Business Direction Work Product - Draft

BUS 411 - Business Direction
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Contents
1.
Introduction...............................................................................................................4
1.1
Identification.................................................................................................................... 4
1.2
References..................................................................................................................... 4
2.
Business Direction Models.......................................................................................5
2.1
Business Direction Diagrams..........................................................................................5
2.1.1
Diagram: IOP:Integrated Operations Motivation.......................................................5
2.1.2
Diagram: PSC:Production Scheduling Motivation.....................................................6
2.1.3
Diagram: SMF:Smart Manufacturing Motivation (Discrete Industry).........................7
2.2
Missions, Strategies and Tactics.....................................................................................7
2.2.1
Missions................................................................................................................... 7
2.2.2
Strategies................................................................................................................. 7
2.2.3
Tactics..................................................................................................................... 11
2.3
Visions, Goals and Objectives......................................................................................16
2.3.1
Visions....................................................................................................................16
2.3.2
Business Goals......................................................................................................16
2.3.3
Business Objectives...............................................................................................20
2.4
Initiatives, Programs and Projects.................................................................................25
2.4.1
Initiatives................................................................................................................25
2.4.2
Programs................................................................................................................ 26
2.4.3
Projects..................................................................................................................27
2.5
Policies and Rules........................................................................................................ 31
2.5.1
Business Rules.......................................................................................................31
2.5.2
Business Policies...................................................................................................31
3.
Business Context....................................................................................................32
3.1
Diagrams...................................................................................................................... 32
3.1.1
Diagram: IOP:Integrated Operations......................................................................32
3.1.2
Diagram: SMF:Smart Manufacturing (Discrete Industry)........................................33
3.2
Org unit......................................................................................................................... 33
3.3
Actors........................................................................................................................... 34
3.4
Users............................................................................................................................ 38
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1. Introduction
1.1 Identification
This document presents the Business Direction Work Product for system Operations Information
Integration Subproject<Target System>, identified as the current target solution by property 4.3
Technical Environment of project IOP:Integrated Operations<Project>, itself identified as the target
project within the Rational System Architect team Solution Design encyclopaedia.
1.2 References
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2. Business Direction Models

2.1 Business Direction Diagrams
2.1.1 Diagram: IOP:Integrated Operations Motivation
ANY:Increase production nn%
ANY:Reduce operational cost
ANY:Increase HSE
ANY:Optimized production management

ANY:Increased focus on operations and maintenance
IOP:Integrated Operations Motivation

(Business Direction - Business Motivation
View)
System Architect
01 May, 2013 12:33
Comment
Needs rework
ANY:Increased production control

ANY:Optimized Condition based maintenance
ANY:Launch Integration project
ANY: Establish Condition Monitoring Centres
Figure 1 IOP:Integrated Operations Motivation
Description
No Description Defined
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2.1.2 Diagram: PSC:Production Scheduling Motivation

PSC:Increased Production Efficiency
PSC:Reduction in overall costs
PSC:Reduction in unplanned inventory
PSC:Accurate prediction & quote of production / delivery time
PSC:Improved resource utilization
PSC:Integrated with resource availability in MES
PSC:Integrated with ERP & Master plans
Figure 2 PSC:Production Scheduling Motivation
Description
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2.1.3 Diagram: SMF:Smart Manufacturing Motivation (Discrete Industry)

ANY:Increase HSE

SMF:Smart Manufacturing Motivation

(Discrete Industry) (Business Direction Business Motivation View)
System Architect
Thursday, April 25, 2013 3:41 AM
Comment
Needs rework
ACM:Increased production control

ACM:Optimized Condition based maintenance
ACM: Establish Condition Monitoring Centres
Figure 3 SMF:Smart Manufacturing Motivation (Discrete Industry)
Description
2.2 Missions, Strategies and Tactics

