trends
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must preserve, maintain, extend, and institutionalize their workforce knowledge efficiently
and effectively to sustain operational excellence. Improved HMI technology, including HMI
with virtual reality techniques, is helping in this critical effort, providing an effective means
to train the new workforce in ways that dovetail with their generational interests and native
skills.
Virtual Reality
Though virtual reality techniques are primarily being used for new user training applications
related to basic equipment operations, they can also be used to expose personnel to
simulated hazardous situations in a safe, highly visual, and personally interactive way.
Customized simulations of plant layouts, dynamic process operations, and comprehensive
virtual environments can be set up to allow users to move within the virtual plants, make
operational decisions, and investigate processes at a glance. Trainees see the consequences of
correct and incorrect decisions immediately, providing the opportunity to directly learn from
their successes and mistakes.
Open Platform Architecture
As you explore available HMI technologies, ask yourself: Is it easy to exchange essential
information from this HMI with different systems or controllers? Is the application code
locked for customization of objects or functions? Will runtime software be able to operate on
different hardware platforms? These are the kinds of questions being discussed between HMI
vendors and their customers, and increasingly the right answers to these questions depends
on the HMIs use of open platform architectures. As HMI products evolve in their use of these
platforms, HMIs will be less proprietary and more open, offering greater freedom to the user
in terms of choice of runtime platforms.
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Operator Interface
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Emerging Issues Drive Innovation
Among the issues facing HMI developers are user-constrained environments, collaborative
work functions, and facilities for individuals with restricted mobility. These challenges have
led to a number of HMI innovations, including:
Gestural interface technology to support communication to a system without contact

through a keyboard or touch screen;
Automated generation of HMI code based on an abstract specification of required user

interactions independent of operation modes or device implementations;
Advanced speech recognition to allow operation in noisy environments without the

use of special training or requiring a specific speech recognition start trigger.
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How Reusable Code Streamlines

Recipe Management
By Jeanne Schweder
contributing writer
Automation World
Looking for a way to implement a flexible production strategy without breaking your budget
or spending weeks or months writing new software code? The answer can be found in ANSI/
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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How Reusable Code

Streamlines Recipe
Management
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The next two levels, process cell and unit, are the building blocks of the production process.
One or more units are contained in each process cell. Each unit is a collection of controlled
equipment.
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 processoriented equipment and its direct control;
Identify a hierarchy of manufacturing equipment and its dedicated control;
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How Reusable Code

Streamlines Recipe
Management
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Recognize equipment capabilities used during recipe and procedure driven

production; and
Recognize the need for modular and re-usable control functionality.

Re-usable 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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How Reusable Code

Streamlines Recipe
Management
20 / 101
The ISA-88 standard can be so widely applied because its central objectives are to:
Reduce a user's time to reach full production levels for new products;
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 life-cycle engineering efforts.
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Are Intelligent Instruments

The Right Choice?
By Jeanne Schweder
contributing writer
Automation World
The process industries are increasing use of intelligent instruments that provide operators
and plant managers with a broader range of operational information than their analog
predecessors. Now that these instruments have been available for years, its apparent that
the difference in application success with them often hinges on whether or not the company
using them is prepared to take advantage of the benefits they offer.
Intelligent Instruments Defined

A control device is considered intelligent when it provides more than just raw engineering
values, such as whether a valve is open or shut. A flow meter that also measures density,
temperature and other properties of the flow is an example of an intelligent instrument.
Having this kind of multidimensional data simplifies diagnostics and provides a context for
smarter decision-making.
Industry efforts to improve quality and productivity, as well as regulatory requirements and
liability risks, are the key factors behind the increased use of intelligent instruments. Makers
of many consumer products, such as pharmaceuticals, food, and even tires need to capture
detailed process information that allows them to trace and track product defects to the
source.
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Are Intelligent
Instruments The
Right Choice?
22 / 101
Intelligent instrument capabilities and vendor offerings vary widely. As a result, one of the
biggest challenges to gaining all the benefits offered by intelligent instruments has been the
lack of uniform methods for accessing information. To overcome this, the control industry has
begun setting standards such as Field Device Tool, or FDT, making it easier to communicate
with and configure different devices from multiple vendors.
Core Benefits
Intelligent instruments control processes at the device level, so information is
usually more accurate and reaction times faster, enabling tighter process control.
Ethernet networks make it easy to calibrate, configure and adjust process
parameters remotely, similar to how a printer driver works on a computer.
Smart devices can self-address and self-report their status, simplifying remote
troubleshooting and reducing maintenance costs and manpower.
Smart instruments with multiple capabilities reduce the number of devices
required, as well as the cost of programming, wiring and installation, lowering the
total cost of ownership.
Process data that lets you anticipate failures can improve predictive maintenance,
increasing uptime and reducing waste.
Getting better information faster, can help you improve process efficiency,
increase productivity and actually reduce the cost of innovation.
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Are Intelligent
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Right Choice?
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Drawbacks
Intelligent instruments are not plug-and-play. While more information can be gathered more
accurately, enabling you to adjust processes more quickly, an intelligent control system can
also be more complex to manage and maintain.
Theres a steep learning curve for intelligent instruments. You have to be realistic. If your
control engineering staff isnt willing to move away from centralized decision-making or
your maintenance staff has a break-fix mentality, its unlikely theyll be willing to learn how to
manage and support the new systems.
Intelligent instruments also need to be properly installed. Follow vendor guidelines, install
devices correctly, validate your networks and update your cyber security methods. Otherwise,
youll be wasting your investment.
If this is your first attempt to use intelligent instruments, its best to select the vendor with
the broadest offering of applicable devices. Once your team has learned how to manage one
vendors instruments, it will be easier to learn anothers.
Justifying the Investment

It isnt enough to claim that intelligent instruments will improve production processes.
You need to understand how an investment can return money to the business. That means
focusing on the most important processes with the biggest potential returns.
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Are Intelligent
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Right Choice?
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In one recent installation, a company invested $5 million in intelligent systems and was able
to save $27 million in expensive raw materials used in its production process. Those are the
kind of numbers that can attract the attention of the people who control the budgets.
What It Takes To Be Successful

As a first step in evaluating whether intelligent instruments can add value to your business,
ask a few questions:
What information is most important to gather for effective decision-making? Too much
information is just noise and can actually be a barrier to making process improvements.
Do you have industrial networks capable of handling the information flow to and from
smart devices?
Does your plant follow a proactive program of preventive maintenance?

Do the people who manage your control, IT and energy systems talk to each other?
Intelligent control systems cross multiple domains and require integration of people as
well as devices.
If your companys production processes are spread out over large areas or involve multiple
facilities with similar processes, the benefits from intelligent instruments can be even more
significant. Being able to remotely diagnose and fix devices, or replicate process improvements
multiple times in multiple locations can deliver big benefits to the bottom line.
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Automation as a Means of
Compliance with the Food Safety
Modernization Act
By David Greenfield

Automation World
With FDA food safety requirements and inspections on the rise in response to the Food
Safety Modernization Act deployment, the first question for most people involved in the
food industry is: Who does this law affect? In reality, it affects everybody from one end of the
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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Automation as a
Means of Compliance
with the Food Safety
Modernization Act
26 / 101
Food producers now have to truly understand the safety and security of the supply chain.
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
bugs and keep the shrimp healthy?
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 though 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 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 risk not just compliance
risk, but safety and quality first and foremost. And that means that to satisfy all three issues
compliance, safety, and quality the legacy equipment in place throughout much of the
industry will need to be upgraded or replaced.
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Automation as a
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with the Food Safety
Modernization Act
27 / 101
Four areas to focus on with equipment include:
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 salmonella
and verify that it is working and capturing critical production/processing 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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Managing Emissions
with Automation
By Jeanne Schweder
contributing writer
Automation World
Industries where emissions control is critical include electric utilities, oil and gas, chemical
processing, iron and steel, paper, food, mining, metals and cement. But emission control
concerns are not limited to these industries. Systems to control and reduce emissions are
required for any industrial process that produces sulphur and nitrogen dioxides (popularly
referred to as SOx and NOx), the major causes of acid rain, as well as airborne particulates and
volatile organic compounds (VOCs).
On the horizon are new regulations designed to limit mercury emissions in flue gas. These
rules will also apply to industrial facilities, including trash burners and industrial boilers, even
if they only generate process steam. More stringent controls on particulates will also require
new investments in emissions technologies.
NOx and SOx Reduction

