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ISA95 : La norme, la réalité, le futur
MES et B2M*, Gestion des activités sur le plancher de l'usine Intégration Production / Planification
Séminaire Psynapses Paris 1er décembre 2004 Jean Vieille, Consultant www.psynpases.net/vieille jean.vieille@isa-france.org
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Agenda
Vue d'ensemble de la norme ISA95 parties 1, 2 et 3 XML + B2M = B2MML Les développements en cours, futurs et complémentaires Discussion La position des acteurs du marché Pour quelles industries ? Pour quelles tailles d'entreprise ? Pour quels systèmes ? Pourquoi un tel succès ? Les risques d'un engagement ISA95

ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004

© 2004 Jean Vieille

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Qu'est-ce que l'ISA ?
The Instrumentation, Systems and Automation Society Autrefois « The Instrumentation Society of America » Association professionnelle fondée en 1945 38 000 membres 14 districts 110 pays 300 sections 20 divisions techniques Couvre Instrumentation et Automation Dans toutes les industries www.isa.org www.isaeur.org www.isa-france.org
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ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004

L'offre ISA
Réseau professionnel Sections locales régulières et étudiants Division techniques Industries / Technologies Information technique Conférences Sites WEB Livres, Magazines Lettres d'information Répertoire de l'instrumentation Normes et Guides Formation Expositions : ISA Show
ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004 © 2004 Jean Vieille 4

ISA95 parmi > 100 normes

Présentateur
Expérience Process control, Integration Production/ERP, Ordonnancement, MES, LIMS, historians. Industries : Papier, bois, textile, metallurgie, chemie, pharmacie, agroalimentaire, electronique... Conseil auprès des utilisateurs finaux, fournisseurs de solutions, integrateurs and universitaires Veille technologique, associations professionnelles Membre du comité ISA SP88 Batch Control Systems Member du comité ISA SP95 Enterprise-Control System Integration, Vice président ISA District 12 - EMEA 2003-2004 Président ISA France 2000-2001, Membre de l'APICS, Chairman du WG World Batch Forum, "Flow Analysis" Fondateur Forum Batch Francophone

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www.psynapses.net

1ère partie Vue d'ensemble de la norme

ISA95 : La norme, la réalité, le futur

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Fondements de la presentation
La présentation qui suit est dérivée des cours ISA basés sur des contributions des membres du comité SP95, et plus particulièrement Dennis Brandl, Dave Emerson, Keith Unger, Jean Vieille, ... Pour une information complète, voir les cours ISA IC55C, ISA 60C, IC55 et IC61 Délivrés en France par Psynapses http://www.psynapses .net Cette présentation est en Anglais Les diapositives seulement... Toutes nos excuses !

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AGENDA
Section 1: ISA95 presentation Section 2: MES Section 3: ISA95 part 3 Section 4: B2M Section 5: ISA95 part 1 introduction Section 6: ISA95 part 1/2 object model Section 7: ISA95 part 4 overview Section 8: B2MML XML schemas overview Section 9: ISA95 part 5 overview Section10: ISA88-ISA95 convergence
ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004 © 2004 Jean Vieille 8

What is ISA 95?
A US and International standard "Enterprise - Control System Integration" ISA SP95 committee develops the standards
US standard ANSI/ISA95.00.01: 2000 ANSI/ISA95.00.02: 2001 ISA draft 95.00.03: D19 10/2004 ISA draft 95.00.04: D2 10/2004 ISA draft 95.00.05: D2 10/2004 INTL Standard IEC/ISO 622641: 2003 IEC/ISO 622642: 2004 Sub Title Part 1: Models and Terminology" Part 2: Data Structures and Attributes" Part 3: Activity Models of Manufacturing Operations Management Part 4: Object Models and Attributes of Manufacturing Operations Management Part 5: Business to Manufacturing Transactions
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ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004

SP95 Committee Voting Members
Users Schering-Plough Dow Corning Vendors Siemens ABB Honeywell Lyondell Equistar DuPont Emerson Aspen Tech GE Fanuc ProsCon Ltd

Wonderware-Invensys Rockwell Yokogawa Accenture Lund University

General Fluor Enterprise Purdue University

Consultants William H. Bosler, Gary Rathwell, David Kravitt, Jean Vieille, Dennis Brandl, Baha Korkmaz, Chris Monchinski

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Other Involved Groups
NAMUR European Batch Forum MESA PDXI - Process Data Exchange Institute Purdue University OMG - Object Management Group OAG - Open Applications Group MIMOSA IEC/ISO JWG15 (ISO/IEC62264)

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Why Did We Start ISA95 ?
A sharp increase in the needs of B2M integration



Integration of logistics systems to manufacturing is hard to do Different systems, cultures, terminology,... Effective operations of manufacturing is hard to do MES solutions are too related to processing methods and too industry specific Many benefits expected from standardization and documentation of "best practices"

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Integration is HOT!
Customers' top strategic software platform project over the next year
% of Respondents
0% 10% 20% 30%
33% 30% 24% 23% 21% 19% 16% 15% 13% 12% 12% 8% 7% 5% 4% 3%
Source: Morgan Stanley CIO Survey, May 2001 Note: Multiple responses permitted

40%
35%

Application integration e-business CRM SCM/Logistics HR Database upgrade Intranet improvements Financial (Accounting) Marketing apps on Web site Commerce server e-procurement Web site Sys. mgmt infrastructure Building Internet company Engineering software Manufacturing software Other Deregulation

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How Does ISA95 Help?
Separate the business processes from the manufacturing processes Allow changes in production processes without requiring unnecessary changes scheduling and logistics processes Provide a clear demarcation of responsibilities and functions Provide a clear description of exchanged information

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Purpose of the ISA95 Standard
Improved integration of manufacturing through communication by defining:

A common terminology A consistent set of models
Emphasize good practices for integration of control systems with other enterprise systems