2.2.1 Missions
2.2.2 Strategies
2.2.2.1
ANY:Increased production control
Description
A key business problem in many manufactruing scenarios is lost volumes
Drives towards
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Business Goals
ANY:Increase
production nn%
2.2.2.2
ANY:Launch
Integration project
ANY:Optimized Condition based maintenance
Description
Manufacturing processes seek to eliminate / fix, inefficient operation & maintenance through the
new Condition Based Maintenance strategy, taking advantage of KPIs based on realtime data
availability
Drives towards
Business Goals
Informs Tactics
Supports Missions
Guided by Policies
ANY:Reduce
operational cost
ANY: Establish
Condition Monitoring
Centres
2.2.2.3
Business Strategy
Description
This definition is simply for diagram legend purposes.
No Details
2.2.2.4
EDH:Extract value out of existing infrastructure
Description
After decades of building out infrastructure in capital intensive industries such as manufacturing,
power generation, and transportation, businesses and governments are now looking for ways to
extract more value from their existing infrastructure to build a Smarter Planet
No Details
2.2.2.5
EDH:Improve the handover process from design to operations
Description
improve the handover process from engineering and construction to operations and maintenance in
order to accelerate production go-live for large capital investments
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No Details
2.2.2.6
EDH:Increase standardization
Description
No Details
2.2.2.7
EDH:Reduce usage of paper and manual entry
Description
No Details
2.2.2.8
License to Operate
Description
Obtain and maintain a license to operate in environmentally sensitive locations.
No Details
2.2.2.9
MAL:Gather Consumer Insight to Develop Targeted Marketing
Campaigns
Description
Drives towards
Business Goals
Informs Tactics
Supports Missions
Guided by Policies
MAL:Acquire Analytics
Capabilities
MAL:Enhance
Campaign
Management
Capabilities
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2.2.2.10
MRM:Adopt Industry Best Practices for Engineering Change Process
Description
No Details
2.2.2.11
MRM:Drive higher process automation across PLM domains
Description
Drives towards
Business Goals
Informs Tactics
Supports Missions
Guided by Policies
MRM:Integration of
Product Data
Management Systems
MRM:Integrate PDM
and ERP systems
MRM:Reduce manual
steps in EBOM to
MBOM conversion
MRM:Reduce paper
based exchange of
product data between
PDM & ERP
2.2.2.12
ERP
MRM:Reduce paper based exchange of product data between PDM &
Description
Drives towards
Business Goals
Informs Tactics
Supports Missions
Guided by Policies
MRM:Integrate PDM
and ERP systems
MRM:Implementation
of Robust Engineering
Change Management
Workflow
MRM:Integration of
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Product Data
Management Systems
2.2.2.13
Open communication with Domain Experts
Description
Open Collaboration & sharing with environmental domain expert across the world
Drives towards
Business Goals
Informs Tactics
Supports Missions
Guided by Policies
License to Operate
Responsible
Production Operations
2.2.3 Tactics
2.2.3.1
ANY: Establish Condition Monitoring Centres
Description
Formulated to Achieve
Objectives
Achieves Strategies
Guided By Business Rules
ANY:Optimized Condition
based maintenance
2.2.3.2
Description
A commonly used tactic which is found to be highly beneficial is, to launch integration of systems
and devices across layers to realize array of business benefits.
Objectives
Achieves Strategies
ANY:Increased focus on
operations and maintenance
ANY:Increased production
control
BUSINESS_RULE_1
2.2.3.3
Business Tactic
Description
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No Details
2.2.3.4
EDH:Automated population of operational model
Description
No Details
2.2.3.5
EDH:Electronic transfer of information
Description
No Details
2.2.3.6
EDH:Standards based integration
Description
No Details
2.2.3.7
MAL:Acquire Analytics Capabilities
Description
Acquire analytics capabilities to extract useful consumer insights from vast amounts of consumer
data available online
Objectives
Achieves Strategies
MAL:Gather Consumer Insight

to Develop Targeted Marketing
Campaigns
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2.2.3.8
MAL:Enhance Campaign Management Capabilities
Description
Enhance campaign management capabilities in order to deliver more effective and opportune
campaigns targeted at appropriate consumer segments and supporting the collaboration of
suppliers and channel partners
Objectives
Achieves Strategies
MAL:Gather Consumer Insight

to Develop Targeted Marketing
Campaigns
2.2.3.9
Workflow
MRM:Implementation of Robust Engineering Change Management
Description
Engineering Change Management regulates the business process by which an engineering change
is requested and propagated throughout the product development pipeline. It supports this process
in the context of inter- or intra-enterprise collaboration.
This Engineering Change Management process should be defined both within a domain (like
Design and Engineering), as well as across the domains (like Manufacturing).
Objectives
Achieves Strategies
MRM:Reduce paper based

exchange of product data
between PDM & ERP
2.2.3.10
MRM:Integrate PDM and ERP systems
Description
Objectives
Achieves Strategies
MRM:Drive higher process