The U.S. Clean Air Act, the Clean Water Act, the pending Casper regulations and proposed
Environmental Protection Agency (EPA) limits on greenhouse gases are driving the
development of improved emissions control technologies. Casper regulations will further
reduce NOx and SOx emissions limits in the Northeast and in certain Midwestern states
such as Texas and Illinois. In addition to these government measures, green initiatives by
corporations also emphasize emission reductions.
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The list that follows touches upon the primary emission reduction methods used in industry:
Optimized process control is central to reducing NOx emissions from coal-fired power
plants. Oxygen is injected into the boiler to improve combustion and prevent pockets
of NOx from being created. A secondary technology, selective non-catalytic reduction,
or SNCR, injects urea or ammonia into the boilers, further reducing NOx emissions by
up to 20 percent. New low-NOx burners have also been introduced that allow a cooler,
more complete burn.
The most successful NOx reduction technologyat 90 percenthas been selective
catalytic reduction, or SCR. This capital-intensive technology, which is viable only for
large coal-fired plants, involves very large reactors and again injects ammonia into the
flow. Automated systems measure NOx levels before and after the reduction process,
enabling operators to fine-tune the process.
Distributed control systems manage the complex processes involved in balancing
boilers, injecting air and adjusting dampers to optimize combustion, measure

emissions and control heat levels within the boiler to prevent the build-up of slag. By
tightening process controls, operators can decrease the amount of raw materials and
energy used while reducing waste.
Scrubbers, using either dry or wet processes, use automated systems that regulate
water flows, monitor pH levels and spray lime or apply a slurry of limestone to remove
95 percent or more of sulphur dioxide. A by-product of the scrubber process is calcium
sulphate, which is then used to make wallboard.
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At the stack, the air from the process is passed over a rack of sensors that measure
oxygen, carbon dioxide and carbon monoxide levels, as well as sulphur dioxide,
sulphur trioxide and nitrogen oxide content.
Most air pollution control devices (APCDs) come as pre-built OEM packages that
include PLC-based automation systems that tend to operate independently of the

central DCS system. As new regulations drive greater investment in these APCDs, these
systems will need to work together in a more holistic fashion. Achieving this goal will
likely require additional automation integration.
Alternative Fuel Strategies

Although coal has traditionally made up 50 percent of the fuel source for American electric
utility plants, many operators have begun building natural gas-fired plants that do not
produce nitrogen or sulphur dioxide. Others are using flexible fuel processes, replacing up
to 25 percent of their coal fuel with natural gas. Still others are blending coal from different
regions, mixing high-sulphur but lower cost Appalachian coal with low-sulphur but higher
cost Western coal to reduce the amount of sulphur dioxide their processes have to remove.
Each of these alternative fuel strategies, however, can complicate process control and require
additional steps and systems to optimize combustion and reduce emissions. Blending highand low-sulphur coal, for example, can create a slag layer in boilers that requires installing a
soot-blowing system to break up and remove it.
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How to Conduct an Energy Audit

By Jeanne Schweder
contributing writer
Automation World
Whether your plant is processing food or chemicals, wastewater or steel, the process used
to audit your energy usage and find ways to use or waste less of it is much the same. Before
beginning your energy audit process, it is important to realize that, though there are
many energy saving steps that result in short-term payback, the average payback time for
investments to increase energy efficiency is five years. The older the facility and its equipment,
the greater the probability that the energy savings potentialand your return on investment
from corrective actionswill be significant.
Where Are You Using Energy?

Theres no better way to start the audit process than by walking the floor and identifying
where and how the facility is using energy. Its not just about electricity. Any equipment
powered by water, air, gas, electricity or steam (a group of power sources often referred to as
WAGES), should be the core focus of an energy audit.
It often helps to have an outsiders eyes, such as a system integrator or a vendor, on this
walkthrough. Theyve typically been involved in many similar projects and will know what to
look for. They also bring a different perspective to the task than a maintenance person, who
has different priorities.
Identify the Low-Hanging Fruit

Considering that the average ROI time on energy savings investments is five years, it helps to
get some early wins from the audit process that can be achieved with minimal investment.
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Look for steam or compressed air leaks. Are there improperly working natural gas regulators?
Does the plant have programmable thermostats? How energy-efficient are the lighting
fixtures? Do infrared scans detect any hot spots on the electrical equipment?
Also consider the energy efficiency value to be found in straightforward upgrades of existing
equipment. For example, have variable frequency drives been installed on motors serving
high-energy-consuming equipment, such as cooling towers? Older cooling towers, for
example, tend to have motors that run either slow or fast, with none of the gradients that
drives can provide to match energy consumption to different operating conditions.
Go beyond direct asset-related energy use and ask questions like: Is there lighting thats on
when no one is working in a room? Where are the large motor loads, and how and when are
they being operated? Are start times being staggered to avoid electrical peak power demand
surcharges? Is the plant subjected to extreme seasonal temperature fluctuations between
summer and winter?
Understand the Electric Utility Contract

Its essential to get a working knowledge of the electric utility contract and the billing history
for the facility to understand how youre being billed and what penalties are being charged
for over-consumption. Different utilities use different ways to calculate rates and to penalize
high consumption.
Determining which of the WAGES energy types are used most in your facility is important for
prioritizing corrective actions. Different industries use different types of energy more than
others.
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Steel plants, for example, are the largest consumers of electrical energy and also incur the
most frequent energy spikes because of their use of arc furnaces. The chemical and refining
industries, on the other hand, make greater use of compressed air and steam.
Draft a Pre-Plan
Once you have the initial findings from the walkthrough, draw up a pre-plan to address the
obvious areas of waste and identify the processes that consume the most energy. Most older
plants are poorly metered. If the only meter in the facility is the one measuring the main utility
feed, then it will be impossible to determine which machines or processes are contributing
the most to your utility bill.
The pre-plan should identify where meters are to be located to divide and measure energy
use among different processes. The information gathered from these sub-meters can then be
used to justify capital expenditures and enable you to develop a longer-term plan based on
where the best savings are for the least amount of investment.
Most importantly, make sure this plan focuses on the processes used to create the products
that contribute the most to the companys productivity and profitability. It should also define
a program of preventive maintenance to maintain energy-efficient production processes and
allow you to continue to innovate in the future.
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Corrective Actions
Companies are taking many corrective steps to increase their energy efficiency. Among the
most common:
Install variable speed drives to match power output with process requirements.
Take advantage of the software controlling motors to regulate equipment start-up
times and prevent unscheduled starts.
Install the most energy-efficient light bulbs and other lighting fixtures.
Apply automatic lighting controls that turn off lights when rooms are unoccupied.
Use programmable thermostats to match temperatures within the plant to operating
requirements.
Eliminate leaks in compressed air and steam systems.

Update capacitor banks to maintain correct power factors when new equipment is
installed.
Install Ethernet-based power management systems. These create an open database

of the information collected from your processes that can be used to write custom
reports and new applications to address the unique requirements of your facility.
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ake preventive maintenance a priority for maintenance staff by incorporating it into

M
their job descriptions or creating reward programs for meeting PM objectives.
Changing our attitudes about energy consumption can change our behaviors and lead
to energy savings.
There are also more significant capital investments that can be made depending on
conditions at your facility.
With electricity rates high and natural gas rates currently low, it may make sense to invest in
gas-powered turbines. Justifying that kind of investment, however, requires an analysis of the
predictability of rates going forward. Further efficiency can be captured with a co-generation
system to produce steam as well as electricity, or even tri-generation if your processes require
hot water.
Another possibility is heat recovery. Investment in piping and heat exchange equipment can
allow energy to be passed from one process stream to another, reducing the load on utility
sources such as steam and cooling water.
How much you can expect to reduce your energy costs will vary from industry to industry and
plant to plant. No matter the savings potential at your facility, an energy audit is the first step
toward achieving your energy efficiency goals.
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Energy Management Best Practices