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Benefits of ISA95 Standard
Reduce cost and difficulty of integration of business logistics systems with manufacturing systems Expected benefits Better planning and scheduling through better information Support for "capable to promise" strategy Support for agile manufacturing and flow manufacturing strategies Reduced errors in optimized supply chain operations

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ISA95 Standard Scope
ENTERPRISE

PRM level 4 Business Planning & Logistics
Interface addressed in the ISA95.01/02

ERP Systems

SITE

PRM level 3 Manufacturing Operations & Control
AREA addressed in the ISA95.03

AREA

AREA

MES, FCS, LIMS, AM, DCS, PLCs, SCADA...
CONTINUOUS PRODUCTION UNIT BATCH PROCESS CELL DISCRETE PRODUCTION LINE

PRM level 0, 1, 2 Manufacturing execution
addressed in the ISA88
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ISA88 & ISA95
Enterprise A « Product » ISA88-3 ISA95-1 Enterprise B « Product » ISA88-3

Enterprise X « Manufacturing » ISA95-3 ISA88-1 Cellule de production X1 ISA88-1 Cellule de production X2

Quality

Enterprise Y « Manufacturing » ISA95-3 ISA88-1 ISA88-1 Cellule de production Y2

ISA95-1

Cellule de production Y1

Maintenance
ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004 © 2004 Jean Vieille 18

AGENDA
Section 1: ISA95 presentation Section 2: MES Section 3: ISA95 part 3 Section 4: B2M Section 5: ISA95 part 1 introduction Section 6: ISA95 part 1/2 object model Section 7: ISA95 part 4 overview Section 8: B2MML XML schemas overview Section 9: ISA95 part 5 overview Section10: ISA88-ISA95 convergence
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2 categories of Manufacturing Systems
Manufacturing Planning Systems Defines the mission of manufacturing facilities Part of ERP (Enterprise Resources Planning) Including MRP planning loop (Manufacturing Resources Planning) or APS (Advanced Planning Systems) Manufacturing Execution Systems Execute the mission of a manufacturing facility Include Control System (DCS, PLC, SCADA...)
· Still generally implemented separately

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Manufacturing Planning Systems
The production control part of ERPs Planning & forecasting Material & Inventory control Purchasing Cost accounting Shop floor control Mainly open loop systems regarding manufacturing operations Actual manufacturing capacity and work in progress are not tightly linked to planning process. Efficient business processes rely on appropriately summarized and validated data

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Manufacturing Execution Systems
3 levels of MES achievements Visibility: data collection, performance monitoring Control: Specification, quality, operation conformance Optimization, anticipation: process, resource usage improvement MES systems manage and control the personnel, equipment, and material resources in a production facility for effective and efficient manufacturing. deliver information that enables the optimization of production activities from order launch to finished goods.
Using current and historical data, it initiates, responds to, and reports on plant activities as they occur. MES defines a diverse set of functions that operate above traditional control system functions, but are local to a site or area and reside below the level of enterprise systems.

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Control System: an MES component
Execute production functions DCS or PLC Based Systems Control Valves, Process sensors Scanners QC test station CNC machine Material handling systems Include supervisory functions HMI, SCADA, production information history Generally implemented separately However, control systems vendors are expanding their solution coverage toward integrated MES solutions Control begins to be implemented from a broader perspective

ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004

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Manufacturing Environments
Production typology Discrete part manufacturing Repetitive discrete part manufacturing Batch process Continuous process Industry typology MES is not the same for all industries Each type of company, and in many cases each company within an industry, will have vastly different ideas of what MES is can do

ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004

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Beyond Production
Other operation domains have to be considered: Tooling Cleaning Maintenance Lab/Quality control Inventory control Internal / External Logistics Distribution, Transportation It's all about execution! Modern MES solution take care of all aspects of product manufacturing and handling

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AGENDA
Section 1: ISA95 presentation Section 2: MES Section 3: ISA95 part 3 Section 4: B2M Section 5: ISA95 part 1 introduction Section 6: ISA95 part 1/2 object model Section 7: ISA95 part 4 overview Section 8: B2MML XML schemas overview Section 9: ISA95 part 5 overview Section10: ISA88-ISA95 convergence
ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004 © 2004 Jean Vieille 26

MES Domains and Functions
Order Processing (1.0)

Product Cost Accounting (8.0)

Product Shipping Admin (9.0)

Production Scheduling (2.0)

PRODUCTION OPERATIONS MANAGEMENT
Production Control (3.0)
INVENTORY OPERATIONS MANAGEMENT

Material and Energy Control (4.0)

INVENTORY OPERATIONS MANAGEMENT

Product Inventory Control (7.0)

QUALITY OPERATIONS MANAGEMENT MAINTENANCE OPERATIONS MANAGEMENT
Maintenance Management (10.0)

Procurement (5.0)

Quality Assurance (6.0) Marketing & Sales

Source: ANSI/ISA 95 Enterprise/Control System Integration

Research Development and Engineering
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Manufacturing Operation Categories
ISA95 Part 3 defines the following MOCs: Production Quality Maintenance Inventory Other or different MOCs can be defined. Example: Inbound logistics Internal transfers Inventory control Outbound logistics Tooling Cleaning ...

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MES Core Functions
1. 2. 3. 4. 5. 6. 7. 8.