automation across PLM
domains

between PDM & ERP
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2.2.3.11
MRM:Integration of Product Data Management Systems
Description
Within a single enterprise or across the partner value chain a variety of Product Data Management
(PDM) systems can be found, each used with a specific focus and usually containing only pieces of
a whole product. Sometimes an enterprise acquires multiple PDM systems due to mergers and
acquisitions. It is therefore necessary to integrate the various PDM systems in order to efficiently
exchange data during the product lifecycle
Objectives
Achieves Strategies

domains

between PDM & ERP
2.2.3.12
MRM:Reduce manual steps in EBOM to MBOM conversion
Description
Objectives
Achieves Strategies

domains
2.2.3.13
ERP
MRM:Reduce paper based exchange of product data between PDM &
Description
Engineering change processes should be ideally automated. The engineering change orders
should be initiated and processed through appropriate backend systems. There are cases where
these processes are implemented with paper based manual processes. Since paper based
processes skip system validations, they can cause serious errors resulting in delays and costing
money. Hence reduction of paper based processes is one of the high priority objectives in any
typical industry automation scenario
Objectives
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2.2.3.14

domains
Non-proprietary Communication
Description
Commicate with domain experts and others using open standards based 'languages'.
Objectives
Achieves Strategies
Open communication with

Domain Experts
2.2.3.15
PSC:Integrated with ERP & Master plans
Description
Objectives
Achieves Strategies
PSC:Accurate prediction &

quote of production / delivery
time
PSC:Improved resource
utilization
2.2.3.16
PSC:Integrated with resource availability in MES
Description
Objectives
Achieves Strategies
PSC:Accurate prediction &

quote of production / delivery
time
PSC:Improved resource
utilization
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2.3 Visions, Goals and Objectives

2.3.1 Visions
2.3.2 Business Goals
2.3.2.1
ANY:Increase HSE
Description
A key goal for Smartoil is to maintain and increase the focus on HSE, Health, Safety and
Environment.
Target Date
Priority
Owning Organisation Unit
Exploration and Production
Supported by
Strategies
Supports
Visions
Guided by
Business
Policies
Informs
Business
Objectives
Supports
Business
Drivers
Progress
measured by
ANY:Increase
d focus on
operations
and
maintenance
ANY:Strength
en HSE
through
increased
collaboration
2.3.2.2
Description
Economic potential of IO estimated to 60 BUSD
80% of potential related to improved production and increased reserves,
20% to cost reductions
Key drivers:
-Reservoir & production management
-Drilling and operation & maintenance
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-Investments in smart sensors, networks, integration platforms, new decision support and
collaboration tools, and change management
Target Date
Priority
Supported by
Strategies
Supports
Visions
Guided by
Business
Policies
Informs
Business
Objectives
Supports
Business
Drivers
Progress
measured by
ANY:Increase
d production
control
ANY:Optimize
d production
management
2.3.2.3
Description
Many offshore facilities of 20+ years of age is costly to operate. Reduce cost in these business
processes is a key driver
Target Date
Priority
Supported by
Strategies
Supports
Visions
Guided by
Business
Policies
Informs
Business
Objectives
Supports
Business
Drivers
Progress
measured by
ANY:Optimize
d Condition
based
maintenance
ANY:Increase
d focus on
operations
and
maintenance
2.3.2.4
Business Goal
Description
No Details
No Relationship Details
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2.3.2.5
Goal_1
Description
No Details
2.3.2.6
License to Operate
Description
Obtain and maintain a license to operate in environmentally sensitive locations.
No Details
Supported by
Strategies
Supports
Visions
Guided by
Business
Policies
Informs
Business
Objectives
Supports
Business
Drivers
Progress
measured by
Open
communicatio
n with Domain
Experts
Capture and
Feed
Supports
Business
Drivers
Progress
measured by
2.3.2.7
Translate
sensor data
into useful
information
PSC:Increased Production Efficiency
Description
No Details
Supported by
Strategies
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Visions
Guided by
Business
Policies
Informs
Business
Objectives
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2.3.2.8
PSC:Accurate
prediction &
quote of
production /
delivery time
PSC:Reduction in overall costs
Description
No Details
Supported by
Strategies
Supports
Visions
Guided by
Business
Policies
Informs
Business
Objectives
Supports
Business
Drivers
Progress
measured by
PSC:Reductio
n in
unplanned
inventory
2.3.2.9
Responsible Production Operations
Description
Responsible production operations and no harm to the environment
No Details
Supported by
Strategies
Supports
Visions
Guided by
Business
Policies
Informs
Business
Objectives
Supports
Business
Drivers
Progress
measured by
Open
communicatio
n with Domain
Experts
Capture and
Feed
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sensor data
into useful
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2.3.3 Business Objectives

