Presenter Pat Desmond, Managing Director, SimoTech provides an overview of manufacturing solutions for the future

1. SYSTEMS INTEGRATION MANUFACTURING OPTIMISATION
www.simotechnology.com
“Unlock Your Manufacturing Data to Drive
Manufacturing Optimisation and Results”.
Manufacturing Solutions for the Future Seminar and Exhibition
Presenter: Pat Desmond, Managing Director, SimoTech

2. Presentation Topics
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Manufacturing Intelligence Overview
Business Drivers
What Data are we looking for?
Typical Solutions/Vendors
Developing the Business Case
Execution Strategies
Some Challenges

3. The Case for Change
“If you always do what you have
always done, you will always get
what you have always got”
Henry Ford 1863 – 1947
“If you fail to plan, you
are planning to fail!”
Benjamin Franklin 1706 – 1790
Roy Keane Saipan 2002

4. Speaker Background
25+ Years in Manufacturing Automation
Wide range of industries including Life Sciences, Food, Waste
Water, Oil & Gas, Chemicals
Primary focus on advancing operations by using the latest
technologies
Primarily working with the end users to realise the results on
the ground

5. My ‘DATA’ Career Profile
1 MB 8 Inch floppy
128 GB
“I am passionate about using every available piece of data to
maximise processes.
That why I got into the automation business in the first place”

6. SimoTech Overview
“SimoTech provide Automation and Manufacturing Information Systems
Professional Services and Solutions to Manufacturing Industry”
Particular expertise is in the area of Manufacturing Information Systems for
regulated industries such as Life Sciences and Food & Beverage
Experienced in all levels of hardware and software from field
instrumentation to Manufacturing Execution Systems
SimoTech’s team has worked as End Users, Engineering Consultants, System
Integrators and Project Managers so we are uniquely positioned to
understand the challenges from all aspects
“We provide Global Experience at Local Level”

7. Manufacturing Intelligence Overview
• Manufacturing Intelligence (MI) refers to an important class of information
technology that enables better decision-making and improved business
performance based on the ready availability of real time status and
performance metrics throughout the organization
• MI typically applies to production, planning and asset management
activities
• Typical objectives of MI are to achieve higher levels of production against
assets, reduce the cost of production and, ultimately, improve the bottom
line
• An MI platform aggregates, relates and presents operational and business
data in real time
• It does so in a manner that is intuitive and useful for every individual who
plays a role in delivering business results
• It can be applied initially to an individual site, and evolved to include all
sites, divisions, regions and the overall enterprise.

8. Business vs Manufacturing Intelligence
Objectives
Business Intelligence
Timeframe
Historical Data
(Months, Quarters,
Years)
Real-Time Data
(Min, Hrs, Days)
Financials, CRM,
Supply Chain
Manufacturing,
Engineering,
Quality,
People
Corporate
Corporate, Local
Focus
Strategic
Tactical
> 10 % of turnover
> 1 % of turnover
Areas of Interest
Cost Impact on
Organisation
Bottom Line
Manufacturing
Intelligence

9. Corporate Business Drivers
 Ensure consistent quality and performance across global operations
 Balance manufacturing with demand to optimize material usage and
asset utilization
 Improve and meet regulatory compliance
 Implement more flexible and agile manufacturing operations to
respond to rapidly changing market conditions
 Improve response to events that occur on the plant floor
 Meet demanding requirements and metrics for on-time delivery
through reduced repair time and increased OEE
 Reduce the cost of design, deployment, and support of
manufacturing and IT systems at global manufacturing plants

10. Industry Metrics
 Successful new product introductions – measured as the average share of NPI’s that hit
quality, time and volume targets
 Overall Equipment Effectiveness (OEE) – composite metric accounting for availability,
performance and product quality
 On Time and Complete Shipments – products delivered on time and complete as
compared to original commitment
 Operating Margin – a ratio of the profitability calculated as net income divided by
revenues or net profits divided by sales

11. The Challenge facing Manufacturing
Quality
Systems
Automation
Systems
LIMS
Process
Historian
CAPA
Training
Records
I know the
solution is here
somewhere !
Document
Mgmt
Machine
Data
Maintenance
Mgmt
MES
Production
Systems
Production
Planning
Inventory
Mgmt
ERP
Energy
Mgmt
Engineering
Systems

