Factory Machine Automation Playbook v12

2014 EDITION

FACTORY & MACHINE AUTOMATION PLAYBOOK HOW TO SUCCESSFULLY IMPLEMENT FACTORY & MACHINE AUTOMATION PROJECTS

M a

c h c h i i n B u ne u i e i l l d de e r r O E C h h o o c Ms M c k k f u a d d v l l l o f l v i i c f p c e e r a r f o r a c c t i r t h i c h e c a a l e m a t b u l u i i l l d d e c c h e r h r a s i i n n e e r s w e r y y e n l l l l a s n d d u s s s e e r r ! !

Hands-on practical advice on selecting and implementing controllers, motion control, drives, HMI, I/O, networking, pneumatics, robotics, sensors, vision, and much more. Also inside:  Project

Management Tips

 Common

 Energy

Ma nagement Advice Management

 Asset

Project Mistakes

Ma nagement Guide Management

 Safety  OEE

& Security Tips

& Lean Manufacturing

FACTORY & MACHINE Automation Playbook

SPONSORS

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SPONSORS

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CONTENTS 7

Playbook Advisors

8

Contributors

11

Introduction

Section 1: Planning and implementing an automation project

14

12 points points to consider before before even beginning your automation project

17

Nine tips for automation project managers

20

Automation project management from a machine builder’s perspective

25

How to justify capital projects: Speaking finance gets results

35

Eight tips for selecting the right automation system components

37

How to properly select and and vet a system integrator

43

12 common mistakes people make in automation projects

47

10 ways ways your your automation automation project project can fail and how to prevent prevent it

OEM machine designers (in addition to automation end users) will specifically find useful tips in highlighted articles.


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CONTENTS Section 2: Selecting products to build your automated system

52

16 best practices for specifying PLCs, PACs or PC controllers

58

10 steps to creating the perfect HMI

63

Eight steps to I/O engineering success

65

11 recommendations for selecting motors and drives

70

Four tips for improving motion control systems

72

Seven considerations for applying servo drives, motion controllers and PLCs

75

Seven issues to think about before you develop an industrial network

77

Six things to think about when you get down to the network details

79

Five considerations for implementing Ethernet for an industrial network

82

Four tips for dealing with wireless latency and bandwidth issues

84

How network management systems aid firmware, configuration updates



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CONTENTS 86

12 tips for selecting and sizing pneumatic and hydraulic components

89

11 considerations for selecting and deploying industrial robots

93

A role for robots in lean

95

10 secrets to selecting and implementing sensors in industrial applications

101

Six critical considerations for successful machine vision applications

Section 3: Applying technologies to improve outcomes

106

Develop a strategy for asset management

107

Five best practices for more reliable asset management

109

Four considerations for monitoring equipment assets

111

Four tips for calibrating equipment

112

Nine strategies for achieving your energy management objectives

116

Nine recommendations for building effective manufacturing IT systems



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CONTENTS 119

13 ways to get the most out of OEE and lean manufacturing disciplines

125

Eight ideas for improving product lifecycle management

128

Seven human factors to consider when developing machine safety systems

132

Eight tips for the technical side of safety systems

136

Wiring, safety PLC programming critical to machine safety performance

138

Europe sets standards for safety design

139

Six strategies for creating a secure industrial network

144

Seven details to remember when implementing network security

147

Nine ways to get the most from simulation and CAD/CAM software

149

Five recommendations for implementing workflow systems

151 Vendor Selection Resource Guide OEM machine designers (in addition to automation end users) will specifically find useful tips in highlighted articles.


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PLAYBOOK ADVISORS Thomas A. Doney Senior Research Engineer Nestlé

Joe Martin President Martin CSI

Paul Brinks COO Koops Inc.

Jeff Miller, PMP Director of Project Management Interstates Control Systems Inc.

Stephen M. Goldberg Director - Information Technologies Matrix Technologies Inc.

Howard Skolnik President/CEO Skolnik Industries

Michael Hake Senior Facilities Systems Support Technician Data Device Corp.

Arthur C. Smith Senior Automation Controls Engineer MT&E - Machine & Automation Systems Corning Inc.

Robert Lowe Executive Director Control System Integrators Association (CSIA)


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CONTRIBUTORS Michael Mikolajczak Bryan Sisler ABB, USA

Jad Wehbe Automate, Lebanon Germany - Qatar

Alex Miller ABB Robotics, USA

Rafael Arevalo Duque Automatizacion Ingenieros Especialistas sas, Colombia

Larry W. Ostrander CADD Tech Support, USA

Peter van den Berg Avans University of Applied Science, the Netherlands

John F. Wozniak CC-Link Partner Association, USA

Stanley Moses Bahwan CyberTek Inc., USA

Johnny Sorensen Chr. Hansen, Denmark

John Malinowski Baldor Electric Company, USA

John Lewis Cognex Corp., USA

Mike Berryman Advantech, USA Wendy Jacintha AFLAC, Canada Leslie Crothers Almac, United Kingdom Rob Cotner Anixter, USA Carl Stelling Antaira Technologies, USA Lonnie Purvis Apex Manufacturing Solutions, USA John Coetzee Aristotle Consulting, South Africa Sujata Tilak Ascent Informatics Pvt. Ltd., India Dave Robinson Aurora Industrial Automation, USA

Shawn Day Henry Menke Balluff Inc., USA Jeremy Jones Baumer Ltd., USA Jingxu He Bayer, USA Mike Fahrion B&B Electronics, USA Eric Byres Mike Miklot Belden, Inc., USA

Abdulilah Alzayyat Jim Hulman Joaquin Ocampo Bosch Rexroth, USA

Mohbat Tharani COMSTATS Institute of Technology, Pakistan Hernan Gardiazabal ContrALL, Mexico Mike Cerda Control M Automation, Mexico Sanjay Mishra COTMAC Electronics Pvt. Ltd., India Roy Greengrass Del Monte Foods, USA A. Klemptner DTE Energy, USA

William Wang DuPont China, China

Kurt Wilde Henniges Automotive, USA

Tom Jensen Lenze, USA

Tim Matheny ECS Solutions Inc., USA

Satish Samineni Halcrow, Qatar

Stefano Linari Linari Engineering srl, Italy

Ed Nachel Elobau Sensor Technology Inc., USA

Tianshun Qiu IBM (China) Co. Ltd., China

Dan Perkins LINAK U.S. Inc., USA

Alexander Pinkham ICONICS, USA

Jagjeet Paul Little Systems, India

Joel Albert Industrial Networking Solutions, USA

Ken Lauer Middough, USA

Julian Martinez Emerson Network Power, Colombia Roy Adams ERA LLC, USA Vikram Kumar EZAutomation, USA John Holmes Festo Corp., USA Robert L. Fischer Fischer Technical Services, USA Eric Esson Frommelt Safety Products, USA Chris Alexander Givaudan Flavors, USA Dr. Colin Harrison Glasgow Caledonian University, United Kingdom

Josu Bilbao IK4-IKerlan, Spain John Wilson Integrated Automation, Australia Sudhendu Banerjee Instrumentation Ltd., India Majid Takabi JGC Co., Iran Tom England Kollmorgen, USA Pierre Lampron KSH Solutions Inc., Canada Chris Weigmann Lakeside Manufacturing, USA

George Hockett II Miniature Plastic Molding LLC, USA Deana Fu Bryan Knight Mitsubishi Electric Automation, USA Stephen Chilton Monozee Ltd., United Kingdom Todd Desso Eddie Lee Mike Werning Moxa Americas, Inc. Nelson South Nelson South Electrical, Australia

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CONTRIBUTORS Kenn Anderson Nova Systems Inc., USA Joe Sebastian Diane Trentini Optimation Technology Inc., USA Ben Orchard Opto 22, USA Scott Klages Parsec Automation Corp., USA Jose Gonzalez Valero PEMEX, Mexico Helge Hornis Pepperl+Fuchs, USA Mark Buckley Phoenix Contact, USA Rahul Aggarwal Prekar Services & Solutions, India Rafey Shahid Qanare Engineering, Pakistan

Mark Battisti QPoint Robotic Solutions, USA

Gilbert Brault Antonio Chauvet Schneider Electric, France

Dennis Sanchez RECOPE, Costa Rica

Johan Hult Schneider Electric, Sweden

Cheng Xinping Rockwell Automation, China

Robb Dussault John Boville Schneider Electric, USA

Chris Brogli Paul Brooks Douglas Henderson Jimmy Koh Amy Peters Fatime Ly Seymour Thomas Sugimoto Rockwell Automation, USA

Jerry Schultheis Schultheis Automation Control Systems Inc., USA

Mahendra Dissasekera Ronan Engineering Co., USA Sam Shorer SABMiller, South Africa Andrea Sammartino Saipem Spa, Italy Steve Sarovich Sardee Industries Inc., USA

Eder Mathias SEW-Eurodrive, Brazil Nesko Kontic SGS - Wind Energy Technology Centre, China Shamsol Shamus Shamus Technology Ent., Malaysia Dr. Gyan Ranjan Biswal Shiv Nadar University, Noida, India George Pease Show-Me Machine Works, USA

Jim Anderson Jill Oertel Aaron Schulke SICK, USA Tom Hoffman Jeff Miller Gregory Richards Siemens, USA Tomaz Vidonja Simplysens, Slovenia Mark A. Erickson Skills Improvement Inc., USA

Matthew T. Seiman Trelleborg Sealing Solutions, USA Ed Novak Trio Motion Technology, USA Pramod Parikh United Phosphorus Ltd., India Fernando Jimenez Universidad de los Andes, Colombia

Pat Gallagher Solar Automation Inc., USA

Alejandro Pena Universidad Distrital, Colombia

Lewis Gordon Tangent Services, USA

Gary Phillips URS E & C, USA

Peter Hook Tech Innovations LLC, USA

Bill Bobbitt Van’s Aircraft Inc., USA

Dave Szurek The Mackubin Group, USA

Sachin Kumar Vertex Automation System (P) Ltd., India

Assaf Beckman Tomatic, Israel

Pradeep Soni VSM Venture Control System P. Ltd., Noida, India

Charlie Norz WAGO Corp., USA Nathan Schiavo Wesco, USA Wilfredo Jimenez WJ Automation & Integration Corp., Puerto Rico Karen Leung Worleyparsons, USA Erik Nieves Yaskawa Motoman Robotics, USA Will Zurkan Zurkan Solutions, USA

� CONTINUED

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CONTRIBUTORS Individual Contributors, by Country Algeria Nesrine Chaouche

India Rajesh Keswani

Sarang Kulkarni Senthil Kumar Arunnun Loganathan Mukesh Negi Avinash Patil Naveen Kumar Ramasamy Babu Reddy T

Bosnia Bojan Djurdjevic Brazil Edson Gonçalves de Oliveira Canada Ed Kinakin

Iraq Amer H. Rasheed

Guatemala Moises Yac

Ireland Joe Burke

Egypt Mahmoud Abdel Fatah Abo Ahmed

Israel Victor Zaltsman

Pakistan Faisal Mirzam

Lithuania Genadij Nesterenko

Saudia Arabia Ghulam Rasul

Mexico Jorge Loza

Spain Antonio Anton Miquel Vall Boladeras

Netherlands R. Hulsebos

Hindrik Koning

Sri Lanka Suren Stambo

Nigeria Oladapo Akinbola Iyedupe

Taiwan Jin-Mu Lin

Norway Rune Saetre

USA Don Baechtel

Jim Brastauskas Daniel Bruno Bruce Centofanti Marc Emmerke Greg Fairchild Irene Farquhar Marty Grimes Tony Guzman Daniel Hood Joseph Kolo Rajendera K. Kapoor Michael Kinziger David Lamb Todd LaRoche Hian Yong Leong John Nix

Tim O’Brien Tony Olivieri Tony Perna Friedrich Purkert Ray Royal Stephen A. Sajewicz William Schmidt Accounties Smith Konstantyn Spasokukotskiy Joe Staples Jim Tennant Suresh Vasan Leonard Walsh Nick Wisniewski Venezuela Juan Nicolaidis

Thanks as well to the many contributors who preferred to remain anonymous.


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INTRODUCTION Manufacturers, machine builders and system i ntegrators have been automating production systems for more than 30 years. But as aging systems become obsolete, technology advances, competition becomes fiercer and priorities change, a new wave of automation is changing the landscape of manufacturing. The drive for cheaper, better, faster has added another element—the need to become smarter, not just about what’s happening on the production floor but about how companies use resources, the skills they require of their workers and how they interact with their customers and supply chains. This edition of Automation World’s Factory Automation Playbook will explore these themes, sharing guidance from your peers and suppliers about how to plan and manage automation projects,

how to justify an automation investment, how to select products, systems and service providers and how to achieve your business and technology objectives. Our thanks to the more than 275 people from 40-plus countries—from end-user companies, system integrators, machine builders, educators and automation suppliers—who have participated in the development of this playbook. They’ve volunteered to share some of the things they ’ve learned during their careers as a way to give back to this unique community. In the following pages, we’ll share their ideas about the best practices to follow and common pitfalls to avoid. We hope this information will be useful, whether you’ve been doing automation projects for more than a decade or are part of the � CONTINUED

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ON PAGE 12

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Introduction new generation of engineers just entering the field. The goal of this playbook is to help everyone achieve more successful factory and machine automation projects. Just as important, it is to remind all of us why automation adds value to our world. As one of our contributors pointed out, “Automation is not about technology—it is about people.

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Automation is a tool to help people. Keep those people, the stakeholders, in the forefront of your mind as you go about your work.“ 

Jeanne Schweder Contributing Editor


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SECTION ONE: PLANNING AND IMPLEMENTING AN AUTOMATION PROJECT


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12 points to consider before even beginning your automation project The first step s tep in any automation a utomation project pro ject is the most critical c ritical one: Define your objectives. The more thorough and detailed this definition is, and the earlier in the process it can be achieved, the greater the likelihood that the project will be completed successfully.

3. Helping people. Automation can do many things, but one must be aware that its purpose is to do real things in a given ecosystem. Keep in mind that the goal is to have systems engineered to serve humans, not the other way around. WHAT DO THEY REALLY WANT, AND WHY?

1. Visualize success. Try to visualize what a project would look like if it were a stunning success. Take note of how it will affect all the people involved and write down any others you think it might touch. Take all of these people and put them on a spreadsheet column. Now in rows across, write down the attributes they need in the machine/process. Use this when evaluating solutions and communicate shortcomings to those affected. Come up with workarounds or throw out the idea if the results won’t be acceptable.

It’s essential to understand each person’s expectations before a project starts. There are three parts to this definition process: y

What outcomes or desired results does the project team want to achieve?

y

What do they want the project experience to be like (for example, no production line shutdowns during the project or communicate updates by email)?

y

How will they define quality, such as on time/on budget or increased production volumes or zero downtime, at the end of the

2. What’s driving the project? You need to understand what is the most important motivation for doing this particular project and use that to guide your decision-making. Share article »

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project? Different people will have different expectations and they all have to be satisfied.



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12 points to consider before even beginning your automation project 4. Project definition is critical. Without doing true engineering work, everything you learned in school and in your career up to this point, you are not doing any project properly or professionally. professionally. By creating definition for the project and then verifying that the project will answer the need, you are on your way to successful project management. It is only the start, but without a properly defined starting point, it is difficult to complete (or defend) a meandering, ill-defined project that is meant to resolve a problem, address a challenge or complement your company’s engineering resources.

TECHNOLOGY COMES LAST

Never start by defining technology-driven objectives. Use the following order:

1. Business objectives. What will the business gain from this project? 2. Operational objectives. How will this project impact operations— greater efficiency / better quality / compliance, etc.? 3. Integration objectives. Can data generated by this system be used by other systems? 4. People objectives. Skill development, ease in work pressures.

5. Start with the objectives. Don’t even begin to select

Only when all of these have been defined can you establish the

suppliers and ser vice providers until you’ve established a project’s objectives. objectives. Make sure everyone on the team agrees on what the project needs to achieve before it starts. If you don’t know where you’re going, you’ll never get there.

technology objectives.

do it for free. If you bring them in at this stage, so that they understand the history of the project, they can contribute to decisions that will improve the chances for a successful project.

6. Get a second opinion. It pays to get a second opinion from an informed outsider like a system integrator or machine builder before finalizing project objectives—they’ll often Share article »

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7. Set rules for communication. Define what communications communications are expected at the start of the project— Return to contents »


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12 points to consider before even beginning your automation project what is to be communicated, how it is to be communicated, what the milestones of the project will be and how often things should be communicated. communicated.

the boxes, it becomes a Gantt chart. Putting all your objectives (the completion of functioning subsystems, integration) into one simple chart keeps those objectives clear to the whole team.

8. Talk to everyone. Interview the stakeholders from various factory disciplines, such as operations, maintenance, quality control, supply chain, shipping and management. They They always have a stake in every automation project.

11. Spell everything out. If you want drawings in

9. Never assume. Don’t make assumptions about the

portrait vs. landscape mode, for example, or want certain brands to be used, such as for wire or PLCs or other components, state that up front. If a requirement is not written down, then it likely will not happen.

ground rules—spell everything out in advance and define who is responsible for doing what.

12. Scope! Nothing is more important than a scope

10. Create a chart to keep objectives clear. Define the expected performance for each subsystem, and the expected steps to get there. Use Excel to list the task steps, and the hours/$ across a time matrix. Then that becomes a calendar for the schedule, sort of a compressed MS Project. If you color

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that reflects both the well-defined areas of the project and the gray areas of the project. The gray areas should have a general framework put together by the customer and the implementer, implementer, with benchmarks that clearly indicate when project reassessment should occur. This way scope creep can be managed to the benefit of both par ties. 



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Nine tips for automation project managers More than technical skills are required to successfully manage an automation project. It also requires communication and organizational skills, along with the ability to motivate a team of people from a variety of disciplines and different departments. Here are a few practical tips for automation project managers:

1. Project management resource. There have been thousands of words written about project management. If you think you need a refresher course, or expect to be assigned to your first project, there’s an organization, Project Management Institute, dedicated to establishing standards, providing training and certifying individuals in project Share article »

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management skills.

2. Welcome the bad news. Every automation project has things that go wrong, but the earlier you find out what the problems are, the easier and cheaper they are to fix. Nobody wants to hear or deliver bad news, but it’s important not to get defensive. Anybody on the team needs to be able to push the stop button if a project has gone off the tracks. Otherwise, you’re just gambling that things will come out all right at the end.

3. Keep simplicity top-of-mind. Engineers tend to make systems too complex for non-engineers to deal with. Make sure expectations are established early that will keep the needs of the people who will have to operate and maintain the systems a priority. Include

Looking for training? There’s a source to help you learn the ropes of project management or improve your skills. For more information, visit

http://awgo.to/028 Organization: Project Management Institute

people from these functions on the automation team and consult them early in the design and testing stages for new systems and equipment. Return to contents »


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Nine tips for automation project managers 4. Be ready to adjust. As with any project, unrealistic projections, poor execution and just plain bad design can cause a project to fail. What is important is that when you begin a project, understand that there will be modifications necessary along with way. The final result is rarely as exactly planned. This is not considered a failure; it’s a realistic need to adjust and fine-tune as the project progresses.

so that everyone knows exactly what performance measures they need to achieve. Don’t rush the testing phase; make sure you leave enough time in the project schedule to accomplish the necessary tests. It’s also important to make sure the right people attend the FAT; that includes the lead operator and maintenance tech, not just the manager.

6. Follow programming standards. Make sure that 5. Establish testing plans early. It isn’t enough to design a system. You have to test it to prove that it works, not once but twice. It’s easy to get started on designing the tests by using a template. Equipment or systems should first be tested at the facilities of the integrator or OEM. This is called FAT (Factory Acceptance Testing), and its goal is to prove that the system design will work. Simulate various scenarios to find out how the system will react. The final testing stage, SAT (Site Acceptance Testing), is done when the system is delivered to the factory floor. Its objective is to prove that the equipment actually does work as designed and is producing product at the level required. Approve the testing plans early in the project Share article »

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in-house programmers, system integrators and OEMs use the same PLC programming standards, such as OMAC and PackML. There’s nothing worse than custom code that has to be reworked at the last minute to make it compatible with a plant’s existing systems. Multiple approaches to programming can cost a company millions of dollars.

7. Communicate often. Don’t make decisions without consulting the team. Unilateral decision-making alienates the team, creates confusion and fails to take advantage of the unique expertise of the team members. Foster open communication and communicate frequently, so that everyone Return to contents »


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Nine tips for automation project managers on the team understands the issues and is aware of any problems that need to be resolved. Establish a communications roadmap for vendors; check with them soon into the project to make sure it’s working.

8. Don’t be a roadblock. As project manager, it’s your responsibility to respond to information requests and approve various aspects of the project in a timely fashion. Stay involved and be responsive to prevent delays in the project’s timeline.

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9. Make sure you have bench strength. There’s nothing that delays a project more than a team member who gets assigned to another project and no longer has the time to devote to your project. Identify alternative resources early and have them ready to fill in if needed. That same rule applies to the system integrator’s team; make sure they’ve identified people with equivalent skills who can be assigned to the project if required. 

Close

Internal Kickoff

Requirements Development

Lifecycle Methods Waterfall Agile Spiral Design V Other

Traceability Specification

Site Acceptance Test Factory Acceptance Test

Design Subsystem Unit/Module

IntegrationTest Unit/Module Test

Development

Project management “V” model, courtesy Control System Integrators Association.



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Automation project management from a machine builder’s perspective By Paul Brinks, Chief Operating Officer, Koops Inc.

1. Select and build your internal project team. This is an important first step that should never be skipped. Getting the right people with the right attitude will make the project successful. Work this one through before calling an equipment supplier; it will save precious time and money. Involve departments. Manufacturing, Quality, Finance, Purchasing, Facilities, Engineering. Select people for the team with y the right combination of skills and attitudes. y

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2. Select a Project Manager. This person will build, execute and monitor the project plan and head up the team throughout the entire process to ensure continuity of understanding and commitments. This person will be the only contact with the system builder or supplier.

3. Define your automation goals. The project manager must set the agenda for the meetings and be persistent. The goal is to develop a Technical Specification (Tech Spec) that lays out the design parameters and the performance expectations for the system’s builder. The following list will get you started on a Technical Specification Form:

General Information Project name Tech Spec revision level y Tech Spec revision date y Project description y Estimated machine life y Target cost y y

Performance Specifications y y y y y y y

Production rate Maximum noise levels Capability Operator duties Number of operators Setup and changeover Repeatability



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Automation project management from a machine builder’s perspective Machine Definition

Project Management

Operation sequence y Guarding y Ergonomics y Cycle activation y Frame configuration y Size footprint y Power requirements y Quality/Poka-Yoke * y

Timeline development y Transportation y Installation y Warranty y Terms y

Acceptance Criteria Runoff requirements y Safety review y Poka-Yoke verification y Training y Documentation requirements y

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4. Justification. This may be a challenge. Management and the project team must be committed to the value of the investment. Companies will vary greatly as to how the justification is measured and how quickly a return on investment is required. Many common areas looked at for justification are: Capacity, efficiency, quality, personnel reduction, safety, sales value, etc.