2.3.3.1
Description
A key Smartoil business problem is inefficient operation & maintenance
No Details
KPIs
Achieved by
Tactics
Guided By
Business Rules
Objective
achieved through
Initiatives
Achieves
Business Goals
ANY:Launch
Integration project
BUSINESS_RUL
E_1
BI_New decision
support and
collaboration
tools
ANY:Reduce
operational cost
ANY:Increase
HSE
BI_Establish new
modelbased
integration
platforms,
BI_Invest in
instrumentation
and in smart
sensors
2.3.3.2
Description
-Investments in smart sensors, networks, integration platforms, new decision support and
collaboration tools, and change management
No Details
KPIs
Achieved by
Tactics
Guided By
Business Rules
Objective
achieved through
Initiatives
Achieves
Business Goals
BI_Invest in
instrumentation
ANY:Increase
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and in smart
sensors
production nn%
BI_Establish new
modelbased
integration
platforms,
BI_New decision
support and
collaboration
tools
2.3.3.3
ANY:Strengthen HSE through increased collaboration
Description
No Details
KPIs
Achieved by
Tactics
Guided By
Business Rules
Objective
achieved through
Initiatives
Achieves
Business Goals
ANY:Increase
HSE
2.3.3.4
Business Objective [* RESERVED for diagram legend *]
Description
No Details
2.3.3.5
Capture and Feed
Description
Capture and feed relevant environmental data to data consumers in the life-cycle of oil & gas
assets based on flexible and robust solution design
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No Details
KPIs
Achieved by
Tactics
Guided By
Business Rules
Objective
achieved through
Initiatives
Achieves
Business Goals
License to
Operate
Responsible
Production
Operations
2.3.3.6
Objective_1
Description
No Details
2.3.3.7
OII:Leverage existing investment
Description
No Details
2.3.3.8
OII:Real-time production visibility
Description
No Details
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2.3.3.9
PSC:Accurate prediction & quote of production / delivery time
Description
No Details
KPIs
Achieved by
Tactics
Guided By
Business Rules
Objective
achieved through
Initiatives
Achieves
Business Goals
PSC:Integrated
with ERP &
Master plans
PSC:Increased
Production
Efficiency
PSC:Integrated
with resource
availability in
MES
2.3.3.10
PSC:Improved resource utilization
Description
No Details
KPIs
Achieved by
Tactics
Guided By
Business Rules
Objective
achieved through
Initiatives
Achieves
Business Goals
PSC:Integrated
with ERP &
Master plans
PSC:Increased
Production
Efficiency
PSC:Integrated
with resource
availability in
MES
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2.3.3.11
PSC:Reduction in unplanned inventory
Description
No Details
KPIs
Achieved by
Tactics
Guided By
Business Rules
Objective
achieved through
Initiatives
Achieves
Business Goals
PSC:Reduction in
overall costs
2.3.3.12
Translate sensor data into useful information
Description
Turn environmental sensor data (combined with other relevant operational data) into useful
information for relevant stakeholders and integrate this in daily asset operations throughout the lifecycle of the field
No Details
KPIs
Achieved by
Tactics
Guided By
Business Rules
Objective
achieved through
Initiatives
Achieves
Business Goals
License to
Operate
Responsible
Production
Operations
2.4 Initiatives, Programs and Projects

2.4.1 Initiatives
2.4.1.1
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Description
Initiative ID
Owning
Organisation Unit
Other Involved
Org Units
Initiative
Organised as
Programs
Business
Objectives
BI_
ANY:Increased
focus on
operations and
maintenance
ANY:Optimized
production
management
2.4.1.2
BI_Invest in instrumentation and in smart sensors
Description
Initiative ID
Owning
Organisation Unit
Other Involved
Org Units
Initiative
Organised as
Programs
Business
Objectives
BI_
ANY:Increased
focus on
operations and
maintenance
ANY:Optimized
production
management
2.4.1.3
BI_New decision support and collaboration tools
Description
Initiative ID
Owning
Organisation Unit
Other Involved
Org Units
Initiative
Organised as
Programs
Business
Objectives
BI_
ANY:Increased
focus on
operations and
maintenance
ANY:Optimized
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production
management
2.4.1.4
Test
Description
Initiative ID
Owning
Organisation Unit
Other Involved
Org Units
Initiative
Organised as
Programs
Business
Objectives
BI_
2.4.2 Programs
2.4.2.1
BP_Smart Intergated Operations
Description
Supports Initiatives
Organised as Projects
ACM:Advanced Condition Monitoring