By Jeanne Schweder
contributing writer
Automation World
The path to achieving energy efficiency is shaped as much by attitudes and organizational
skills as by the physical aspects of reducing energy demands. But its goals can never be
achieved without the automation technologies that make it possible to mine information and
control the operation of machines.
A 2009 study by the Aberdeen Group, a research and consulting firm, found that industry
leaders seeking to reduce energy consumption at their facilities viewed energy management
as strategic to their business success. The primary tools they applied in their endeavors
included advanced visualization, information collection and consumption monitoring.
Among the best practices adopted by industry leaders in reducing energy consumption and
costs, according to the study, are:
Making energy usage data available to decision-makers in real time. The faster changes
can be made to equipment operations, the greater the energy savings.
Taking energy costs into account when scheduling production. Peak demand charges
can account for as much as 60 percent of a companys energy bills.
Establishing metrics to quantify the benefits of energy management programs. If you

dont measure it, the activity cant be valued.
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Tying operational metrics to financial metrics. Its essential to understand how the costs
of energy for production and facilities affect the companys bottom line.
Investing in technology to automate how energy data is collected and monitored. If

you cant see it, you cant measure it or change it.
Since energy can constitute as much as 25 percent of a manufacturers operating costs, even
small improvements can have a dramatic impact on the bottom line.
Understand Consumption
From a practical perspective, any energy management initiative must start by gaining an
understanding of consumption patterns and cost sources from production processes and
facilities. Heres a go-to short list to kick off your initiative:
Analyze energy utility contracts and penalties;

Conduct an audit of all equipment and their energy sourceswater, air, gas, electricity
and steam (WAGES);
Acquire and analyze energy consumption and cost data;

Establish a consumption baseline; and
Identify potential savings.
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Prioritize Opportunities
By first attacking the low-hanging fruit, such as leaks in compressed air and steam systems,
lack of energy-efficient lighting and utility penalties for peak demand and reactive power,
youll gain some early wins at minimal cost. A next step can include installing sub-meters to
identify which production activities contribute the most to your energy bills.
Ultimately, prioritization means that you must first establish goals, and then phase in a
planned program of corrective actions. Heres an outline to follow as you establish your
priorities and ensuing goals:
Fix the basics;

Focus on processes and assets that are high consumers of energy;
Decide where and what to meter; and
Develop a phased corrective plan.
Automate
The bulleted list below highlights the predominant users of energy in an industrial facility for
which automated solutions exist.
otors. Whether they power production equipment, cooling towers or pumps and
M
fans in HVAC systems, motors are the biggest sources of industrial energy usage, as
well as waste. Adding variable speed drives will better match energy use to operational
requirements.
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L oads. Staggered start-times and software to prevent unscheduled equipment
starts will help avoid peak demand penalties. Utility incentives for demand response
programs can be substantial. Automated controls ensure essential loads keep working
while minimizing costs.
Lighting accounts for as much as 35 percent of energy bills. Programmable
lighting controls turn off lights when rooms or production areas are not in use. Match
illumination levels to task needs. Install energy-efficient bulbs and lighting fixtures.
H VAC systems. Drives, automated air dampers and programmable thermostats can
help limit energy usage correlated to operational needs.
P ower quality. If your plant is experiencing unexplained power outages and motor
failures, or paying penalties for reactive power, low power factor and harmonics may
be the cause. Upgrade capacitor banks or electrical equipment where necessary and
install corrective filters to extend equipment life.
E nergy management. Using software to track power quality, meter energy use,
and control remote monitoring systems will help you access energy information in
an organized fashion that speeds decision-making and lets you know where to take
corrective action.
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Measure ROI
Energy management is not a one-time event. To achieve sustained savings requires a
proactive program of measurement, monitoring and preventive maintenance to make sure
that equipment and systems are working in optimal fashion. Periodically measuring the
progress achieved in reducing energy consumption and associated costs savings will build
support for continuing improvements. As you go about measuring your progress, keep the
following in mind:
Always compare actual consumption to baseline;

Measure and report all savings;
Update plans and priorities based on what you learn from measurements;
Incorporate preventive maintenance as part of the process to reduce downtime and
increase savings potential.
The core takeaway of these tips is to realize that having a greater awareness of the cost
of energy is the first step in changing attitudes about energy consumption and related
behaviors in your facility. Following the best practices described above that have been
developed and implemented by other processing companies can favorably impact your
companys bottom line.
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The Impact of
Variable Speed Drives
By Marty Weil
contributing writer
Automation World
and
David Greenfield

Automation World
Batch processing facilities are finding increasing utilization for variable speed drives/variable
frequency drives (VSD/VFD) to control the motors on pumps, fans, conveyors, etc. This is due
to the reliability and low cost of an AC induction motor, as well as the high performance of AC
drives. Even though the up-front cost of an AC drive control unit is greater than that of a DC
drive, many factors quickly make up the difference. Conservative data indicate a 17 percent
savings as a percentage of total system and installation cost using AC drives. Some end users
have experienced up to 30 percent savings.
While energy usage savings are the primary factor for VSD utilization as utility costs continue
to increase, these savings are further supported by increased flexibility in selection of product
feed rates, improved accuracy for batch dispensing of materials, and an increase in access
to secondary process performance due to greater access to VSD parameters via control
networks.
Maintenance can become an issue if there is minimal to no in-house experience with VSDs,
however. But most of these concerns can be eliminated with comprehensive training of the
maintenance staff prior to project implementation, and reinforced by using the maintenance
staff during commissioning.
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Considerations in Applying VSDs

A variable speed drive is the most cost effective choice if the duty cycle is more evenly
distributed over the entire range of flow rates. Relative energy savings improve if the
performance and system resistance curves are steep. Many potentially good VSD applications
are passed over because benefits other than energy savings are overlooked. Frequently,
process control and reliability far outweigh efficiency-related benefits to the user. By using
only the average cost of energy in savings analyses, the savings can be understated for VSD
applications. Instead, both the energy and demand charges of the local utilitys rate schedule
should be used in the analysis.
For variable torque loads, the VSD savings can be significantly greater since the horsepower
varies proportionally to the cube of the speed. For horsepower applications above 25 hp,
installation costs are usually comparable to the total capital cost for the drive. Below 25 hp,
installation costs may be more than the cost of the drive.
VSD Best Practices

With a VSD, a tachometer or inferential speed feedback signal should be sent to the process
controller in the control system that is sending the signal to the drive. The speed feedback
should be used in a similar way to the position feedback from a digital positioner to prevent
the process controller output from changing faster than the VSD can respond. The use
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of the dynamic reset limit option for the loops in the control system can automatically
prevent the process controller from outrunning the response of any type of final element.
For best performance, users should consider the following during the specification and
implementation of variable speed drive systems:
High-resolution input cards;

Pump head well above static head on-off valves for isolation;
XPLE (cross-linked polyethylene) jacketed foil/braided or armored shielded cables;
Separate trays for instrumentation and VSD cables;
Inverter chokes and isolation transformers;
Pulse width modulated inverters;
Properly set deadband and velocity limiting in the drive electronics;
Drive control strategy to meet range/speed regulation requirements; and
Dynamic reset limiting using inferential speed or tachometer feedback.
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Safety: The Lifecycle Approach

By James R. Koelsch
contributing writer
Automation World
and
Dave Woll
Vice President
ARC Advisory Group
and
David Greenfield

Automation World
Production safety is generally thought of as a series of steps necessary to ensure safe

interaction with industrial equipment. The process of identifying, agreeing upon and
delineating those steps is where things tend to get complicated. Thats why international
standards groups play such a significant role, as they set the guidelines for all of industry to
follow.
For the process industries, IEC 61511 is probably the most widely used safety standard, as it
applies to those industries that base their safety systems upon instrumentation. The goal of
safety-system design in IEC 61511 is for the process, whatever it may be, to go to a safe state
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 61508
a 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 610508 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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Safety: The Lifecycle

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IEC 61508 can seem confusing at first, because its underlying philosophy is new for
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
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 twelve steps in the safety lifecycle. These are segmented into four phases: analysis,
realization, maintenance and ongoing functions.
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Safety Lifecycle I: Analysis Phase

The analysis phase includes the initial planning, identification and specification of safety
functions required for the safe operation of a manufacturing process.
Specific activities include:
Perform hazard and risk analysis: Determine hazards and hazardous events, the
sequence of events leading to hazardous condition, 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 their 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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Design and develop other means of risk reduction: Means of protection other than
programmable safety systems include mechanical systems, process control systems
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 start-up 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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Safety Lifecycle IV: Ongoing Functions