*

DEFINITION

Poka-Yoke is a Japanese term that means “mistake-proofing.” A poka-yoke is any mechanism in a lean manufacturing process that helps an equipment operator avoid mistakes. Its purpose is to eliminate product defects by preventing, correcting or drawing attention to human errors as they occur. More broadly, the term can refer to any behavior-shaping constraint designed into a process to prevent incorrect operation by the user.



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Automation project management from a machine builder’s perspective Note: It is very useful to narrow it down to three of the major issues and put dollar amounts and specific justification to those issues. You can review the documentation after the automation project has been up and running and compare that to your original thinking.

5. Select a supplier. The best supplier is the one that you can trust. Start by calling a few companies in for interviews. Use the Technical Specification (Item 3) as reference and ask the hard questions to determine the experience, capacity, capability and thoroughness of the supplier. Pick the supplier with whom you feel most comfortable.

6. The contract. The qualified supplier will be able to contribute with ideas and concepts that must be reviewed with the project team. Solidify those ideas into a contract with the supplier. The contract should include your commitments and those of the supplier. The supplier will use your Technical Specifications (Item 3) to develop a contract (proposal) that will address the following:

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A sign-off on all technical descriptions of the system Production rate of the system y Final part drawings from the customer y Capability to hold tolerances over a period of time y Progress meetings and milestones y Statements regarding noise, safety and environment y Training for operation and maintenance y Recommended spare parts y Documentation and manuals y Names of selected components y Criteria for acceptance of the system at the supplier y Criteria for acceptance of the system at your plant y Procedure for handling changes after the order y Warranty and service policies y Delivery date y Project price y Payment terms y y



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Automation project management from a machine builder’s perspective 7. Monitor the project. It is highly advisable that project

8. Training. Select the person from the project team that

managers from both the buyer and the supplier stay with the project throughout the entire process. Good communication on all the details between the two is critical throughout the project. The supplier should provide a timeline with all the critical milestones:

will be responsible for the operation and maintenance of the automation system. This key person must take ownership and develop a plan for involving other people from the plant floor and learning as much about the system from the supplier as possible. This is crucial as the transfer of ownership takes place from the supplier to you.

Process planning Design review of electrical, mechanical, and flood power y systems Purchase parts ordered y Subassembly y Final assembly y Debug time y Runoff at supplier y Runoff at your plant y Training y Installation and startup y y

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The following list should be covered by the training process: All operational aspects including setup and changeover procedure PLC, operator interface, and other system programming y Interlock and safety systems y Troubleshooting and repair service training y Preventive maintenance schedule y Manual and other documentation y y



Can your current control platform deliver...

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Automation project management from a machine builder’s perspective 9. Runoff and acceptance at the supplier. The

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intent is that the system, as designed and as stated in the Technical Specification, will be run off at the supplier’s plant and that it meets or exceeds the criteria as agreed upon.

10. Installation, final acceptance, and production startup. The acceptance criteria as stated in the contract will be the standard. This can be a critical time since all the planning done previously must come together at this point. It is now time for the person and company who purchased the system to demonstrate their readiness by putting the system into production. This is usually done with the assistance of the supplier. Notwithstanding warranty and service agreement coverage, most suppliers are eager to have the system running smoothly before leaving the plant.  Koops Inc., Grand Rapids, Michigan, builds assembly and process automation systems and workstations for a broad range of industries. www.koops.com

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How to justify capital projects: Speaking finance gets results By Gary Mintchell, Founding Editor, Automation World Note: This article is as relevant today as it was in 2003 when first published. It has been updated several times since then.

For technical managers, it seems like a “no brainer.” Applying new technologies will make the process better, faster and more consistent. Then the inevitable happens—the capital review team, whose members may not know a proximity sensor from a pressure transmitter, say, “No money available.” Keith Campbell, veteran of Hershey’s engineering management team with many years of experience justifying automation expenditures, says, “Do it in their language; it’s easier to convince them.” Shrewd managers make capital decisions based on return on investment. You have to show them how your project will impact the bottom line. If you can’t show the monetary justification in the language of finance, you’ll never convince them. Share article »

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Different languages This language has terms like cash flow, capital and interest. Campbell, who reveals these definitions later, advises, “You must identify the positive cash flows you create with a new system, and then, using your company’s method for calculating cash flow, do the math.” Even if we are on a solid footing with the language of finance, we may not be so good at seeing our projects through an investor’s careful eyes. Peter Martin, vice president of Invensys, a Foxborough, Mass., supplier of process controls and software, says, “When you are justifying automation, it ’s important to remember that it’s an accounting problem. It is p ossible to solve the accounting problem through engineering principles, however. For instance, where is the biggest cost accounting database in manufacturing? It is information from all the sensors in the production process.” In other words, tap into the data you have, and translate them into financial numbers. Return to contents »


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How to justify capital projects: Speaking finance gets results rewards at the justification stage. This person would be involved in the analysis at all stages of the project, and will be well positioned to translate benefits into the correct numbers.

Technical managers may be sitting on a gold mine of cost detail that can be used to determine where the manufacturing problems lie, as well as the crucial data that can be used to figure out the best solution—and how to get through the financial maze to approval.

Why is there such an emphasis on financial analysis these days? Steve Loranger, area vice president for Emerson Process Management, an Austin, Texas-based process controls supplier, notes the changing value of automation over the last 25 years. “Automation drivers from the 1950s to 1975 went from pneumatics to electronics by emphasizing speed of operation and labor improvements with limited automation improvements. Drivers from 1975 to 2000 were repeatability and quality. During this time, computers went mainstream, there was improved control, and information integration became essential. Now, drivers are economics and business optimization, due to globally integrated manufacturing and activity-based cost accounting.”

This advice directly leads to the conclusion that bringing a finance person into the automation buying team will reap huge

A new automation project can be designed to solve any of a number of problems in the plant. The sidebar accompanying

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How to justify capital projects: Speaking finance gets results this article provides several areas of improvement that can result from the project. Some of the areas can be hard to quantify, but it is essential to try to cost-justify as many as possible. For example, it may seem hard to quantify safety and ergonomic improvements that result from improved automation. But safety and insurance experts may be able to help document savings that can include anything from avoiding lost workdays to lower insurance p remiums. Boston-based Liberty Mutual released its 2003 Fall Workplace Safety Index, and concluded that the financial impact of workplace injuries in the United States is growing faster than the rate of inflation. Insurance premium savings are certainly welcome, but a greater value to an investor is reducing risk to future earnings. Failure Mode Effect and Criticality Analysis is a powerful tool that can be used to demonstrate the risk of Share article »

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How to justify capital projects: Speaking finance gets results a catastrophic safety event involving loss of life or limb. More often than not, risk elimination will strengthen the case for capital approval.

Lifecycle costs Bill Egert, engineering vice president of Addison, Ill.-based integrator Logic One Consulting, and member of the Board of Advisors for the Robotics International division of the Society of Manufacturing Engineers, advises calculating all of the costs associated with the life cycle of machines. He notes, “Check out costs associated with changes. For instance, on robotics, evaluate the tooling changes needed to support product changeover plus auxiliary equipment such as feeders, conveyors and workstations associated with material handling.” Don’t dismiss employee turnover or morale as a factor that can’t be quantified. Egert reveals, “We had a printed circuit board assembly machine with robots where the component

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lead straightness was specified. But the manufacturing of one of the components, a relay, was sent to Mexico in order to save costs. Constant employee turnover in that plant caused quality problems including solder buildup or tape missing over a hole. The problems just couldn’t be controlled.” This organization clearly suffered because the decision to source in Mexico did not take into account quality tolerances. Compounding the problem, operations and finance folks couldn’t team up to demonstrate the cash impact of the scrap and productivity loss. Justification is technology-independent. The same rules apply to buildings, automation systems and computer systems, and to various scopes such as the entire project, just a portion of a project or even when evaluating competing quotes.



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How to justify capital projects: Speaking finance gets results Campbell says the fundamentals of justification include these steps: y y y

y

Identify the base case Identify alternatives to the base case Determine cash flows associated with the alternatives vs. the base case Use your company’s financial rules to evaluate the alternatives (payback period, net present value, rate of return, hurdle rate).

The base case is the current state of affairs. Include all the financial data that can be compiled. Then, having identified the correctable problems, document various alternatives to the base case. Quantify all the risk, benefit and loss factors that you can. Take a balanced approach addressing significant pros and cons to demonstrate your thoughtfulness and enhance your credibility. Calculate the numbers and compare to the company’s financial rules. Those results can then be compared to determine the best alternative to present to management for funding. Share article »

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Because projects are expected to pay back funds over several years, it is important to find a way to normalize the amounts in order to keep the analysis in proper perspective.

Present value The first step is to determine the present value, which is defined as the value of all future cash flows discounted at the cost of capital, minus the cost of the investment. Discounted means that a future cash flow is worth less (discounted) than a present cash flow. So, $100 received three years from now at 8% cost of capital is the same as receiving $79.38 today. The Net Present Value (NPV) is the present value of all future cash flows discounted at the cost of capi tal, minus the cost of investment. Cost of capital is a weighted combination of the cost of debt (long-term debt and leases after tax) and the cost of equity (preferred and common stock). All future cash flows means that the PVs are summed over some time horizon, often five or 10 years. Subtract the cost of the initial investment from Return to contents »

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the sum of the PVs to get NPV. The greater the NPV, the better the investment. What if the company just took the funds and invested them? A valuable comparison is the return due to the business investment vs. an anticipated return from automation project investments. The Internal Rate of Return (IRR) is the interest rate that equates the present value of future cash flows to the investment outlay. The IRR assumes that cash flows can be reinvested at a rate equal to the IRR.

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How to justify capital projects: Speaking finance gets results the numbers don’t make the hurdle rate, then reevaluate the benefits. (Microsoft Excel has functions that easily calculate NPV as well as payback and IRR justifications).

business objectives. So, when looking for projects with the highest probability of approval, make sure that they align with one or more of the objectives in the Profit Zone.

Emerson’s Loranger discusses the analysis from a slightly different point of view. The balance sheet is where assets and liabilities are tabulated and the income statement is where income and expenses are calculated. The analysis entails comparing the Return on Invested Capital (operating earnings from income statement divided by invested capital shown on balance sheet) to the weighted average cost of capital, or hurdle rate. The difference is the economic value added.

Train managers

Analysis is good, but often engineers looking at automation projects become infatuated with new technologies and fail to match the project up with business strategies. As Loranger shows in the Business Planning Framework graphic, technology managers find their comfort zones in evaluating automation technology alternatives. The profit zone for the busines s, however, lies in meeting or exceeding plant, production and Share article »

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Logic One’s Egert offers some additional tips on putting together a justification package. “Get management trained on technical aspects,” he states. “They have lots of knowledge and experience on finance and marketing, but not much on technical aspects. A progressive, smart manager will have those technical people. A manager with technical skills will be able to see some problems coming.” Another problem is management embracing new technology with no strategy for implementing, no urgency for training or no technical champion to embrace and learn the new stuff. It’s not just a matter of providing training in some cases, but whether the workforce has the basic background skills to make training a practical option. Return to contents »


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How to justify capital projects: Speaking finance gets results One approach that might change all of the calculations would be to lease new equipment, rather than purchase it. Paul Frechette, president and chief operating officer of Key Equipment Finance, commercial leasing services, a Superior, Colo. unit of Key Corp., says, “80 percent of American businesses lease equipment. They do it understanding that it is use of equipment, not ownership, which creates profits. Leasing from the vendor or from a lessor experienced in the field often yields the best deal, because they understand the value of the residuals (the value of the equipment after the term of the lease is over). The bigger lessors have been doing this for a long time and want repeat business, so they treat the residuals well. Their goal is to become trusted advisors.” Assistance in evaluating leasing options is available from equipment sales people. Another resource close at hand would be people in the company’s own finance department. They probably are already leasing equipment and have the process figured out. 

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Who are you competing with internally for dollars? Make sure your project proposal appeals to your company’s, your business unit’s and your project s takeholder’s priorities. After all, you are competing for the same capital as everyone else. This isn’t political. This is survival. Don’t let that “green roof” win over your lean manufacturing improvements! Sustainable manufacturing—what will really do the most to reduce your “total system carbon footprint” Will it be that green roof proposal or your production line improvements that produce less scrap and use less energy? Lean production lines won’t make the same photo opp that goats munching turf on your plant roof will—but your chief y

sustainability officer should like your numbers better. Will your proposed system save water, compressed air usage, electricity, and/or floor space that must be lighted, heated and cooled? Most plants today face corporate mandates to hit reductions in all these resources, and every bit helps. y

Consider distributed drive technologies that reduce the heat buildup inside electrical cabinets and eliminate the need for costly air conditioning and filtration, along with reduced floor space. To maximize energy efficiency, y

� CONTINUED

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ON PAGE 34



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also consider high-efficiency electrical power supplies, regenerative power supplies for servo drives, and a common DC bus between servo drives. How easily can your production system be reconfigured if the intended product line goes away? This is where automation can actually help product marketers and engineers mitigate the risk of their program proposal. y

How is your company investing in growth markets? Could your automated line be readily deployed and supported worldwide with little or no modification, following international electrical and safety standards as opposed to the local site’s internal standards? That could be a big plus. y

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Headcount impact—programs that increase headcount don’t fare well during a hiring freeze. Increasing capacity without increasing labor is a good justification. But automation that can efficiently scale throughput up or down with reduced attention from plant personnel sounds like a real winner. y

Don’t forget the convergence of advanced technologies and best practices that have a positive impact on seemingly unrelated aspects of operations. For example, implementing integrated safety doesn’t just make a production line safer; it means more uptime, which results in measurable Overall Equipment Effectiveness (OEE) improvements. And today, the safety network can be the same network that links machinery together on a line, which also improves OEE.  y



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Eight tips for selecting the right automation system components Many factors come into play when choosing components or systems for an automation project. Some companies reduce the complexity by limiting the number of suppliers they work with or standardizing on cer tain features or functionalities. Others want maximum flexibility and the ability to customize solutions or select from multiple vendors. The growing use of components built to industry standards is making both approaches easier to implement.

1. Flexibility required. The adaptability and flexibility of components are critical. Make sure that open standards like IEC 61131-3, PLCOpen and overall fieldbus communications are supported. For OEMs, having equipment that communicates with more than one fieldbus is an advantage because they will not have to order different part numbers for different customer requirements.

market and not the proprietary product of only one supplier. Components should be easily replaceable with another make when needed at any point in time. The system should have the flexibility to expand in the future and should not become obsolete in the near future. Get a commitment from the OEM about planned system life.

3. Don’t forget power. Make sure you have all the needed power requirements in the locations intended for your new devices for the instrumentation you are using. Don’t forget to update all prints to reflect your changes.

4. Functionality. Make sure new components have all the functionalities that will be required, such as asset management, power integration, safety system integration and the load of the CPU.

2. Easy replacement. Ensure that components are

5. Three considerations. First, make sure new

user friendly, maintenance friendly, easily available in the

components will comply with regulations, standards and

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Eight tips for selecting the right automation system components best practices. Second, components must be consistent and compatible with existing systems. Third, anticipate new trends in automation to keep your system sustainable.

FIND A PARTNER

Automation project managers need to find partners who they can trust and rely on to be with them through every stage of the project, from

6. Systems thinking. Do not fail to think systemically,

planning to implementation, from startup to long-term service and

including power, grounding, communications, control and environment.

support. If a problem does crop up, a good project manager needs to know that their chosen vendors can be trusted to do the right thing in the heat of the moment to keep the project on track and make it a

7. Look for support. Make sure to do the research and consider the ease with which a system can be modified if needed. Always evaluate whether support will be available after the project is completed. It does no good if the system will be obsoleted within two years and will no longer be supported. If buying from a machine builder, look at the OEM’s track record and see how often it advances to newer generations of equipment.

8. Simplify. Select from a specific and predetermined list of components during the design phase on any piece of

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success. There will be plenty of time later to analyze the cause of and blame for the problem. The important thing is to not let issues get in the way of the project schedule and ultimate success.

equipment so you don’t need a spare parts room the size of a small plant. Go green wherever possible. Retrofit pneumatics, for example, using electric cylinders instead; restrict the number of stroke lengths to no more than three. Use si milar criteria to simplify selection for other product categories, whether it’s motors, servos or other components. 



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How to properly select and vet a system integrator The process of finding a qualified system integrator for your automation project requires effort and attention to the details. Experience, expertise, staff capabilities and financial wherewithal are all crucial factors to consider in finding the right integrator partner.

1. Selection criteria. Search for a system integrator who has a long list of successful projects in the areas you are looking for. Check out any references they provide and find out how long they have been in the field. They should also have a broad range of products they have worked with and have enough staff to handle all the various areas of a project. People who have done a lot of motion

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control may not have the expertise to handle a complex SCADA project.

2. Be suspicious of overpromises. If during negotiations and setting requirements, a system integrator continues saying, “No problem. That’s easy. We can do all you want”... you can be sure that It will be a problem, it will not be so easy and It will be something that is more complicated than assumed. The integrator should prove that he understood your requirements, didn’t underestimate the project and that he has experience with similar projects. Be especially careful if you get a much lower price than expected or than others have quoted.

Integrator source An excellent source for information useful in selecting a systems integrator is the CSIA (Control System Integrators Association). You can search their membership by expertise, state, certification, etc., to find exactly the right fit for your automation project.

http://awgo.to/027 Organization: Control System Integrators Association



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How to properly select and vet a system integrator 3. Familiarity with standards.

5. Expertise. Focus on their

Find out what partners the integrator works with since no one can do it alone. It’s also important to see how an integrator manages a project and what their code library looks like. Do they follow S88 and S95 methodologies? They don’t need to follow these to the letter, but if they don’t have a methodology and aren’t even aware of the standards, don’t even consider them.

knowledge, techniques and skills. Make sure they have full knowledge of system engineering, as well as sufficient experience to handle your project. A proven track record and references from the projects they have done are essential.

4. Comfort factor. In addition to reliability and professional capabilities, choose an integrator you feel comfortable with, who understands your process needs and who has experience in the field. The integrator also needs to have a staff with expertise and domain knowledge in your business area. Share article »

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6. Current experience. Prior experience in your discipline is key to the selection of your Integrator. Experience keeps the integrator current on new technologies and new hardware and software. As a result of the recent recession, integrators are not as abundant as before, with many unable to survive the economic turmoil. Many integrators have reduced staff, minimized technology education

DO YOUR HOMEWORK.

Extensive planning is complete, timelines and schedules are determined, budgets and ROI calculated and all the textbook preparations and considerations have been met. What could go wrong? Plenty! Always vet your system integrator. Get references, see a system designed and implemented by them in use, visit their factory and, most important, run credit checks and investigate their financial health. Nothing is more destructive than having an integrator run out of money before the project has been completed.

opportunities and made other cutbacks. Take the time to assess the strengths and weaknesses of any integrator you consider to ensure that they are capable of delivering the system that you require. Return to contents »


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something similar before? Chances are the pool of talent isn’t all that big. Can you allocate any resources to working with that integrator on a day-to-day basis? You will have to take ownership of the system, so you will need to know how to modify it and maintain it or you will be tied into a system that might need unallocated cash to make changes. Get involved at the zero level in the planning, simulation, detailed layout, software handling techniques and maintenance requirements as much as you possibly can in order to get the biggest possible benefits and to learn in excruciating detail how it all goes together.

8. Take a long-term view. Select an integrator with experience in similar systems, preferably of the same make. Tie payments to project milestones. Make sure his services will be available for upgrades and maintenance by signing a separate contract.

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How to properly select and vet a system integrator 9. Problem-solvers. Choose an integrator who has

12. Smart isn’t enough. Choose an integrator as you

experience in the tasks you need performed. They have probably already solved many of the problems you may face if you choose one whose experience is outside the necessary area of expertise.

would choose an employee. Spend time, talk to references and know that while every firm out there enlists very smart engineers, you don’t want them cutting their teeth on your project.

10. Ask questions. Choosing a system integrator is the

13. Professionalism counts. Make sure an integrator

hardest and easily the most overlooked part of an automation project. Ask questions about types of projects they’ve done, vertical preferences and size of projects. Have them include project details, such as were they on time and on or under budget, and what percentage of the time.

can confidently provide you with a project plan, with decision points, contingency plans and staffing that will meet your timeline and project goals.

11. Experience has its limits. Be aware that most integrators have experience either in a vertical industry or with a certain type of project, such as PLC/HMI programming. Either way, they may lack the capabilities needed to do projects outside of that experience. Many HMI/DCS vendors have a list of endorsed or recommended system integrators on their home page. This is a good place to start. Share article »

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14. Test the team. Verify the integrator’s capabilities by giving a test to the personnel who will perform the work on your project. Make sure those people are listed in the contract, including fallback or substitute candidates. Return to contents »


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How to properly select and vet a system integrator

Detail the requirements 1. One of the most important factors in selecting a system integrator is his willingness to develop a good project proposal. Avoid any integrator whose proposal is just one or two pages long. 2. Automation projects must have good system requirements from the customer, and the system integrator must list in his proposal what requirements will be met and what will not.

4. Some system integrators take advantage of a poorly written requirements document from a customer and present a very generic proposal, so the price might look attractive at the beginning. When the project is awarded, then the customer has to face a series of change orders because a requirement that might be obvious was not listed in the proposal. The customer ends up paying far more money for the project than originally estimated.

3. If the requirements and proposal terms are properly defined from the beginning, the result will be a project with no or minimum change orders.

5. Establishing a good project requirement list is not only an essential customer task, but also requires the cooperation of the system integrator. 

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How to properly select and vet a system integrator 15. Do they have business skills? Look beyond technology expertise or project experience to consider an integrator’s commercial qualifications: Are they CSIA certified? Do they have insurance? How many years have they been in business?