TAM:Turnaround Mgt
2.4.2.2
pool
Description
Supports Initiatives
Organised as Projects
IEM:Integrated Environment Monitoring

IOP:Integrated Operations
ECM:Enterprise Engineering Change
MRM:Manufacturing Release Mgt
PDC:Product Development Collaboration
PSF:Product & Services Framework (PSF)
RQM:Requirements Management
SDS:Software Development for Systems
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WAN:Warranty Analytics
2.4.3 Projects
2.4.3.1
ACM:Advanced Condition Monitoring
Description
Start Date
End Date
Project Manager
Is part of
Program
Current State
BP_Smart
Intergated
Operations
2.4.3.2
ECM:Enterprise Engineering Change
Description
New product introduction BPM enables updates of BoMs continuously as opposed to batch
operations so that latest and most accurate BoM is available to engineering and manufacturing. It's
a process based, automated feed of PDM data to ERP Systems and MES Systems based on
Business Events, such as Program Milestone, Data Maturity, Approval, etc. It also enhances the
release-to-manufacturing business process that integrates data from PDM and ERP systems
Start Date
End Date
Project Manager
Is part of
Program
Current State
pool
2.4.3.3
Engineering Handover and Commissioning
Description
Start Date
End Date
Project Manager
Is part of
Program
Current State
pool
2.4.3.4
IEM:Integrated Environment Monitoring
Description
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This project deals with monitoring the effects on the environment based on industrial impacts.
Start Date
End Date
Project Manager
Is part of
Program
Current State
pool
2.4.3.5
IOP:Integrated Operations
Description
Current Project
Start Date
End Date
Project Manager
Is part of
Program
Current State
pool
2.4.3.6
MAL:Marketing Analytics
Description
IBM Marketing Analytics solution helps researchers and organizations proactively bring data about
people's attitudes and preferences into their analytical decision making. Data Collection is the best
way for people to capture a complete perspective about their important constituents, making
research efforts more accurate and more efficient.
IBM Marketing Analytics solution improves direct decisions with insight into the opinions and
preferences of key stakeholders. It also creates and fields compelling surveys: integrating feedback
results into decision-making with a secure, centralized framework.
First, we help people take control of the entire research lifecycle, helping them conduct both
traditional and leading-edge survey research, faster. Then we help people reach a global audience,
gaining a breadth of understanding by collecting data in multiple ways efficiently. Finally, we help
people consolidate their research efforts, securing sensitive information and increasing its impact
by delivering results across the organization. IBM Marketing Analytics solution is the best way for
people to capture a complete perspective about their important constituents, making research
efforts more accurate and more efficient.
[source IBM's sales kit as referenced in the reference document section #1]
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2.4.3.7
pool
MRM:Manufacturing Release Mgt
Description
Design and Engineering form the first step in the end to end PLM domain. Parts, products and
assemblies are designed during the design & engineering phase. Engineers design the parts,
products, build assemblies and configure those using CAD systems and product data management
systems. The product data management (PDM) systems manage the lifecycle of the designed
artifact (part or product or assembly) within the design & engineering domain. These artifacts need
to be released for the consumption of manufacturing and resource planning systems. The released
artifacts should be transformed to suite the semantics and perspectives of the target applications
(like ERP), while preserving the engineering systems as the systems of record. Sometimes the
product design needs to change based on the field level observations or feedback from
manufacturing. These kinds of changes after the initial release are accomplished by means of an
"Engineering Change Order (ECO)". These ECOs provide a context for an engineer to go back and
revise the design of the engineering artifact, and release them to the ERP domain.
Today this release process is a complex sequence of manual steps that are error prone. Today
most of the manual steps are non-standardized, and hence they don't involve best practices. This
also results in long lead time in releases, results in incorrect bills of materials between engineering
and ERP systems. This discrepancy in the bills of materials causes issues like compliance failure,
which in turn causes further engineering change orders to fix them. These redundant engineering
change orders further drive the complexity of releases, cause more synchronization problem,
resulting in unnecessary delays in the product release stage increasing the overall cost of going to
the market with the product.
This project is designed to alleviate these issues by providing a solution that helps this
synchronization of design & engineering artifacts with downstream ERP systems.
Current Project
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Framework
Project
(Template) - To be
customzied &
reused for a
customer
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2.4.3.8
PDC:Product Development Collaboration
Description
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2.4.3.9
PSC:Production Scheduling
Description
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2.4.3.10
PSF:Product & Services Framework (PSF)
Description
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2.4.3.11
RQM:Requirements Management
Description
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2.4.3.12
SDS:Software Development for Systems
Description
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2.4.3.13
TAM:Turnaround Mgt
Description
Corporate decision model for strategic planning of turnarounds and shutdowns
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BP_Smart
Intergated
Operations
2.4.3.14
WAN:Warranty Analytics
Description
Warranty Analytics uses ACM solution as a precursor and enabler. The goal of Warranty Analytics is
to gain insights into the warranty claims and their root cause. The insight gathered on the warranty
data helps enterprises understand the service costs involved in offering warranties on their
products. It further helps the enterprises make a triad of decisions involving the price of warranty,
the time for which a product could be covered by a warranty claim, and the defects & usage
patterns against which the warranty could be offered. The "measurement like" data from back office
or warranty claims, can be analyzed using reports and analytical models in order to gain unique
insights into the patterns of warranty claims.
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2.5 Policies and Rules