Certain functions are ongoing. Examples include managing functional safety, planning and
structuring the safety lifecycle, and performing periodic safety system verification and safety
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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Four IT Standards
You Should Understand
By Dennis Brandl
Chief Consultant
BR&L Consulting Inc.
Imagine a world without electrical standards, such as 110V at 60hz, or 220 at 50Hz, or a
world where every phone had a different type of connection and required a different type
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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Four IT Standards You

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providing a consistent terminology that makes it easier to compare plants within a company
and across companies.
The ANSI/ISA 88 standard defines the most common and effective method for defining
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 who seeking a refresher on the fundamentals of industrial processes.
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Fieldbus and Ethernet

in Batch Applications
By Marty Weil
contributing writer
Automation World
and
David Greenfield

Automation World
In most process industry facilities, the predominant means of communication between field
devices and control systems was, for many years, a 4-20 mA analog connection. Though this
connection method is highly dependable and still in use, the amount of wiring required is
substantial, as each device on the network must have its own separate connection to the
controller.
As digital technologies emerged on the industrial scene, the capability of fieldbus protocols
became a more attractive alternative to analog 4-20 mA communication because of the
reduced wiring requirements of fieldbus networks. Less wiring is required with fieldbus
because a fieldbus segment can carry both DC power and digital communication signals to
numerous separate devices over one fieldbus cable.
The predominant fieldbus protocols in the process industries are: Foundation Fieldbus, HART,
and Profibus.
As Ethernet more clearly becomes the network of choice, not just for the front office, but in
production areas as well, the move toward Ethernet-based communications in the process
industries is gathering a great deal of attention. Evidence of this can be seen in the increase
of end devices for process industry applications that now come standard with an Ethernet
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continued

a giant breakthrough
in small readers
port. Most fieldbus protocols now offer Ethernet-based

versions of their protocol, thereby enabling ease of network
management and connection to enterprise systems.
With all the networking options now facing the process
industries, following are a few of the core facts you should
be aware of when it comes to assessing your fieldbus and
Ethernet options.
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DataMan 50L is premium technology designed for 1-D-oriented barcode reading. The
DataMan 50L delivers read rates that can surpass 99% through Cognexs proprietary
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The HART (Highway Addressable Remote Transducer)

protocol is considered by many to be the global standard
in the process industries for sending and receiving digital
information across analog wires between smart devices
and control or monitoring systems. HART is a bi-directional
communication protocol that provides data access between
intelligent field instruments and host systems. A host
can be any software application from technician's handheld device or laptop to a plant's process control, asset
management, safety or other system using any control
platform.
Scan to Learn More
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Originally intended as a replacement for the 4-20 mA standard, Foundation Fieldbus can
be found in many heavy process applications such as refining, petrochemicals, and power
generation. Today the protocol is increasingly used across batch processing industries, such as
food and beverage and pharmaceuticals, due to its ability to store data related to the process
and to the device for long periods of time, thereby supporting validation purposes and
improved traceability.
Two forms of Foundation Fieldbus are available, each uses different physical media and
communication speeds:
H1 works at 31.25 kbit/s and generally connects to field devices. It provides
communication and power over standard twisted-pair wiring. Conforming with IEC
61158-2 (as does Profibus, detailed below), power can be delivered over the bus to field
instruments, while limiting current flows so that explosive conditions are not created.
H SE (High-speed Ethernet) works at 100 Mbit/s and generally connects input/output
subsystems, host systems, linking devices, gateways, and field devices using standard
Ethernet cabling. It doesn't currently provide power over the cable, although work is
under way to include this feature.
Another significant process industry fieldbus protocol is Profibus PA (process automation),

which also operates at 31.25 kbits/s. This protocol is a standard for fieldbus communication
in automation technology, first promoted by the German department of education and
research (BMBF) and then adopted for use by Siemens. The protocol is commonly found in
petrochemical, food/beverage, water and waste treatment plants.
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Profinet is the open Industrial Ethernet standard from the Profibus/Profinet International
group. Profinet uses TCP/IP and IT standards and operates at Ethernet speeds.
Batch process companies using a fieldbus protocol typically cite its use based on easier
regulatory compliance because it is a digital network. As a result, documentation is more
precise (e.g., it is time stamped). Foundation Fieldbus, for example, has an integral mechanism
to measure data quality, communicating to users whether the data received from devices is
good, bad, or of uncertain quality.
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Understanding the Differences

Among Industrial Ethernet Protocols
By David Greenfield

Automation World
The rapid adoption of Ethernet on the plant floor over the past decade underscores the
need for more production information for better decision-making and the need to simplify
networks for easier access and maintenance. But just as there have been wars between
the varying fieldbus protocols over the years, a similar posturing over the capabilities of the
different protocols persists in the Ethernet arena.
To help you make sense of the main differences between six of the major industrial Ethernet
protocols, we turn a spotlight on CC-Link IE, EtherCAT, Ethernet/IP, Ethernet Powerlink,
Profinet, and Sercos III.
CC-Link IE
CC-Link IE is gigabit speed industrial Ethernet.

It is an inherently deterministic network that uses token passing as the mechanism to
guarantee deterministic performance.
No Ethernet switches are required in the basic topology.

The protocol is based on ISO model IEEE.802.3 Ethernet at the physical layer.
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CC-Link IE protocol fits at the transport network layer. It is not a TCP/IP or UDP-based
network. This is one of the reasons that its a separate protocol in order to guarantee
deterministic operation out of the box.
Frame format of the data is the Ethernet frame. Within the Ethernet frame is a CC-Link
IE frame with header and data information.
CC-Link EE works with Mitsubishi Electrics MES Interface IT hardware appliance to

move shop floor data to enterprise level and avoid the need for gateway PCs.
EtherCAT
The master does not require a special card to run EtherCAT, and each slave device
or node on the network has an ASIC or FPGA chip inside that implements the entire
protocol. The slave doesnt need a micro-controller or random access memory, which
means frames can be read and written as data goes through the network at a line
speed of 100 Mb/s with no switches built in.
EtherCATs fieldbus memory management unit uses logical addressing so that each
slave device knows where to find its data in the frame, regardless of its physical
location. One read-write cycle is capable of talking to all the devices without a great
deal of CPU overhead on the controller side.
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EtherCAT supports multiple scan rates and multiple acyclic data exchange rates on the
same network for use in multiple industrial automation processes including motion,
I/O, condition monitoring, and data acquisition.
There is no separate backplane and, therefore, no conversion needed from EtherCAT
to another protocol to the I/O level. This is due to use of LVDS (low voltage differential
signal) a third physical layer in addition to CAT 5 and fiber used to pass the EtherCAT
packets directly through all the I/O terminals so that each I/O terminal can be its own
independent node on the network.
EtherCAT can synchronize down to the nanosecond level on a standard PC with no

special fieldbus cards for timing.
EtherNet/IP
EtherNet/IP is a control network designed to address enterprise communication rather

than focusing on segments across a machine or line. This enterprise design reportedly
allows for easy integration with other devices, as well as network traffic from other
protocols and Web servers.
Safety aspects are addressed through CIP (common industrial protocol) Safety, which
allows safety devices to coexist with standard control devices on the same CIP network,
with or without a safety PLC. In this environment, safety sensors can operate alongside
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variable speed drives, safety controllers with standard PLCs and proximity switches.
Regardless of the combination of devices used, the integrity of the safety control loop
cannot be affected by any of the standard control devices.
CIP Motion addresses synchronization in motion. CIP Motion, as part of EtherNet/IP,
combines the requirements of deterministic, real-time, closed loop motion control

with standard, unmodified Ethernet, and complies with Ethernet standards, including
IEEE 802.3 and TCP/IP. EtherNet/IP with CIP Motion technology enables multi-axis,
distributed motion control through application profiles designed to allow position,
speed and torque loops to be set within a drive.
Ethernet Powerlink
Ethernet Powerlink is a broadcast-based system, meaning that the network doesnt
have to transmit the packet through every single station. When the system transmits
back, every node transmits the packet back as a broadcast. This makes it possible
to multiplex nodes, which means the node doesnt have to transmit its information
back on every single scan, allowing for network optimization and high-speed
synchronization.
By using a slot protocol, where each node has a certain slot time on the network and
passes data back to the master in a slot manner, this illuminates any collisions on the
system. This gives Ethernet Powerlink fast and predictable cycle times and also allows
for the removal and reconnection of nodes to the network without interrupting the
cycle.
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Redundancy is built in for ease of network recovery whether using a ring, star or daisy
chain topology. If any part of network is disconnected, the system will self recover and
report back that the network has gone down.
Ethernet Powerlink can be implemented via free download from Sourceforge.net. Its
based on C, so its transportable to controllers or PCs using a standard Ethernet port.
With that in place, any system can be connected to a Powerlink network and control
Powerlink nodes.
The synchronization is around 100 nanoseconds with a guarantee of minimal jitter.