16. Are they open? Select an integrator that is open to your requests and ideas. Beware of someone that constantly pushes back. If you hear the phrase “nobody does it like that” or “this is how everyone does it,” you might want to consider another integrator that is more open minded. You are paying that integrator to get what you want and need—not just what they are willing to build because it’s easy or they “always do it that way.” Yes, you hired them for their experience and would like their suggestions, but don’t discount your own ideas just because this is your first time. Also allow for the ability to make some changes—especially if your approach is new and unconventional. Be open for changes and tweaks as you go if it makes the end result easier to use and more flexible. You need to stay involved throughout the whole process. Don’t pass up the learning opportunity!  Share article »

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12 common mistakes people make in automation projects In their rush to complete an automation project, people make the same mistakes over and over again. This “ready-fire-aim” approach to planning and executing an automation project inevitably causes major headaches, cost overruns and delayed schedules.

1. Don’t limit input. The most common mistake is limiting the initial input to too few people. Many managers are surprised when they hear an insight from a person in their plant. It’s much easier, and less expensive, to build that insight into the project planning from the start.

2. Never assume. Mistakes are most often made during the definition phase, when you think that everything will be easy to do—motors just need to move from point A to B with synchronized speed, for example, and then during the installation phase, when signal cables are routed together with power cables and shielding is simply forgotten. This causes all kinds of strange equipment behavior later, when it’s hard to Share article »

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locate the source of the problem.

3. Start with the integrator. Don’t select and buy equipment based on a specific vendor’s recommendations, then hire an integrator to get it to work. Instead, hire the integrator to do the design and program and start up the system. In the end, it will not cost more. Time spent in the field getting a mix of components to work together is extremely inefficient vs. implementing a system with devices that are designed to work together. An experienced system integrator inherently designs a system to perform to a customer’s requirements while minimizing the time it takes the integrator to deliver it.

4. Copy and paste. People don’t make mistakes when planning automation projects; the mistakes are planned in. This is because most machines are sold before they are fully developed and rely on the experience of previous projects using a copy and paste approach to get them completed on Return to contents »


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12 common mistakes people make in automation projects time. The consequence of this common strategy is that you automatically give up the perfect solution for one that is good enough. The tragedy is that, with careful accounting, the differential between a white sheet design (starting with a new platform that commonly comes with an “App Store”) is much quicker than the copy/paste/mop strategy. It also retains more customers because the adoption curve is much quicker for machines with more “canned” features.

5. Failure to communicate. One of the most common mistakes is not communicating with the end user and technical staff. If a machine does not make their work easier, they will find a way to make your system do what they want even if it causes other problems. If you do not consider the technical staff, the repairs or adjustments will be met with resentment and most likely extended downtime.

6. Handshakes critical. Not paying attention to handshaking signals and improper use of I/O handling can cause serious damage to equipment, eventually causing more Share article »

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downtime. When two machines need to work together, it is critical to use appropriate handshaking signals to avoid any cell or machine damage. Bypassing safety is another cause for problems. Design cells so workers cannot bypass safety measures.

7. Experts inside. In-house expertise is essential to the success of any project. Integrators build good machines and systems, but when they are deployed in the plant environment, it’s the in-house expertise that turns a good system into a great system.

8. Plan for changes. When designing, or budgeting for automation projects, usually there is a clear goal or list of things that need to happen. But you also need to plan for the unforeseen. Something will always come up later on that will need to be added. To cover this, always add 20 percent to the overall project budget. Also, additional checks or sensors may be needed down the line, so make sure you have extra I/O or at least the flexibility to expand the I/O if needed. Return to contents »


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12 common mistakes people make in automation projects

Seven Automation Don’ts 1. Don’t over-complicate the solution. Keep the solution simple.

need to be corrected at heavy expense and effort. 5. Don’t forget the grounding.

2. Don’t program the machine first. Always program or storyboard the HMI first. 3. Don’t neglect the communication protocols and interface terminals when evaluating control products. 4. Don’t waste too much time planning without customer input. That could cause critical planning errors that will

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6. Don’t propose a project without a good understanding of the requirements. That guarantees scope creep. 7. Don’t always believe what salesmen tell you. Do your homework and make your own decisions for your application. 



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12 common mistakes people make in automation projects 9. Do a punch list. After initial implementation, get agreement from everybody on the punch list of items that need to be updated. That includes operators, technicians and production management. People might disagree on what has been accomplished and what still needs to be done.

10. Can a machine do the job? If the automation project is based on replacing labor, you will first need to understand the totality of what is being done manually. You may need to go back to the drawing board if a machine cannot do what an operator has been doing.

11. Limit program access. Always run an information session after commissioning to familiarize all personnel who may be involved with set-point changes, principles of operation,

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etc., and use password protection to allow set-point changes only within a specified range. Never allow full access to program changes.

12. Forbid coding from Day 1. Automation engineers love to puzzle with the problems they get on their table. Forbid any use of coding software until the entire scope is clear and closed, the delivery has been broken down to manageable pieces (Work Breakdown Structure) and everybody knows what the tasks and targets are ahead of them. Also, make sure that the tasks and the targets are properly documented before letting the engineers loose on the coding tasks, because to have them document it afterwards involves twisting their arms to make them do it. Diving right into detailed problem solving and coding is the fastest way to failure in an automation project. 



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10 ways your automation project can fail and how to prevent it From failure to define requirements to disengaged project managers, changes in direction or employees who lack the skills to do the job, the sources of automation project failures are often easy to identify. Fixing them is usually the bigger challenge.

1. Not getting maintenance and operators involved from the start. Some assembly jobs have been done by hand for years. The worker who has been on the line for a long time will have seen what has and has not been done in the past. Just because components on paper are all uniform does not mean that they are in tolerance in the real world. Maintenance workers have dealt with more fixes and operator complaints than the design engineer. The key to a new piece of equipment working well is maintenance and operators taking ownership of the system. If they aren’t on board, the machine may just end up being a big paperweight.

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2. Lack of the right people resources. Too often a project is running at full throttle, only to come to a complete stop because the person originally tasked to do the PLC engineering or development is busy putting out fires, has inherited another project or is otherwise not available. When developing schedules and project plans, try to gain stakeholder commitment to use contingent resources or assign another skilled resource based upon a scheduled “check” item.

3. Unengaged project managers. When the project manager is unengaged or unresponsive to requests for information or approvals, you know the project is destined for failure.

4. Lack of scope benchmarks. Without scope benchmarks in place that are tied to the proposal document, the project manager can’t assess programming time for each phase to help detect scope creep. Benchmarks help deter



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10 ways your automation project can fail and how to prevent it a giant breakthrough in small readers

project stakeholders from adding “capabilities” to the process that can lead to both financial and timeline strains, and ultimately to a failed project.

5. Skills mismatch. Many automation projects are viewed as successful when the system is in the development and testing stage, but it becomes an entirely different scenario when the project is implemented in the field. Errors begin to crop up. This is often due to the different skill levels of the people who develop the project compared to the people who are sent out to execute it in the field. Meet the DataMan 50L. The tiny barcode reader that brings big performance to the food & beverage industry. Don’t let its size fool you. The DataMan ® 50L is huge in barcode reading performance. Measuring just 23.5mm x 27mm x 43.5mm and featuring an IP65-rated housing, the DataMan 50L is premium technology designed for 1-D-oriented barcode reading. The DataMan 50L delivers read rates that can surpass 99% through Cognex’s proprietary Hotbars ™ image-analysis technology. The new DataMan 50L is a powerful upgrade for applications that use small laser barcode scanner systems. Visit us at www.cognex.com/50L.

6. Poor planning. Most projects fail because of poor planning. There is a tendency to underestimate the complexity of the project and overestimate the capabilities of the team. Late changes are the worst enemies of any project. The project owner also needs to establish the most important priorities for the team, such

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10 ways your automation project can fail and how to prevent it FIVE POINTS FOR FAILURE.

frequently.

1. Failure to plan for and handle project resource changes.

8. Design misalignment. Failure often comes from

2. Failure to know or admit that requirements are not well defined.

a lack of communication on the design of the project, from component selection to the format of I/O tags, networks and programming structure. Provide a scope prior to design that allows all items of the design to be agreed upon. As this document is created, members of the team or the integrator can then point out potential pitfalls, such as using multiple networks or not selecting a common controller.

3. Failure to address requirement definition problems in a timely fashion. 4. Failure to plan and execute design review and approval milestones. 5. Failure to engineer the verification of project deliverables sufficiently, including lack of inspection and test planning.

9. Confusion. An insufficient amount of effort in the frontas cost, quality, maintenance, training, stocking of components, safety, etc. This will assure that decisions are aligned with the project’s goals.

loading stage, or subsequent budget cuts or direction changes by management, will result in confusion for the project team. It’s a standard recipe for failure.

7. Failure to manage expectations. Make sure all

10. Other reasons for failure.

stakeholders understand the trade-off between scope, budget and time frame. Communicate this deliberately, formally and

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Unrealistic schedules are set.

y

y

Potential risks are not calculated and planned for.



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10 ways your automation project can fail and how to prevent it Engineers working on a project lack the necessary skill sets or experience. Insufficient milestones to measure progress and identify y problems. Outdated/incorrect documentation in brownfield projects. y Insufficient time in the schedule for third-party y communications or for developing a particular section of the system. Mismatch in the requirements of the project and the y solution given by the supplier. Missing of the minute details pertaining to engineering y and scope of supply. Failure to establish a clear schedule to finalize process and y equipment designs. Lack of training to enable plant pers onnel to operate and y maintain complex systems and new technologies.  y

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SECTION TWO: SELECTING PRODUCTS TO BUILD YOUR AUTOMATED SYSTEM


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16 best practices for specifying PLCs, PACs or PC controllers The controller is the foundational product for any automated system. Whether it’s based on PLCs, PACs or PCs or a combination, your control platform must perform reliably for many years. Quality, functionality, cost, ease of programming and maintenance, the ability to communicate and connect with multiple devices on the factory floor, as well as ready availability of support from the manufacturer, all factor into the s election process:

1. Bench test. When working with a controller, it’s important to know its capabilities and if it meets the needs of your project. There’s nothing worse than being halfway through the project, only to find out that your controller isn’t capable of doing something. If the project includes something you haven’t done before, always bench-test the process before committing it to the project.

2. Don’t over-specify. Don’t select a specific controller too soon in the design phase of a project. Selection should occur Share article »

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only after the initial machine or process automation conceptual design is completed. Far too often an over-specified controller unnecessarily adds to the automation project’s costs. Or even worse, an under-specified controller may result in redesign efforts, additional purchases and schedule delays.

3. Clarify interfaces. If multiple people program parts of the PLC code, spend some time initially to make sure that the interfaces are clear and everyone understands them. Dumping a diagram on someone is not good enough.

4. No canned code. When planning for PLC-based controls, if your in-house techs will be involved in maintaining and upgrading the new system for future needs, don’t bring in “canned code.” Ensure that your techs have input as to the structure and nomenclature of the program. Bugs and changes are the norm with any new control system, and you will find your facility rebounding much quicker after such a major change in equipment. Return to contents »


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16 best practices for specifying PLCs, PACs or PC controllers FLEXIBILITY, SUPPORT, WARRANTY, TOTAL COST

There are four key factors to consider when selecting a PLC for a project: y

y

y

Third, think about quality. Everyone wants to know that his or her

First, the controller must meet your performance needs today, but

system is reliable. Ask your vendor about the warranty. When ven-

consider that the system may operate over the next five to 10 years.

dors are confident about their quality, they stand behind it with

During this time, changes to the system may require modifications and choosing a flexible system upfront can help reduce costs in the

lengthy warranties. y

And finally, consider cost. Today every company, large or small, is

future.

looking for ways to become more cost-efficient. Consider the total

Second, consider what type of support is available to you if you have

cost of ownership for the PLC. You must always consider hardware

questions on the hardware or soft ware. It can be both frustrating and time-consuming if your PLC vendor does not provide in-depth

and software costs, but think about ancillary costs. Are there annual software licensing fees? Are there annual technical support fees?

support in a timely manner. Find out what type of telephone support

What is the cost of training? All of these costs can greatly increase

and local support you can leverage from the manufacturer. Be sure

the total cost of ownership of a PLC.

you are comfortable with your access to help if needed.

5. Can we talk? A primary concern when implementing any PLC is communications. This has been minimized with the advent of ODVA, but can still be a problem when dealing with some sophisticated sensors or peripherals. Choosing a PLC family that has all the device type communications modules is paramount. Share article »

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Most PLCs on the market can communicate on device buses, but not all can accommodate every type of Ethernet. Do your homework and choose a PLC that can suppor t all your buses without a lot of pain.



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16 best practices for specifying PLCs, PACs or PC controllers 6. Not all controllers or brands are the same. Consult with people who are knowledgeable in many different hardware platforms before specifying or selecting a cer tain make and model or even a platform. Too many times what is specified will not perform to the customer’s expectations. That leaves gaps in what is bid and will require changes in the project.

management or closed-loop control.

8. HMI first. When programming your project, it’s best to start with the HMI first. If you write your program code first, quite often you’ll have to rewrite your code to accommodate your HMI.

9. CPU load. It is important to consider the CPU load if 7. Key check points. Whenever upgrading a system or changing from one controller to another, always remember to check the controller’s power supply, memory, I/O type, size and availability in the panel. Double-check the purpose for which the controller is intended, and always carefully check the model number. Make sure the controller has the basic features you want, such as online bypass, online programming, alarm

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communication handling is vital to the application. Runnin g at the maximum cyclic load will result in poor capacity and response times for peer-to-peer and OPC Server communication. Peak cyclic load should be kept below 65 percent and static cyclic load below 60 percent under all conditions. Even lower cyclic loads (30-40 percent) are desirable if high communication throughput is important.



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16 best practices for specifying PLCs, PACs or PC controllers WHAT ARE YOUR GOALS?

When selecting a control platform to automate a machine, you should

veyor control, a PLC is a good choice. If high-speed electronic gearing,

first decide your end goals. Ask yourself:

product registration or more complex motion is required, a dedicated motion/machine controller is a better choice. If data handling is

1. Do I want increased productivity? Better repeatability? More con-

required, then a more dedicated motion/machine controller would do

sistent accuracy?

better.

2. Do I need servo or stepper motors? Servomotors will generally have

4. Will the controller do the job? Best to spec in a controller that can

better acceleration and top speed characteristics over a stepper. Step-

handle more axes of control than you expect as you may need to add

per motors do better when holding a position without dithering.

these capabilities later. Be sure the controller has the processor power to perform all the needed functions. It’s common to “run out of gas”

3. What type of controller? Will a PLC work or do I need a more dedi-

when performing multiple tasks simultaneously. Look for a fast pro-

cated motion and machine controller? For basic material and con-

cessor, enough user memory and a lot of connectivity.

10. Get out of the code. Ask the people at the plant why they are running the way they do. Sometimes what you might think is bad programming is really needed to optimally run a

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process. On the flip side of the coin, after examining the code, you often find people think a system is running in a particular way, but the reality is that it is not.



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16 best practices for specifying PLCs, PACs or PC controllers 11. Document software. Use of programmable controllers

14. Prior experience. Do not use a controller for critical

offers significant advantages over analog devices. However, it brings a new set of issues. First, consider the control of multiple function block parameters. It is a good practice to maintain the software configuration control document that summarizes all programmable/tunable parameters in one place. You will use this document for any disaster recovery event, including cybersecurity issues.

applications in your plant without a successful prior use experience with a like product with the same revision level components, firmware and software.

12. Think ahead. Don’t go for the cheapest option when installing a PLC. Think five years ahead to accommodate factory integration, peer-to-peer networking and data exchange between controllers. The modern factory environment is becoming a network of integrated controllers.

13. Don’t overcomplicate your solution. Keep it as simple as possible. Don’t use a PC-based system when all you need is a little advanced I/O control.

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15. Are micro PLCs an option? Micro PLCs with flexible, “just enough” control may enable OEMs to differentiate their equipment, particularly in stand-alone machines. By developing a range of stand-alone machines using the same controller platform, OEMs can reduce design time and lower their costs. Look for micro PLCs that include: Flexible hardware configurations, like USB, up to six serial ports and Ethernet for communications. Up to three axes of embedded motion. y Plug-ins and 2085 expansion for I/O USB. y Single programming software package that eases i nstallation, y configuration, connectivity and maintenance. y



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16 best practices for specifying PLCs, PACs or PC controllers 16. Single control platform. Customizing your controller selection for each application may seem like a smart move, but sometimes it pays to narrow down to a single control platform. Survey your requirements and select a platform capable of handling all current and near-future needs, from the si mplest to the most complex ones. Selecting a single control platform for all of your automation control requirements, whether it is motion, robotics, numerical control, C program or sequence control, can reduce spare parts inventory, unify programming methods across all machine types and simplify training and maintenance efforts. 

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10 steps to creating the perfect HMI When developing HMI screens, realize that you are attempting to capture the essence of the machine or process, not just posting key automation variables and control mechanisms. Operational feedback is vital for efficient HMI screen layouts. Think of yourself as an artist, commissioned by manufacturing operations to create the HMI screens.

1. Less is more. It’s important to keep the HMI simple and with the operator in mind. It’s best when it’s self-explanatory and easily understood. Also, try to make the pages similar and follow the same page layout throughout. Avoid making the display too technical. It’s normal for engineers to try to give the customer everything, but with HMI, less really is more.

2. Right-size displays. Don’t try to save money by selecting an HMI display screen that’s too small. It’s also important not to cram too much information onto a screen. Size the display according to the amount of information that is most important for the operator to see. Always discuss requirements with the equipment’s operators well ahead of time, not just with their managers. Operators usually have different needs and the Share article »

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success of your system depends on their usage.

3. Design tips. A good design requires careful use of layout, color and content. If you get it wrong, your operator misses an indication, you lose money, or worse, someone is injured. The ”bad” screen is less than satisfactory: The layout is poor, the plant representation isn’t logical and the screen layout makes it difficult to locate the data. Poor selection of colors, excessive use of capitals in a serif font and repetitive use of units with all data values makes this a really difficult screen to read—especially at a glance or from a distance. Avoid colors that could create problems for people with color blindness. Minimize the use of colors to allow actual device state and alarms to stand out. For alarming, choose colors that contrast with the normal process view so the operator will notice the change.

4. Plant review forum. Hold a design review with a group of plant personnel to discuss any status notifications, events, alerts and alarms that need to be programmed, both from the perspective of an audio-visual action and an operations response. Step through the intended functional system, once as Return to contents »


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10 steps to creating the perfect HMI the designer, once as the user and then invite at least two levels of users who will be interfacing with the HMI. Doing this prior to specifying equipment helps to identify the features that users will want in the HMI station. It also avoids surprises at point of commissioning.

5. Location, location, location. Real estate can be prime in a busy production area. Locate the HMI in a practical place, out of heavy traffic areas but accessible. Be aware of near-future projects in the area. Guard the HMI location so others don’t park or configure something else on top of the station.

6. Back up work periodically. Backups are especially important before implementing upgrades or changes. Software such as Norton’s Ghost Image can be invaluable to support and maintain HMI systems.

7. Visualize the process. HMI graphics should illustrate the production process in the plant to provide better visualization to the operators, giving them a sense of the action that’s required. Share article »

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Use hardware that meets minimum requirements and keeps the number of failure points low and assures high availability of the system. Return to contents »


Tightly Integrated Vision System

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Sensor Resolution: VGA to 1600x1200

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Industrial Enclosures

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•

Factory Communications

8. Only essential data. Make control and monitoring of the process simpler by selecting only the most essential information from the process database for the historian. This will reduce the load on the system and keep it from stalling or failing. Don’t forget the need for maintenance and make sure you schedule periodic backups.

9. Think about flow. It is essential to have a clear design approach to the HMI. Decide how the display blocks naturally flow and how sections need to be grouped together for the operator. Do not blindly follow P&I diagrams. The S88 functional hierarchy is a good place to start. Make paper-based designs to get a feel for screens, navigation and other requirements, and review with clients prior to designing and making electronic screens. BOA products are highly integrated vision systems in a tiny smart camera package specifically designed for industrial use. Complete with choice of application software embedded, BOA offers new and experienced users alike, an easy-to-deploy cost effective vision solution.

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10. Alarm strategy. Alarming needs to have a wellarticulated strategy. Alarms must be used for conditions that require intervention and must have a clear corrective action associated with each one. Anything else should not be an alarm.  Share article »

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Alarming guidelines The key aspect of an HMI display is the dynamic plant data. There are two basic types of dynamic data: Alarms and normal Plant Status data.

12 men have some form of color-blindness, which can affect the perception of red and green, color cannot be used as the sole indicator of alarms.

1. Alarm status for the overall plant, preferably organized into groups, should be visible on every screen and there should be a simple navigation route to access the screen containing additional details about the alarm.

3. Any color change must be supplemented with a pictorial change and, if the alarm is critical, an audible alert. Pictorial changes could include shape changing, a change in the position of an indicator, having additional text or objects appear on an alarm. Flashing of alarms that have not been accepted is very irritating and stressful and should be avoided.

2. The alarm colors should follow the safety convention: Red = stop, prohibition, danger; Yellow = caution, risk of danger; Green = safe condition; Blue = mandatory action. As one in

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� CONTINUED

ON PAGE 62



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4. Similarly, automatic changing of displays should be avoided—to have a page disappear when you are working on it is irritating and, in extreme cases, a cascade of alarms can produce so many screen refreshes, an operator can be locked out of the system. 5. Audible alerts can be very useful, especially if the system is able to create multiple tones and pitches. These tones can be used to transmit the importance of an alarm. Research has shown that a high-pitched, fast-pulsing sound automatically conveys urgency; a lower-pitched, slow-pulsing sound is less urgent. 6. Whatever convention is used, alarms should be placed where they can be easily seen, such as along the top of the screen. 

Our expertise in automation, both electric and pneumatic, can solve all your motion challenges

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Eight considerations for I/O engineering success The days when every device in an automated system had to be installed using multiple wires are over. While proper system design can still be challenging, technology advances in I/O have greatly reduced engineering and installation time and the wiring errors that once caused frustrating delays in the commissioning of new automated equipment.

parts, find out whether they are NPN or PNP, if analog signals are voltage or current, any handshaking requirements and dr y contact digital or higher-level communication. It seems s imple, but one key component that doesn’t match up with the I/O you select can cause big headaches.

4. Field electronics. Ensure that I/O electronic interfaces 1. Motion needs deterministic I/O. Try to have deterministic data transfer. If motion is I/O-sensitive, then you need deterministic I/O to synchronize to the motion task, so that events happen in the same time interval.

can be implemented directly in the field, allowing you to replace the junction box multi-conductor back to the equipment, rack or MCC room. Field electronics need to be G3 rated per ISA standard (S71.04).

2. Quick connections. When selecting a terminal block for

5. Shorten commissioning. I/O allocation plays a key

your control cabinet, look for one that has pre -built jumpers that can be installed quickly. This will save time later.

role in reducing the commissioning duration of an automation project, followed by appropriate loop testing prior to start of commissioning activities.