2.5.1 Business Rules
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2.5.2 Business Policies

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3. Business Context
3.1 Diagrams
3.1.1 Diagram: IOP:Integrated Operations
Facility Automation
A_Commmon Client OPC based Solution
CL_OPC Write Data
A_Commmon Client Services based Solution
CN_WS_IIF
Industrial IT
Model Based Integration Hub
CN Historian Access
CN Historian Access
Data Historian System
CN_Realtime Access
CN_Historian_Access
Real Time Data System

Figure 4 IOP:Integrated Operations
Description
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3.1.2 Diagram: SMF:Smart Manufacturing (Discrete Industry)

Facility Automation

Actor ABB is Type
IT System
Short Name
CL_OPC Write Data

Actor ABB is Type
IT System
Short Name
CN_WS_IIF
Industrial IT
Model Based Integration Hub
CN Historian Access
CN Historian Access
Actor ABB is Type
IT System
Short Name
CN_Realtime Access

Actor ABB is Type
IT System
Short Name
CN_Historian_Access

Actor ABB is Type
IT System
Short Name

Actor ABB is Type
IT System
Short Name
Figure 5 SMF:Smart Manufacturing (Discrete Industry)
Description
3.2 Org unit

3.2.1.1
Facility Automation
Description
Facility Automation targets the plant based automation systems incljuding DCS control systems and
Data Historian systems
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No Additional Information Defined
3.2.1.2
Industrial IT
Description
Snmart Oil Industrial IT - targets the Plant based IT systems
3.2.1.3
Description
3.3 Actors
3.3.1.1
Description
The data historian system is responsible for storing time-series data from sensors on the oil and
gas facilities. A simple dataset is stored, containing Value, Timestamp and Quality. The output from
soecific sensors are TAGed. An average facility has ~25K primary measurement points (sensors),
and 150 to 250 K derived (soft) TAGs. This system is here containing two parts, one data historian
that is off-shore and one that is onshore. There is replication between these to ensure that the
onshore system is up to date with the required information. In the context of this solution and this
diagram, this entity represents the onshore system only. There are two major vendors, OSIsoft
(PI), and AspenTech (IP21). This is a facility specific system. There are 40 facilites.
Connector
Connect To
Data Historian(Time Series)
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CL OPC Read
Operations Information Integration Subproject
CL OPC Read
CN_Hist Repl
CN_Hist Repl
CN_Historian_Access
CN_Historian_Access
CN_Historian_Replicate
Production Status & History (OPC)
Integrated Operations Project
Connector
Connect From
CN_DCS-Historian_Write
CN_Hist Repl
CN_Hist Repl
CN_Historian_Access
CN_Historian_Access
CN_Historian_Access
CN_Historian_Access
CN_Realtime Access
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CN_Realtime Access
KPIs, Derived Measurements
3.3.1.2
Description
A Real Time Data System. This may be Data Historian System forwarding info from a DCS system,
or a DCS directly. Distributed Control System (DCS) - a control system of a manufacturing,
process or any dynamic system, in which the controller elements are distributed throughout the
system with each component sub-system controlled by one or more controllers. The system of
controllers is connected by networks for communication and monitoring. A DCS typically uses
custom designed processors as controllers and uses both proprietary interconnections and
Communications protocol for communication. Input & output modules form component parts of the
DCS. The processor receives information from input modules and sends information to output
modules. The input modules receive information from input instruments in the process (a.k.a. field)
and transmit instructions to the output instruments in the field. Computer buses or electrical buses
connect the processor and modules through multiplexer or demultiplexers. Buses also connect the
distributed controllers with the central controller and finally to the Human-Machine Interface (HMI)
or control consoles. Elements of a distributed control system may directly connect to physical
equipment such as switches, pumps and valves or may work through an intermediate system such
as a SCADA system This system may also include the safety and automation systems (SAS). The