Profinet
Profinet uses standard, unmodified Ethernet media, but does not use TCP/IP to
transmit real-time information. When real-time data is being sent, those two layers are
skipped. Diagnostic information, however, is accessed over TCP/IP.
Bumpless redundancy meaning that each node sends its message out in both
directions around the ring (when using a ring topology) to ensure at least one message
will always get through.
In depth diagnostics are available from the I/O rack level down to a module in that rack.
Profinet supports real time I/O for motion control as well as machine-to-machine,
controller-to-controller or peer-to-peer types of communication.
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Profinet allows for integration of other buses (including Foundation Fieldbus, Interbus,
ASI, HART, DeviceNet, and others) via proxies, allowing for maintenance of legacy
nodes.
ProfiEnergy is a vendor- and device-neutral data interface based on Profinet that
permits a coordinated, centralized shutdown of devices during idle times. This means
that individual components or entire subsections of a plant can be switched off
automatically when not in use without the aid of external hardware.
Since there is no explosion-proof industrial Ethernet, Profinet leverages Profibus
PA (the process automation version of Profibus), which can be installed in such an

atmosphere and then brought in through a proxy to Profinet.
Sercos III
Sercos III uses a tightly controlled time synchronization signal emitted from a master
control in the system once for every update cycle, providing nanosecond determinism
across the network. The time base is a phase-lock loop for deterministic control,
allowing for the synchronization of serially connected servo drives, CNCs, and motion
controls.
Each message sent from the control contains a master sync telegram for hard real-time
function. This also places fewer burdens on the host processors, freeing them up for
tasks such as running control algorithms and machine programs.
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The collective telegram approach underlying Sercos III means that each device places
its input data on common answer telegrams. During the remaining time in the cycle,
which for a typical application can be 80 percent or more of the available bandwidth,
any standard Ethernet protocol can be transmitted over the network.
Bumpless, single fault redundancy means that Sercos III nodes are specified to detect
broken links in less than 25 microseconds and immediately re-route telegrams back in
a double line configuration.
No telegram data is destroyed in a communication cycle over Sercos, thereby allowing
direct cross communication of data between slaves without the CPU burden or time
delay that a re-transmission of data by a master would impose.
Sercos III can be integrated with EtherNet/IP, allowing integrators to mix Sercos III,
EtherNet/IP and TCP/IP components within a single machine on a single cable.
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Wireless Trends
By David Greenfield
The history of wireless networking in industry has largely been that of cable replacement. It
was simply a tool to deliver communications in places where you simply couldnt run cable
for a variety of reasons. Maybe it was too expensive. Or maybe the cable would be running
in a hazardous zone. Through these types of applications, wireless secured a foothold in the
process industries over the past two decades.

Automation World
Now we are beginning to see a shift in the types of wireless technologies used, as well as
different types of applications. This shift is coming from a user-needs perspective, rather than
from pure technological capabilities.
Rapid Pace of Wireless Adoption

Currently (2011) and in the future (2015) what percent of your field devices
do/will communicate using wireless technology?
<5%
10%
15%
20%
>30%
26
19
18
2015
2011
0%
Source: WINA
14
22
64
13
6
7
10%
20%
30%
40%
50%
60%
70%
According to the most recent survey from WINA (Wireless Industrial

Networking Alliance), the biggest use of wireless technology today is for
asset management and condition monitoring. Through the use of wireless
sensors that can be positioned nearly anywhere on a piece of equipment,
maintenance personnel can get a steady stream of data from that equipment
about the state of its condition.
The other use of wireless technology, coming in a close second, is
incremental process measurements the classic measurements of level,
temperature, pressure, and flow. Its not difficult to think of many different
places in, say, a refinery or water treatment facility, where it makes sense to
get incremental temperature readings from segments of the process where
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you have not been able to collect that data before. Of course, this wouldnt make sense if you
had to dig a 1,000-yard trench and stop part of the plant for a couple of weeks while you did
Wireless Trends
that. But if you could easily put a wireless sensor in that part of the plant and do that very cost
effectively, thats effective incremental process measurement. Such small
Top Industry Applications For Wireless steps can certainly help you improve your efficiency and, when examined
from the aspect of a large process, like a refinery, there are huge overall
Asset Management / Condition Monitoring
58%
efficiency numbers involved in the end result.
continued
Incremental Process Measurements

Mobile Operator / HMI
Control
Wireless sensors are, perhaps, the biggest area for substantial capital
expenditure savings in the process industries, especially when you think
about the potential benefit of establishing pervasive sensor networks.
When you literally start to put hundreds and thousands of devices out in the
facility or a refinery, that's when you begin to see real cap-ex savings versus
hard wiring. And this has already been documented. For example, using
temperature sensors positioned directly on the roller can produce a small
percentage of improvement in the surface finish of sheet steel by precisely
achieving the proper manifold temperature; this small improvement in quality translates into
millions of dollars in savings over the course of the process run.
44%
Voice, Video, Data

Asset Tracking
57%
30%
26%
13%
Source: WINA Annual Survey of End Users - December 2011
Access Full Presentation

Click here to access the full
presentation made by WINA Chairman
Steven Toteda at The Automation
Conference.
The third most prevalent trend for wireless technology is supporting mobile operators.
And its easy to see why: Removing the step of having to connect via an Ethernet jack as
measurements are taken at each stop is a big improvement in process.
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continued
Wireless Trends
Jeff Russell
PepsiCo
Kai Mariappan
Coca-Cola
Tom Braydich
Campbells
Learn how to drive

production efficiency
with automation.
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Following mobile in the fourth and fifth spots are voice/

video data communications and asset tracking. These
types of wireless applications have been around for years
and continue to be deployed due to their successful track
record, so its not surprising to see them among the top
trends.
What is surprising is the application that came in at number
six in the 2012 WINA survey control. This is surprising
because wireless control had never even ranked in the
survey prior to this year. Now, however, 13 percent of
survey respondents considered control to be their top
application of wireless. In industries like mining, wireless
pump control has been around for years, because there is
no other way to really do it. But this result indicates that
people across industry are beginning to experiment with
closed-loop control using wireless.
May 14-15, 2013

Chicago Marriott OHare
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Wireless Sensor Applications

By David Greenfield

Automation World
If youre working in a facility without a great dealor anywireless sensors in place, you
may be suspicious about the viability of wireless sensor networks. To help illustrate how
ubiquitous wireless sensors have become across industry, following are a few examples of
wireless sensor deployments that have become so common that they could be considered
textbook application examples.
ireless limit switch networks are commonly used to prevent the
W
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
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via high-speed backhaul. This combination of technologieswired, wireless and

cellularhas really brought wireless to the forefront because youre mixing multiple
technologies to monitor pipelines in 20-30 kilometer segments. As you do this
with several 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 1.5km.
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Wireless Protocols
for the Process Industries
By Renee Robbins Bassett
Managing Editor
Automation World
Two similar wireless protocolsWirelessHART, promulgated by the HART Communication