3. Match specifications. It’s important to know all the information about any components you are interfacing to when you develop specifications for a project. If others are supplying Share article »

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6. Delay layouts. The design team working on the project should not begin the planning and layout drawings for Return to contents »


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Eight considerations for I/O engineering success distributed I/O in the facility until all equipment OEMs have provided general arrangements. Provide the team with an overall scope on what these cabinets are called by name, and what area of the facility each will handle. Timing of this design phase with the upfront engineering will save time and money.

There are many design pitfalls to avoid when developing

7. Leave room for expansions. Make sure your new

because a thing can be done, however, does not mean

control cabinets have plenty of room for all I/O points needed in that cabinet. Also allow room for expansions that will be required for unanticipated changes and upgrades In the future. For I/O wiring, plan to label the parts of the circuit wiring that connect to the I/O points from that side of the devices with the program addresses. This will lessen the time needed for your techs to troubleshoot issues with those circuits later on. The rest of the circuit labeling should be based on the print line numbers.

REMOTE I/O PITFALLS.

I/O systems. The options now available to the designer are limited mostly by hardware price point, once you understand the purpose, location and lifecycle issues. Just that it should. R emote I/O options, for example, are growing, which can reduce wiring and terminal block needs in some cases by over 50-80 percent compared to what was available just 10 years ago. But serious thought has to be given to proper documentation and training of plant personnel to repair and maintain the system and prevent downtime. The documentation should include troubleshooting methodology in addition to par t number, manufacturer, MAC address, etc. The control software should also be integrated with the remote I/O layout to allow for

8. Diagnostics. Make use of the built-in diagnostic

either remote troubleshooting or status information. If

information provided by most I/O systems. Good i nformation for the operator can save you a lot of production time. 

these simple things are not properly accounted for and implemented, the actual usage of the remote I/O may not be worth the savings.

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11 recommendations for selecting motors and drives Motors and drives are two of the foundation components of any automated system. Here are a few tips and be st practices for achieving improved motor control:

1. Think system. When doing an equipment upgrade, think of the drive train as an integrated system and choose components with similar efficiency ratings. It makes no sense to couple a high-efficiency pump to an inefficient worm gear. The motor used to drive the load could be half the horsepower with a more efficient gear reducer because of the reduced energy losses.

2. Matching firmware. When changing a drive, make sure the firmware of the drive or motion controller matches the one you are replacing.

a hybrid contactor. Now you have the best of both worlds— a programmable, intelligent overload that has motor load feedback (alarm back to operator as well as shutdown parameters) with a hybrid contactor. The hybrid contactor extends the time between end-of-life motor switching by a factor of 10. The intelligent overload will remain in ser vice indefinitely.

4. Proper way to select motors. Selecting a motor needs a bit more than just calculating the maximum rotational speed and torque. The best way to select a motor is by drawing a speed-torque diagram of the load and the maximal allowed speed-torque diagram of the motor (as defined for continuous operation). If the diagram of the load characteristics is fully enclosed by the diagram of the motor characteristics, the motor is adequate.

3. Intelligence improves uptime. When you want to improve uptime, think about replacing standard IEC electromechanical starters with an i ntelligent overload with Share article »

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5. Manual mode. The manual mode, which allows maintenance to check if one specific motor has a problem or Return to contents »


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11 recommendations for selecting motors and drives not, is usually forgotten. If the motor will not run correctly, put the drive into manual and run the motor for a short time. This eliminates the drive from the problem and points to the controller or, if local control does not work, the drive could be suspect.

Magnetically coupled drives have the advantage of decoupling of vibration and potential overloading of the motor or driven equipment due to the air gap between the motor shaft and the other shaft, which can reduce costly damage to mechanical seals on equipment.

6. Do your homework. Always check for the proper

8. Economical spares. Try to use the same type of drives to

rating and proper type of drives or motors for different type of application. Ask the supplier about the fail-safe function of the system and always check for proper grounding of the system. Make sure you inform the supplier about the features you want and the process to be controlled.

maintain a common inventory. Also, instead of stocking multiple spare cards for the drive, keep one spare module. This will be an economical solution.

7. Magnetically coupled drives. For variable speed control of rotating equipment, such as drives for an agitator motor or a chiller compressor, take special care to place the drive in a hardware panel installed in a dust-free location, preferably air-conditioned. A better solution for harsh environments that have maintenance people with minimum sk ills might be a magnetically coupled drive with variable speed option. Share article »

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9. Deciding factors. With the sophistication of drives technologies, it often becomes difficult to decide what to choose as the right technology for positioning applications. I n the past, servo systems were the only choice available for achieving reliable positioning performance. Today, however, many applications, excluding CNC machines, can be implemented using AC flux vector drives. The determining factor in the final choice of technology is the positioning accuracy requirements and the ability to deliver full torque at zero spee d. Return to contents »


Can your current control platform deliver...

ONE CONTROLLER ONE CONNECTION ONE SOFTWARE

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11 recommendations for selecting motors and drives LOGIC MOTION SAFETY ROBOTICS VISION SENSING ENTERPRISE

the performance your customers demand? One controller through one connection and one software to completely integrate PLC logic, Motion control, Vision processing, Safety guarding, Robot kinematics, and Database connectivity.

10. Drive failures. The reliability of the core components, such as the PLC or a variable frequency drive, in a control system is important. Drive failure may be caused by many factors: PCB calibrating, IC chips failure, mishandling during installation, operating environment, etc. Even though the manuals of some drives claim that using certain technologies, such as MOV, common mode choke, common mode capacity and others, can make the drive more EMI compatible, it can also make them easier to damage.

11. Good housekeeping. Keep motors and drives clean and free of foreign contaminants to keep them running for a long period of time. 

One great solution to drastically reduce machine tact time and programming complexity while improving performance and speeding development.

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11 recommendations for selecting motors and drives

Performance packed into compact drives Advancements in today’s AC drives, including compact drives, require that engineers more thoroughly review how drives with new, performance-enhancing features can contribute to automation projects. Selecting a compact drive still requires an understanding of the most appropriate control technology—volts per hertz, sensorless vector, etc.—but while those control technologies have remained relatively unchanged over the past decade,

there have been dramatic technological leaps in other areas. Similar to trends in consumer electronic products, compact drives now pack more intelligence and user-focused design in smaller sizes. Engineers tasked with implementing an automation project need to understand the latest compact drive features and how the right mix of features can ease data sharing, improve safety, minimize programming and installation time, and, ultimately, lower total overall cost. � CONTINUED

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ON PAGE 69



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11 recommendations for selecting sele cting motors and drives

To find a compact drive that can do do more and maximize value, engineers should examine features in the following four key areas: Communications. Seek compact drives with multiple communication options, dual port connectivity supporting ring topologies with device level ring (DLR) functionality, and support for other open industrial networks. y

Safety. Seek embedded safety as a standard feature to help protect personnel and equipment, meeting ISO 138491 standards with ratings up to and including SIL 2/PLd Cat 3. y

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Programming. Programming. Seek simple s imple local and programmable automation controller (PAC)-integrated (PAC)-integrated programming to reduce development time. Features such as descriptive scrolling text on LCD human interface modules (H IMs) and intuitive software with standard connectivity help speed up drive configuration. y

Physical size. Seek compact, modular designs that allow simultaneous configuration and installation while offering flexible mounting options with s mall footprints, high ambient operating temperatures and low clearance requirements, saving valuable panel space.  y



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Four tips for improving motion control systems Technology Technology advances, along with a systems approach to design where all the components are working together in harmony, allow engineers to deliver improved performance in motion control applications. Here are some tips and best practices to get the most out of your motion control solution:

1. Design for system. It is important to understand the accuracy requirements of the entire elec tromechanical system when specifying servo drives. The control system, position feedback sensing, the drives and final gears/mechanical links have to be carefully chosen to work together so that the desired resolution of control can be achieved. It i s important to work with suppliers who strive to understand your needs and will provide knowledgeable technical support when complex control strategies need to be implemented.

running conditions, inertia, braking and deceleration, current dissipation, back driving or on-site drive tuning—just to name a few of the more common issues associated with motioncontrol design. You’re You’re the person responsible for ensuring you have thought of everything when dealing with motion-control concerns. So instead of charging full force into a p roject, take the time to first identify all the possible scenarios that your project may face before it starts. It’s I t’s important to document potential trouble spots and anticipate appropriate solutions.

3. Exceed machine specifications. The problem with motion control is that speed does not necessarily equate to throughput and motor resolution does not equate to system accuracy. You You need to design the system to exceed the machine specifications; this means from the drive point back to and including the motor.

2. Plan for surprises. If you’ve ever designed motion control systems or served as a project manager, chances are you’ve run into a few surprises during a project, such as overShare article »

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4. Cubic splines. Use cubic splines for motion planning and for servo interpolation of position, velocity and acceleration.  Return to contents »


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Four tips for improving motion control systems

Don’t forget power, grounding Proper system design is critical to the long-term success of your manufacturing system. Steps to remember include:

inverters and converters to ensure adequate isolation, impedance and grounding.

1. Power monitoring for energy management. 1. Power

4. Grounding review for supply to drives, drives to motors, motors to supply for high-frequency mitigation, as well as safety or PE (potential earth) and adequate isolated TE (true earth grounding) for control and communications.

2. Balanced and adequate power distribution for immediate needs (in current and voltage range), as well as an allowance for growth. 3. Power supply review for variable frequency drives,

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5. Cable selection, routing, management and access 5. Cable design. 



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Seven considerations for applying servo drives, motion controllers and PLCs Technology advances in servo drives have made them the workhorses of motion control. Here are some recommendations for implementing servo drives:

that can quickly pay for itself, especially for users who run multiple format sizes on the same production line.

3. Why use motion controllers? Everyone knows some 1. Don’t fear servos. There are many different levels of positioning and motor controls now. Some basic variable frequency drives can even be used to do what could have been done only with coordinated drive systems i n the past. So don’t be wary of servo technology. They are now more cost competitive with auto-tuning, which makes them straightforward to implement.

2. Quick changeovers. Machine setup and changeovers lead to lost production time and inefficient production. Changeovers can vary from minutes to hours. Consider using low-voltage servo drives with built-in encoder, controller or removable memory units, specifically designed for auto-format settings and quick changeovers. Using a customer-friendly servo drive for quick changeovers and machine setup is an investment Share article »

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PLCs can do lots of things, and that includes motion control. However, separate motion controllers persist because they perform combined servo and stepper motion control and are properly coordinated as a high-performance system with the same servo drive supplier. Companies that produce motion controllers design them specifically to increase a machine’s output with improved accuracy. Trying to use a PLC to address registration or robot-type control, plus handle recipe data, may require additional PLC programming capability and time vs. some motion controllers. Past experience on such applications says it’s best to use the optimal tool for the job. And with the latest motion/machine controllers with built-in IEC 61131-3 functionality or other straightforward programming capability, you can have the best of both worlds.



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Seven considerations for applying servo drives, motion controllers and PLCs 4. Over-sizing wastes energy, cost and panel space. Some of the biggest energy wasters on a machine are

entire trajectory?

frequently overlooked. Over-sized servo drive/motor s ystems, for example, cause machines to consume more energy than necessary—something that can easily be avoided through proper design. End users often underestimate the returns from energy-efficiency investments, since it costs more up front and may take a few years to achieve payback. As a result, they often inadvertently build in extra long-term, ongoing costs by overlooking details when sizing machine components. When sizing a machine, the entire motion profile is important, not just speed and load. Having a detailed and accurate profile of needed motion can pay dividends. Typically, a less precise profile will lead to an over-sized ser vomotor. This means that the energy consumption of the system will be higher than needed. The key to getting the motion profile right is properly calculating velocity, continuous vs. peak torques, acceleration, and matching load and motor inertias. Further, refine the profile by accounting for cycle times. How long does the system have to move from one point to the next, and how long can it take to complete the

5. Document requirements. When building dedicated

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automation with motion control, whether you source it out or not, it is extremely important to understand the system you are building and the functionality that you intend it to have. There are different levels of motion control, especially if using a PLC as the primary logic controller. For example, on an indexing assembly station that used a servo drive to index large assembly pallets from one station to the next, the controls company used an incremental encoding servo drive system rather than an absolute encoding system. This error crept in because the original rationale for using an absolute system was not documented. Consequently, in an emergency stop situation, the indexing system would stop and then want to do a complete index, starting from its current point. Had absolute encoding been used as originally planned, recovery from an e-stop would have been very simple. If the expected functionality had been properly documented, additional complexity would not have been added to what should have been a simple solution. Return to contents »


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Seven considerations for applying servo drives, motion controllers and PLCs 6. Minimize vibrations. The latest vibration suppression algorithms in some servo drives can actually minimize vibrations from occurring on overhung loads and in the machine base without additional sensors. These vibration suppression algorithms, combined with auto-tuning and filtering, can allow for high-performance motion without complicated mechanical damping or heavy bracing.

LOAD TO MOTOR INERTIA RATIOS�IMPROVE RESPONSE TIME

Calculating an inertia ratio is often overlooked by newcomers to servo sizing, but is arguably the most important factor in determining the performance of a servo system. Inertia ratio is calculated by dividing the load inertia by the motor inertia. Lower load-to-motor ratios improve response times, reduce mechanical resonance and minimize

7. Reduce wiring, space. By using common DC and/

power dissipation.

or multi-axis servo drives, OEMs can reduce wiring, energy consumption and panel space. These systems use regenerative energy to power other axes, rather than wasting this energy as heat in the electrical enclosure. Panel space is reduced by up to 30 percent, while wiring is reduced by up to 50 percent, compared to a traditional single-axis servo system architecture. 

An inertia mismatch of greater than 10:1 can produce oscillations and extended settling times. To prevent overshooting and oscillations with very large mismatches, the control gain may have to be reduced. A motion system with a load-to-motor inertia l ess than 10:1 can reach a set speed or move into position in less time t han one with a ratio greater than 10:1. Large inertia mismatches require higher current to drive the motor, thus they dissipate more power. For example, a mismatch of only 5:1 will dissipate six times more power, and it gets worse as the load inertia increases.

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Seven issues to think about before you develop an industrial network Networks provide the framework for any automation project. The issues are complex and require an in-depth understanding of the requirements of your process and the nuances of networking technologies. Here are some suggestions to help you meet the challenges:

Data delivery reliability Future proofing to include scalability y Data/network security requirements y Current on-site expertise y Ease of architecture y Total cost of ownership y y

1. Multi-vendor problems. If you are connecting devices from different vendors, try to find out if you are the first to get these devices talking to each other. If yes, plan for a lengthy commissioning process. Communication standards may be fine on paper, but in practice you are likely to have to do a lot of fiddling to get everything working.

2. Selection factors. When choosing the network topology and protocol you want to use, remember to evaluate and select according to the following factors: Process time requirements End-to-end distance requirements y y

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3. Design for the process. When implementing an industrial network (be it Ethernet or traditional fieldbus), be sure to get all affected parties involved during the initial design. This could include production workers on the plant floor, IT, engineering and more. One method is to simulate your product going through the entire production phase, see where it goes and who interacts with it, what information it needs and where that information comes from, as well as what information it produces and where that information goes. Getting all the affected parties involved will not only get you the best solution, it will make everyone understand that they have an investment in the project. Return to contents »


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Seven issues to think about before you develop an industrial network 4. Functionality varies by vendor. Understand what functions and performance your network needs to deliver before listening to various sales pitches. The functionality various manufacturers implement, even in standard fieldbus or Ethernet systems, can vary substantially. Never make assumptions about any vendor-specific products.

conditions and possible changes in those conditions. Design your network to handle not just current conditions, but also possible changes. This is a particular requirement in hazardous environments like cement and power plants. Don’t jump into implementation in the field without prior design, locating equipment and identifying signal paths on plans.

5. Does your team have fieldbus skills? Select a

7. Keep things simple. Industrial automation networking

fieldbus that can be handled by the software team at your disposal. The greatest fieldbus technology in the world will fail if the software team does not understand the integration, implementation or error handling of the selected product.

is great, but remember to keep things simple. If a few discrete I/O handshakes would serve the purpose, it might be the best design. Even if a fieldbus segment could theoretically be loaded to the maximum or use a less-traditional architecture, those designs could reduce system reliability or make it harder to troubleshoot in the future. 

6. Plan for future. Give careful consideration to site

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Six things to consider when you get down to the network details It all comes down to the details. That’s as true for networking as it is for every other aspect of an automation project. Here are some tips for making sure the details are covered with your industrial network:

1. Keep a list. Networked devices have addresses. It is very important to keep a list that shows the assigned address, the product this address has been assigned to and the line/plant location where the product has been installed. It is very difficult to troubleshoot many systems because this basic information was not captured, leading to significant equipment downtime. Once installed, these devices need to be labeled accordingly since it is not uncommon to have several identical devices in close proximity. This information should also be part of any electrical and mechanical drawing.

2. Test to failure. When developing data collection/data passing applications (PLC to PLC, PC to PLC, etc.) using Ethernet,

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fieldbuses and especially proprietary networks, it is critical to test to the point of failure. These failure points can be associated with the number of Ethernet port connections, the size and frequency of data being managed, as well as data addressing in the PLC. The PLC addresses used in data collection, if not contiguous or near contiguous, can cause excess read/write cycles to the PLC. Some PLCs can only provide X number of devices in one read. If that number is 1k (1024 devices) and you attempt to read the values of coils 250, 1400, 5000 and 6500 in one cycle, it can actually create four separate read requests. This results in performance issues and missing data. Think of the impact if you want to read 250 values! FMEA (Failure Modes and Effect Analysis) is a great tool to aid in trying to identify ”what can go wrong.”

3. Be aware of security issues. You have to be constantly aware of the security aspects of your control network. Seek cooperation with the IT professionals; you likely have more overlap with office systems than you might know.



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Six things to consider when you get down to the network details 4. Avoid subnetworks. When selecting fieldbus or network architecture, avoid the use of subnetwork systems or expandability features that require configuration of expansion modules or field devices separately from the PC or PLC. Subnet components add an additional burden for end-user support and complexity in software (re-tagging/programming) when the subnet I/O count or type changes.

5. Need network analyzer. When a system using a fieldbus/industrial network does not work as expected, somehow the network is always blamed: too slow, too many flipped bits due to EMC (electromagnetic compatibility) issues, etc. Without proper measuring equipment, a network troubleshooter won’t

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stand a chance of disproving this. Make sure high-quality network analyzers are available, and the real root cause of the problems will show up very quickly: very often it is application software. A network engineer without a network analyzer is like an electrician without a multimeter: clueless.

6. Everything’s networked. Nothing is not in the network anymore. When you implement a new project or a new system, the networking criteria are a critical consideration. Every device needs a communication port or ports, physical media, communication protocol and tools to configure, display, diagnose, analysis, etc. 



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Five considerations for implementing Ethernet for an industrial network Ethernet is everywhere on the factory floor, but standards for dealing with it may be lacking. Here are some suggestions for updating your practices:

1. Need industrial IT strategy. With the rapid growth of industrial Ethernet devices, the lack of an industrial IT strategy at many companies is becoming a real problem. It’s not uncommon to have thousands of Ethernet devices on the plant floor, but strategies for data management, security, redundancy, reliability, etc., are often seriously lacking. Start with a basic industrial networking standards document, just as you have an electrical, controls or HMI strategy. Simple rules for implementing Ethernet networks (wired or wireless) save many problems down the road and support easy expansion in the future.

2. Ethernet is fast, flexible. One of the many benefits of industrial Ethernet is that it can be used to build a very large, widely distributed network compared to many other fieldbus networks. Classless IP address scheming is important here. VLAN Share article »

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technology makes it easy to manage traffic. For a large plant floor, different areas can be zoned for control and monitored independently. Industrial Ethernet can make media redundancy very flexible, and the convergence time is very short, often milliseconds with Resilient Ethernet Protocol (REP) and Device Level Ring (DLR).

3. Maintain standard Ethernet frames. Ethernet is the future of real-time and long-distance industrial net working. It is being adopted for many aspects of automation, including controls and I/Os, servos, safety, configuration and diagnostics, synchronization and motion. To realize the benefits of these technologies, however, requires a good integration of standard Ethernet frames when selecting an industrial Ethernet technology. Users mainly select industrial Ethernet because they want to fully benefit from Ethernet and its higher-level functionality, such as web server, diagnostic, firmware upgrade, etc.



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Five considerations for implementing Ethernet for an industrial network 4. Learn Ethernet. Take the time to learn (through courses

5. Get ready for connectivity. It makes sense to

or self-taught) the art of Ethernet networking. It’s never going to go away. If you can seamlessly work through VPNs, port forward, subnet masks and IP addresses, your job is only going to become more interesting.

implement all PLCs on Ethernet using protocol converters. This makes your plant ready with data available on Ethernet for future connectivity with MES/ERP systems. 

Networking tips for machine builders OEMs need to understand the big picture when selecting a network for a machine. Does the end user of that machine need secure remote access, will IT be involved, is the machine standalone or will it be networked? How? What are the requirements?

In today’s factory, departments such as IT, operations and accounting will likely be involved in the project scope. You need to understand their requirements when selecting a network and how to provide value after the machine has been delivered. � CONTINUED

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Five considerations for implementing Ethernet for an industrial network

Machine builders also need to consider how their equipment will impact the factory LAN once the customer installs the equipment on the factory floor. Many OEMs now use Ethernet as their communication protocol within the machine and provide an Ethernet switch to network the devices in the panel and to provide a link to the factory floor. Several of the industrial protocols on the market today use multicasting between devices in order to streamline communication. This feature can save bandwidth within the machine by allowing a device to send one packet to several

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devices at once, but can cause problems with the factory network if not handled properly. If an OEM puts an unmanaged switch on the machine and the customer connects the machine to the factory LAN, this multicast traffic will be broadcast throughout the factory because an unmanaged switch will turn that multicast traffic into broadcast. The solution is to use a managed switch that supports both IGMP and IGMP snooping on the machine. This will prevent the multicast traffic from reaching the factor y LAN. 



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Four tips for dealing with wireless latency and bandwidth issues More and more, systems engineers are tak ing advantage of industrial wireless technologies to reduce the amount of cabling in their designs. There are some issues to be aware of, however, when replacing dedicated connections with wireless links:

1. Need latency tolerance. Today’s wired Ethernet connections are full duplex. This means that each end device can both transmit and receive at the same time. On the other hand, wireless technologies such as 802.11a/b/g/n are half duplex. This means that when any one device is transmitting, all other devices must wait. Make sure that your application is designed to be tolerant of the latency introduced due to the half duplex nature of wireless.