SAS provides the ability to control and monitor the safetycritical parts of the facility, and take
appropriate actions. These systems require special certification, as they are "Safetry Critcal".
Example of these systems are large SCADA systems such as ABB 800XA, Honeywell Experion
PKS , Yokogawa, etc. These systems may also be focused on special highvalue equipment, such
as rotating equipment systems, controling pumps and generators. Vendors here are for example
GE/Bentley Nevada, SKF, Turbowatch, Schlumberger Avocet . This is a facility specific system. 40
facilites.
Connector
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CN_Realtime Access
CN_Realtime Access
3.3.1.3
Description
This represents an application taking advantage of the IIF solution. One such application is a
Production Optimization solution. In this case this is an existing system using OPC native protocols
3.3.1.4
Description
This represents an application taking advantage of the IIF solution. One such application is a
Condition Monitoring solution. In this case this is a new system using Web Services protocol
3.4 Users
No Definition
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Business Direction Work Product - Draft

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BUS 411 - Business Direction

Encyclopedia: IndustrialSector_2013_INTSUPCHN (MSSQLSVR)<SAEncyName>

Date of next revision

Revision Revision Date Summary of Changes

Business Direction Models.......................................................................................5

Business Direction Diagrams..........................................................................................5

Diagram: IOP:Integrated Operations Motivation.......................................................5

Diagram: PSC:Production Scheduling Motivation.....................................................6

Diagram: SMF:Smart Manufacturing Motivation (Discrete Industry).........................7

Missions, Strategies and Tactics.....................................................................................7

Visions, Goals and Objectives......................................................................................16

Initiatives, Programs and Projects.................................................................................25

Policies and Rules........................................................................................................ 31

Diagram: IOP:Integrated Operations......................................................................32

Diagram: SMF:Smart Manufacturing (Discrete Industry)........................................33

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2. Business Direction Models

ANY:Reduce operational cost

ANY:Optimized production management

IOP:Integrated Operations Motivation

ANY:Increased production control

ANY:Launch Integration project

ANY: Establish Condition Monitoring Centres

Figure 1 IOP:Integrated Operations Motivation

2.1.2 Diagram: PSC:Production Scheduling Motivation

PSC:Reduction in overall costs

PSC:Reduction in unplanned inventory

PSC:Accurate prediction & quote of production / delivery time

PSC:Improved resource utilization

PSC:Integrated with resource availability in MES

PSC:Integrated with ERP & Master plans

Figure 2 PSC:Production Scheduling Motivation

2.1.3 Diagram: SMF:Smart Manufacturing Motivation (Discrete Industry)

ANY:Reduce operational cost

ANY:Optimized production management

SMF:Smart Manufacturing Motivation

ACM:Increased production control

ACM: Establish Condition Monitoring Centres

ANY:Launch Integration project

Figure 3 SMF:Smart Manufacturing Motivation (Discrete Industry)

2.2 Missions, Strategies and Tactics

ANY:Increased production control

ANY:Optimized Condition based maintenance

EDH:Extract value out of existing infrastructure

EDH:Improve the handover process from design to operations

EDH:Reduce usage of paper and manual entry

MRM:Adopt Industry Best Practices for Engineering Change Process

MRM:Drive higher process automation across PLM domains

MRM:Reduce paper based exchange of product data between PDM &

Open communication with Domain Experts

ANY: Establish Condition Monitoring Centres

Guided By Business Rules

ANY:Launch Integration project