Foundation (www.hartcomm.org) and ISA 100.11a, promulgated by the International
Society of Automation (www.isa.org)are competing for dominance as the enabler of smart
instrumentation in Europe and North America. Complicating the issue for end users is the fact
that these two standards dont work together. In addition, a third standard, WIA-PA, exists in
China and further complicates the task for those with Asian operations.
Most process facilities use a mix of wired networks along with their diverse array of
instrumentation, but the inability to integrate the two main wireless standards makes that
difficult in the wireless realm. Unlike with wired instrumentation, if you want to mix brands of
wireless field devices to get an optimum mix of measurements, you cant. You have to have
two separate host systems to talk to two different types of field devices. And they have to
come from different vendors.
In many ways, WirelessHART and ISA 100.11a are alike. They are designed to serve the same
market in the same way. At an application level, they perform the same function and have the
same benefits. Both ISA 100.11a and WirelessHART implement IEEE 802.15.4 radio hardware.
Both protocols use DDL and Device Description files. Both can eliminate a lot of PLC I/O
hardware, wiring and associated schematics.
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The principal difference between the two protocols is in the specification of the protocols
application layer. WirelessHART, for example, specifies HART as the application layer while
ISA100.11a leaves that layer undefined. This means that data in the application layer of
ISA100.11a can be transferred using Foundation Fieldbus, Profibus, Modbus, HART or other
protocols. While this makes ISA100.11a highly flexible, the customer must decide which
protocol to use. WirelessHARTs decision to specify only HART in the application layer was
done to deliver simplicity via use of a single data communication specification through the
network, meaning that data communication on the network is well-defined and understood.
Considering the potential for integrated use of the two wireless protocols, the obstacles
preventing a convergence seem to be more commercial than technical. Though the two
protocols are similar, investments have been made, vendors and early adopters are lined up
on either side, and product certification processes have been established. The two protocols
have been developed into products for sale. Marketing programs designed to win over
additional customers and vendor partners are in high gear. Both sides believe their approach
is right and others should come over to their way of thinking.
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How to Avoid Mistakes with

Control System Remote Access
By Marty Weil
contributing writer
Automation World
and
David Greenfield

Automation World
As more operations aspects are tied to Ethernet networks and, therefore, are open to Internetbased access, the potential for greater collaborative operation and a freer work environment
increases. But so do the potential for security problems. Following are some basic tips and
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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3. Understand users and roles. Understanding users and their roles can have
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 may include, but are
not limited to:
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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complicated. Map out and document all acceptable access policies and procedures related to
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
parameters should be extremely limited.
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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The communication can be interrupted or jammed.

Communications can have data injected into them by an attacker.
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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Control System Security Tips

By Marty Weil
contributing writer
Automation World
and
David Greenfield

Automation World
Recognizing that the biggest security risk to your control system assets are the operators who
interface with the system on a daily basis is the most important step to successfully securing
your systems. For a thorough analysis of your risks and setup of reliable control system
security technologies and processes, consult an industrial control system security expert such
as scadahacker.com, byressecurity.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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3. Start training. No one is going to follow policies unless they know about them and
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
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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8. Security in the operator interface should be considered broadly.

With advanced human-machine interface technologies, security can be implemented
for individual attributes. HMI should be the only accessible program, with user-specific
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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Buyer-to-Manufacturer Coordination
By Jeanne Schweder
contributing writer
Automation World
The typical industrial plant contains multiple islands of automation surrounded by manual
processes and work-arounds for reporting and data analysis. Consequently, little real-time
shop floor data has been available to enterprise systems, hindering top management
decision-making. As a result, effective communication with customers about your companys
capability to promise and/or deliver is often limited.
The ISA-95 enterprise-to-manufacturing integration model is the international standard for
connecting enterprise and control systems. This vendor-neutral standard provides a structure
for determining which information has to be exchanged between business systemssuch
as sales, finance and logisticsand systems for production, maintenance and quality. By
adopting these best practices for business to manufacturing information exchange, users can
reduce the cost, risk and errors associated with implementing interfaces between multiple
enterprise and production management software packages. Use of ISA-95 also means
that critical production information is available to all levels of the business, so as to better
coordinate orders and deliveries to customers.
Since the model was first published in the mid-2000s, control system and manufacturing
execution system (MES) suppliers have been developing tools or purchasing companies
so they can offer complete enterprise integration solutions. An estimated 20 percent of
manufacturers, the majority of them using batch and discrete production processes, now
utilize the ISA-95 methodology in their facilities.
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Early adopters of this technology have tended to be in regulated industries such as

pharmaceuticals and food and beverage processing, as well as the automotive, aircraft and
electronics industries.
Implications for Batch Processing

Companies that have integrated their enterprise-to-manufacturing systems have been able
to make production information more visible to internal audiences, suppliers and customers.
This transparency is essential in being able to realize the potential value in just-in-time
manufacturing strategies. It also improves process information flow in a number of areas
critical to determining business success:
Synchronization of demand and sourcing: order processing, scheduling and

procurement;
Restructuring and rationalizing of assets: material and energy control, procurement,

production control, maintenance management and product inventory control;
High quality manufacturing: production control and recipe management;

New product and process development: feedback from manufacturing can drive
changes for process improvements as well as ensure better coordination between R&D
and manufacturing; and
Techniques for extending the reach to customers: coordination with marketing and
sales, dynamic scheduling.
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Factors Driving Adoption and Use

ISA-95 was developed to counteract the Tower of Babel created by the multiple software
suppliers serving the manufacturing industry, each with its own data models, structure
and terminology. Its goal is to improve communication between various departments and
functions within a plant or company so that processes can be improved more quickly and
cost-efficiently.
The benefit of successful integration is that by deploying people, materials and know-how
in a more flexible and adaptive way, companies can better meet the changing needs of their
customers and their business.
ISA-95 users report they have discovered that successful enterprise-to-manufacturing
integration requires that a section of their information technology department needs to be
permanently dedicated to supporting this on-going activity.
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Leveraging Analytics and

Community for a Mobile Workforce
By David Greenfield

Automation World
Most businesses in the processing industries have spent the past several years establishing
solid technology platforms and infrastructures to gather production data to improve
operations. The next step lies in intelligently using those technologies to foster better
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 have to
carry their laptops around or refer to a terminal or a PC.
Now the company is looking at extending its use of mobile applications so that plant
managers, engineers, technicians, and maintenance can get the information they need at any
time without have to carry their laptops around or refer to a terminal or a PC.
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Leveraging Analytics
and Community for a
Mobile Workforce
80 / 101
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.
Analytics for Operations, Training and Risk Evaluation

As part of a long-range goal to use all the data they are collecting in their various systems to
enable better safety through a more rapid identification of risks, Bayer CropScience is first
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 by-passed, managers could remotely
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and Community for a
Mobile Workforce
81 / 101
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.
Community
Bayer CropScience is actively looking at using social media to help in its operations.
One of the questions theyre 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.
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and Community for a
Mobile Workforce
82 / 101
I mproved performance. In operations where mobile devices are in place, Bayer

CropScience is achieving higher and higher levels of consistency across the board.
H igh-velocity collaboration of experts. Communities enabled by mobile

devices are proving to be the best way to get people involved immediately in
understanding whats going on and being able to contribute quickly.
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.
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Automation as a Continuous
Improvement Tool for Everyone
By David Greenfield

Automation World

presentation made by PBVs Chris
Bacon at The Automation Conference.
Whether the term used is continuous improvement, Lean, Six Sigma or kaizen, most
discussions around these terms focus on how large, world-class companies have achieved
these cultural and procedural changes to improve their businesses. Often missing from the
discussion is how smaller operations, with far fewer resources, can adopt these practices for
significant benefit.
Chris Bacon, production manager at Pepsi Bottling Ventures (PBV) in Nampa, ID, described
how this small facility (which processes just one-tenth the amount of cases produced at PBVs
largest facility), leveraged automation technologies with real-time monitoring controls to
bolster a culture of continuous improvement. Though this example originates in the batch
process sector, PBVs approach to overall equipment effectiveness (OEE) has lessons for
continuous process as well.
Connecting OEE and Continuous Improvement