2. Control multicast traffic. When implementing wireless technology in factory automation projects, be aware of any

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multicast traffic coming from PLCs or producer devices. Multicast traffic is handled differently than unicast traffic by wireless access points. Multiple devices can receive multicast traffic, while unicast is destined for only one device. Wireless access points transmit multicast traffic at a minimal rate to ensure that all listening clients will be able to receive the traffic. This results in low aggregate bandwidth over the wireless AP as it has to lower its transmit rate down from the maximum.

3. Low bandwidth requirements. Make sure that your application’s bandwidth requirements are low enough to be satisfied by the lower rates. Many designers overlook these points and experience problems when moving to wireless solutions. Being aware of the limitations of wireless technology can ensure that your upfront design will work in a wireless deployment.



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Four tips for dealing with wireless latency and bandwidth issues 4. Don’t take shortcuts with wireless. Consider the entire system design and the support lifecycle of the system before choosing technology and vendors. Time spent up front on site surveys, path loss calculations and fade margin will pay dividends when it comes time for installation. Design in fade margin. Wireless is very reliable when well designed, but if you don’t design in appropriate fade margin you’ll have problems in the future. 

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How network management systems aid firmware, configuration updates As technology advances, automation projects today are becoming more and more complicated. Many times engineers are focused on the design of the end application and fail to spend enough time thinking about the ongoing needs of the network. Today’s automation projects are always connected to some sort of network. A reliable network is an integral part of the successful automation project. If you fail to plan for the growth of the network or plan the management aspect of it, the project is bound to run into problems down the line when it is too late to change things. Most network devices contain firmware and need to be updated for security patches or increased functionality over time. Failure to plan for how firmware updates will be accomplished in the running system can lead to misconfiguration and long downtimes. When you only have a few devices deployed, this

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can be a simple task to accomplish. When you have many deployed, it can become challenging and time- consuming. The order in which the network devices are updated can make a big difference in the connectivity of the network and needs to be planned out as well. Another common problem is failure to plan how configurations of your network devices will be backed up after changes are made. You want to ensure that when a device needs to be swapped out, its configuration can be quickly installed on the replacement device with no ambiguity as to which features to enable. Over time, as new functionality is added to the system, changes may be required to the network topology as new devices are added. Unfortunately, hand-drawn documents of network diagrams are the last thing to get updated and often get overlooked. This can lead to problems later on when new systems engineers are assigned to maintain the project. In



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How network management systems aid firmware, configuration updates addition, the ability to generate an inventory report that details the exact devices on your network can aid in upgrading and maintaining the network. In order to manage these kinds of tasks, include an NMS, or network management system, in your systems design up front. An NMS should be capable of not only managing a single vendor’s equipment, but should include third-party devices as well. Make sure that your NMS has the capability to discover devices added to the network. It should also be capable of autotopology, which can document the connectivity in the system.

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Firmware upgrade and device configuration and documentation must also be present to ensure ease of maintenance. Including an NMS also provides for ongoing monitoring of network availability and stability. Having the capability to look at the availability of network links can help to isolate problems in the network before they become critical. It’s also important to have the ability to replay network conditions after a problem occurs. This can aid in isolating the root cause. Planning for these tasks up front will help lower the maintenance costs for your system. 



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12 tips for selecting and sizing pneumatic and hydraulic components In today’s typical manufacturing facility, hydraulic and pneumatic systems serve as the primary means of power for most cylinders, tooling and even some drive systems. They can be operated in high-temperature as well as high-radiation industrial environments where most electronic instruments will not function properly. Volumes of material exist on proper system design, proper sizing of components, circuit design, valve and control technologies, as well as other design considerations. However, here are a few tips you may not find in the textbooks:

1. Flow vs. pressure. When dealing with pneumatics, it is critical to understand the difference between pressure and flow. Too often operators compensate for starved flow with increased pressure. It is often best to install oversized supply lines to a process in order to ensure the appropriate volume of air.

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2. Use electric actuators. With ever-increasing energy costs, designers should consider using energy-efficient electric movement, provided the application requirements fall within an electric actuator’s performance capabilities. This technology has advanced rapidly over the last five to 10 years, with vast improvements in functionality, including more precise movement and even built-in sophisticated controls.

3. Valve sizing. Correct sizing of components, including piping, valves and actuators, can improve the productive capacity of pneumatic systems. Valve sizing is particularly important. If the flow capacity is too small, it can have a negative impact on production cycles. If you want to improve production cycle time and quality, then proper sizing is critical.

4. Align pipelines. If pipelines are not aligned properly at the correct angle, as indicated in the installation drawings, there



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12 tips for selecting and sizing pneumatic and hydraulic components is a great possibility of equipment damage.

5. Choose three-position valves. Wherever operators will be working near an operation, a three-position valve is a better choice than a two-position valve. This is because a threeposition valve will stop the equipment instantly in the event of an emergency. This is in contrast to a two-position valve, which will first complete the operation before stopping.

6. Check temperatures. Be sure to check the surface temperatures of equipment during preventive maintenance time and make a record. High temperatures could damage the viscosity properties of the hydraulic oil.

7. Built-in flow control. When you are using a pneumatic cylinder in a project, especially in high cycle count projects, use a fitting that has a flow control valve built in to make the cylinder last longer.

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8. Use feedback sensors. Don’t rely on software interlocks to control pneumatic devices unless you account for the delay caused by physical actuation. 100 ms is a long time in the computer world. Always back up actuators with electric al feedback sensors, redundant if possible.

9. Parallel air. Make sure you have an adequate air supply when using pneumatic technology. Costly leaks are often hard to detect in a noisy plant environment. To avoid failure in the supply of compressed air on a network, it is important to verify that the distribution is closed so that the compressed air comes in parallel and not in series. Inspect tubing, ferrule, connection and joints for leakages. Make sure the air being produced is dry. All air filters should be checked periodically for accumulated water drainage.

10. Choose quality tubing. To prevent leaks, use nylon tubing on machines rather than push-on fittings and PE tubing.



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12 tips for selecting and sizing pneumatic and hydraulic components The leakage often found with soft tubing is hard to detect in a plant environment.

11. Inlet side flow control. In a pneumatic logic circuit controlling a double-acting cylinder, place the flow controls on the inlet side of your cylinder depending on the direction of travel. Air is compressible and positioning will float if controlled on the outlet. This will also create back pressure. Let Graybar’s team of Industrial customer-focused sales professionals and automation and control technical specialists help you:

12. Low fire risk. One of the advantages of pneumatic

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technology is that it can operate without using electricity. This minimizes the risk of fire or explosions from sparks or arc flash events. This technology is particularly useful in a plant making edible oils or hydrogenating oils or when using flammable gases in the production process. 

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11 considerations for selecting and deploying industrial robots As manufacturers embrace the business case for implementing robots, engineers are challenged to design systems using today’s highly complex and increasingly sophisticated robot technology.

1. Redefining robots. Too much focus on humanoid robotics is a misplaced definition of objectives. A robot is really a modular, autonomous platform combining measuring circuits, active RFID, RF, acoustic, laser and power technologies for insitu data processing and real-time communication. Distributed architectures with this type of robot are revolutionizing industrial automation.

2. Don’t fight the laws of physics. Adjust your expectations to what the robot is actually capable of doing.

3. Safety first. Pay attention to the cell layout from the operator’s perspective. Fence the area so the operator cannot reach into the cell while the robot is in full motion. Make sure all

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cell doors have safety interlocks and light curtains as needed, and make sure you make the robot aware of these safety devices so it can do the job better. When it comes to designing your robot cell (electrical and mechanical layout) and programming, always consider safety as your top most priority. This aspect is even more important given all the codes and regulations for robotic safety. For more information on new safety requirements, visit http://awgo.to/026.

4. Complexity can be barrier. When implementing robotics, engineers need to ensure the system is scalable, will mitigate safety and security risks, and has built-in energy management. The robotic system must provide personnel at all levels with access to prognostic and diagnostic data in the same way discrete and process automation systems deliver operating data. Unfortunately, the complexity of the design process can often be a barrier to achieving the cost savings and efficiency gains expected with robots.



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Tips for robotics integration Whether you’re looking to integrate robotics into exis ting equipment or scale your control and information platform to accommodate robots, here are some general tips on the three primary options: 1. Use a single control platform that can be scaled to fit a wide range of robotics applications, regardless of size or complexity. This method allows the highest level of integration because it combines kinematic robot control within a machine’s controller. All configuration, programming, kinematics, troubleshooting and operations are performed within a single control platform, which helps reduce engineering costs, training, maintenance and the

overall machine footprint. 2. Use a single network technology and a common control and visualization environment. A networked approach integrates the robot control system with the machine control system. This is the most cost-effective solution for quickly integrating robotics into an existing application. Doing so gives the machine’s controller access to the robot’s control system, including diagnostics, necessary automation interlocks, troubleshooting, alarming and reporting. 3. Use a common control engine and development environment to help eliminate the need for separate � CONTINUED

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controllers and systems. This embedded approach to robotics integration brings the robot module directly into the control platform’s chassis. It keeps machine and robot

5. Tooling clearance. It is very important to have a clear, defined understanding of the type of end effector for your application so that tooling does not damage in- order production parts. Selecting a well thought-out end effector will also help minimize the teach time on the final program to ensure the proper clearance to run the robot at the maximum speed.

6. Plan for maintenance. For large robots, make sure means for maintenance are included in the original project scope. A monorail hoist designed in at the start of the project, for example, is much cheaper and easier to install than one built years later. Installing a hoist while running requires scheduling, downtime, lost production, etc. Installing a hoist during

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control separate, but helps drastically reduce the machine footprint—by up to 50 percent—because there are fewer control boxes on a machine. 

emergency maintenance never happens, and temporary, suboptimal, rigging ends up hurriedly being used.

7. Get early feedback. Try and do as detailed a simulation as early as you can and show it to the workforce involved in the process in order to get feedback on possible operational issues. You may find that there is more going on in the existing process than you knew about and that micro-management is necessary.

8. Zoning for product size. In a robotic pick-and-place system for thermoformed packaging trays, incorporate zoned suction cups that can be isolated or turned on and off, to allow for various tray sizes.



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11 considerations for selecting and deploying industrial robots 9. Electronic changeovers. Customization is only a fraction of the normal line production, but the ability to create electronic changeovers between formats in a small footprint streamlines the customization process.

10. Error codes. When you are programming a robot, many lines of code are involved. If you build in your own error codes in the program, it is easier to identify where in the program the error has occurred and to diagnose the issue. If it is a new issue, add it to the list of your error programs.

11. Faster remastering. For a robotic cell, design in a location datum point into the cell. Having an independent datum point outside of the usual work area (still within the robot work envelop) will allow quick remastering of an axis or robot following maintenance. This is critical for users of just a few robots, who don’t typically have a lot of robot axis mastering

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MECHATRONICS FOR OEMS

The perception of robots in the industrial workplace follows a form factor that leads users towards a limited amount of mechanical models. This feels modular, but it’s not mechatronic. Changing the definition of robotics to coordinated axes synchronized by a single software and processor opens up conventional machine design to modular code and mechanisms—or mechatronics. OEMs that have adopted this new outlook make robotic machines that are faster, smoother and more flexible, not by changing their mechanics but by changing their approach. The choice for OEMs is even easier because they need only migrate their control philosophy to those capable of true mechatronics.

experience. Witness marks on joints can fall off, and having an independent means to establish the coordinate system is a major time saver. 



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A role for robots in lean Lean manufacturing is a strategy for reducing waste—in materials, movement, waiting time, processing and defects. While robots are not innately lean, since they could be used to automate a faster creation of waste, there are a number of ways that their capabilities can support lean manufacturing systems: Repeatability and accuracy—improved product quality or consistency and reduced scrap rates. Robots deliver limited production loss and lower error rates compared to manual operations. Speed—increased production rates and reduced wait time y for operators. Robots have negligible downtime in situations where there is high demand for the manufactured product. Flexibility—reduced training and changeover time. Robots can y also be set up to multi-task.

Traditional production lines are designed to be an effective collaboration between man and machine. While the machines (including robots) can be programmed for optimal per formance, people cannot. An efficiently designed automated robotic station must take into account the human variable and not limit the station ahead of time by creating an overly rigid structure.

y

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Most important, the decision to use robots must be justified by an ROI analysis. Planning is critical. Robots must be properly incorporated into the overall lean manufacturing environment, in the right applications, to get the desired results. Standard industrial robots have a single tool mounted to a single arm. While more efficient than human labor, the lack of flexibility is limiting. By incorporating tool changers, the robot can perform multiple functions. This improved utilization improves productivity and profitability.



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Another development that can advance lean manufacturing is the combination of vision technology with robots. Vision-generated guidance information allows robots to vary their motion targets. This is particularly useful for operations that require visual distinctions and decisionmaking, such as racking/un-racking of parts, part picking from bins and part inspections. By taking over these once manual activities, robots can deliver higher consistency, accuracy, repeatability and speed.

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Robots are heavily utilized in inspection applications using flexible measuring systems. Mounted with vision cameras, these robot systems can collect information from multiple locations, dramatically reducing the number of vision cameras and fixtures required to inspect parts. Visionequipped robots can also reduce imperfections and scrap material in finishing operations, such as routering, grinding and sealing. 

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10 secrets to selecting and implementing sensors in industrial applications The successful application of sensors depends on selecting the right technology for the application, the variables of the product being sensed and the conditions in the operating environment.

Ontario and would be susceptible to lake -effect snow. If the ducts filled with snow, it would impair the operation of the air handler and the sensors within the ductwork.

1. Measuring range. When choosing a sensor (pressure,

3. Load cells important. No one gives load cells the credit

temperature, analog, etc.), the measuring range should directly correspond with the physical measuring range in order to obtain the most accurate reading and optimum s ensor lifespan. For example, to measure 0-10 psi press ure range, a pressure transducer with a sensing range of 0-10 psi is most suitable. Same concept applies for voltage or resistance analog signals.

they deserve when it comes to level measurement in tanks. They work great for batch measurement applications when using a hinged tripod tank mounting arrangement: two legs with hinges, the third with a load cell in compression. Use a panel meter with discrete output to give an output when the set point is reached. This also works well for providing a low-level alarm in applications. The load cell and controller can make it simple to automate the process in the future.

2. Weather watch. Be aware of environmental conditions when installing equipment. As an example on one project, the intake air ducts on air handler units were installed facing southwest, with no grating or gooseneck. The ducts faced Lake

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4. Need flexibility. When choosing a sensor, consider whether it provides the flexibility required, such as features that



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10 secrets to selecting and implementing sensors in industrial applications adapt to changing product. In this case, consider capacitive sensors, which are sensitive to more colors and materials than others, and in many cases are less expensive than ultrasonic sensors.

5. Select for technology, conditions. The most common mistakes in sensor applications include failing to select the most appropriate sensing principle/ technology for the task, and failing to consider the full range of expected operating conditions. For example, although a capacitive proximity sensor can detect metals, in general an inductive proximity sensor would be a better choice. Ambient light, temperature, dirt, vibrations or other conditions can affect sensor performance. An example of failing to consider operating conditions would be to ins tall a sensor rated for a maximum temperature of 70 degrees C in an area where temperatures can reach 85 degrees C or higher. In this case, the sensor may experience premature failure or may exhibit unstable operation, such as locking Share article »

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10 secrets to selecting and implementing sensors in industrial applications on or locking off. Additionally, sensor life can be extended in harsh environments when used with accessories that are designed to protect the sensor.

Depending on the cost of the sensor being replaced, this can be a pretty costly situation when, in fact, a relatively inexpensive replacement connector cable could have solved the problem in the first place.

6. Digital lowers costs. If linear or proportional output sensor devices are needed, avoid analog field devices to minimize cost and support issues for shielded cables and grounding. When available, digital output equivalents are usually worth the additional purchase price for overall lower cost of ownership.

8. Intelligent sensors. Consider adopting intelligent

7. Faulty cables. When replacing a “bad” sensor in an

9. Advance warning. An important trend in sensors is to

existing field application, be sure to also check the condition of the quick-disconnect cable or cord set. In many cases, the pins or sockets are weakened or corroded, leading to intermittent operation. Replacing only the sensor may temporarily restore electrical contact, but it will certainly fail again because the root cause, a faulty mating connector, has not been corrected.

upgrade or augment discrete on-off sensors with sensors that provide a continuously variable output signal, either analog or digital. Continuous sensor output signals enable much higher levels of operational sophistication, such as fault prediction and statistical process control. Through analysis of sensor data, machine controllers can alert operators of impending problems

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sensors that can be scaled, calibrated or configured remotely in order to shorten changeover time, automate sensor reconfiguration and facilitate remote sensor diagnostics.


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before they actually become a problem. An optical analog sensor, for example, may measure the bend angle on a stamped part. If the bend angle begins to drift beyond a given +/- tolerance, the sensor will detect the change and the machine controller tolerance limits can aler t the production team before bad parts are produced.

10. More sensor tips. If changes are required, ensure

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proper calibration and document it in the software changes in the DCS. A built-in display unit for local monitoring of process data is recommended. Follow selection guides and material. Install the sensor in a proper rack/enclosure if the dust level is high. Put proper tags at the site to guide servicing. After commissioning, put the instrument on continuous monitoring/trending to make sure readings are correct and the calibration is accurate before handing it off to operations personnel. 

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Operating environment critical factor Don’t overlook critical details about environmental conditions when choosing a photoelectric sensor. Typical selection criteria include sensing range, electrical output, connection type, etc. However, in order to get the bes t results, sometimes users need to go beyond these basic criteria and include other critical details. These factors often end up as some of the most important considerations: 1. Are there sudden temperature changes? Condensation can build up on the lens. Some sensors are more immune to

internal condensation than others. 2. Is it an extremely dusty environment? This can be particularly challenging if the sensor is mounted looking up. Consider mounting the sensor to look down. Another option would be to select an infrared LED sensor, which is better at seeing through dust and fog than a s tandard red LED sensor. Sometimes users will even direct an air purge at the lens to prevent accumulation of dust or particles. � CONTINUED ON PAGE 100

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3. Are the sensors mounted outdoors? It is important to know the maximum and minimum temperatures to which the sensor will be exposed. For extreme environments, an internal or external heating or cooling unit may be necessary. Sometimes a heating unit is advantageous to reduce frost or fog buildup on the exterior of the lens. 4. Will the sensor be exposed to wash-down conditions? Choose an enclosure with the appropriate NEMA/IP

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enclosure rating. Consider hygienic requirements in sensor selection, since these are becoming more popular in the food and beverage industry. 5. Is the sensor exposed to direct sunlight? During sunset or sunrise, for example, the sun might shine directly into the receiver of a sensor and give a false output. Reduce the risk of this happening by using a hooded bracket to minimize interference. 



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Six critical considerations for successful machine vision applications As anyone who has been involved in a machine vision project knows, approximately 80 percent of the success of a vision system is related to illumination. Other considerations important to the success of a vision project include camera selection, ease of programming, availability of technical support and project definition. Some tips to get the most out of your machine vision system:

reflections and direct sunlight potential. No matter the camera attributes or software tools, if the illumination is not right, the project will fail. Before establishing a proposal for a project, make sure you understand the illumination needs. Otherwise, you might end up incurring additional hardware costs that were not considered in the proposal.

2. Modifications required. Software quality control and 1. Choose the right light. Choosing the right light (LED, halogen, etc.) plus the right color (blue, white, red, IR) and the illumination technique (dark field, ring light, spot light, bright field, coaxial) are key for project success. Sometimes you have to think outside the box when selecting lighting, like using a different color light to bring out different features based not only on color, but the wavelength of illumination. For instance, finer detail can be seen better with blue illumination than with red. You can play this to your advantage when you want to enhance or reduce contrast. Consider all lighting conditions including

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quality assurance are essential to project success. Software control is more important than hardware control. Off-the-shelf vision software programs will need to be modified to fit each unique application.

3. Plan for the future. Before the design and build of a vision inspection system, consider how to make it easy to reprogram and use for future applications. Find out whether support is readily available for the camera and lighting. Get hands-on programming experience first, then get the



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Six critical considerations for successful machine vision applications programming training. Otherwise you may have trouble keeping up with the training. The camera resolution and software are absolutely critical. Don’t purchase a lower-cost, lower-resolution camera just because it works on this part. Think of the future. One camera and software manufacturer has an online users discussion group. That’s very helpful, with answers often available within minutes of posting.

instead of custom, lower-cost pick-and-place systems. The cost may be higher, but the versatility and ability to program different parts is well worth the added cost.

5. Match environment. Vision hardware must be chosen precisely for the environment. Optics must match the desired field of view. Illumination must be robust. Tested software libraries help keep the complexities to a minimum.

4. Versatility required. Don’t purchase a system designed for specific parts (like O-rings) that must be “programmed” to do your different parts (such as grommets or seals). There are systems just for O-rings, for example, that fail miserably on nonO-ring parts. Consider a four- to six-axis robot to handle parts

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6. Prepare for upgrades. When considering a vision system, always bear in mind the effects of Windows upgrades on the future of the system. A complete backup image system will give the vision system an additional five years of life. 



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10 questions to ask Whether you are new to machine vision or an experienced user, consider the following 10 questions when selecting a stand-alone vision system: 1. Does the vision system make it easy to set up applications, create custom operator interfaces and administer vision system networks?

5. How can you determine the repeatability of a vision system’s gauging tools? 6. How do you evaluate industrial code reading tools and what are some specific features to look for? 7. What networking and communications features are available?

2. What is the importance of part location tools, and how can you assess their performance?

8. What should you know about vision system accessories?

3. Does the vision system have a complete set of image preprocessing tools?

9. Does the vendor offer a wide range of hardware options? Are they rugged enough for your environment?

4. What should you look for in character reading and verification capabilities?

10. Does the supplier provide the support and learning services you need? 

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Test read rate performance To evaluate industrial code reading tools, start by measuring the vision system’s reading speed. To do this, present a wellmarked code to the vision system and have it read the code hundreds of times under pristine conditions to determine the number of reads per minute. Make sure you have a 100% read rate under these optimized conditions, or you may face problems later when conditions might be less than ideal. For example, at a production line speed of 2,000 parts per hour, a read rate of 99.7 percent would fail to read the ID codes on 48 parts in just one eighthour shift. After establishing the system’s reading speed, you should

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run a more challenging read rate test to determine the impact of factors such as line vibration, variable lighting conditions and extremely high line speeds on the vision system’s reading per formance in your application. To test this, present a large sample of codes of good, bad and marginal quality to the vision system. At the same time, simulate vibration and motion blur by shaking the part and sliding it back and forth beneath the camera as it acquires an image. This test will provide a good initial assessment of how well the vision system’s read rate will hold up under real-world production conditions. 