12. The Challenge facing Manufacturing
Quality
Systems
Automation
Systems
LIMS
Process
Historian
CAPA
Training
Records
I know the
solution is here
somewhere !
Document
Mgmt
Machine
Data
Maintenance
Mgmt
MES
Production
Systems
Production
Planning
Inventory
Mgmt
ERP
Energy
Mgnt
Engineering
Systems

13. CORPORATE
EXPECTATIONS
SHAREHOLDER VALUE
BUSINESS
RULES
ORDERS
SPECIFICATIONS
MATERIAL &
PRODUCT
FLOWS
PRODUCTION MODELS
RECIPES/BOMS
& ROUTES
EQUIPMENT
& ASSET
INSTRUMENT
DEVICE
I/O
TAGS
€€€
Perform
To
Demand
Performance
To schedule
Overall process
performance metrics
Quarters
Months
Weeks
Days
Correlate of work process data,
equipment data and product data
Hours
Operating data transformed into asset
performance KPIs
Hours
Large volumes of extremely detailed production
data from
multiple back-end data sources
Sensors, Actuators, Motors
Min
Sec
Ability of Organisation to respond to change
Increasing Strategic Value to the Enterprise
Manufacturing Intelligence Foundation

14. Leverage the Power of People
• What if everyone in your organization had an up to the minute view of
performance against individual and group objectives?
• What if everyone was presented with all of the information they need to
make good day-to-day decisions that will drive the individual and the
organization to higher levels of achievement
• What if you took the learning of the ‘Old Timers’ and Subject Matter
Experts and made it freely available to all
• What if you empowered employees, delivering the Right information, to
the Right Individual at the Right Time”
Faster Decision Making, More Informed Decision Making, More
Accurate Decisions, Less Reliance on Scare Senior Resources,
More Satisfied Workforce, Less Risk

15. Supply Chain Connectivity via ERP
ERP
Business
Unit 1
ERP
ERP
Business
Unit 2
ERP
Goods In
R& D /Pilot Scale
Goods Out
Goods In
R& D /Pilot Scale
Goods Out
Goods In
Bulk Production
Goods Out
Goods In
Bulk Production
Goods Out
Goods In
Finishing
Goods Out
Goods In
Finishing
Goods Out
Goods In
Packaging
Goods Out
Goods In
Packaging
Goods Out
Goods In
Distribution
Goods Out
Goods In
Distribution
Goods Out
Goods In
Retailer
Goods Out
Goods In
Retailer
Goods Out
Goods In
Consumer
Goods In
Consumer

16. Manufacturing Chain Connectivity
Business
Unit 1
R& D /Pilot Scale
Data
Data
Data
Finishing
Data
Data
Packaging
Bulk Production
Data
Data
Data
Data
Finishing
R& D /Pilot Scale
Data
Data
Bulk Production
Business
Unit 2
Data
Packaging
Business
Unit 3
R& D /Pilot Scale
Data
Bulk Production
Data
Data
Data
Finishing
Data
Packaging
Getting rid of the information silos between plants and between business
units

17. Production Train Connectivity
Raw Materials
Dispensed to
Manufacturing
Data
Data
Raw Materials
Dispensed to
Manufacturing
Data
Raw Materials
Dispensed to
Manufacturing
Data
Unit Operation 1
Data
Data
Unit Operation 1
Data
Data
Unit Operation 1
Data
Data
Unit Operation 2
Data
Data
Unit Operation 2
Unit Operation 2
Data
Unit Operation 3
Data
Data
Data
Unit Operation 3
Unit Operation 3
Data
Data
Data
Finished Goods Return
to Warehouse
Data
Finished Goods Return
to Warehouse
Data
Data
Finished Goods Return
to Warehouse
Getting rid of the information silos within plants

