property of flavio cozziirma.ir/files/site1/files/maintenance_in_industry_4_re.02.pdf · project...
TRANSCRIPT
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1Property of Flavio Cozzi
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MAINTENANCE
SKILNESS
STRUCTURE
Analysis & premise
TECHNOLOGY
OPERATIONS
STRATEGY
IMPROVEMENTS
TOOLS
We always need a certain time to perfom an anlaysis of our business, make evaluations and enstablish needs and targets
2
?
Property of Flavio Cozzi
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3
Part 1
Part 2
SUMMARY
Part 3
Part 4
Part 5
Part 6
Part 7
Part 8
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MAINTENANCE
TECHNOLOGY
TOOLS
Property of Flavio Cozzi
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Internet of ThingsGrowth curve for connected devices
1995 2000 20202013
Source: BITKOM
Stationary PC
(you need to go to the device)
Mobility/BYOD
(you can carry the device with you)
Internet of Things
(age of mobile devices)Internet of Everything
(people, processes, data, things)
200
million
10
billion
50
billion
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New technologies change our daily life and the way we do businessOverview of technology trends
Source: Roland Berger
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Digital Transformation changed everythingMilestones in the digital evolution
Source: Roland Berger
Confidential Property of Schneider Electric
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Business Models (old & new)
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Digitalisation is changing business modelsDigital cameras vs analogue cameras
Growth of digital cameras, worldwide
Net turnover of Eastman
Kodakworldwide from 2005 to 2014 (in million
US
dollars
)
Source:
de.statista
Fresh startInsolvencyNumber of digital
cameras in million
Turn
over
inm
illio
n U
Sd
olla
r
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Digital economy beats oil industryMarket capitalisation of the most valuable listed corporations (billion US dollars)
Source: FAZ
02/08/2016
*Dated: 1 August
ConglomerateFinancial servicesMineral oil/energyDigital economy
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Digitalization & Industry 4.0
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Industry 4.0“High-Tech Strategy” of the Federal Government
o The real world and the virtual world are merging into an
Internet of Things
o Future forms of industrial production:
˃ High degree of product customization
˃ Joining of production and high-quality services
˃ Large-scale integration of customers and business partners into
business and value-added processes
o Industrial enterprises in Germany are encouraged to
actively shape the fourth industrial revolution.
o Ministries in charge:
˃ Federal Ministry of Education and Research
˃ Federal Ministry for Economic Affairs and Energy
o Up to 200 million euros will be allocated to the strategy
until 2020 started in 2013
Source: bmbf.de
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Industry 4.0The 4th industrial revolution
First mechanical loom
1784
First production line,
slaughter- houses of
Cincinnati 1870
First programmable logic controller (PLC), Modicon 084 1969
3rd industrial revolution
through the use of
electronics and IT for
further automation of
production
1st industrial revolution through theintroduction of mechanical production systems using hydroand steam power
Late 18th
century
Early 20th
century
2nd industrial revolution through theintroduction of massproduction based on thedivision of labour using electrical energy
Early
1970s
Today
Time
Deg
ree
ofco
mpl
exity
4th industrial
revolution
on the basis of Cyber
Physical Systems
Source: DFKI 2011
Modicon
084
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Quelle: Deloitte, University
Press
PHYSICAL DIGITAL
Digitalisierung und Industrie 4.0Digitaler Zwilling, virtueller Avatar
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Structure PlatformFlat Architecture
Cyb
er
Security
• Markets
• Apps, Analytics & Services• (Supervision & MES)
• Edge Control• (Automation Level)
• Connected Products• (Feld Level)
• New concepts with enormous possibilities
• >Flat / lean architectures
• >A facility-spanning (IP) network
• >Distributed intelligence
• >Cloudcomputing und Sourcing
• (Blockchain, …)
• Clear benefits
• > Cost reduction in planning,
development and implementation by ~ 30
to 50%
• > Increase in flexibility in comparison
with classical systems by a factor of 10
• >TCO reduction by ~ 15 to 30%
Clo
ud
or
local
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Cloud / Data
Center
Structure PlatformIndustry Solutions
Fiield products
Edge Control
Oracle Infor Microsoft
Apps, Analytic & Services
Com
ple
te C
yber
security
Process
EngineeringPlanning &
Scheduling
Information Asset
Management
Manageme
nt
Operations
Control
Line & Unit
Performance
Optimization
Operations
Management
Supply, Demand,
Sustainability
Epicor Other
...Enterprise Level SAP
Small Machine Automation Discrete Process Hybrid & Continuous Process
MV Switchgear
Energy Automation
Clo
ud
with
or
on S
ite
EcoStruxur
e Foxboro
DCS
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Grid Building DatacenterIndustry
Adapted to the Market needs
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Industry 4.0, modern toolsAugmented Reality