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SECTION THREE: APPLYING TECHNOLOGIES TO IMPROVE OUTCOMES


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Develop a strategy for asset management When beginning an asset management process, go slowly and deliberately with the understanding that it is a process rather than an event. Ensure, by free trial runs if possible or in-depth research or observation, that the software you purchase for tracking, generating work orders, inventory control and lifecycle costs are what you will actually use and not too much or too little. After that hurdle has been crossed, you are just beginning a true asset management program. Reliability is related to predictive, proactive maintenance and knowing when and how to run to end of life. This understanding can rarely be obtained quickly or simply. Set yourself up for success by using the boots on the ground as a primary source of input for what works and doesn’t

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work. Track, report and verify constantly and consistently. If the people who make the financial decisions are not onboard, your program will fail. Cost things correctly, comparing the cost of maintenance vs. the purchase of new equipment. Make sure to include all the factors, such as operator and maintenance training, ease of repair and usage of equipment, which will affect throughput of product, cost of product and cost of using the asset. Develop a program to demonstrate that proper purchasing, operating and maintenance practices are a revenue-generating process. This will help management realize that ROI is much more than simply purchase price, labor and materials. 



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Five best practices for more reliable asset management Effective asset management requires operating and maintaining equipment at optimum efficiency. While software is now widely used to monitor plant systems, human knowledge and a commitment to following best practices are still the foundation for achieving the benefits of asset management programs.

1. Automate data collection. Data collection is the key to success for asset management. Automating the data collection is a must vs. relying on manual data collection methods such as paper-based logs on clipboards. If data is coming primarily from people logging data manually, data will suffer as well as the goal of improving the equipment.

(SOPs), the asset has become unsupported. As is often said, it’s not over until all the paperwork is in the system. Having proper PMs with good procedures is one of the most important aspects of this. Service technicians, whether in-house or contracted, vary in skill level. By having the testing procedure in hand with a proper frequency, confidence is established; someone is taking care of the system. Evidence of service is a requirement these days and this PM procedure is the foundation of that evidence. Documented service completes the evidence, but a system that is producing efficiently and effectively is the best indication that the system is well maintained.

3. People, not just software. Asset management 2. Catalog capital purchases. If anything is purchased in capital fashion, it only makes sense to catalog the asset properly. Without cataloging the asset into a maintenance program, with all the technical detail and corresponding preventive maintenance (PM) requirements, recording it properly into the plant’s drawing system or into the active operating instructions Share article »

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software has extensive functionality, but to get real ben efits from it requires dedicated human resources. Those resources also need to be well educated (engineer or high-grade tech), motivated and have the power to drive maintenance resources accordingly. It takes management commitment to providing the proper resources to make asset management programs work. Return to contents »


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Five best practices for more reliable asset management 4. Take a balanced approach. There are many approaches to asset management. The difficulty comes in how to balance these approaches. An engineer looks at a machine and its capacities. An accountant looks at a machine and its worth. There are many software packages available that will assist in combining both perspectives. What is very important is how you track items like downtime. From a technician’s point of view, it’s about keeping a machine running, not about doing the paperwork. For the engineer and accountant, it’s about having data that can be used to justify replacement or upgrading of equipment on the floor. The bigger the company, the more important this becomes.

5. Clean sensing lines. Always blow down transmitter sensing lines on a yearly basis, especially steam. This small tip can avoid transmitter manifold blocking. 

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BETTER ASSET MANAGEMENT DATA

There are a number of ways to improve data collection and access to information from operating equipment:

1. Enable real-time condition monitoring for a wide range of assets, including descriptions of possible causes and suggested corrective actions for each condition. 2. Create one single-user interface, where maintenance can access all types of asset-related information and systems. 3. Integrate CMMS to enable seamless access to work orders, work order history, etc. from all DCS work places. 4. Enable real-time, in-situ asset management during operations along the entire operational process vs. prescribed, a posteriori asset management.



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Four considerations for monitoring equipment assets Monitoring and diagnostics are critical factors in asset management programs. Here are four recommendations for creating more effective monitoring systems:

1. Phase in implementation. If you are connecting several pieces of equipment to a remote monitoring system, first connect a few strategic ones and run for several days to understand issues in the environment or with connectivity, user expectations, usage patterns, etc. Once you get this feedback and fine-tune the system, scaling is not that difficult. But if you start directly with all the assets, this would just multiply any problems.

2. Identify diagnostic priorities. Gone are the days when automation included diagnostic systems that were solely driven using binary code triggered by I/O. Today’s manufacturing environment demands real-time status monitoring and diagnostics. Trial-and-error diagnostics will no longer suffice for problem identification when it comes to resolving issues that Share article »

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halt production. The rapid rate of technology evolution makes it nearly impossible to stay current with all the options that engineers and designers have today. Technology now allows real-time monitoring of machine status, error conditions, the temperature of vital components, speed, current draw and a wealth of other data that an engineer can provide via an HMI or other device. With so much information potentially available, designers need to assist end users in determining exactly what information is critical to their operation and the best way to present the information. Interaction with the end user is vital. The engineer must have a thorough understanding of the customer’s performance criteria, diagnostics requirements and problem resolution procedures. Time spent obtaining this information lays the foundation on which the rest of the project is often based.

3. Monitor system. If you are going to collect data from machines using PLCs, you need to include some level of system monitoring. It may be as simple as a “ping” test to the PLC or a Return to contents »


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Four considerations for monitoring equipment assets bit toggle where the application sets or resets a bit. In any case, the communications link should be monitored and alerts created when they fail. The alert can be as simple as a line-side machine alarm or sending an alert email to a group email for IT and technicians, or even to a centralized operations center monitor. Monitoring and notification do not need to be complex to be effective.

4. Shared transmitters. Using real-time vibration monitoring on large or critical rotating equipment can provide maintenance staff with valuable information on the health of their assets. However, continuous monitoring of one pump or

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motor may not be required. In most applications it is acceptable to monitor one rotating asset for a shor t period of time, say for 5 minutes, and then use the same transmitter to monitor several other motors or pumps. With this arrangement you will still need sensors on each piece of equipment, but they can share one transmitter, reducing costs. A system can be engineered to use several tandem piezo acceleration sensors wired through relays so that the transmitter monitors one device at a time. Data collection can be simplified by using a PLC with the transmitter and relays in one node. The controller can switch the relays and collect the vibration information from the corresponding pumps or motors. 



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Four tips for calibrating equipment Good calibration practices are an essential part of managing your equipment assets. Here are four tips on proper calibration techniques:

over time in using equipment and their inability to use it properly causes a lot of equipment damage.

3. Match transmitter output. When calibrating the 1. Secure connections. When completing calibrations on thermocouples, pressure transducers and other devices, if you have to unwire the device to put it in a hotwell, make sure you get the connections back correct and secure.

instrument loop connected to a digital read-out device, it is a good idea to fix the read-out measured value and match the transmitter output, or call it output-vs.-input calibration.

4. Calibration reminders. An easy way to keep up with 2. Calibration expertise. Verify values of actual process data before making calibrations. Calibration should be provided by trained personnel with very accurate equipment. To maintain calibration, it is essential that the operator be fully trained on the use of the equipment. Many individuals have learned bad habits

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calibration and monitoring systems is via software designed for this purpose (for example, Gage Track). By having a master gauge for every item, when calibration is due you can send it out to be recertified per ISO standard. 



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Nine strategies for achieving your energy management objectives Whether your primary goal is to reduce operating costs or achieve your company’s sustainability goals, finding ways to reduce energy consumption requires good tools and good information.

1. Choose the right tools. A comprehensive energy management program is quite challenging, since every aspect of a manufacturing facility is an energy consumer (processing, packaging, warehousing, utilities and even the building itself). A common mistake is to expect a traditional process or machine automation system to be pressed into ser vice for energy management applications (EMS). Instead, purpose-built EMS systems are designed to provide the right tools for energy analysis and reporting.

2. Side benefit. Energy management programs that achieve the most significant savings are typically those whose original goal was to improve control of production processes. The energy savings achieved as a result of improved production processes Share article »

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often cover all or part of the cost of those improvements, which makes it easier to get management and financial support for adding energy reduction activities to automation projects.

3. Involve production, not just facilities management. Involve people responsible for production processes in energy management activities, since up to 90 percent of energy is consumed by production equipment. They will help you ensure that proper steps are taken to understand how process energy consumption can be reduced without affecting the productivity of expensive production assets. The primary reason most companies focus their energy-saving activities on the facility is that facility management personnel are often given the responsibility for reducing energy costs. Not only is the facility in their comfort zone, but it’s often the only area where they have the institutional authority to make changes. By involving production, you can address all the areas of your operation that consume energy.



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FIVE WAYS TO MANAGE ENERGY COSTS

Reducing energy costs from production processes requires managing the five most important factors that determine both utility charges and total energy consumption:

1. Energy event management. Detection and analysis of process changes that cause consumption to exceed forecast. 2. Peak demand management. Minimizing peak demand, which triggers higher utility rates or penalties. 3. Scheduled demand management. Minimizing costs by shifting demand to lower-cost time periods. 4. Idle state management. Minimizing energy draw during idle process conditions. 5. Demand/response management. Offering energy capacity back to the grid on request in exchange for incentives.

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4. Use interns to collect data. It’s fairly simple to identify viable energy management projects, but it takes real engineering to develop the business case. Use interns from local universities to collect the actual data points needed to develop a well-founded business case.

5. Avoid duplication. Many motor control devices now have network connections that pass along energy data. There’s no need to duplicate these data-generating capabilities by installing power monitors over the top of intelligent motor control devices.

6. Take advantage of incentives. It can often be difficult to find the funds to invest in projects that will reduce energy consumption by your plant. Federal, state and local governments offer a range of incentive and rebate programs for energy saving projects and using alternative energy sources.



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Audits provide holistic energy assessment Energy assessments and audits can help companies identify a wide range of changes they can make to help reduce their consumption. Audits can be simple, such as a walkthrough of a building or facility to identify quick-hit opportunities, or much more detailed efforts. These are not one-time projects, but rather ongoing efforts to identify variables, such as how seasons might affect production costs and whether previously implemented improvements are continuing to perform as planned. Such assessments can help to establish the scope of an effort to reduce energy consumption, define key metrics and put resources in place that can take a holistic view of

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energy for the organization. Recommendations may include low-investment modifications, such as shifting maintenance operations to non-peak times, or may be more involved, such as programming changes to equipment. Evaluation and prioritization of capital improvement opportunities can also be included in the analyses. An assessment, regardless of scale or scope, should help answer the following key questions: Where am I likely to find quick returns? What key metrics should I put in place? y How can I encourage ongoing improvements?  y y



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Nine strategies for achieving your energy management objectives 7. Be prepared. Before planning for any energy management purchase, it’s important to first gather your data. It must cover the entire usage pattern of the equipment. Based on the requirements, choose the technology (hardware and software) that will help in analyzing a combination of parameters instead of a single parameter. Monitor the results and associate operational conditions with energy consumption.

8. Start with your power bill. Look for peak demand charges or power factor charges. If you have a shift come in and get the facility running from a dead stop, this can create a big grid load for a short time and lead to additional kw/hour charges due to the short period amp draw. Work with your facilities to stagger the starting of equipment and lights. When possible, use soft starts or VFDs on large-horsepower motors to reduce large startup currents. Utilize lighting vendors and not just an integrator or electrical contractor to create ROIs based on the real-world numbers you can give them from your power bill and a walk-through of your facility. Although the power bill is not

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always correct, it is the key to cost savings as it is the perfect metric for measurement.

9. Track big consumers. Always make sure you have the means Energy-saving incentives to track the energy For information on the energy incenperformance of large tive programs available in your state or energy consumers. region, go to The term “large” can be http://awgo.to/021 determined by using a Source: U.S. Department of Energy simple Pareto analysis. Make a list of all of your energy users and section off the top 20 percent. This will identify a large portion of your energy usage, as well as the focus of your maintenance activities. 



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Nine recommendations for building effective manufacturing IT systems Information technologies are giving manufacturers powerful tools for improving their processes, productivity and profitability. Here are some ideas for making manufacturing IT systems more flexible and reliable.

1. Data model. Most of these technologies are dependent upon a rigorous data model. So putting that model i n place first, and understanding the source, importance and use of the data, is critical. For manufacturing IT systems, i t’s setting expectations about what the product can and cannot do, how it can scale, what performance and refresh rates should be, and what data types and databases it can interface with.

3. Virtual redundancy. Look to redundancy through virtualization. It is not just a concept that holds for office IT; it is very well suited to manufacturing IT. Backup, recovery, simulation, external support (shipping the machine setup to a supplier or specialist support) processes can all be improved with server virtualization.

4. Build a wall. It is imperative to separate production networks from office networks. This is because production systems do not need access to the Internet and the office environment does. If a connection must exist, it should be only through a firewall gateway system.

2. Common structure. When implementing a multi-site

5. System requirements. It is crucial that developers

MES it is very important to identify common business processes and standardize them across all sites (as far as possible). This will ensure a common data structure and reporting at a central level.

meet and actually listen to the stakeholders. Depending upon scope and complexity, a number of meetings may be required. You generally cannot expect people to be able to convey all of their thoughts and gain a clear understanding in one sitting. As

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Nine recommendations for building effective manufacturing IT systems a requirements document is being developed, keep end-user priorities in mind. Too often, functional and design requirements creep into what should be a straightforward requirements document. If the requirements document is developed by the system integrator, make sure you fully understand, “own” and sign off what’s in it.

integrators understand the plant floor, but can miss the scale and scope of the user requirements and scalability requirements. The issues are typically cultural, not technical.

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know where you are coming from and you know where they are com-

7. Cultural barriers. Data is worthless. Information is invaluable. Converting data to actionable information is the goal. When developing an information project, you have to consider the entire scope. IT consulting firms do an awesome job of building the user requirements, but can miss the connections to the plant floor equipment and processes. Automation

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ing from, implementation can be considerably easier. Be patient and explain your production needs in terms IT people can understand. It’s often surprising how helpful IT can be once they understand the constraints of a production environment and how email isn’t a part of the system or how an isolated control system does not need the same level of virus protection as a desktop in the offi ce. Without this relationship, you are most likely going to run into brick walls throughout your entire project. Often, having the right relationships can make it easier to use temporary solutions until best practices can be implemented.



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Nine recommendations for building effective manufacturing IT systems

Factory Communications

8. Programming languages. Focus on flexibility, expandability and the opportunity to choose what highlevel programming language meets your company’s needs. The industry has evolved to where manufacturing programming languages are no longer the only solution for automation. High-level languages such as C++, C#, Visual Basic and MatLab, for example, can now accomplish this.

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fully understand the capabilities of Industrial Cellular technology. New cellular routers include standard features such as I/O control, protocol converters, seamless network integration, routing, NAT, firewall and cloud interface, all with LTE speed. The major commercial hurdle is that cellular carriers don’t have solid relationships with control engineers, so major decision-makers are just ignorant of the capabilities. Wireless Ethernet or wireless serial radios certainly have their place, but a deeper knowledge of cellular applications could be an industry changer.  Share article »

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13 ways to get the most out of OEE and lean manufacturing disciplines Overall equipment effectiveness (OEE) and lean manufacturing have won many converts. These two disciplines are frequently linked because they provide a systematic way to design manufacturing processes, measure their efficiency and identify problems. Here are some tactics to get the most out of your lean and OEE initiatives:

rework, thereby increasing throughput in quality. Before building a lean cell, talk to your operators, quality people, manufacturing engineers and process engineers. Get their input, hold meetings and keep them in the loop throughout the project. They are the main stakeholders who will eventually approve of your cell.

3. Lean management. Lean manufacturing is a powerful 1. Accessing data. One of the great challenges when executing a project to gather and report OEE metrics is easy access to manufacturing equipment status. The obstacles may include islands of automation or even equipment that’s not automated. Don’t expect that all equipment information is available via existing automation systems. Be prepared to install simple data acquisition systems to gather the necessary data to track OEE.

concept when employed correctly. The problem is that with lean, along with other methodologies, one size does not fit all. Managers can get caught up in how it improved this company or industry, and then try to implement it internally. What they fail to do is penetrate the details of why it worked, what support structure is required and how that translates to their internal business. Lean is as much about management engagement in daily operations as it is about the methodology.

2. Stakeholder input. Lean manufacturing is critical in

4. Measure the right things. Nothing is worse than the

today’s global economy because it helps you drive your output (product efficiency) higher while maintaining low defects and

wrong input. OEE is not always a KPI metric in batch operations. If you speed up the drying process, for example, the OEE goes

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13 ways to get the most out of OEE and lean manufacturing disciplines down, but you will be making more product in a shorter period of time.

fine-tune the flow of your product.

7. Too lean? If you operate with vendors that are stationed in 5. Visual management. Visual management, including large display screens on the factory floor, are an effective tool for OEE programs, letting both managers and workers easily monitor the metrics of production lines and track KPIs. Displays harness natural human competitiveness. In one experience, once data was displayed it started a race between shifts to drive up OEE. Without any management intervention there was a 20 percent increase in productivity. Among the most useful KPIs to display: count (good or bad), reject ratio, operating speeds, takt (cycle) time, downtime and OEE (availability multiplied by performance and quality) for determining resource utilization.

6. Increase uptime. Lean manufacturing is a very important factor in a production plant. Just by placing materials at the point of use within the production floor area, you can increase production uptime. This is just one small adjustment that will

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areas with a high potential for natural disasters, think carefully about being too lean with your supplies. You’ll need to plan for alternative routes and suppliers. Another area that has to be monitored is the amount of time for production to meet customer need. Sometimes manufacturing is too lean and when there’s a sudden demand, the slow ramp to manufacture can cost more money than producing stock.

8. Business support. Make sure the business has adopted and fully understands OEE. This can be a huge change management nightmare if not well-entrenched prior to the project (or as part of the project execution). Lean manufacturing can also be applied to service disciplines, not just product manufacturing, mostly with only minor adaptations. Look to these techniques and principles to streamline your own processes and eliminate waste.



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13 ways to get the most out of OEE and lean manufacturing disciplines

Calculating OEE As described in World Class OEE, the OEE calculation is based on three factors: availability, performance and quality. Here’s how each of these factors is calculated:

Time / Total Total Pieces). Ideal Cycle Cycle Time Time is the minimum cycle time that your process can be expected to achieve in optimal circumstances. It is sometimes called Design Cycle Time, Theoretical Theoretical Cycle Time or Nameplate Capacity. Capacity.

Availability Availability takes into account Down Time Loss, and is calculated as: Availability = Operating Time / Planned Production Time.

Performance Performance takes into account Speed Loss, and is calculated as: Performance = Ideal Cycle Time / (Operating

Since Run Rate is the reciprocal of Cycle Time, Performance can also be calculated as: as: Performance = (Total (Total Pieces / Operating Time) / Ideal Run Rate. Performance is capped at 100 percent, to ensure that if an error is made in specifying the Ideal Cycle Time or Ideal Run Rate, the effect on OEE will be limited. � CONTINUED ON PAGE 122

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13 ways to get the most out of OEE and lean manufacturing disciplines Quality Quality takes into account Quality Loss, and is calculated as: Quality = Good Pieces / Total Pieces.

OEE OEE takes into account all three OEE factors, and is calculated as: OEE = Availability x Performance Performance x Quality. It is very important impor tant to recognize that improving OEE is not the only objective.  OEE = Availability x Performance x Quality B D F OEE = x x A C E Availability

A = Total Operative Mode Time B = Run Time

Time Losses

Performance

C = Normal Speed D = Actual Speed dr

Speed Losses

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13 ways to get the most out of OEE and lean manufacturing disciplines 9. Meaningful reports. Data capture is quite easy. Reporting the data in a manner that helps implement change can be challenging. Don’t assume a single report is sufficient. Different users need different data. And that data must be presented to each user in a manner that is meaningful.

Software selection plays only a small s mall part in the OEE process, but that is where customers spend the most time upfront. Operator involvement, the quality of the integration partner and the ability of the controls hardware to collect data are what truly make an OEE project successful. s uccessful.

12. Efficiency tool. OEE has to be au10. Improvement tool. OEE can be a very valuable tool to identify problems within a process. Ensure that everyone understands what the three elements are that make up OEE: availability, speed and quality, and how to calculate each. Once processes are stabilized, use OEE to dri ve improvement.

11. Software less important.

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tomated to be successful. The data needs to be driven from machine status, not humans inputting the status. Any manually derived OEE system can be fiddled with to produce the expected 85 percent efficiency rate. Improving systems and automating OEE measurements may bring into question the accuracy of historical OEE data. To avoid internal politics, put an amnesty in place and promote automated

OEE in-depth For a detailed discussion on calculating Overall Equipment Effectiveness, go to

http://awgo.to/022 Source: Automation World

data as a new way of measuring measur ing OEE. On the other hand, the only reason to use OEE is to help drive an improvement improvement process to increase operational efficiency.



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13 ways to get the most out of OEE and lean manufacturing disciplines If that isn’t a widely embraced priority, then save yourself lots of time, money and effort.

13. Improving uptime. OEE can help you identify op-

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portunities to improve your total uptime. First, understand the categories that OEE represents. Next, determine what things you want to track and how specific you want to be. There isn’t a set rule as to what that may be. An example may be that under your performance efficiency category, you list specific pieces of equipment in an assembly line to track. By breaking down your categories you will have better opportunities to make improvements. The last hurdle is how to capture the data used to calculate OEE. Keep it simple and train your people in how to capture the data you need, what it is and why it’s important. 

Experience a more intuitive and efficient way of working using the TIA Portal integrated automation software – a single engineering framework that allows you to combine PLC, PC-based control, HMI, Network configuration, Drives, and Safety in a single, proven engineering environment. Request a trial license today! usa.siemens.com/tia-portal-trial-license

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Eight ideas for improving product lifecycle management Product Lifecycle Management (PLM) has been described as an information strategy that allows organizations to work as a single team to design, produce, support and retire the products they make, while capturing best practices and lessons learned along the way. Its goal is to improve the quality of products and processes. Here are some suggestions for selecting and using PLM systems:

1. Don’t let tools dictate process. Project teams implementing PLM can get lost in the weeds. Have clear results and improvement goals in mind. Don’t let the tools dictate your process; get your process defined first, with any known gaps resolved. Then look at tools and map them to your requirements. It’s Share article »

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not a bad idea to look at tool features to begin with, to make sure that you are aware of best practices and capabilities that can be leveraged, but don’t let a tool dictate a process.

lifecycle costs in the equation. In most capital equipment situations, the upfront

2. Fostering collaboration. The most important function of a PLM system is to foster collaboration among people with different functional responsibilities. It allows them to work in a parallel rather than linear fashion by creating a shared information resource of product and process knowledge. This can encourage innovation, improve quality and shorten time to market for new products.