Work Scheduling Work Dispatching Work Execution Work Data Collection Work Tracking Work Analyzis Work Definition Management Work Resources Management

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A Generic Activity Model

Detailed work scheduling Work resource management Work dispatching Work definition management Work execution Work data collection Work tracking Work analysis

A general model for defining many work activities, including production, maintenance, quality, inventory
Source: ANSI/ISA 95 Enterprise/Control System Integration
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Applying the Generic Activity model to Production MOC

Production resource management

Detailed production scheduling Production tracking Production dispatching Production Analysis Production data collection Production execution

Product definition management

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Detailed production scheduling Production resource management Production dispatching Product definition management Production execution Production data collection Production tracking Analysis

1. Detailed Production Scheduling

Production Plan Generation At detail below the level of corporate planning Finite capacity scheduling Recognize alternative and parallel operations & exact timing
Production Schedule Production Schedule Production Schedule

Resource Information

Detailed Production Scheduling

Resource Information

Detailed Production Scheduling

Detailed Detailed Production Detailed Production Schedule Production Schedule Schedule
ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004

Detailed Production Schedule
© 2004 Jean Vieille 32

Detailed production scheduling Production resource management Production dispatching Product definition management Production execution Production data collection Production tracking Analysis

2. Production Dispatching
Detailed Production Schedule

Managing flow of production by dispatching work jobs, orders, batches, lots, and work orders May involve starting batches, sending work orders, initiating material movement, or starting production Controlling amount of work in progress
Continuous Premix
ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004

Production Dispatching

Setup Machine

Produce Batch

Move Ticket

Batch Production Process
© 2004 Jean Vieille

Material Movement
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Detailed production scheduling Production resource management Production dispatching Product definition management Production execution Production data collection Production tracking Analysis

3. Production Execution

May be manual or automated Includes operator actions based on instructions dispatched to operators automated control systems Execution is split between level 2 and 3 Level 3 : product related execution rules Level 2 : equipment related execution rules Refer to ISA88 Recipe/Equipment separation

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Detailed production scheduling Production resource management Production dispatching Product definition management Production execution Production data collection Production tracking Analysis

4. Production Data Collection

Collecting operational data Production and parametric Associated with production equipment and production processes May include sensor readings, equipment states, event data, operator entered data, operator actions, and everything of importance in the making of a product or analysis of products, processes, or production Addressed in ISA88 part 4

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Detailed production scheduling Production resource management Production dispatching Product definition management Production execution Production data collection Production tracking Analysis

5. Production Tracking

Track actual production and performance to the production plan Information provided back to scheduling so that plans & schedules can be updated Monitor and track the status of production Data reconciliation Consolidate production information Genealogy/Product Traceability

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Detailed production scheduling Production resource management Production dispatching Product definition management Production execution Production data collection Production tracking Analysis

6. Production Analysis

Product analysis product quality control, SPC / SQC tracking off-line inspection operations, analysis in laboratory information management system (LIMS) Mainly addressed by Quality Operation MOC Process analysis Providing feedback about manufacturing processes to optimize or modify specific production processes May include analysis of bad / high quality production runs Production analysis Analysis to optimize production and use of resources: Production unit cycle times, Resource utilization, Procedure efficiencies, and Production variability

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Detailed production scheduling Production resource management Production dispatching Product definition management Production execution Production data collection Production tracking Analysis

7. Product Definition Management

Transmit drawings or electronic data to work stations on request or in response to the schedule Automate document updating for production Manage recipes and work instructions Download process recipes to equipment automatically or on request

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Detailed production scheduling Production resource management Production dispatching Product definition management Production execution Production data collection Production tracking Analysis

8. Resource Management

Personnel management Maintain personnel Attendance, availability, status, location, exposure qualification information ... Material management Inventory operations, relationship with MM systems Mostly addressed by Inventory Operation MOC Equipment management Maintain equipment status,location, availability Relationships with LIMS, Asset Management, Maintenance Management, Production Planning, Mostly addressed by Maintenance Operation MOC Process Segment management Product / Process segment mapping Production capability

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Supporting Functions: McDo model
Detailed work scheduling Work resource management Work dispatching Work tracking Work Performance analysis Work data collection Work execution

Management of regulatory compliance layer

Operational activity level Management of security layer Management of documents layer Management of Configuration layer Management of Incidents & deviations layer

Work definition management

Management of information layer

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A Tri-dimension functional framework
Manufacturing Operation Domains Production Maintenance Quality Inventory ... Business/Eecution Processes

Supporting activities Management of security Management of information Management of configurations Management of documents Management of regulatory compliance Management of incidents and deviations ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004

Manufacturing Operation Core Functions Work Detailed Scheduling Work Dispatching Work Execution Work Data Collection Work Tracking Work Analyzis Work Definition Management Work Resources Management

MES Functional Requirements

Planning Functional Requirements

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Compared to the old, flat, partial MESA model
Operations and Detailed Scheduling Production Tracking Dispatching Production Resource Allocation and Control Data Collection and Data Acquisition Quality Management Process Management Performance Analysis Interface to
· Document Control · Labor Management · Maintenance Management

ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004

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AGENDA
Section 1: ISA95 presentation Section 2: MES Section 3: ISA95 part 3 Section 4: B2M Section 5: ISA95 part 1 introduction Section 6: ISA95 part 1/2 object model Section 7: ISA95 part 4 overview Section 8: B2MML XML schemas overview Section 9: ISA95 part 5 overview Section10: ISA88-ISA95 convergence
ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004 © 2004 Jean Vieille 43

Supply Chain SCOR Model
Each occurrence of Source-Make-Deliver process is a "link" in the supply chain. MES is a large part of the "Make" process, but also addresses part of Source and Deliver processes.