18. Reference Plant IS Architecture
Level 5
Level 4
Enterprise Network
Site Business Planning and Logistics Network
E-Mail, Intranet, etc.
Terminal
Services
Patch
Management
Application
Mirror
Level 3
Level 2
Level 1
Level 0
SCADA
Client
Batch
Control
Engineering
Workstation
Operator
Interface
OEM
Client
Discrete
Control
Sensors
Domain
Controller
Engineering
Workstation
Drive
Control
Drives
AV
Server
Firewall
Web
EMail
Application
Server
Web
Services
Operations
MES
Application
Server
Enterprise
Zone
Continuous
Process
Control
Actuators
Firewall
Site Manufacturing
Operations and
Control
DMZ
Manufacturing
Zone
Area
Supervisory
Control
Operator
Interface
Basic Control
Safety
Control
Robots
Process
Cell/Area
Zone

19. Typical Software Solutions Providers
 Siemens HQX
 Werum PAS-X
 SAP Mii
 Rockwell FT Vantage Point
 Rockwell FT Production
Suite
 Informetrics InfoBatch
 Camstar Entreprise Platform
 GE Proficy RtOi
 Siemens SIMATIC IT
 Wonderware Archestra
Operational
Intelligence
Solutions
Manufacturing
Execution
Systems
Do you need an Execution System, and Information system, or both?

20. Implementation Strategy
Take it one step at a time, avoid the big bang

21. Prove The Theories Before Jumping In
• Build a team that is passionate about the opportunities
(Visionaries and Salesmen)
• Start with a Pilot, take a vertical slice of the plant or
organisation
• Involve Stakeholders from all disciplines
• Encourage participation from global locations
• Secure involvement of technology suppliers
• Don’t assume the ‘market leader’ has the best solutions
(technology is changing everyday)
• Finally develop your detailed requirements

22. Roll-Out Strategy
Plant Type 1 (Core
Plant Type 1 (Core
+ Site Specific
+ Site Specific
Customisations)
Customisations)
Plant Type N (Core
Plant Type N (Core
+ Site Specific
+ Site Specific
Customisations)
Customisations)
Core Solution
(Common to all
plants
Plant Type 2 (Core
Plant Type 2 (Core
+ Site Specific
+ Site Specific
Customisations)
Customisations)
Plant Type 3 (Core
Plant Type 3 (Core
+ Site Specific
+ Site Specific
Customisations)
Customisations)
Feed from the core and feed back to the core.
Core changes should have a solid governance process

23. Formulating the Business Case
• Develop a Project Charter
• Identify Stakeholders
• Operations Project NOT an IS Project
• Identify the Success Criteria
• Establish the tangible and non tangible benefits
• Tie the project goals and improvements back to the
business strategy

24. Typical ROI Strategies
ROI Must be Tangible and Measurable
Cost of Labour





Avoid or reduce head count,
Use less qualified resources, less training
Divert experienced resource to higher value tasks,
Share expertise among plants,
Encourage experience people to stay longer and avoid re-training
Cost of Capital
 Avoid buying additional equipment
 Get the existing equipment to run more efficiently
 Use under resourced equipment in the network
Cost of Lost Opportunities
 Reduce time to market on new products,
 Reduce downtime and supply more of the market
 Reduce manufacture to shipment time

25. Typical ROI Strategies
Cost of Reputation
 Reduce product recalls,
 Increase quality
 Reduce consumer price
Cost of Raw Materials
 Use less raw materials,
 Ensure the raw materials we are using meet quality requirements
Cost of Overheads
 Reduce energy requirements
 Reduce management supervision
 Reduce transportation and storage

26. Challenges (The Obvious Ones)
• IT Infrastructure (speed, redundancy, storage capacity,
resilience, connectivity, security)
• Data Quality and Context (Rubbish In, Rubbish Out)
• Data Validation (is the information going to be used for
regulated product release or investigations)
• Business Re-Engineering and Re-Training
• Fear Factor (Is Big Brother watching, do people want to be
held accountable)
• Availability of Key Resources during project execution (Todays
production always has priority)

27. Challenges (The Obvious Ones)
• Can you really measure ROI (sure would we not would have got
those savings anyway
• Over Expectation (this is not YouTube or Google, it does not
contain all the answers!!!)
• Scope Creep
• Industry Expertise (is the experience out there?)
• The Known Unknowns

28. Thank You for Your Attention
Pat Desmond
pdesmond@simotechnology.com
086-8504844