Once Pepsi Bottling Ventures had established its three-step, OEE-centered process for
performance improvement (detailed in Combining OEE and Automation for Improved
Performance, also found in this playbook), the facility now had a system that reported and
archived all data from each production run, and calculated OEE while providing a real-time
visual representation for personnel to manage and validate their activities.
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Automation as
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for Everyone
84 / 101
With these data now available, it was decided to disseminate select operational opportunities
to all employees and use improvement tools to support the overall goal of maintaining
high quality at the lowest cost. Armed with the new data and point-of-contact analysis, line
availability and final quality became areas for continuous improvement focus.
Line Availability
The original human machine interface (HMI) screens designed for the mix run filler were
cluttered and difficult to decipher. Without in-depth working knowledge of the system, it was
easy to lose track of the process flow. By remapping both machine centers in the HMI, the new
visuals more accurately captured the physical layout of the systems and improved real-time
process flow evaluation. To accomplish this, a simple color code scheme was mapped to relay
real-time processes. Green was used for gases, brown for syrup, and blue for water. This simple
redesign not only helped during the initial project, but has also allowed for expansion of the
HMI Designs
The new HMI visuals, using color-coded
schemes, more accurately capture
the physical layout of the systems
and improved real-time process flow
evaluation. Green is used for gases,
brown for syrup, and blue for water.
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Automation as
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85 / 101
facilitys trained knowledge base for support growing from one person to eight members
of the operation staff across all departments.
Furthermore, using Active Factory trending, analysis and reporting software from
Wonderware to determine the root cause of a recurring stoppage at both the mixer and the
filler, all rinse sequences for the mixer were changed to act only as event triggers (rather
than being time- or event-based, as they were in the previous system). This change not only
streamlined the programming process, but it eliminated any chance for one trigger sequence
starting ahead or at the same time as another, causing the reset status.
Another issue was the distribution of water between the filler and mixer during a flavor
changeover. In the original programming for the system, the mixer had to complete its rinse
before water could be sent to the filler, making it a highly inefficient symbiotic system. With
revised programming, both systems perform their end of run functions and rinse sequences
simultaneously.
Because of these modifications, a reduction of product changeover time from an average of
65 minutes in 2008 to 23 minutes in 2009 was achieved, exceeding PBVs initial 50 percent
reduction goal.
Quality
Leveraging OEE calculations for final quality proved to be a major issue, particularly with
regard to delivering first-time-through start-ups within specification for the product.
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Automation as
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86 / 101
To achieve this goal, it was necessary to establish a repeatable Brix:TA blend for products at
start-up. With scale timers being the most constant factor in the transfer of syrup from the
batch room to the mixer, using this measure proved the most logical approach. Once these
timers were established to ensure a match with proper product specification, the focus
moved to the actual blending of water and syrup within the mixer itself.
Because of multiple points in the piping that trapped water, offline testing determined that
it was necessary to enrich the syrup higher at start-up to compensate for the water that was
impossible to remove. Not wanting to waste more syrup than necessary, testing at multiple
points in the piping was performed to test Brix:TA to determine optimum enrichment ratios.
PBV Mixers
Mixers in use at Pepsi Bottling Venture
in Nampa, ID.
From this analysis, it was determined that exceeding OEM Brix set points by 9 percent for the
first 70 gallons of syrup, before allowing the recipe to default back to the original set point,
was the right approach.
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Automation as
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for Everyone
87 / 101
This calculation was based on analysis and measurement derived from piping length and
water left in the system. With these testing methods and trend analysis, first-time-through
start-up quality improved nearly 99 percent for all SKUs.
Bottom line: This PBV facility went from throwing away as much as 1,800 pieces of production
per run to, in most cases, throwing away zero pieces.
With an original project start date in late 2008 to design an integrated system for collecting
production data, PBV paid for the original project with the yield gains over time reduction
based on improved performance by mid 2009; they were also able to produce additional
products based on increased line availability.
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Combining OEE and Automation

for Improved Performance
By David Greenfield

Automation World

presentation made by PBVs Chris
Bacon at The Automation Conference.
Overall Equipment Effectiveness (OEE) is a metric designed to evaluate how efficient a

production operation truly is based on the real-world availability of the equipment used.
Commonly used as a key performance indicator in Lean production efforts, the OEE concept
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
Ventures (PBV) in Nampa, ID, described how this small facility (which processes just one-tenth
the amount of cases produced at PBVs largest facility), combined the use of automation and
OEE tracking as part of its improvement efforts. The key for the Nampa facility was leveraging
automation with real-time monitoring controls.
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 (overall equipment effectiveness) 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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Combining OEE
and Automation
for Improved
Performance
Color-coded HMI
Color combinations on the HMI
screens correlate to real-time activities
of the line.
89 / 101
Step 1: Tracking Performance

Faced with limited personnel resources and numerous low volume production runs, the
number one challenge was to develop a system to track the lines performance as a total
unit and by each machine center. Measuring and capturing relevant data would provide the
ability to evaluate the line at each machine center to formulate real-time impressions of the
opportunities, while 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.
Step 2: How, When and What to Measure

For the OEE calculation to be as accurate as possible, the production line must have a
standardized time. As fundamental as this sounds, many facilities do not have this, due to a
non-standardized approach to all primary and ancillary activities necessary
for quality control, maintenance, and production personnel.
To remedy this problem, a 7:00 a.m. start-up time became the new standard.
The tracking system was designed to start OEE calculation at 7:00 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.
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Combining OEE
and Automation
for Improved
Performance
To read more about ongoing
discussions surrounding the perceived
effectiveness of OEE, click here
Read More About OEE
90 / 101
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.
Opting for a very simple design that mirrored the facilitys machine center flow, color
combinations on the human machine interface 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 the drop-down visual. Yellow meant a machine or machine centers
were idle, either through changeover mode or awaiting upstream or downstream machine
centers to be released from stoppage mode.
Results
Armed with this new production insight, one root cause for low performance at the PBV
facility was quickly identified the periodic jamming of a vacuum drum on the labeler. PBV
realized this problem because of the reason codes now built in to the downtime tracking
system.
To learn how Pepsi Bottling

Ventures used OEE data to
foster a culture of continuous
improvement, see Automation as
a Continuous Improvement Tool
also in this playbook.
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
over time (from 2009 to 2011).
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Reconfigurable Skids: Their Use Is

Rising But Remains Limited
By Jeanne Schweder
contributing writer
Automation World
The appeal of reconfigurable skids lies in their ability to make process and production line
changes easier and faster. The potential benefits are significant.
Whether used in a biopharmaceutical company producing small runs for testing or for drugs
customized to an individual patient, or in a bottling facility required to fill and palletize
different container shapes and sizes, reconfigurable skids can reduce costs by making
production lines more flexible. Reconfigurable skids can also decrease capital equipment
costs by allowing a company to use the same equipment for multiple products.
The challenge, however, lies in connecting these skid-mounted subsystems to the wider plant
process control system. Data tracking and recording is an even more significant problem with
the integration of reconfigurable skids, particularly in pharmaceutical manufacturing or other
industries where the manufacturer needs to be in control of data at all times for accurate
record keeping.
Integration Challenges
Most manufacturers use PLCs mounted on the skid to control their equipment. These
control systems are usually standardized and proprietary, allowing the machine builder
(OEM) to reduce costs by reusing the same system on different equipment lines or for
multiple customers. To connect the equipment to a plants control system, users may have
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Reconfigurable Skids:
Their Use Is Rising But
Remains Limited
92 / 101
to reprogram the skid controls, which adds to their costs. Re-validation of the process also is
often required.
A bigger challenge is created when a DCS controls the plant. These systems were not
designed to accommodate frequent product changes or mobile equipment. More important,
every time a piece of equipment is disconnected from the process and moved, data tracking
and recording are interrupted, thereby breaking the chain of control.
So while skid mobility provides important time- and cost-saving benefits, it can just as easily
put a pharmaceutical company out of regulatory compliance if data histories are incomplete
or contain errors. With some effortsuch as changing electrical and piping systems and
adding I/O pointscontrol systems and software can be modified to deal with these issues.
In Search of Standards
In their search for ways to make skid control software as flexible as its hardware, various
control industry standards committees are working on the issue, as are control system
vendors.
The widely-adopted ISA-88 standard, which established a terminology and methodology
for batch control plants and processes, and the ISA-95 standard, which did the same for
enterprise-to-manufacturing interfaces at the manufacturing execution systems (MES) level,
will likely provide a foundation for the development of new industry standards for data
interface and control software development for skid-based equipment.
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Reconfigurable Skids:
Their Use Is Rising But
Remains Limited
93 / 101
The markup language for the packaging industry, PackML, may also have a role to play in
this integration effort, since packaging line changes are frequent, particularly for consumer
products and food and beverage processing.
Once industry standards have been agreed upon, OEMs and control system suppliers can
offer tools to help simplify integration of skid controls and data into plant control systems. The
result will be more flexible manufacturing capabilities and lower costs.
As yet, there is no major effort to deal with the data tracking and record-keeping issues
involved with reconfigurable skids. Any solution that does arise will require cooperation from
regulators.
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Four Considerations
for Upgrades and Migrations
By Marty Weil
contributing writer
Automation World
and
David Greenfield

Automation World
Regardless of whether you want to increase productivity or shorten time-to-market, attaining

success in these areas depends on the application of suitable automation technologies in a
batch processing plant. Following are the principal steps involved in assessing your plants
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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Four Considerations
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95 / 101
2. In each case of upgrade or migration, return on investment plays a