Supplier' s Supplier
D S

Internal or external

Plan Enterprise
D Source Make Deliver

Internal or external

Supplier
M

Customer
S M D

Customer 's Customer
S

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Manufacturing in The Supply Chain

Planning & Scheduling Purchases

PLAN
Demand

Forecasts Demand Aggregation

Sales

Customers
Schedule

Definition

Capability Capacity

Suppliers

Manufacturing

Shipping

SOURCE

MAKE

DELIVER
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ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004

Financial, Material, Information Flows
Financial Flow : The Slowest Constrained by material and information flows Material Flow : Constraining financial flow Information Flow : Must be the Fastest Constraining both material flow AND financial flow

Enterprise
Information Flow Suppliers Material Flow Customers

Financial Flow
ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004 © 2004 Jean Vieille 46

Business Drivers
Key business drivers are the areas of performance that are most critical to the organization's success. Capable to promise: Being immediately able to commit to reliable delivery dates Cycle time: Time it takes to produce a product from the time the order is placed: Reduced CT => more inventory turns, => more throughput => better assets usage Asset efficiency : Focus on maximizing the effectiveness and cost-effective use of the assets in production Agile Manufacturing : The ability to reconfigure production assets to quickly meet market demand Operator Empowerment: Financial impact of operator decisions are directly measurable
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AGENDA
Section 1: ISA95 presentation Section 2: MES Section 3: ISA95 part 3 Section 4: B2M Section 5: ISA95 part 1 introduction Section 6: ISA95 part 1/2 object model Section 7: ISA95 part 4 overview Section 8: B2MML XML schemas overview Section 9: ISA95 part 5 overview Section10: ISA88-ISA95 convergence
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Scope of ISA95.01
ISA95.01 defines the interface content between manufacturing control functions and other enterprise functions Based upon the Purdue Reference Model for CIM (hierarchical form) as published by ISA The interfaces considered are the interfaces between levels 3 and 4 of that model

ISA95.01
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Elements of ISA95.01
Definitions of Scope of manufacturing control domain Physical assets of a manufacturing enterprise Interface functions between control and enterprise Shared information between control functions and enterprise functions

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3 structural models
ISA95 started from 3 models: PRM functional model PRM scheduling model ISA88 physical model

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Model 1: PRM Enterprise functional model
From the Purdue model Theodore J. Williams, The Purdue Enterprise Reference Model, A Technical Guide for CIM Planning and Implementation, 1992, ISA, ISBN 1-55617-265-6 Defines the summary of the functions in an enterprise Includes details of functions in the control domain Other comprehensive enterprise models could have been used The object model shall be based on a realistic and comprehensive data flows set

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Top Level PRM Functional Model
Order Processing Product Cost Accounting Product Shipping Admin

Production Scheduling

Product Inventory Control

Production Control Material and Energy Control

Quality Assurance

Procurement

Maintenance Management

Research Development & Engineering
© 2004 Jean Vieille

Marketing & Sales

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Model 2: PRM scheduling model
Level 4 Business Planning & Logistics
Plant Production Scheduling, Operational Management, etc

Level 3

Manufacturing Operations & Control
Dispatching Production, Detailed Production Scheduling, Reliability Assurance, ...

Interface addressed in the ISA95.01 and ISA95.02 standard Area addressed in the ISA95.03 standard

Levels 2,1,0
Batch Control Continuous Control Discrete Control

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Model 3: enhanced ISA88 physical model
Describes in a hierarchical fashion the physical assets of an enterprise involved in manufacturing An expansion of the model in IEC 61512 and ISA S88.01 is proposed to include the definition of assets for discrete and continuous manufacturing Just defines some common terminology This model may be used if no physical model is already defined: other models in ISA95 work with any given equipment hierarchy

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Equipment Model (part 3 enhanced )

ENTERPRISE

Level 4 activities typically deal with these objects

SITE

AREA

Level 3 activities typically deal with these objects

PROCESS CELL UNIT

PRODUCTION UNIT

PRODUCTION LINE WORK CELL

STORAGE ZONE STORAGE MODULE

Lower level equipment used in batch Production Original ISA88 model

Lower level Lower level Lower level equipment used equipment used equipment used in continuous in repetitive or for storage production discrete production

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ISA95 information definition approach
1. Domain Definitions 2. Functions in Domains 3. Functions of Interest

6. Information Definitions

5. Categories of Information

4. Information Flows of Interest
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1. Domain definition
Control domain The first and most abstract Answers the question;
Domains

Functions

Details

"What is in Business/planning and What is in Manufacturing operations?"

Flows

Categories

Information

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2. Functions in domains
Domains Order Processing Product Cost Accounting Product Shipping Admin

Functions

Production Scheduling

Product Inventory Control

Details

Flows Production Control Material and Energy Control Quality Assurance

Categories

Information Procurement Maintenance Management Research Development & Engineering Marketing & Sales
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3. Functions of interest
Domains Order Processing Product Cost Accounting Product Shipping Admin

Functions

Detailed work scheduling

Work resource management

Work tracking

Production Scheduling

Work dispatching

Work analysis

Details

Work definition management

Work data collection

Work execution

Detailed work scheduling

Flows
Work tracking Work analysis Detailed work scheduling Work data collection Work resource management Work tracking

Work resource management

Work dispatching

Detailed work scheduling

Work definition management

Work resource management

Work tracking

Work execution

Work dispatching

Work analysis

Work dispatching

Work analysis

Categories

Work definition management

Work data collection

Work definition management

Work data collection

Work execution

Work execution

Information
Detailed work scheduling Work resource management Work tracking

Procurement
Work definition management

Work dispatching

Work analysis

Work data collection

Research Development & Engineering

Marketing & Sales
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Work execution

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4. Information flows of interest
nd al a teri t rs ma eip de c ing Or om rgy re Inc ene on cti du ity o Pr bil ila a Av

Order Processing (1.0)
Finished Goods Inventory

Domains
Product Cost Accounting (8.0) Product Shipping Admin (9.0)
Release to ship Confirm to ship

Functions

Material and Energy Control (4.0)

Pack Out Schedule Pr od Pr uc od uc tion tio Sc n F Cap he rom ab du le Pla ility n Short Term Material and Energy Requirements Production

Pe rfo Prod rm an uctio Pr ce n od an u dc Ob ctio os jec n C t t iv o s es t

Lon Ma g Te ter ial rm req energ and ui r em y ent s

Production Scheduling (2.0)

Material and Energy Inventory

Control (3.0)
Maintenance Standards and Methods Maintenance Requests

QA Re su

Process Data In Process Waiver Request Sta nd a rd Re s an qu Pr ire d Cu o me sto QA cess nts me Re Da r ta su lts

h nis Fi ed s od Go W aiv er

Details

Product Inventory Control (7.0)
lts

Flows

Maintenance Management (10.0)