Part 4
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Apps for system visualization
• HMI integration and “Augmented
Reallity” into
• smartphones and tablets
• o Enhanced operation
• with Mobile Smart technology
• o Full functionality
• o Management views like OEE
• o Company App in the App Store
• o …
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Apps, Analytics & ServicesAugmented Reality, with yourTablet
Part 4
Cooling fan 4U=694 VI=831AT° 266°C
Cooling fan 3U=694 VI=835AT° 530°C
Cooling fan 2U=693 VI=835AT° 835°C
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Augmented Reality mit Microsft HoloLens, Enterprise Asset Management
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Optical scanning
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Apps, Analytics & ServicesIntegrated software approach
Asset performance and workforce safetyCollaborative Engineering
Planning and
Scheduling
Process
optimization
Monitoring and Control
Asset lifecycle
Improve return on capital
Operations lifecycle
Improve profitability
CapEx
Project phase
OpEx
Operation phase
BuildDesign Operate Maintain
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InSightproduction data anywhere, anytime and on any device
Unlock your trapped data
Make analytics accessible
Enhance performance
Improve reliability
Increase revenue
Reduce time to value
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Apps, Analytics & ServicesAsset Performance Management APM
Asset
Management
Asset Condition
Manager
Predictive Asset
Analytics
KPI
Dashboard
Asset workflow (data collection and task
management)
EnterpriseAsset
Management
solutions improve
overall asset
availability and
reliability and
proactively manage
and plan
maintenance.
Real-time condition
management solution
that collects and
analyzes real-time
diagnostics from all
assets and drives
action to improve
overall asset
performance.
Predictive asset
analytics software
provides early
warning identification
and diagnosis of
equipment problems
to reduce equipment
failures, increase
reliability and improve
performance.
Decision making tool
with combined
scorecard, key
performance indicator
(KPI) dashboard and
reporting tool that
delivers measures
based on real-time
information and best
practices
Mobile workforce
software solution
enables asset-centric
workflow, data
collection and task
management to
support operator-
driven reliability.
Confidential Property of Schneider Electric
│Page 23
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Asset Performance Management APMMaintenance Practice Maturity Pyramid
Prevent equipment
failures
Maximize
return on assets
Improve uptime
and performance
Reduce maintenance
costs and CAPEX
Increase safety and
reliability
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> Leverage existing historian data to build predictive
behavior models of pumps, compressors, lift stations, etc.
> Reduce Unscheduled Downtime
> Prevent Equipment Failures
> Reduce Maintenance Costs
> Extend Equipment Life
> Identify Underperforming Assets
> Improve Safety
Predictive MaintenanceCatch equipment failure before it occurs
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MaintenanceDifferent Approaches
> Run to Failurethe simplest maintenance strategy is to execute run to failure
> Preventive Maintenanceis a regular and routine action taken on equipment in order to prevent its breakdown
> Condition based Maintenancerequires clearly observable or audible notification that is suitable for unsophisticated and
untrained users
> Predictive Maintenancetechniques (software) to help determine the condition of in-service equipment in order to predict when
maintenance should be performed
> Risk based Maintenancerepresent the strategy of executing the journey to reach your business objectives. Understanding the
criticality of your assets, can be crucial in today’s increasingly competitive markets.
> Reliability Centered Maintenanceis a process to ensure that systems continue to do what their user require in their present operating
context. It is defined by the technical standard SAE JA1011 (aircraft industry).
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Reliability Centered MaintenanceKeeps your assets at optimum levels of availability and reliability
Failure Mode,
Effects and
Criticality
Analysis
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Risk-based MaintenanceUnderstandingAsset Criticality
RISK-BASED OVER-
MAINTAINED
Goal
Cost of non-
availability
(production loss +
break down)
Preventive
maintenance
cost
Total cost
Comfort mode
UNDER-
MAINTAINED
Fire fight mode
Optimum Too
much
Not enough
effort
> Insight into risks
Balance between financial
results, operational results and the
risks is key for a sustainable and
competitive future
> Ever-changing legislation
Complying with environmental
and societal requirements
> Sharing knowledge
Implement best practices globally and
decisions are objective and can be
reproduced
> Continuous improvement
Drive maximum return on assets
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Predictive MaintenanceCost-BenefitAnalysis
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Asset – Criticality AssessmentEquipment Classification & Roles
> How high is the Safety risk? →
> How high is the Quality risk? →
> How many hours per day is the
equipment used for production (Time)?