3. Lifecycle costs. When evaluating equipment options, always include

Working with PLM software For more information about using PLM software to facilitate collaborative work, download an ARC white paper at

http://awgo.to/023 Source: Siemens



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Eight ideas for improving product lifecycle management cost of the equipment is 2-5 percent of the lifecycle costs, while the rest is the cost to run and maintain the equipment.

4. Keep it basic. Remember that hardware and software designs have a direct impact on industrial productivity. The most elegant and complex system design does not help a customer unless it is faster, easier to maintain, uses less energy and, above all, can be understood by plant maintenance personnel. Sometimes it is better to sacrifice elegant and complex for basic and simple if the result is a faster, easier-to-maintain manufacturing line. Those who care about manufacturing productivity will appreciate it.

PLM software that is able to validate the production system in a simulated threedimensional environment. This allows the risks of failure to be identified in different parts of the process or equipment. The software can also be used to determine the best way to lay out production lines in order to move material through the factory floor.

6. Is there a payback? Don’t be afraid to tell others when a system is at its end of life. Just because an outdated system is running today is no guarantee it will be running tomorrow. Strive to educate operations and management that it’s important to upgrade as needed. But don’t upgrade just to have the latest technology if there is no real payback.

Modernizing manufacturing To learn more about the digital manufacturing initiative sponsored by the National Center for Manufacturing Sciences and other resources for modernizing American manufacturing, visit

http://awgo.to/024 Source: National Center for Manufacturing Sciences

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Eight ideas for improving product lifecycle management 7. Track equipment. If you are looking at new maintenance

8. Digital manufacturing. One element of PLM is

software, make sure that downtime, maintenance hours and material costs can be easily tracked to each major piece of equipment. This will help you make informed decisions about whether to replace, upgrade or leave alone each pie ce. It is also possible with some software providers to use the information to evaluate your techs.

digital manufacturing, an integrated, computer-based system comprised of simulation, three-dimensional visualization, analytics and collaboration tools. It’s used to create product and manufacturing process definitions simultaneously. By enabling product-related information to be shared between design and manufacturing groups, it can reduce the expensive changes often experienced when faulty product designs reach the manufacturing stage. 

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Seven human factors to consider when developing safety systems People will do whatever they have to do to get the job done, even if that means evading systems designed to keep them safe. Engineers who design safety systems need to keep that fact top of mind. Here are some tips for dealing with the human variable:

1. Understand human nature. It is not enough to rely on industry standards to develop machine safety. You must work with the manufacturing crews. They have so much insight into what people are actually going to do to improve their throughput and efficiencies, even if it requires them to work around safety systems. It’s just human nature. By communicating and observing your workforce, you will be able to develop Share article »

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more robust machine safety systems that will still allow for efficiency as well as protect your workforce.

2. Don’t invite overrides. When designing a safety system, it’s essential to understand how an operator or maintenance technician needs to interact with a machine. It you make the safety system too extreme or complex to deal with, you’re actually inviting them to override the safety system in order to get their jobs done. End users should make sure they see a new machine operate with all the safety features functioning before they accept the machine.

3. Safety education. Machine

Machine safety standards There are many organizations dedicated to improving machine safety. For links to them, a glossary of safety terms and a discussion of machine safety standards, download a white paper at

http://awgo.to/017 Source: Siemens

safety is primarily an education issue. Return to contents »


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Seven human factors to consider when developing safety systems Convincing the end customer about the advantages of safety is difficult, but not impossible. Most end users view safety systems as a detriment to production, when the opposite is the case. Good safety principles and finding a vendor who has the products and expertise to assist is 90 percent of the battle.

4. Operator safety. Wherever operator safety is required, you need to ensure that it is a foolproof and mistakeproof system. There’s no room for a safety failure because of operator mistake or negligence or bypassing of a few sensors. Also, while interlocking equipment, always consider the adjacent equipment if it is sequence-related to the equipment. There have been many incidents of hand injury because the operator forgot to put Share article »

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the adjacent equipment in manual mode before adjusting his machine’s setting.

5. Get real feedback. Arrange cross-functional meetings. This means real meetings that have a purpose, where everyone contributes and that result in good documentation. This is key to having a safe approach when integrating controls, interfaces and other automation gear that enhance the workplace. It is easy to create a negative condition when upgrading, especially when it’s a poorly supported or poorly organized project. Without representatives assembled to discuss every interacting department’s needs (such as training, maintenance, service, emergency conditions, etc.), the project’s purpose will not be properly communicated, the buy-in for the

$afety Pays The OSHA website has an application designed for small businesses called $afety Pays that can help make the case for implementing safety systems. It gives scenarios based on lost time (litigation is not included) from the insurance industry, which can demonstrate the effect of severe injuries on sales and profits.

http://awgo.to/015 Source: Occupational Safety and Health Administration



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Seven human factors to consider when developing safety systems change will be seriously impaired and, even worse, unsafe conditions may arise. Bringing their viewpoints into the design review process will help eliminate costly surprises during the testing or rollout phases. By conducting proper meetings and maintaining clear communication with all impacted personnel, project management is demonstrated and confidence is instilled in the management of change.

6. Pay now, or pay later. Saving someone from injury by paying for training courses is better than losing

production due to an injury or downtime from faulty equipment.

7. Is it needed? Make sure you are on the same page as the machine builder or system integrator when making design decisions about machine safety. A lot of money can go towards guarding, only to find that the machine will be in a secure area that cannot be accessed during operation. On the other side, the end user should not cut costs by eliminating machine safety features just because they don’t understand the need for implementing safety systems. 

openSAFETY Looking for a safety solution that supports more than one TUV-approved protocol for industrial Ethernet? Consider using vendors that support the openSAFETY standard, which is vendor neutral with regards to fieldbus and supports safe operations with interoperable technologies. For more information, visit

http://awgo.to/019 Source: Ethernet Powerlink Standardization Group Source: Ethernet Powerlink Standardization Group

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Seven human factors to consider when developing safety systems

Safety standards online Be proactive and try to stay ahead of regulation before changes are mandated. The Internet is a great source of information about current regulations and standards—and what might be coming next.

Community Emergency Response Plant Emergency Response Physical Protection (Dikes) Physical Protection (Relief Devices) Automatic Action SIS or ESD Critical Alarms, Operatior Supervision and Manual Intervention

Apply LOPA for risks Deep dive into Process Hazard Analysis (PHA) to identify the risks underlying a process. Apply LOPA (layer-of-protection) analysis to rate the SIL level and guide the SIF design according to IEC 61508/61511. Understand all aspects of the safety lifecycle before proceeding with design and implementation. 

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Basic Controls, Process Alarms and Operator Supervision Process Design

LOPA chart courtesy of ABS Consulting, awgo.to/018



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Eight tips for the technical side of safety systems From new standards for functional safety to making sure that an e-stop will actually stop everything on a machine, these practical recommendations address the details of a safety system:

1. Functional safety. Functional safety, as defined in IEC 61508, is a totally new methodology in automation. It’s based on two main principles: 1. It’s a systems approach. Sensor - controller actuator, every component should have the same SIL/PL. Otherwise, it makes no sense. 2. System/product lifecycle idea. Today’s safety does not mean tomorrow’s safety. Functional safety needs a procedure to implement it continuously.

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2. Validate the safety code. Determine each failure mode and validate that it fails to a safe state. Just because the logic tells you to turn an output on or off when running, does not necessarily mean it will return to the correct state if there is a fault. It needs to be verified.

3. Key features for safety systems. Low PFD (probability of failure on demand), equivalent to the longaccepted TMR (triple modular redundant) benchmark standards, in either simplex or redundant configurations. Low STR (steps to reproduce) that meets or exceeds the TMR standard when implemented in dual configuration. Exceptional hardware fault tolerance in dual configurations.

IEC 61508 explained For a comprehensive look at functional safety and the IEC 61508 standard, visit

http://awgo.to/016 Source: International Electrotechnical Commission

Safety modules independent from the logic solvers. By choosing safety systems with these features, availability has been estimated as high as 99.9999 percent.



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Eight tips for the technical side of safety systems 4. Identify risks. Deep dive into Process Hazard Analysis (PHA) to identify the risks underlying a process. Apply LOPA (layer-of-protection) analysis to rate the SIL level and guide the SIF design according to IEC 61508/61511. Understand all aspects of the safety lifecycle before proceeding with design and implementation.

5. Send robots home. When programming a robot that has the potential for a crash situation and relies on an operator to manually move the robot out of position, program in flags or position steps. Then create a program called “home.” After each critical move/step of your robot in the program, to avoid other machinery or tooling, use a variable, such as “pos,” and assign it a numeric or other value like zero as the home value. When you create the home program, you can run it and have a series of “if” statements. For example, if “pos” = 10, then do this. Now you know where the robot was positioned when it crashed and you can provide a safe route automatically to exit its c urrent position and into a safe home position. Make sure to clear your

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“pos” values or set them to zero once you make it to the “home” position. Now the main program can be run from the beginning, without any worries.

6. Consider magnetic locks. Magnetic lock systems have come a long way and they really simplify the way you can design and safeguard a machine. Interlocks are built in and they are a little harder to bypass than previous generations of the technology. They can be very useful for maintenance and for troubleshooting because they can be installed in a manner that will satisfy everyone, from the operator to OSHA.

7. Discharge capacitors. On older AC and DC drives, even when locked out, make sure capacitors are fully discharged before removing the front panels and working within the drive.

8. Stop everything. Don’t allow OEMs to place e-stop buttons on their consoles if they do not stop all equipment in the immediate vicinity. 



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Don’t overlook safety distance calculations The safety of a machine is not guaranteed by simply using a safety laser scanner in an application. A safety distance calculation needs to be considered to ensure the correct use and functionality of the scanner device. The safety distance calculation will help determine the size of the safety field or the distance a scanner plane is mounted from a hazard. How will the device be mounted? Will it be scanning vertically or horizontally? If it is vertical,

the scanner plane may have to be mounted farther from the hazard, similar to a light curtain. More commonly, if it is mounted with a horizontal plane, there may be a chance for reach-over, which would require a larger-sized safety field. These two possibilities are called the Depth of Penetration and are a part of the safety distance calculation. � CONTINUED ON PAGE 135

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Consider also the stop time of the entire system. Realize that the stop time may include more than just the stopping of the machine. The time it takes for the scanner to react, for the stop signal to travel to the machine, for the machine to actually come to a stop and any other delays must be considered. These delays may be small, but can have an impact on the overall size required for the safety field.

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The stop time of the machine will also be used in calculating the safety distance. By implementing this calculation into your design of a safety laser scanner, you will be on your way to properly complying with standards and achieving greater employee safety. 



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Wiring, safety PLC programming critical to machine safety performance Some common pitfalls in machine safety have h ave to do with not wiring devices correctly. Many devices today can cover a range of safety levels, such as SIL 1 through SIL 3, but have different wiring methods. Diagnostic coverage is extremely important with safety and incorrect wiring or an incomplete understanding of the wiring requirements could lead to a lower safety level or a system that does not work at all. Be sure to follow the manufacturer’s recommended wiring practices and understand the diagnostics that are performed on the circuit. Having two devices that perform diagnostics of the same type may cause the system to not work. An example would be cross-wire detection where the PLC card checks the circuit by sending out a pulse on the wire and detecting that pulse back on the input. If the device that it is wired to the PLC card does not pass the pulse through, then the I/O module may fault. This could be corrected by selecting the right devices or a simple

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hardware setup change. Either way, you need to understand how safety works. Once you have designed your system, you must program it. Pay special attention to what the controller allows you to do in the safety code. A safety PLC can add many benefits that can help the system be more flexible and increase production. On the other hand, it has to be programmed and must be tested for correct operation during the machine’s commissioning phase. This is a very important step and is often overlooked. Be sure to inject faults into the safety system to ensure that your configuration and code give you the desired response. A safety PLC can add great benefits to the automation project, but it also can add scan time that may affect the response time of the safety system. It is important to understand this and to select the right hardware. The response time is very important



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Wiring, safety PLC programming critical to machine safety performance a giant breakthrough in small readers

in safety and could make a machine that appears to have all its safety bases covered not respond fast enough to a person working in a highly dangerous area. Make sure you document your safety system, from risk assessment to the testing and checkout phase. Integrated safety is very flexible and can give great benefits, but pay attention to the wiring and configuration of the devices. And remember, time is distance and the scan time may affect the response of your system on a high-speed machine with close approach boundaries. 

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Europe sets standards for safety design The European Union has defined required safety methods for machines, which are standard in all European nations and now accepted worldwide. New and improved safety strategies offer manufacturers a way to improve productivity and competitiveness in the market. Some examples:

standstill. When executing a safety function, such as monitoring a crawl speed that deviates from the expec ted value (such as too fast), the safety system detects this deviation and actively returns machine operation to a safe state by stopping the machine safely and removing the torque from the motor shaft.

1. Restoring a safe state. Functional safety in machinery

3. Human response required. In a hydraulic press

usually means systems that safely monitor and, when necessary, override the machine applications to ensure safe operation. A safety-related system thus implements the required safety functions by detecting hazardous conditions and bringing operation to a safe state, ensuring that a desired action, such as safe as stopping, takes place.

machine, as another example, human s afety was achieved by using a light curtain at the job press’s work area to hold the press for any human interrupt. The press can only resume operation when the operator comes out of the working area and acknowledges the action.

4. Safety modules. Safety inputs are monitored with special 2. Detecting deviations. Safety system monitoring can include machine speed, direction of movement, stopping and

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modules that detect input discrepancies and they are processed in a safety controller, which generates safety code. 



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Six strategies for creating a secure industrial network Security and safety are the same word in many languages. You can’t have a secure system unless you know who’s running the equipment and what they’re doing. There’s an incredible overlap between safety and security. They’re both about identifying the bad things that can happen, and finding ways to minimize the chances that they will. In the IT world, it’s about information confidentiality. On the plant floor, it’s all about the safety of people and the process. Here are some ideas for improving security in an industrial environment:

1. Pay attention to the basics. Network security can be a complex topic. Most IT security experts say the implementation of basic security features available on network devices solves over 90 percent of concerns. Basic tools such as port security, VLANs, routed interfaces and simple firewall features can stop the majority of malware and intrusions. As a simple practice, use a

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managed network with a good IT strategy as a starting point for network security.

2. Collaboration rules. Keep a logical separation between enterprise and control networks, including the addition of a firewall between. The policies for the enterprise network cannot be the same for control networks. The two systems have different performance requirements, reliability requirements, operating systems and applications, risk management goals, security architectures, security goals and different assumptions about security. By discussing these differences and gaining an understanding of each group’s expectations and priorities, IT and control engineers within an organization can develop a solid foundation for communication and cooperation. IT and control engineers should define a role list to avoid misunderstandings. Collaboration should be the rule, not the exception. On the plant



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Six strategies for creating a secure industrial network floor, use network equipment designed specifically for industrial applications.

accessibility, lockable PLC panels, server rooms), hazard protection (fire, floods, EMI, etc.), a disaster recovery plan and other features as appropriate to the needs and concerns of your business.

3. Be on your guard. As with functional safety, the objects involved in security are not only devices or equipment. There are human factors as well. Security is more challenging than safety, because it’s always in a state of dynamic change. New malware, viruses, worms and tools arise every day. Defenders need to be awake all the time. In an industrial environment, it’s more difficult than in an office environment. The plant is not allowed to shut down its process. So policy, procedures and cooperation are very important in implementing an industrial security strategy.

4. Develop a security policy. In addition to malware issues, implementation of a security policy should also include: an authentication mechanism, data backup procedures, offsite backup of electronic media, physical protection (such as

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5. Defense-in-depth. In the past, industrial network security was accomplished through air gaps. Essentially, this relied on having physically separated or isolated systems to protect plant equipment and networks from the rest of the world. This type of security resulted in industrial systems with software that wasn’t kept up-to-date with the latest security patches, as well as pockets of unsecured networking equipment. Now these systems are slowly becoming connected to public networks for the purposes of remote administration, programming and monitoring, making them vulnerable to many threats. In order to protect these networks, a defense-in-depth strategy should be deployed. This type of defense protects in several places, such that bypassing a single security device does not provide unfettered access to the



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Six strategies for creating a secure industrial network rest of the network. A defense-in-depth strategy should provide secure remote access through the use of VPN gateways to provide encrypted access at the external boundaries. The internal zone boundaries should employ firewall and network address translation. This can limit the scope of access by an internal action such as a phishing or a virus introduced by a trusted device inside the network, such as accessing a malicious external website. It can also provide critical device protection by isolating malfunctioning devices from broadcasting packets to the entire network and creating a denial of service. Employing an industrial VPN/NAT/firewall/router at multiple places in your network can

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provide an in-depth defense against many attacks aimed at industrial systems. Protect your network at the site level, internal zone and cell levels.

6. Prioritize your efforts. Every control system has one or more assets that would seriously impact production, safety or the environment if successfully attacked. These might be the SIS (safety integrated system) in a refinery, the PLC controlling chlorine levels in a water filtration plant or the RTU in an electrical substation. Plant personnel know what really matters in an operation. If these assets are aggressively protected, the chance of a truly serious cyber incident is massively reduced. 

Protecting control systems For more information about protecting industrial control and SCADA systems from security threats, download the white paper at

http://awgo.to/020 Source: Tofino Security



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Security threats confront every manufacturing plant Network security is becoming a more important issue. With manufacturing facilities becoming more wired and automated, as well as accessible from outside the facility, external security is becoming an issue that in the past was typically not even a consideration. Security, from both outside and from within the facility must now be incorporated as part of any automation project. Consider how much cost is involved when the production facility is shut down for standard maintenance operations,

which are planned and intentional. Now consider the cost impact if the facility was maliciously shut down, or if only one operation in the facility was disrupted. The cost could be devastating. With all of the eavesdropping and international espionage in the news, it is becoming more important to secure the automated facility and protect operations from outside interests (including foreign governments). Cost is becoming less an issue when compared to the potential damage that � CONTINUED ON PAGE 143

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could be caused by a breakdown in security. Don’t skimp by using cheap security software. A hack or virus in a system can cause the entire business to be compromised. External access is only one security consideration. What if an outside interest gained access to your operation solely for the purpose of accessing your information without your knowledge? Gaining access to your product manufacturing process, your supply chain and other aspects of your production could provide invaluable information to an unscrupulous competitor. All of these factors and potential threats should more than justify the cost of implementing a security plan for your facility.

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In addition, there are security threats from within the facility. These can be as innocent as an accidental modification to a production program or as intentional as a disgruntled employee. While many security issues can be solved by better human behavior, there’s no way to guarantee that the behaviors threatening your facility will actually change. Take all of these threats into account when developing a security plan. Considering the risks to your business, it shouldn’t be difficult to justify implementing a security plan for your facility. 



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Seven details to remember when implementing network security Network security is absolutely necessary for today’s industrial networks. Failure to restrict access can be disastrous. Access to your network by untrained persons can lead to misconfigured network devices. Access to unsecured ports can lead to network loops being accidentally created. Here are a few security details to keep in mind when constructing your network:

1. Keep production running. Recovery and uptime are the critical priorities on the factory floor. Make sure security systems function in a familiar way so that people on the plant floor who are used to dealing with control systems can understand them. For example, don’t create a security system that shuts down the equipment if a panicked operator enters the wrong password in an emergency situation.

the production network into three sections—PLCs, HMI users and servers—to reduce traffic where it is not required. Access to the management interface of your network switches can also be controlled. Utilize an accessible IP list to limit administrative access to your network devices. This list will only allow connections to the management interface of a switch from a list of pre-selected IP addresses. To further prevent access to the management interface, a separate management VLAN can be created for this purpose as well. However, many industrial networks operate in a single VLAN with a flat IP scheme. Creating separate VLANs can introduce a bit more complexity into the average system, but the accessible IP list can often provide just the right amount of protection along with the desired simplicity.

3. Use managed switches. Design your network with 2. Divide VLANs. Separate your production floor assets from the management functions (office computers, reception door locks, etc.) using different VLANs. It’s often useful to divide

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managed switches, which allow data flow control and reduce loads on the network. These devices contain a management interface that will give you great control over their operation, as



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Seven details to remember when implementing network security well as limit access to the network. Unmanaged switches do not provide any type of control and allow any device to be plugged into the network. Managed switches also allow the network designer to disable any unused ports. This prevents unauthorized devices from gaining access to the network. The ports can either be disabled or be configured to use a central RADIUS server, which can control access to them using 802.1X. This requires a bit more configuration, but allows for all your network devices to have a single user database that is centrally administrated, rather than have to manage user names and passwords on individual switches. Make sure you change the default admin password of the switch. It typically comes set to a default and many fail to change it. It goes without saying that this is a big problem and it should always be changed.

4. Guard against network loops. Many industrial networks are designed with redundant paths in the system and already employ a redundancy/loop prevention mechanism. This is also a feature of a managed switch. Without loop prevention

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protocols, any port can be connected with an Ethernet cable back into another port on a switch and create a broadcast storm. This can cripple the switch as well as the network. This kind of problem can also be tricky to track down and flush out of a network. Loop prevention protocols include the spanning tree variations such as rapid spanning tree. For industrial applications, these can be too slow, but optimized solutions such as TurboChain and broadcast storm prevention (BSP) can provide response time in milliseconds to prevent network loops from occurring. These features can be used to prevent a malicious denial of service outage from occurring as well as prevent an accidental Ethernet cable loopback.

5. Look for redundancy and robustness. Having equipment that is easy to disrupt makes an attacker’s job easier. All network components, including cabling, cabinets and active equipment, need to be industrially hardened, resilient and have high mean-time-between-failure (MTBF) ratings because of the harsh environments found in an industrial facility. Active



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Seven details to remember when implementing network security components in an industrial network, such as switches and routers, need to support industrial redundancy technologies and the level of redundancy required for your production needs. This will keep operations going in the event of malware or other network intrusions.

Plant personnel need to be immediately alerted if a read-only remote operator station suddenly tries to program a PLC. Waiting for the IT team to analyze the event the next day is too late.

6. Early network warning system. Integrating security

protocols such as Modbus and OPC, rather than email or web traffic, which have no place on a plant floor system. Products that inspect email and web traffic simply add cost and complexity to the security solution. Design your security system to handle very wide power ranges, since the plant floor often has dirty power. 

with industrial control systems is critical for both support and security event monitoring in a network. Using such a system will facilitate the detection of unusual activity on the network, an area that is typically poorly done in the industrial automation world.

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7. Optimize firewalls to protect the right protocols. Firewalls should be optimized to secure SCADA



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Nine ways to get the most from simulation and CAD/CAM software Simulation software and CAD/CAM systems have helped transform the design of machines and automated systems by reducing design engineering time and costs. Here are some tips for getting the biggest bang from your software investment:

anyone said, “We performed too much simulated testing.”