Pro du P ct a Req roces nd uire s me nts

Research Development ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004 © and Engineering 2004 Jean Vieille

ing om Inc er Ord ation m nfir Co nd al a r teri rde Ma y O nts e erg En uirem q Re

ow wH no st sK ack db eque ces ee Pro l F tion R nd ica ct a hn orma du ec f s T s In Pro c es oc es r Pro nd nd P ct a t a du duc Pro Pro Maintenance Technical Feedback Maintenance Responses

Categories

Procurement (5.0)
M P u a in rch ten Re as an c qu e ire Or e me de nts r

Quality Assurance (6.0)

St an d Re Cu ard q u s to s a ire me nd m r en ts

Information

Marketing & Sales
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5. Categories of information
Domains

Enterprise Information
Plant Production Scheduling, Operational Management, etc
Functions

Product Production Definition Capability Information Information
(What it takes to make a product) (What resources are available)

Details

Production Production Schedule Performance
(What to make and use) (What was made and used)

Flows

Categories

Manufacturing Control Information
Area Supervision, Production, Scheduling, Reliability, Assurance, etc
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Information

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5. Categories of information
Relationship with Activity model
Product definition Production capability Production schedule Production performance

Production resource management

Detailed production scheduling Production tracking Production dispatching Analysis Production data collection Production execution

Product definition management

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6. Information definitions
The actual object model explained in the next section
Domains

Functions

Details

Flows

Categories

Information

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AGENDA
Section 1: ISA95 presentation Section 2: MES Section 3: ISA95 part 3 Section 4: B2M Section 5: ISA95 part 1 introduction Section 6: ISA95 part 1/2 object model Section 7: ISA95 part 4 overview Section 8: B2MML XML schemas overview Section 9: ISA95 part 5 overview Section10: ISA88-ISA95 convergence
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Major Object Definitions
Three categories of resources 1. Personnel 2. Equipment 3. Material (and Energy) Combined resources (logical view) 4. Process Segments Four Models / Process-Product-Production 5. Capability Definition (by time & by segment) 6. Product Definition 7. Production Schedule 8. Production Performance

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Major Object Definitions
Resources Capability, Product, Production
5. Capabilities
Product

1. Personnel

Time

2. Equipment

6. Product Definitions

3. Materials

7. Production Schedule

4. Segments
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8. Production Performance
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1-2-3 Example: Material Definitions
The picture below represents the material information modeled in ISA95.01.
Material Class Acid
l ia er at ss M la C

Material Definition HCl 50%
l ia er at ition M in f De

Lot HCL-50-100019

Sublot HCL-50-100019 Barrel 15

pH

Density

Color Purity

QA Test Results

QA Test Specification

Location

pH 7.0

Density Color Purity 1.32 Yellow .5%
© 2004 Jean Vieille

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4. Process Segment Model

Personnel resources managed for production
People

Equipment resources managed for production
Equipment

Material resources managed for production
Materials

Collections of resources, used together for production, at the granularity needed for business level scheduling and costing
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Segments

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4. Process Segments
Business view of production

Pharmaceutical Manufacturing
(3 Segments)
Raw Materials

Make Active Ingredient

Make Pills

Package Doses

Finished Products

Inventory tracked for Active Ingredient Know throughput, resources and time to make Active Ingredient

Inventory tracked for Pills

Inventory tracked for Pill Packs

Know throughput, resources and time to make Pills

Know throughput, resources and time to make Pill Packs

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4. Process Segment
A process segment: Is a view of process for the business system to control the regarding resource usage, cost, and quality can be more or less detailed and self contained providing a "telescopic" view of manufacturing capabilities of a given facility Depending on production typology and industries, Process segment can correspond to: Procedure, Unit Procedures, Operation or phases in Batch processes Unit operations in continuous processes Assembly steps and assembly actions in discrete processes

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5. Capability Model
Capabilities
Product

People

Time

Equipment

Materials

Segments
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5. Capability model (cont'd)
Current Production Capability
Unattainable Capability Production Capability

Capability

Available Capability

Committed Capability

Current Capabilities

Time
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6. Product Definition Model

People

Equipment

Product Definitions

Materials

Segments
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6. Product Definition Information
For any specific product defines The production segments required to produce the product and any:
· · · · Specific parameters Equipment requirement Personnel requirements Material specifications

The production visible part of the bill of material All of these elements must relate to definitions in the capability models

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6. Product Segments
Product Segment: manufacturing requirements Defines the product specifications per production segment Details the required resources for this production segment
· · · · Personnel (ex:3 operators) Equipment (ex:1 packing machine) Materials (ex: 1500 bottles) Parameters (ex: shape, size)

May correspond to ISA88.01 Process elements : Process, Process stage, Process Operations (used in General/Site recipes)

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7. Production Schedule
What to make and what to use A Production Schedule Is a collection of Production Requests A Production Request Defines Production for a specific product Is a collection of Segment Requirements A segment Requirement Must correspond to an existing product or process segment Defines specific Equipment, Personnel, Material requirements and Production parameters There may only be one production segment,
· But at least one!
People
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Production Schedule

Product Definitions Production requests

Segments requirements

Equipment

Materials
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7. Back to Segments
Process segment: manufacturing capability Defines the manufacturing process available per segment Gather the required resources to execute the defined production segments Product Segment: manufacturing requirements Defines the product specifications per production segment Details the required resources for this production segment

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7. Production Schedule - Segments
Product Definitions Production Schedule Production requests

Product design Know How

Facility Manufacturing Know How

Segments Requirements

Product Segments Specification

Process Segments Specification

People

Equipment

Materials
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8. Production Performance
What was made and what was used A Production Performance Is a collection of Production Responses A Production Response Is a collection of Segment Response Corresponds to a specific Production Request A segment Response Correspond to a specific segment requirement Reports What resources were actually used, consumed, produced and other production data
Production requests Production Responses Production Performance

Segments Requirements

Segments Actual

People
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Equipment

Materials
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Summary: Object Model
Formal object definitions 3+1 Resource Models
· · · · · · · · Personnel Material Equipment Segments Capability Information Product Definition Production Schedule Production Performance

4 Interactive Models

The object model may be used as the basis for formalized information exchange protocols Such as SQL tables or XML internet files

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ISA95.02

ISA95.01
Equipment model

ISA95.02
Equipment Attributes

Attribute Name

Description

Examples

ID

A unique identification of a specific piece of R7726 equipment, within the scope of the information Reactor 101 exchanged (Production Capability, Production Lathe machine 33 Schedule, Production Performance, ...) The ID is used in other parts of the model when the equipment must be identified, such as the production capability for this person, or a production response identifying the equipment.