> How is the production process affected
by the equipment breakdown
(Obstacles)?
> What is the failure Frequency?
→
→ O
→
> What is the Mean time to repair? →
Source: Ylipäå,
2012
S High risk Low risk Insignificant
risk
Q High risk Low risk Insignificant
risk
T 24
hours/day
8 – 24
hours/day
8
hours/day
Cause a stop in
the hole
process
Don’t stop
the process,
but cause
losses
Don’t stop
the
process
F1 failure /
2 Month
1 failure /
2 – 6 Month
1 failure /
> 6 Month
MMTTR
> 2 hours
MTTR
0.5 – 2 hours
MTTR
< 0.5 hours
A B CQuestions
Confidential Property of
Schneider Electric 31
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Age-related failure
Random failure
Evolving Beyond TraditionalMaintenance Practices To Become Predictive
Source: ARC studies
Reactive and
Preventive
Programs
Predictive
Technology for
Early Warnings
Maintenance PyramidTwo Type of Failure
Requires a
comprehensive
maintenance
infrastructure
APR and
diagnostics to
predict impending
failure
Rules-based logic
using sensor data
Planned based on
time or usage
statistics
Run to
failure
Strategic,
Proactive,
Optimized
Risk-BasedMaint.
Predictive Maintenance
Condition-Based
Maintenance
Preventive Maintenance
Reactive Maintenance
18%
82%
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Asset PerformanceMonitoring Approach
Traditional Monitoring
> Constant alert/alarm limits are typical
> Damage accumulates prior to reaching limit
> Actual minus estimated (residual) signal
detects anomaly as-soon-as-possible
Predictive Asset Monitoring
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Traditional SCADA screens without advanced analytics
Creeping Changes
Finding Emerging Trends
Deviation Overall Model Residual
Group data in smaller Modes Operation
Time
Eq
uip
me
nt
Con
ditio
n
Alert
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Predictive Asset AnalyticsSoftware
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Predictive Asset AnalyticsSolution Architecture
Predictive Asset Analytics powered by PRiSM
Alarm
ManagerInterfaces
Web Server
Equipment
Models
Monitoring
Results
Database & Archive
Monitoring
EngineInterfaces
Analytics Server
Browser Client
Trending Alarming
Reports
RemoteAccess
Analytic
sAlarming
Client
Model Building
Interfaces
TX
T
ODB
C
REST API
Alerts email
Source Historical Data
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Page
36
© 2018 AVEVA Group
plc and its
PRiSM – Project Approach
subsidiaries. All rights
reserved.
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Predictive Asset Analytics – SoftwareImplementationApproach – Project Service
> Project management (PM) / project engineering (PE)
> System design layout
> Environment configuration
> Point configuration planning and mapping
> Product installation
> Connection to a Data Source
> System configuration
> Knowledge transfer
> Site acceptance testing
> User Training
> Model Building and Tuning Training
> Co-Monitoring support from specialized team
(Monitoring, Diagnostics & Services Center)
37 © 2018 AVEVA Group plc and its subsidiaries.
All rights reserved.
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Monitoring, Diagnostics & Services Center (MDSC)
The site receives a
report from the
MDSC highlighting
issues detected by
PRiSM.
The MDSC
reviews PRiSM
and notifies the site
of relevant alarms.
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In modern and challanging scenarios every Company has the target to
• reduce costs mantaining
• highest availability• and reliability of the plants
Maintenance has to be managed by an extensive use of embedded digital tools
The keystones will be methodology to a solid process
By Long terms approach
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Principlesee the maintenance as a strategic asset and not as a cost.Clear commitment from top management
CultureApplication and education in the culture of maintenance to all the staffs
Process
Redesign the internal activities oriented to the maintenance methodology
Optimization
As per the lean concept or Six-Sigma (DMAIC process), once you have a process designed and in place, you must optimize the analysis (meaning digital tools) DMAIC (an acronym for Define, Measure, Analyze,
Improve and Control refers to a data-drivenimprovement cycle used for improving, optimizing andstabilizing business processes and designs. The DMAICimprovement cycle is the core tool used to drive SixSigma projects.