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,
engineering, and maintenance personnel. For this reason, the prime objective of any
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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Four Considerations
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96 / 101
for installation? For upgrades, its important to understand what the future outlook is for
the 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 associated costs incurred with such a scenario versus the costs of moving to a
better-supported 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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Cognex
VENDOR SELECTION RESOURCE GUIDE
Discrete/Machine Control Strategies: Sensors

Cognex Corporation is the worlds leading provider of vision systems,
vision software, vision sensors, industrial ID readers and surface
inspection systems used in manufacturing automation.
Vision: Cognex vision helps companies improve product quality,
eliminate production errors, lower manufacturing costs, and exceed
consumer expectations for high quality products at an affordable
price. Typical applications for machine vision include detecting defects,
monitoring production lines, guiding assembly robots, and tracking,
sorting and identifying parts.
ID: Cognex offers the most advanced technology available for
1D barcode and for 2D Data Matrix code reading regardless of the
size, quality, printing method, or surface the codes are marked on.
Combined with the best performing hardware on the market, in both
handheld and fixed-mount reader formats, Cognex can successfully
read codes that other readers cannot. As a result, image-based readers
are rapidly replacing laser scanners in a wide range of manufacturing
and logistics applications.
COMPANY: Cognex
ADDRESS: One Vision Drive, Natick, MA, 01760
Phone: (508) 650-3000
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Cognex

DataMan 300 Code Reader
A quantum leap in barcode reading performance, the DataMan
300 series of readers was developed to handle the most difficult-toread DPM (Direct Part Mark) codes as well as challenging 1-D linear
barcodes and 2-D Data Matrix codes and for indexed or high-speed
lines.
In-Sight 7000 Series
Small, tough and very smart, the In-Sight 7000 series of vision
systems features powerful vision tools, autofocus, faster image capture,
integrated lighting and lens and the capability to power and control
a range of external lightingall in a compact, industrial IP67 package
that makes the system ideal for more applications than ever before.
Integrated Lighting and Lens

Smarter Tools
Faster Image Capture
Lighting Power and Control
Unlike most vision systems, the In-Sight 7000 has the capability to
power and control specialized lighting directly which eliminates the
need for external power supplies.
COMPANY: Cognex
key company contact

phone: (508) 650-3000 location: Natick, MA
email: contactus@cognex.com
ADDRESS: One Vision Drive, Natick, MA, 01760
Phone: (508) 650-3000
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MAVERICK Technologies
MAVERICK Technologies:
Batch Process Consulting
No matter your industry, you can depend on MAVERICK Technologies for a range of services designed to
optimize your process. We work across all major platforms and deliver integrated process automation solutions
designed to meet your specific objectives and ensure future success. Our service areas include:
Strategic Manufacturing Solutions
Industrial Automation
Make strategic advances, reduce costs and

unlock value across your entire organization
DCS migration services through DCSNext
24/7/365 remote operations support
through PlantFloor24
Sustaining Services
Operational Consulting
Enterprise Integration
Collect and share the data

needed to make more
informed decisions
Data Historians
Improve quality, efficiency and

safety of your plant
Automation Solutions
I&C Field Services
Advanced Process Control
The Road to Integration:

Getting acquainted
with ISA-95 Standard
on Enterprise-Control
System Integration
WHITE PAPER
Maintenance Management
ERP for Manufacturing
Manufacturing Supply Chain
Strategic Engagements
ADDRESS: 265 Admiral Trost Drive; Columbia, IL 62236
Phone: (888) 917-9109
BOOK SELECTION
bit.ly/Maverick_1
Recipes & Batches

Quality Management
Manufacturing Execution
Manufacturing Intelligence
COMPANY: MAVERICK Technologies
WEB RESOURCES
WEB: www.mavtechglobal.com
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Take Control: Using

Enterprise Batch
Records to Build
Your MES
bit.ly/Maverick_2
WHITE PAPER
Aligning Business and

Automaton Strategy
with Proven ROI Results
bit.ly/Maverick_3
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100 / 101
MAVERICK Technologies
About MAVERICK Technologies

Founded in 1999, MAVERICK Technologies is the largest
and overall profitability. The companys people, processes and
independent systems integrator in North America, and is a
technical capabilities ensure delivery of the right solution for every
global leader in industrial automation, enterprise integration and
project, using the most appropriate technology. Organizations around
strategic manufacturing solutions for clients across a wide range
the world depend on MAVERICKs responsiveness, results-driven
of manufacturing and process industries. Leveraging its unique
approach and dedication to their success. Over the years, MAVERICK
enterprise-wide perspective, MAVERICK identifies suboptimal
has completed more than 10,000 successful projects in 45 countries
operations and improves performance for greater safety, efficiency
across six continents.
key company contact
LEARN MORE ON THE MAVERICK IDEAS BLOG

Every day, MAVERICK employees connect with our customers
on batch process projects across a broad spectrum of industries.
Now were sharing our experiences with you through this blog. Its
written by engineers, for engineers, and we hope it will help you
take your operation to the next level.
http://www.mavtechglobal.com/ideas/?s=batch+process
COMPANY: MAVERICK Technologies
Jim Bouler
phone: (850) 780-6477
EMAIL: james.bouler@mavtechglobal.com
LIVE CHAT: Click here to live chat with Jim!
ADDRESS: 265 Admiral Trost Drive; Columbia, IL 62236
Phone: (888) 917-9109
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2013 Edition

Control System Security and Access

Tips for Successful Project Development

11 PLC Lifecycle Management

BATCH PROCESS Playbook

51 Fieldbus & Ethernet in Batch Applications

BATCH PROCESS Playbook

The following experts

Process Control Specialist

Project Manager Regional Control Specialist, EPCD

Head of Manufacturing Systems North America

Industrial Automated Systems Security Engineer

Senior Staff Instrumentation Engineer

Dr. David W. K. Acheson

CTO, Complete Manufacturing

Managing Director for Food and Import Safety at

BATCH PROCESS Playbook

The following experts

Food and Packaging Industry

Senior Automation Specialist

Ethernet Protocol Experts

BATCH PROCESS Playbook

The following CSIA experts

Bryan Curtis, P.E.

Senior Consutant, Power/Facilities

Alan E. Lyon, P.E.

Automation Systems Integrator

Scott Saneholtz, P.E.

Manager - Process Solutions Dept.

Senior Process Control Engineer

Ronald Studtmann, P.E.

Associate Dept. Manager, Power/

BATCH PROCESS Playbook

Director of Media & Events

BATCH PROCESS Playbook

Tips for Successful

Media and Events Director

4. Emphasize communications. Communicating with the site maintenance and

BATCH PROCESS Playbook

Tips for Successful

5. Have a detailed cut-over plan. Planning is crucial to any stage of an automation

6. Devise a roles-and-responsibilities matrix. Defining the roles and

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

BATCH PROCESS Playbook

Tips for Successful

critical to delivering on managements expectations of

8. Be thorough in examining outside

as systems integrators, have experience in your industry. Is

Scan to Learn More

BATCH PROCESS Playbook

PLC Lifecycle Management

Media and Events Director

Discussion of controllers in the process industries typically centers on distributed control

1. Long plant maintenance shutdown intervals limit the opportunity to modify,

BATCH PROCESS Playbook

2. Standardization of PLCs is difficult, if not impossible in a multi-plant operation,

BATCH PROCESS Playbook

3. Increased flexibility in design to address standardization. More end

Gestural interface technology to support communication to a system without contact

Automated generation of HMI code based on an abstract specification of required user

Advanced speech recognition to allow operation in noisy environments without the

Recognize equipment capabilities used during recipe and procedure driven

Intelligent instruments control processes at the device level, so information is

Ethernet networks make it easy to calibrate, configure and adjust process

Smart instruments with multiple capabilities reduce the number of devices

Does your plant follow a proactive program of preventive maintenance?

The most successful NOx reduction technologyat 90 percenthas been selective

Distributed control systems manage the complex processes involved in balancing

Eliminate leaks in compressed air and steam systems.

Install Ethernet-based power management systems. These create an open database

ake preventive maintenance a priority for maintenance staff by incorporating it into

Establishing metrics to quantify the benefits of energy management programs. If you

Investing in technology to automate how energy data is collected and monitored. If