Description

Additional information about the equipment.

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AGENDA
Section 1: ISA95 presentation Section 2: MES Section 3: ISA95 part 3 Section 4: B2M Section 5: ISA95 part 1 introduction Section 6: ISA95 part 1/2 object model Section 7: ISA95 part 4 overview Section 8: B2MML XML schemas overview Section 9: ISA95 part 5 overview Section10: ISA88-ISA95 convergence
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ISA95 part 4 issue
Part 1 and 2 focused on Production Maintenance and Quality vaguely addressed as equipment model appendice and operation activity Inventory operations are not mentionned Part 3 reveals the full scope of the standard Addressing all manufacturing related activities, including Maintenance, Quality, Inventory and other possible Manufacturing Operation Domains Part 3 refined the execution functions B2M boudary can cross anyware between those functions

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Lines of Integration
line of responsibility, line of technical integration The two may not, probably will not, be the same
Maintenance
Maintenance Definitions Maintenance Capability Maintenance Schedule Maintenance Performance Product definition

Production
Production capability Production schedule Production performance Quality definitions Quality test capability Maintenance Responses Production resource management Detailed production scheduling

Quality
Quality test schedule Quality test performance Quality test requests Detailed quality test scheduling Quality test responses

R T

Maintenance Requests

Detailed Maintenance Scheduling

Maintenance Resource Management

Maintenance Tracking

Production tracking

Quality test resource management

Quality test tracking

Maintenance Dispatching

Maintenance Analysis Product definition management

Production dispatching

Analysis

Quality test dispatching

Quality analysis

Maintenance Definition Management

Maintenance Data Collection

Production data collection

Quality definition management

Quality test data collection

Maintenance Execution

Production execution

Quality test execution

Level 2

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Part 4 scope and status
This part of the standard must reconcily previous work with actual standard extend Extra-production manufacturing operation domains Refined execution functional model Actual implementations already addressed this issue by generalizing Part 1&2 models ­ See following pages.
Note: This part is just kicking off at the time of this presentation release.

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Production schedule generalization
Product Production Rule

Production Schedule
Is made up of 1..n Corresponds to a <

Production Request
0..n

Is made up of

Process or Product Segment

1..n Corresponds to a <

Segment Requirement
May contain

Requested Segment Response

0..n

0..n

0..n

0..n

0..n

0..n

Production Parameter
Is associated to either >

Personnel Requirement

Equipment Requirement

Material Produced Requirement

Material Consumed Requirement

Consumable Expected

1..n

1..n

Product Process Parameter Parameter

Personnel Requirement Property

Equipment Requirement Property

Material Produced Requirement Property

1..n

Material Consumed Requirement Property

1..n

1..n

Consumable Expected Property

Corresponds to element in

Corresponds to element in

Corresponds to element in

Corresponds to element in

Personnel Model

Equipment Model

Material Model © 2004 Jean Vieille 87

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...=> Work Schedule
Work Definition
Corresponds to a <

Working Schedule
Is made up of 1..n

Working Request
1..n 0..n

Is made up of

Process or Work Segment

Corresponds to a <

Segment Requirement
May contain

Requested Segment Response

0..n

0..n

0..n

0..n

0..n

0..n

Working Parameter
Is associated to either >

Personnel Requirement

Equipment Requirement

Material Produced Requirement

Material Consumed Requirement

Consumable Expected

1..n

1..n

1..n

1..n

1..n

Personnel Requirement Property Work Process Parameter Parameter

Equipment Requirement Property

Material Out Requirement Property

Material In Requirement Property

Consumable Expected Property

Corresponds to element in

Corresponds to element in

Corresponds to element in

Corresponds to element in

Personnel Model

Equipment Model

Material Model © 2004 Jean Vieille 88

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AGENDA
Section 1: ISA95 presentation Section 2: MES Section 3: ISA95 part 3 Section 4: B2M Section 5: ISA95 part 1 introduction Section 6: ISA95 part 1/2 object model Section 7: ISA95 part 4 overview Section 8: B2MML XML schemas overview Section 9: ISA95 part 5 overview Section10: ISA88-ISA95 convergence
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What is XML?
eXtensible Markup Language a subset of SGML World Wide Web Consortium (W3C) REC-xml-19980210 Extensible Markup Language (XML) 1.0 Language that: Describes data, not its presentation Text based Can be used to create other markup languages Platform independent A mainstream technology
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Domain Specific Vocabularies
Sets of domain specific tags Permits validation of XML documents Supports data exchange and interoperability Defined using XML Schema Definitions (XSDs) Vocabularies are themselves markup languages HTML 4.0 Hypertext Markup Language MathML Mathematical Markup Language CML Chemical Markup Language OAGIS Open Applications Group Integration Specification B2MML Business To Manufacturing Markup Language
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XML Schemas
The allowable tags, the allowable ordering, and the allowable hierarchy is defined in a schema A schema defines the rules for valid XML documents Schemas are agreements on the meaning of words and on the hierarchy of relationships A schema is a dictionary

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B2MML Schemas
"WOODCLIFF LAKE, NJ (April 7, 2002) ­ The World Batch Forum (WBF), the leading organization dedicated to the advancement of batch process manufacturing, today released two XML schema based on the ANSI/ISA S88 and S95 standards for batch control and business to manufacturing data exchange/" BatchML ­ Objects in batch control and recipe management B2MML ­ Objects in business to manufacturing integration "Business To Manufacturing Markup Language" The schemas available, free-of-charge, to all vendors and users that wish to use them.

