Focus on the Process, Focus on the Basics

Alex van Delft

Corporate Manager Process Control, Royal DSM NV

Chairman WIB, Process Control End Users’ Association

DSM Company Profile

• DSM is a global Life Sciences and Materials Sciences company active in health, nutrition and materials

• DSM delivers innovative solutions that nourish, protect and improve performance in global markets such as food and dietary supplements, personal care, feed, medical devices, automotive, paints, electrical & electronics, life

protection, alternative energy and bio-based materials• DSM and its associated companies deliver annual net sales of about €10 billion

with approximately 25,000 employees

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Health Nutrition Materials

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Phase 1

Basics in place

Improvement

Process stability

Continuous improvement

Focus on:Standard work-

processes

Focus on:Non statistical Improvements

Phase 2

Focus on:Statistical Improvements and Use of Competences

Phase 3

Operational excellence

DSM’s Road to Operational Excellence: distinct phases

Operational Excellence in Process ControlTheory and

practice with a gap of 20 years

What’s new ?

Distributed ways of cooperation

Change culture of hobbyism into professionalism

Business value created, Process control seen as key driver in innovation

Processes

Tools/ Systems

People

Behaviouralchange

Sustainableresults

Source: Celerant Consulting

Traditionally, we were good inNow the focus is on the full picture4

Process understanding is key for sustainable results

Tools/systems are not the limiting factors anymore

It is up to the people (= us) to make it happen

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DSM Process Control: Challenges

Processes: • Batch-Continuous-MultiProduct• Focus on Asset Utilization, stability, continuous improvement• Focus on sustainable manufacturing

Tools/Systems:• DCS utilization like 20 yrs. ago ?• Lots of attention required, Migration issue• Work processes support

People:• Fewer Process Control/IT People• Need to capture Process Knowledge

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How to cope with these challenges ?

• Start with a vision/roadmap

• Implement accordingly

• Close the loopControllerOperator Plant

MeasurementLab etc.

OutputsSetpointsTargets

DisturbancesNoise

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DSM Process Control Vision Highlights

People are provided with the right information relevant for Manufacturing Operations; Anytime, Anywhere

Plants are controlled in Real Time• Improving the eyes on the process; better measuring

through in-situ sensors• Increasing continuous improvement and process

knowledge through MES

Plant information is a key enabler for agile and flexible business operations

People operate plants from centralized work plaza’ssupported by remote virtual competence centres

Focus Areas DSM Process Control 2020

Increase value generation, by:

Increase professionalization, standardizationEmbed PC practices and performance assessment in Continuous Improvement

Continue MES roll out and value added Migration programDevelop supplier partnerships

Drive capability development, training and certification, including shift of focus towards ProcessImprove knowledge sharing in community

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Sustainable results

Processes

People

Tools & Systems

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PC Maturity Assessment approach

- Assessment for Process Control created- Serves as a step up towards a “Process Control Plan” - Integrated into Continuous Improvement approach- Tool for benchmarking

Assessment areas:- Potential value- Automation levels

- Regular control- APC- Batch Alarms / HMI /

Control Loops- MES maturity

- Resources- # Process control &

system engineers - Training level- Role of operator

- Security - System & Risk Management

Output:- Overview per area:

- As is situation- Ambition level Site plant / BG- To be benchmark (best in class DSM)

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1

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3

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5

6

7

8

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10System Management

Document managementRisk Management

Automation Awareness

Regular control level (A) PC

Procedural Control (Batch)

Controllability / Measureability

HMI

Alarms

Loops

Define

ExecuteReportsValue Potentials

Value Indentified

Resources

Training

Collaboration

Junior (PC, Project, Systems) / IO or Sites

Senior (PC, Project, System) / IO or Sites

Specialist (PC, project, Systems) / IO or Sites

Certified (SIS, PC, APC)

PCN contribution

Outside SITE / BG

Process control GAP Analysis

Sustainable Results

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Value generation by understanding

The following items are absolutely necessary to detect improvementpotentials and implement reasonable strategies:

1. Process Knowledge (Choosing the right tools)

2. Process Knowledge (Knowing the optimum)

3. Process Knowledge (Robustness of the application)

Involving people in the production environment:

Not just data crunching or six sigma

Processes

P ro p

orti o

nal G

ain

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And now about People: Awareness ?