Sustain abilityContinuous improvement
Without principles, culture and processes fully embedded into the organization,any further injection of technology into maintenance just increases the entropy.For that reason it is required a essential package with the intent to supportcustomer to optimize the maintenance performance.With systematic method approach
Property of Flavio Cozzi
5 pillarsPart 6
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Assesment is to realize a benckmark (BAS) that is requried to define the presentstatus of “site”.The objective of the BAS phase is to identify the requirement to understand thecapability to use internal resources of Company or it is required to identify anexternal support by specilized Consultant company that can evaluate a possibleproposalTherefore the assessment has to identify the potential improvement betweenthe actual situation "as it is”' and the performance level that the newapplications can be accomplished to the case.
Will be useful that to base the activites on the Gap Analysis using benchmarksknowledge of experts about maintenance, production process and currentmarket enviroment,
Simple actions to apply
•Identify existing plant performance and maintenance KPIs at the site .
•Define improvement potential for potential plant performance, energy efficiency;
and maintenance cost.
Part 6
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Digital platform
Source by Danieli & C
Part 6
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An Iranian alternative to the«Board Suite»
application
44Property of Flavio Cozzi
Part 7
STRUCTURE
STRATEGY
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Governance Tasks of the Holding
➢ To define Group's strategies and short, medium and long-termobjectives of the Group and of each Subsidiary, in terms ofmarket, production, technical, human and financial resources,investments, procurement, etc.
➢ To control the consistency with the objectives of the plansissued by individual Subsidiaries
➢ To progressively verify the alignment of the results with theplans
➢ To promote possible corrective actions in case of deviations
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Tools for Planning and Control
Definition and control of Group’s policies•Strategic Plan•Five-year Plan•Budget
Tools
Planning and Control Systems(PCS)
Financial Planning System (FPS)Management of the Group's financial resources
Consolidation System (CS)
Generation of the Group's Consolidated FinancialStatements,compliant with the applicable legislation
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Corporate Management Systems
SAP suite (e.g. BPC)
the Board Suiteby iso sistemi
“Corporate Management
Systems”
Others software
IT I
nte
rnat
ion
al M
arke
t
Local developer systems
Tool/activityILVA Group (years ’90) ThyssenKrupp Group NLMK Group by SAP
Strategic Plan 5 years 4 years 5 years
Budget Yearly by Custom SW Quarterly by SAP Yearly
Budget results balancing Monthly by Custom SW Monthly by SAP Monthly
Forecast Quarterly by Custom SW Quarterly by SAP Monthly
Financial PlanYearly budgeting, monthly
balancing, quarterly forecastingby Italian market-type sw
Planning by Sectors, consolidated by a central structure:
yearly budgeting, monthly balancing, quarterly forecasting
by Custom SW
Yearly budgeting, monthly balancing, quarterly forecasting
Consolidated Balance Sheet Yearly (Group Chart of Accounts)
by Custom SWYearly (Group Chart of Accounts) Yearly
develop
FOREIGN DRIVING CO
support
coordinate
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CPM development activities
Task Team
Definition of a phased plan Client Finance and IT Management, Holding Project PM, Consultants
CPM functional requirements and General Design
Client Finance Experts, Consultants
CPM detail design and implementation
Group’s personnel Local Company, Consultants
Integration with the management systems in use by both the Holding and (initially) the largest Group Subsidiaries
Group’s personnel Local Company
CPM testing and commissioning Group’s personnel Local Company, Consultants
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Client developed CPM
Main characteristics:
➢ Fully compliant with world-wide accepted Best Practices
➢ Fully compliant with local requirements and legislation
Advantages Disadvantages
Guarantee Group’s complete management autonomy, without any third-party conditioning
Require longer times and higher costs for implementation compared to “market” solutions
Make possible commercial exploitation, especially on the domestic market
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Conclusion
Confidential Property of Schneider Electric
│Page 5450
Part 8
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Part 8
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The development of the industry is due to the step of the evolution of thetechologies and of the new generations.
the major Companies of Industry are showing that the strictly link with CRD(Center of Research Development), with School and Universities, the creationof relation between schools and work developed by private industrynowadays is a constrain to be in continue evolution with the TIME
The investment are properly analyzed and defined are considered
• ESSENTIAL• INDISPENSABLE• NECESSARY
For the development of the Industry
Part 8
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To achieve to have the own technology, acknowlege,know how tooks to much time operating in selfstanding.Some support is required to draw and define the poper route ( see China in the past) .
But we have not to forget that we could find always thatsomeone is a step ahead of us ( but we can be close tohim) and the competition will never end( see China now)
Part 8
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End of presentation
I thank you all the assembly for the attention and your time
I wish to have further opportunity to have a frutiful cooperation
I send you my best regards
Flavio Cozzi
Part 8