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Example on Personnel Model
Information About Personnel Classes Information About Persons

Personnel Class
Has properties of 0..n

0..n

0..n Defined by

Person
Has values for 0..n

Personnel Class Property
Is tested 1..n by a 0..n

Maps to

Person Property
0..n

Information About Qualification Tests

Qualification Test Specification

0..n Records the execution of Defines a procedure for obtaining a

Qualification Test Result

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Personnel Information Schema
Contains the top level definition of persons, personnel classes, and qualification test specifications.

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Person Schema
Contains a definition of a person resource, including the ID, name, properties of persons, and the list of personnel classes the person is a member of. May be a top level object.

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Example Person Schema - PersonType
<xsd:complexType name="PersonType"> <xsd:sequence> <xsd:element name="ID" type="IDType"/> <xsd:element name="Description" type="DescriptionType" minOccurs="0" maxOccurs="unbounded"/> <xsd:element name="PersonName" type="PersonNameType" minOccurs="0"/> <xsd:element name="PersonProperty" type="PersonPropertyType" minOccurs="0" maxOccurs="unbounded"/> <xsd:element name="PersonnelClassID" type="PersonnelClassIDType" minOccurs="0" maxOccurs="unbounded"/> <xsd:element name="Location" type="LocationType" minOccurs="0"/> <xsd:element name="Any" type="AnyType" minOccurs="0" maxOccurs="unbounded"/> </xsd:sequence> </xsd:complexType>
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Example Person message - Person
<?xml version="1.0" encoding="UTF-8"?> <!--Sample XML file generated by XMLSPY v2004 rel. 4 U (http://www.xmlspy.com)--> <PersonnelInformation xmlns="http://www.wbf.org/xml/b2mml-v02" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xsi:schemaLocation="http://www.wbf.org/xml/b2mml-v02 C:\Personnel.xsd"> <ID>xBoYz</ID> <Description> This is an example of Personnel Information </Description> ... <Person> <ID>#00001</ID> <Description/> <PersonName>Jean Vieille</PersonName> <PersonProperty/> <PersonnelClassID>ISA95 Guru</PersonnelClassID> <Location> <EquipmentID/> <EquipmentElementLevel OtherValue="String">Enterprise</EquipmentElementLevel> </Location> </Person> ... </PersonnelInformation>

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AGENDA
Section 1: ISA95 presentation Section 2: MES Section 3: ISA95 part 3 Section 4: B2M Section 5: ISA95 part 1 introduction Section 6: ISA95 part 1/2 object model Section 7: ISA95 part 4 overview Section 8: B2MML XML schemas overview Section 9: ISA95 part 5 overview Section10: ISA88-ISA95 convergence
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ISA95 Exchange Examples HR
Human Resource

APS
Advanced Planning and Scheduling

PP
Production Planning

AMS
Asset Management System

PLM
Product Lifecycle Management

MMS
Material Management System

QM
Quality Management

PMS
Plant Maintenance System

LIMS
Laboratory Information Management System

PTS
Production Tracking System

PDM
Product Definition Management

OCS RCS
Resource Control System

MES
Manufacturing Execution System

Open Control System

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ISA95 Exchange Examples
ct du ts Pro men g Se HR
Human Resource

APS
Advanced Planning and Scheduling

PP
Production Planning

AMS
Asset Management System

PLM QM
Quality Management

MMS
Material Management System

Production Schedule Production Schedule nce ance rma rform erfo n Pe on P uctiio duct Prod Pro

Production Capability

Product Lifecycle Management

Manufacturing Bill
nfo Info est I Test on T tiion f cat lliifiica Qua Qua

Eq uip St m at en us t

PMS
Plant Maintenance System

ce an en se int on Ma Resp

LIMS
Laboratory Information Management System

PTS

Production Tracking System

As su ran Qal PDM ceR u ity Product s eDefinition ults Management

OCS
Open Control System

RCS
Resource Control System

MES
Manufacturing Execution System

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Business Processes and Transactions
Improvement of enterprise metrics Imply to automate business process execution, justifying integration need Business processes: sequence of information gathering and processing involving one or several systems or parts of a system. Examples :
· simulation a planning (sending a bunch of production requests to the detail scheduling system to verify the impact of forecast on production) · Download a production schedule, Generate and dispatch a Production report, Target process segment lookup

Business processes are based on Transactions (information + action request) A transaction is achieved by one or more exchanged messages

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Example: OAG Style Segment Lookup
This business process is used to identify the production resources that may satisfy all or part of the product definition.

Business
Getlist ProcessSegment For each process segment: Get ProcessSegment For this process segment, check the resources adequation and properties against Product segments Update ProductDefinition
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Manufacturing
Showlist ProcessSegment

Show ProcessSegment

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AGENDA
Section 1: ISA95 presentation Section 2: MES Section 3: ISA95 part 3 Section 4: B2M Section 5: ISA95 part 1 introduction Section 6: ISA95 part 1/2 object model Section 7: ISA95 part 4 overview Section 8: B2MML XML schemas overview Section 9: ISA95 part 5 overview Section10: ISA88-ISA95 convergence
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Many questions about ISA88/95
SP88 initial scope included Enterprise-Control integration Then the scope focused on Process Cell control and execution Many overlaps Scheduling models Product/process segment vs General/Master recipes Physical model evolved in ISA95 ISA88 generalization is awaited ISA88 is the only control system functionnal requirements organization standard SP88-SP95 joinded WG launched in October 2004