• Our processes are different

• Our operators are well trained and capable

• We are already running at the limits

• We do not need further automation. Our operators will forget how to operate the process

People Agenda

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People working in PCPeople Agenda

CSE/FEE/SIS (contracted)

Control System Engineers/

Field Equipment /SISEngineers CSE/FEE/SIS

PCE

Process Control

Engineers

To Be 2020As Is 2016

Increase Process Control Engineering

capability on site

Increase Implementation capability on site by contracting in Control System & Field Equipment Engineering

CSE/FEE/SIS (contracted)

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People: Sustain training and certificationprogram

Basic & Advanced Process Control Course,

Safety Instrumented Systems training certification

People Agenda

Operator 2.0:The role of the Operator

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We tend to keep working as we did …• That means that the operator sticks to reactive behavior …

• That the amount of alarms is not really decreasing …

– Therefore the process not really sees improved stability …

– And process safety is also not really improved …

• The use of available DCS functionality is mostly at the same level of 20 years ago …

We keep ourselves busy by chasing the rabbit …

People Agenda

Operator 2.0:Operator behavior to change to proactive

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Continuous improvement

Stating this is easy, but in reality it means:• Reducing alarms, increasing MTBT

• Improving controllability of the process• Sustainable usage of data

• Improving HMI (Human Machine Interface)

Continuous Improvement

Journey

From chaos to order

People Agenda

Operator 2.0:Alarm management & MTBT

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Alarm management & MTBT:Alarms and operator actions

Plant B

Plant A

People Agenda

Operator 2.0:Tuning and improving controllers makes a difference

Tuning to be done by trained people

• Benefits: less alarms, improved stability, increased OEE

Tuning Plant C

People Agenda

Operator 2.0:Improving HMI: enhanced focus

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Within 1 minute, the operator should have good overview of the plant• More focus on the not-normal/abnormal situations• More overview displays focus on information, less data!

Our observation:• Operator wants to see the details, because the control in DCS is not

reliable enough thus improve control with possible DCS functionality!

HMI improvements Plant D

People Agenda

InformationSustainable process knowledge

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In DSM we store >>250,000 values of process data at least every minute

Few % is translated into information, mostly in Excel by calculating process relationships.

Process engineers turn data into information by combining it with chemical engineering knowledge. Implement in real-time calculations

sustainable process knowledge

People Agenda

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MES roll out and PCS Migrations,Sensor developments

Fit for Purpose (Tools & Systems)

Key messages on supplier relationships

Build trust in the relationship…(trust comes by foot and goes by horse)

Be realistic in each others expectations(pick your battles! Different maturity levels in relationship in different geographical areas/locations)

Involvement of Supplier in strategic discussions within DSM(challenge to make this happen! Strategic cooperation!)

Fit for Purpose (Tools & Systems)

Cooperation is key

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- Education: Universities/Technical colleges

- Alignment educational programs/awareness

- Suppliers

- International: WIB, Namur

- Better alignment wrt suppliers/government

- Less waste of (scarce) talent

- Examples: - IT security Steering Group WIB/Namur

- Guideline Functional Safety in Batch Processes: WIB/Namur

Sustainable Results

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Broad range:ChemicalsOil & GasPharma, BiotechEnergy, UtilitiesF&BEngineering

More to see atWIB Mini seminar March 17th, The Hague: “Focus on Basics”

Sustainable Results

Imagine the new buzzwords

The new paradigms– Big Data– Industry 4.0– Internet Of Things– Mobile applications– Cloud computing– Ubiquitous sensors– Lab on a chipBut remember, this is all “stuff”

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– New ways of collecting/maintainingknowledge

– Breakthroughs in plant design– Rigorous knowledge incorporated in models

applied in batch and towards more complex processes

– Changing role of operators and Process Control crew

– New ways of working together

Sustainable Results