Tentitave Diagram to illustrate
A journey towards transforming People, Business Processes and Technical Tools towards the Digital Age.
This is the Tentative Title Figure.
Data Infrastructureat the center of a trilogy of People, Business Processes and Technology totransform their world in the new Digital Age.
A Journey towards a digitaltransformation in the Process Industries
Note: Draftby O.A. Bascur
Chapter 1. Froma traditional strategy to an industrial digital data infrastructure
“In Godwe trust; all others must bring data.” W. Edwards Deming.
CHAPTER SUMMARY: Operating Intelligence Concept. This is chapter is inspired on the Creating “TheLiving Company. It presents IDEA Strategy (Infrastructure, Data, Engineeringand Analysis). It shares that a digitaltransformation needs an alignment with the company mission and implemented as aprogram rather than a project over the long term. Operational and Safety issuesare described as part of their Operational Excellence quest. Presents three steps deployment plan approvedby management.
Chapter2. On thepath to a business process transformation: Establishing the operationalexcellence team
“Continuousmeasures are one those factors than be measured on an infinitely-divisiblescale; weight, height, time, temperature, pressure, ohms, money, energy,flow. Youcan't manage what you don't measure.” Peter F. Drucker
CHAPTER SUMMARY: Enterprise Process Continuous Improvement andInnovation becomes part of ProcIndustries DNA. Unifying themes: Process Unit Data Model, Collaborative Workflows, Bigchanges can be achieved by many strategic small improvements. It presents a new business workflow paradigmthat start at the sensor level to generate operational and businessimprovements rather than just a transactional traditional system.
Chapter 3. Integration of Time and Data -Infrastructure Data Engineering and Analysis = IDEA Strategy
Everythingshould be made as simple as possible, but not simpler. Albert Einstein.
CHAPTER SUMMARY: Insights generated by asset data classificationfor immediate actions and further analysis. This chapter presents a strategyfor an accelerated adoption using a standard Process Unit object data and timemodels. ProcIndustries description ofthe follow the money initiative. Events become the new transactions for further analysis and implementation of process andequipment improvement strategies. The Infrastructure Data Engineering and Analysis Concept (IDEA) is thestrategy that ProcIndustries decides to move forward with. Many projects can be implemented with a realtime data infrastructure. Moving towards a program rather than a traditionalproject implementation.
Chapter 4. The Human behind the Data:Visualization and Collaboration
Give a Man a Fish, and You FeedHim for a Day. Teach a Man To Fish, and You Feed Him for a Lifetime
Anne Isabella Thackeray Ritchie's(1837–1919)
CHAPTER SUMMARY: Human aspects for collaboration andcapturing knowledge for adaptation and perpetual improvements. Implementationmethodology. Communication to Top Management.
Chapter 5. IDEA Strategies for Prevention ofAbnormal Situations
Oneevent can be the cause of another only if they both can brought within the samepoint of space. Andre Breton
Thescarce resource never was technology, it was the set of managerial capabilitiesneeded to create value with that technology, Vijay Gurbaxani, Professor ofInformation Systems, UC Irvine
CHAPTER SUMMARY: This chapter provides seven examplesusing the data classification based on predetermined conditions for alerting ofan abnormal situation for further assessment and action. It enables to compare families of assetsbased on their operating conditions for evaluation of their performance.
Chapter 6. IDEA has been around and successfullyimplemented
“TheMission of the Plant is to fulfill the strategy of the corporation, but to doit in such a way that increase the chances of the plant surviving when the nextstorms hits.” Arie de Geus,
CHAPTER SUMMARY: ProcIndustries summarizes the EIDI(Enterprise Industrial Data Infrastructure) implementations by early adaptorsusing the principles of continuous improvement in a standard way to simplifythe implementation, maintenance and enterprise wide analysis of process unitsand assets in general. These companiesusing Enterprise Data and Time Context are: Endesa, Cemex, Anglo-AmericanPlatinum, MOL, BR Group, Alcoa and Suncoke.
Chapter 7. External Connectivity via the Cloud forEquipment and Processes Remote Support
“Wecannot solve problems with the same thinking we used when we created them”,Albert Einstein.
CHAPTER SUMMARY: This chapter provides the next stepfor ProcIndustries to get external process and equipment services as proposedby Paul. This is based on the work andpaper written together with Anglo-American. It presents the example of Anglo-American sharing the data with Outotecin Finland to provide external support to reduce water content and the energyramifications business improvements as described by our customers in details.
Chapter 8. IDEA integrated to Business Systems
“Henceforthspace by itself, and time by itself, are doomed to fade away into mere shadows,and only a kind of union of the two will preserve an independent reality”,Hermann Minkowski, 1907.
CHAPTER SUMMARY: This chapter describes whatProcIndustries is planning to accomplish in their work pipeline to achievetheir goal of implementing their Operational Excellence Program. ProcIndustriesrealized in Chapter 4 the opportunity to use space and time for the logisticspilot that they did to demonstrate to management to capabilities of theirindustrial data infrastructure.
ProcIndustries take consider the ESRI PI Integrator toexpand on their initiative early initiative to monitor their logistics.
ProcIndustries takes a look into exploring deeper theintegration of their refineries with their ERP System for improving theirinitiative described in Chapter 5 to extend the capabilities of predictingequipment failures based on the current conditions and historical assessment oftheir compressors, pumps and other rotating equipment. They will also look at improving their ProductionPlanning and Execution initiatives developed in Chapter 3 for onerefinery. This last initiative was theirproof of concept that got their management approval for moving forward with anenterprise program.
Chapter 9. ProcIndustries Digital Infrastructure Roll out
Itis by nature strategic: it creates possibilities that did not exist before, butwithout innovative processes all you have accomplished is the automation ofcurrent bad processes and procedures and sometimes this only does bad thingsfaster and more accurately. Dr. Pat Kennedy, RtPM for the Nuclear Industrypaper.
CHAPTER SUMMARY: This Chapter provides some theinsights on how ProcIndustries has to provide the right business case to theirmanagement for transforming their enterprise towards achieving theiroperational excellence goals. They willfind that due to changes in their safety and environmental issues they musthave a standard way to reduce emissions and increase the health of theiremployees. This business strategy forsurvival of their company and to empower their people toward a knowledge baseddecision making will be an excellent strategy based on their current businessand economic factors.
Chapter 10. Future Directions. Integration with thecommunities
The“interdependence” of organizations is different than anything we ever meantbefore by this term. Peter F. Drucker
CHAPTER SUMMARY: This chapter will review thechallenges going from the Industry 3.0 to the next Industry 4.0 (DigitalAge). It will look at the importance ofthe enterprise roll out and a look to involving communities for a successfulprogram.
It will expand on the capabilities for machine learning andpredictive analytics touch briefly in the chapter 4 as the transformation oftheir engineering force become more proactive and with additional time to thinkand to improve overall business performance rather than spending 50% of theirtime extracting data from silos and cleaning data.
Expanding and integrating real time operational intelligencein an embedded CIIP strategy. Early detection, early avoidance, Modeling,Predictions, Optimization, Collaboration, Coordination.
Appendix I Data Treatment (by Pat) and DataHierarchy
Appendix II What is real time? Definitionof a New Enterprise Data Infrastructure
Appendix III Six Sigma and ProcessAnalytics Tools
Appendix IV A digital Plant transformationexample. Getting started with an ObjectOriented Data model and Time Context
Retrieving data ...