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Product General and definition Site Recipe Management

Production capability

Production schedule
Detailed production scheduling

Production performance

Process Production Management resource (Process Cell management Resources)

Scheduling and Production Planning
Production dispatching

Production tracking

Master/Site Product definition Recipe management Management
Production Process execution Management management
Equipment and Process Specific Production Rules Operational Commands Operational Responses

Production data collection

Product Performance Information analysis Management

Production

Equipment and Process Specific Data

Unit Supervision Level 012 Process Control Process Control
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www.psynapses.net

2ème partie Discussion

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AGENDA
La position des acteurs du marché Pour quelles industries ? Pour quelles tailles d'entreprise ? Pour quels systèmes ? Pourquoi un tel succès ? Les risques d'un engagement ISA95

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Position des acteurs du marché
Industriels Fournisseurs Contrôle Commande Editeurs MES Editeurs ERP Intégrateurs - Ingénierie Universitaires

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Position Industriels
Les industriels sont les premiers bénéficiaires Réduction des coûts de l'interopérabilité Réduction des coûts du cycle de vie des systèmes Recherche de la performance Grands comptes Les plus actifs, les plus matures: Nestlé, P&G, Perception logique des directions informatiques Autres industriels Encore isolés du mouvement Seront probablement poussés par les intégrateurs

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Position Fournisseurs Contrôle commande
Le CC s'est approprié le MES, domaine de l'exécution Après quelques tiraillement ERP / CC, Besoin d'étendre l'offre CC, Moindre intérêt du côté des ERPs Participation majoritaire dans les travaux du groupe Yokogawa, Siemens, Rockwell, ABB sont les plus actifs... Un certain attentisme dans la concrétisation de l'offre Encore peu de contenu concret Consolidation prioritaire de l'offre construite par acquisition externe

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Position Editeurs MES
De moins en moins d'éditeurs MES indépendants Disparition ou acquisition par les vendeurs CC (généralement) La plupart les acteurs majeurs MES ont rejoint le mouvement Sauf pour certaines solutions verticales Collaboration ISA-MESA Dictionnaire MES Guide de bonnes pratiques d'application de la norme (Re)Conception autour de la norme Dans certains cas, bien que ce ne soit pas l'objectif de la norme

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Editeurs ERP
L'intérêt des éditeurs ERP est essentielle pour justifier pleinement l'application de la norme Jusqu'au début 2004, la norme est totalement ignorée par les vendeurs ERP SAP franchit le pas en Mai 2004 Aiguillonné par les réalisations P&G, NESTLE, ARLA FOODS Partenariat avec l'ARC pour l'animation d'un workshop Voir http://public.arcweb.com/isa95/default.aspx Connecteur ISA95 NetWeather en production, livraison ramping accounts en Mai 2005. Pas encore d'écho chez les autres éditeurs, A suivre
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Intégrateurs
Pris entre les demandes des industriels et la réalité des solutions L'occasion pour beaucoup de clarifier leur perception du MES et la réalité d'une interface ERP Perçoivent la norme comme un outil efficace pour faire exprimer les besoins réels du client Seront certainement les acteurs de la propagation de la norme

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Pour quelles industries ?
Théoriquement pas de préférence sectorielle Une connotation « Process » involontaire Héritage « Process » SP88 Acteurs industriels impliqués dans les travaux de la norme Enquête secteur Automobile:
· la norme est méconnue · Des standards internes

Normes compétitives Pas de compétition réelle: OAG, ROSETTANET
· Plutôt complémentaire

Nécessité d'une vision commune Toutes les industries devraient pouvoir bénéficier de la norme
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Pour quelle taille d'entreprise ?
Les grandes entreprise plus impliquée Ressources dédiées à la veille technologique et à l'excellence industrielle Structures suffisantes pour l'encadrement des projets Les petites entreprises devraient pouvoir en bénéficier Investissement peu important au niveau de l'entreprise
· formation, accompagnement

Coût de la maîtrise d'ouvrage?
· Devront peut-être attendre la monté en maturité des offreurs et des intégrateurs

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Pour quels systèmes ?
La norme est neutre vis-à-vis de l'aspect technologique Communication entre humains avant tout Ne présuppose pas de systèmes d'information particuliers Interopéabilité technique obtenue par des artefacts technologiques EAI XML Webservices Mise en valeur, intégration, migration des systèmes existants Par la standardisation des structures de données échangées Pas toujours présenté de cette façon
ISA95 : La norme, la réalité, le futur ­ Séminaire Psynapses 1/12/20004 © 2004 Jean Vieille 117

Pourquoi un tel succès ?
Propagation très rapide Partie 3 non publiée, déjà largement utilisée Clarification magique des interfaces ERP Développer asynchrone des interface, Evolution dissociée ERP / MES Définition fonctionnelle structurée du MES Une infrastructure pour la spécification exhaustive des besoins fonctionnels Présentation simple Comparé aux précédents travaux de normalisation dans ce domaine Des concepts efficace pour un niveau de complexité acceptable Un sujet très chaud La France fait-elle encore valoir son exception ?...
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Les risques d'un engagement ISA95
« compatibilité », « conformité », maîtrise ISA95 Auto proclamation - Pas de certification/évaluation officielle, (Etude en cours à l'ISA) La norme est avant tout un recueil de bonnes pratiques Pas d'inter-opérabilité inhérente des solutions « S95 » Implique une compréhension intime de son contenu Situation 1 : équipe déjà compétente Risque de régression
· Gestion du changement, Effort de transposition du savoir-faire, · Ne pas tout « oublier » pour appliquer la norme

Situation 2 : équipe peu mature L'application accompagnée de la norme réduit le risque
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MERCI
jean.vieille@isa-france.org

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Johann Sebastian Bach. the music closest to silence, closest, in spite of its being so highly organized, to pure, one-hundred-degree proof Spirit" (Aldous Huxley, Island)