3. Integration simulation. You can increase productivity

out if there’s a software user group or online community that shares problems and solutions or good and bad examples. White papers and a few application examples in the manual cannot compare with real experiences shared by users. This is especially important if the software supplier provides only paid help or support.

for automated systems using pneumatic, hydraulic, electric control, electro-pneumatic, electro-hydraulic, PLC ladder programming or function block diagram by simulating the entire integration of these technologies into a new project. Using soft technologies as support for projects allows you to analyze the behavior of the entire system, see how a design works or compare different design options and technologies. Simulation software has become an essential tool for successful automation projects.

2. Test and test again. Simulate industrial control systems

4. Start with a database. Study software concepts

on the bench to the greatest extent possible and practical. Experience suggests that there’s never been a startup where

well and avoid going too far before creating a full, consistent components database.

1. Find a user group. For any software, it is useful to find

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Nine ways to get the most from simulation and CAD/CAM software 5. Verify performance. CAD/CAM simulation helps the programmer and engineer to know about the working of a machine before it’s built and for troubleshooting as well. It’s also useful for research. Before applying any hardware ideas, a programmer or engineer can simulate to verify the results to the nearest real-world values.

6. Talk to those who did a project. It’s worth researching similar projects and simulations. Try to visit the sites where the work took place. The published version that emerges from a project is usually a pale imitation of the blood, sweat and tears that actually went into a particular software system. If you can get a word with those who were actually on the front line of the system, they tend to be the most truthful about its benefits or limitations.

7. Design with modeling. Make sure modeling and

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simulation give you a good image of the problem to solve. Have a mental model to make sure digital version mimics the real world.

8. Keep it simple. CAD/CAM is one of those tools that quietly revolutionized low-volume production. But it is easy to get caught up in adding features because it is so easy to do. Keep it as simple as it needs to be and little more. This is as true in design as it is in cutting metal. Drive for simplicity; save a lot of headaches.

9. Is it real? Models can be very powerful—or very misleading. The challenge in creating a useful model is validating that the output is actually predictive. We are conditioned to believe what we see. In simulation, what we see may not be real. While simulation can save time and money, just make sure you are modeling with the correct variables. Mathematical modeling is the first step in simulation, yet the most critical step to success. Always validate against real-world conditions. 



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Five recommendations for implementing workflow systems Workflow software is a useful tool in many applications, from enforcing standards and compliance to feeding into an MES. Here are some suggestions for implementing workflow software:

1. Define your objectives. For workflow software, you need to first discuss what you want to use the workflow software to do. Do you want it to enforce compliance, for example, or build a corrective action solution or provide offshoot functionality for an MES? Are you using it to interface plant-to-business applications? Workflow software needs to enforce a standard procedure or series of procedures. If you have processes that change all the time, workflow may be too structured for you to benefit. But to facilitate standard responses to activities or events, workflow software is a good solution.

PHASE IT IN

It’s a good idea to implement workflow automation software in two planned projects. Plan and execute the first workflow project within a limited domain, where the systems, responsibility and authority reside in one group. Once there is proven success with this project, the bigger projects that span groups can be tackled with knowledge and confidence in the workflow tool. The challenge on a bigger project that spans domains is selecting a project team and leader with the authority to make decisions and trade-offs efficiently, with buy-in from all.

be specific when discussing and documenting software requirements, methods and objectives.

3. Document standard work. Ensure that the real 2. Define subsets. Recognize and define the expanding subsets of workplace software (for example, fixed programming, limited variability programming, full variability programming, utility software, embedded software, firmware, etc.) and Share article »

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production workflow is accurately documented and understood for all products and all variations before you start the project. And make sure you get the operators to agree and quantify the “standard work” (if it’s available). If you don’t do this up front and Return to contents »


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continued

Five recommendations for implementing workflow systems get everything documented, agreed on and the “future state” well understood, then you will end up running in circles.

4. Improving code. When you ask for additional product flexibility that will require workflow software code changes, allow sufficient time for your programmer or integrator to make the changes. Pushing them beyond their work capacity with unrealistic schedules can result in mistakes and project delays.

Use templates to save a lot of time. Use IEC 61131-3 for programming machine behavior. y Be sure to enlist the experience of all those who will come y in contact with the workflow that you are trying to model or diagram. Ensure proper channels of workflow. A proper design is y essential to avoid delays in a workflow project.  y

5. More workflow tips. Do not be overly analytical and make it unnecessarily complicated.

y

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Advantech

VENDOR SELECTION RESOURCE GUIDE

Advantech, a pioneer in Intelligent Automation Technology With more than 30 years of experience in providing a full range of products to different vertical markets, the Industrial Automation Group of Advantech is a pioneer in intelligent Automation technology. By combining connectivity, flexibility, ruggedness and being at the leading-edge of Internet of Things technology, Advantech’s Industrial Automation Group is proving to be a global leading Automation Product and Services provider. Major product lines include:

Automation Controllers

Intelligent HMI Platforms

Advantech offers complete line of embedded automation computers with rugged and cableless designs, including fanless box PCs and industrial control devices. With compact and multiple IOs, multiple expansion solutions and multiple mounting methods,

With a complete range of intelligent operator panels, touch panel computers, industrial automation panel PCs, and industrial monitors, Advantech offers a wide range of human machine interface (HMI) products for industrial automation panel needs. In addition, an integrated I/O and control feature with HMI/SCADA software enables efficient integration. COMPANY: Advantech Corporation PHONE: (800)

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Advantech’s Programmable Automation Controllers (PAC) combine a PLC’s ruggedness with PC-based technology, an open architecture, high performance CPU, rich I/O modules and power software.

Automation Software Advantech’s automation software lineup includes SCADA software, SoftLogic programming tools, OPC WEB RESOURCES Server, and other user-friendly VIDEO programming tools and utilities.

Embedded Automation Computers

 ADDRESS: 11380 Reed Hartman Hwy, Cincinnati, OH 45241

800-6889

Advantech – Now and Beyond

awgo.to/200 WHITE PAPER

How has the recent strides in automation changed the factory floor? awgo.to/201 PRODUCT

Multi-touch wide screen monitor with waterproof M12 connectors.

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 WEB: www.advantech.com



Advantech


each embedded automation platform is suitable for a wide variety of automation applications in a wide range of environments.

Distributed I/O Modules While the Internet-of-Things is rapidly becoming a reality, customers can take advantage of Advantech’s machine-to-machine I/O modules (ADAM-2000 series), RS-based I/O Modules (ADAM-4000 series), and Ethernet-based I/O Modules (ADAM-6000 series) to monitor and manage field sites easily.

Data Acquisition and Control Advantech offers wide range of industrial data acquisition and control devices with various interfaces and functions. Based on PC technology, from ISA to USB, and signal conditioning to graphical software tools, Advantech’s industrial I/I products are reliable, accurate, affordable, and suitable for many industrial automation applications.

Industrial Communication Solutions Advantech’s Industrial Communication products provide reliable wired and wireless communication for mission critical applications. Products include Industrial Ethernet Switches, Industrial Wireless AP/CPE, Media Converters, Serial Device Servers, Cellular IP Gateways, Modbus Gateways, and Serial Communication Cards. COMPANY: Advantech Corporation PHONE: (800)

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With more than 6,000 talented people, Advantech operates an extensive support, sales and marketing network in over 20 countries worldwide. In addition, we cooperate closely with our partners to help provide complete solutions for a wide array of applications across a diverse range of industries.The Advantech Industrial Automation Groups “Intelligent Automation, Seamless Integration” mission statement looks forward to the contribution that Advantech, together with its partners, can make to this new era of intelligent automation. Whether in public safety, building energy efficiency, environmental monitoring, industrial monitoring, smart transportation, smart grids, smart homes and other areas with our expertise and experience we can provide the best solution to create better tomorrow. 

 ADDRESS: 11380 Reed Hartman Hwy, Cincinnati, OH 45241

800-6889

 WEB: www.advantech.com



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Festo


Pneumatic and Electric Drive Technology for Factory & Process Automation Festo is a leading global manufacturer of pneumatic and electromechanical systems, components and controls for process control and factory automation solutions, with more than 55 national headquarters serving more than 180 countries. With over 40 years of innovation in the United States and over 80 years globally, Festo has continuously elevated the state of manufacturing with innovations and optimized motion control solutions that deliver higher performing, more profitable automated manufacturing and processing equipment. Our dedication to the advancement of automation extends beyond technology to the education of current and future automation and robotic designers with simulation tools, teaching programs, and on-site services. Festo is globally recognized as a symbol of expertise in factory automation and process control. We can help decrease process costs by engaging Festo as an extended workbench and benefitting from our expertise with regard to pre-assembled pneumatics, customized product designs, and system solutions. Festo enables its partners to obtain more intelligent automation

solutions from a single source. In addition to tried and tested pneumatic drive units, Festo also provides both servo-pneumatic and electric drive units. Our intelligent systems for status monitoring and machine diagnosis (condition monitoring solutions) are made up of sensors, software, controllers, and visualization. These solutions can greatly reduce maintenance and servicing costs. With a comprehensive line of automation components, custom components and complete WEB RESOURCES electromechanical and pneumatic motion controlled multi-axis systems. For more information about Festo Corporation: Festo can support your most complex automation requirements. FESTO Full Range of Standard and Customized Products With a comprehensive line of more than 30,000 automation products, Festo can support the most complex automation requirements.

CORPORATE OVERVIEW

awgo.to/138 NEW PRODUCT HIGHLIGHTS

awgo.to/139 SOCIAL MEDIA

awgo.to/140 COMPANY: FESTO 

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PHONE: 1

800 99 FESTO

 WEB: www.festo.com/us



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Festo


• Pneumatic Drives • Servo Pneumatic Technology • Handling & Vacuum Technology • Air Preparation, Pneumatic Connections and Tubing • Valve and Valve Manifolds • Sensors and Machine Vision • Control Technology • Electromechanical Components

engineering, design, assembly, documentation, validation, and production. • Engineering & Design • Handling & Custom Assembly • Control Systems

Training & Consulting Our dedication to the advancement of automation extends beyond technology to the education of current and future automation and robotic designers with simulation tools, teaching programs and on-site services. Festo Didactic is the knowledge and learning division of Festo Corporation. Didactic’s charter is to provide automation technology training for manufacturing employees at our industrial customers worldwide.

Industry Specific Expertise Whether designing new machinery or modernizing existing systems, Festo can provide the resources you need to meet your unique requirements in every stage of industrial production and manufacturing.

• Automotive • Biotech/Pharmaceutical • Electronics/Light Assembly • Flat Panel/Solar • Food & Beverage • Lab Automation • Printing, Paper & Converting • Water/Wastewater

From basic training packages to the planning, control and handling of complex networked CIM systems and complete, fully equipped learning centers – we can create a customized offer to suit your personal requirements for efficient learning and guaranteed results. 

Complete System Solutions Our experienced engineers provide complete support at every stage of your development process, including: conceptualization, analysis, COMPANY: FESTO 

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PHONE: 1

800 99 FESTO

 WEB: w ww.festo.com/us



155 / 167

Graybar


GRAYBAR: Your nationwide resource for automation, networking, electrical, safety and security solutions. Graybar has high quality electrical, automation and control products common to the factory floor or automation processes. Graybar’s experience and alliances in automation and control products can provide a value to help your company get critical data from the shop floor to the top floor. Let Graybar’s team of Industrial customer-focused sales professionals and automation and control technical specialists help you boost output, reduce costs and increase safety. Graybar is uniquely positioned to provide the solutions needed from the factory floor to the corporate boardroom, including:

A wide range of easy-to-use software programs that will help you easily migrate to newer platforms.

Operator Interfaces The latest technologies in the human-machine dialogue field to help machine builders and industrial users meet new control system standards.

Industrial Networking Ruggedized industrial Ethernet products designed specifically to network in tough environments, support the industrial protocols transmitted across these networks, and accommodate the environmental rigors of the location.

Wireless

Enclosures Industrial enclosures and enclosure solutions that isolate critical controls from harsh environments and help ensure reliable performance in a range of extreme conditions.

Wireless data communication solutions for indoor and outdoor applications that offer reliable transmission, low maintenance and increased system availability.

Power Supplies

PLCs and I/O User-friendly PLCs providing secure industrial connections. COMPANY: Graybar

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 PHONE: 1-800-GRAYBAR

Industrial-grade power supplies for demanding applications and harsh environments. (472-9227)

 WEB: graybar.com/industrial



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Graybar


AC Drives and Soft Starts

Power Monitoring

Technical assistance to help you commission your variable frequency drive (VFD) and provide the control for a more energy-efficient operation. Graybar’s automation specialists are certified by Schneider Electric for VFD stat-up and commissioning.

Power management systems designed to help manage real-time conditions, isolate problems, study trends, and control loads and generators.

Sensors

Industrial Cables and Connectors

Technical specialists to help you select the right sensor for your application, including proximity sensors, electronic pressure sensors, photoelectric sensors and limit switches.

A wide range of industrial data cabling solutions for all of your harsh environment needs that will help you avoid transmission errors that can lead to downtime or safety issues.

Services

Terminal Blocks and Interface Products A comprehensive line of DIN-rail mounted products to choose from, featuring an array of termination methods that save time, space and money.

A wide variety of services to support our customers’ facility needs in power, lighting, networking, energy management, security and more. Our technical specialists help customers in all these areas today and continually expand their knowledge and skills to master new technologies. 

Safety

KEY COMPANY CONTACT

Plant-wide safety audit provisions, lockout/tagout provisions, arc flash analysis, and personal protective equipment (PPE) to help avoid electrical hazards that can result in serious injury or death.

Brett Felton, National Marketing Manager

COMPANY: Graybar

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 PHONE: 1-800-GRAYBAR

PHONE: (314) 573-9200 • LOCATION: St. Louis, MO EMAIL: [email protected]

(472-9227)

 WEB: graybar.com/industrial



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Omron Automation & Safety


We help customers build superior automated machines that are easy to use, install and integrate. Omron Automation and Safety is a leading global supplier of automation systems serving industrial customers for more than 80 years. Our comprehensive product lines and application expertise are delivered via a well-trained distribution channel. They work with you to solve demanding automation challenges and apply the advanced technology built into Omron products. We support machine builders and OEMs across the United States, Canada

WEB RESOURCES

and Latin America with sensing and

Find Omron Automation & Safety on…

control technologies that help you

LINKED IN

deliver more capable and profitable

http://www.linkedin.com/ company/omron-electronics

machines in less time. We strive to be your trusted partner in automation. Leverage our industry expertise and powerful yet simple solutions in your next project.

FACEBOOK

https://www.facebook.com/ OmronAutomationSafety?ref=hl TWITTER

https://twitter.com/ OmronProduct YOUTUBE

COMPANY: Omron Automation and Safety PHONE: (847) 843-7900

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 ADDRESS: One

Toll-free: (800) 556-6766

Commerce Drive, Schaumburg, IL 60173

http://www.youtube.com/user/ OmronAutomationTech

 WEB: www.omron247.com



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Omron Automation & Safety


Primary Industries Served

• Automotive • Food/Beverage • Semiconductor • Electronics and Small Parts Assembly • Pharmaceutical/Cosmetics Automation Expertise

• Packaging & Material Handling • Measurement & Gauging • Inspection • Track & Trace

Omron Facts

• 80 years in the controls business, founded in 1933

• Quality Improvement

• $6.5 billion sales (USD, April 2012) • 40% of our sales come from industrial automation;

KEY COMPANY CONTACT

electronic components, social systems, automotive electronics

PHONE: (847) 843-7900 • Toll-free: (800) 556-6766

and healthcare make up the balance

LOCATION: Schaumburg, IL • EMAIL: [email protected]

• 35,411 employees worldwide COMPANY: Omron Automation and Safety PHONE: (847)

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 ADDRESS: One

843-7900 Toll-free: (800) 556-6766

Commerce Drive, Schaumburg, IL 60173

 WEB: www.omron247.com



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Opto 22


Three Reasons To Call Opto 22 for Your Automation Application Simple-to-build groov

groov interface works on virtually any authorized, web-enabled device

mobile operator

regardless of manufacturer or screen size: smartphones, tablets, and

interfaces, industrial

more. Gauges, buttons, labels, even live video all scale to match the

SNAP PAC System with

device you’re using, but never become too small to use.

guaranteed-for-life I/O,

Simplicity. With groov , all you need to build interfaces is a web

and a 40-year history of

browser. No plugins; no extra software. And there’s no coding or

engineers responding

programming. Just drag and drop

to your monitoring

touchscreen-ready indicators and

and control needs:

controls onto the screen, then tag them

three reasons your

from your own tag database. Interface

WEB RESOURCES VIDEO

Simplify your job with a groov mobile interface.

automation project—

updates are simple, too. No user or

and you—deserve to work with Opto 22.

device keys; no reinstallations. Just have

http://awgo.to/166

users refresh their screens.

WHITE PAPER

groov: Your system on your mobile™. groov is all you need to build

mobile operator interfaces for your system and securely view them from virtually any smartphone or tablet. Mobility. What would you like to be able to see or control from your

Connectivity. What system do you

have: Allen-Bradley, Modbus, Siemens,

14 ways to build an operator interface that works.

Yokogawa, ABB? Now it doesn’t matter.

http://awgo.to/167

smartphone? Machine status? Factory production? Energy usage?

With groov , you can build mobile

PRODUCT

Facility security? Key performance indicators? Now you can. Your

interfaces to all of these and many

groov makes

COMPANY: Opto 22

 ADDRESS: 43044

PHONE: (800) 321-6786

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Business Park Drive, Temecula, CA 92590

mobile simple. Get your free trial.

http://awgo.to/168

 WEB: www.opto22.com



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Opto 22


more. Your authorized users have

complete control

a secure mobile interface that

over quality. We do no

lets them monitor and control

statistical testing: each I/O

equipment from anywhere.

module or solid state relay is tested twice before it’s shipped to you.

Get your groov free trial today.

That’s why we can afford to guarantee most I/O and SSRs for life. About Opto 22. Founded in 1974 by engineers who designed

Find out more at groov .com. SNAP PAC System:

a better solid-state relay, Opto 22 has built reliable controllers, I/O,

Automation simplified. The SNAP PAC System simplifies the typically

SSRs, and automation software for 40 years. With our flat structure,

complex process of choosing, buying, and applying an automation

we can respond quickly to customers’ needs and develop cutting-

system. Four flexible components—controllers, brains, I/O, and

edge products fast. All our products are based on open standards; all

software—form a system that can handle any application from basic

products are manufactured and supported in the U.S.A.

equipment monitoring to complete factory automation.

Easy-to-use software, reliable hardware, and people you can talk to: that’s the Opto 22 difference. Call today: 1-800-321-6786 or 951-695-3000

Distributed control. Program SNAP programmable automation

controllers (PACs) with easy-to-use flowchart-based software and optional scripting for complex tasks. Intelligent brains (I/O processors) free the controller and make system expansion easy by providing

KEY COMPANY CONTACT

latching, counting, pulsing, totalizing, thermocouple linearization,

Selam Shimelash Systems Engineer

scaling, ramping, and even PID loop control all at the local level. Guaranteed-for-life I/O. We manufacture all our own products

PHONE: (800) 321-6786 ext. 3085 • LOCATION:

at our company headquarters in Temecula, California. With this close

Temecula, CA EMAIL: [email protected]

association between engineering and manufacturing, we have COMPANY: Opto 22

 ADDRESS: 43044

PHONE: (800) 321-6786

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Business Park Drive, Temecula, CA 92590

 WEB: www.opto22.com



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Red Lion Controls


Red Lion Controls As the global experts in communication, monitoring and control for industrial automation and networking, Red Lion Controls has been delivering innovative solutions for over forty years. Our awardwinning technology enables companies worldwide to gain realtime data visibility that drives productivity. The following industrial automation products collect, present and process data anywhere, anytime:

• Controllers: PID controllers, signal conditioners and data acquisition devices for machine and process control

• Protocol Conversion: extensive protocol library connects otherwise incompatible devices on wired or wireless networks

• HMIs: combine protocol conversion, data logging and web server capabilities with visualization functionality for PLCs,

• Visual Management: enables the display of real-time KPI data

motor drives and more

and Andon messages on large televisions to drive productivity

• Panel Meters: a wide range of models and sizes with expansion

• RTUs & I/O Modules: provide a simple yet powerful monitoring

capabilities that easily adapt to changing requirements

and control system for remote sites

COMPANY: Red

Lion Controls 

PHONE: (717) 767-6511 

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ADDRESS: 20

FAX: (717) 764-0839 

Willow Springs Circle • York, PA, 17406 • USA

WEB: www.redlion.net



E�MAIL:

[email protected] Return to contents »


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Red Lion Controls


In addition, Red Lion now offers an industrial networking portfolio that includes:

• Unmanaged Switches: compact IEEE 802.3 Layer 2 industrial switches with automatic speed, duplex and cable sensing

• Monitored Switches: enable Layer 2 network performance monitoring via N-View software

• Managed Switches: provide Layer 2 and Layer 3 networking in a rugged package

• PoE Solutions: designed to transmit power and/or data over an Ethernet network

• Wi-Fi Radios: IEEE 802.11a,b,g,n hardened radios support data bandwidths up to 300 Mb/s

• Cellular M2M Routers: provide uninterrupted, secure communication for remote sites

To learn more, call +1 (717) 767-6511 or visit www.redlion.net/together.

COMPANY: Red

Lion Controls 

PHONE: (717) 767-6511 

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ADDRESS: 20

FAX: (717) 764-0839 

Willow Springs Circle • York, PA, 17406 • USA

WEB: www.redlion.net 

E�MAIL:

[email protected] Return to contents »


163 / 167

Siemens


The world’s leading supplier of innovative and environmentally friendly products, solutions and services for industrial customers. The Siemens Industry Automation Division supports the entire value chain of its industrial customers – from product design to production and services – with an unmatched combination of automation technology, industrial control technology and industrial software. With its software solutions, the division can shorten the time-to-market of new products by up to 50 percent. www.usa.siemens.com/automation The Siemens Drive Technologies Division is the world’s leading supplier of products, systems, applications, solutions and services for the entire drive train, with electrical and gear motors components. With its products and solutions, the division enables its customers to achieve productivity, energy efficiency and reliability. www.usa.siemens.com/drivetechnologies The Siemens Customer Services Division provides product-related services as well as services to improve the availability, reliability and productivity of industrial processes. A wide-ranging portfolio of environmental solutions helps industrial companies to use energy, water and equipment efficiently, reduce emissions and COMPANY: Siemens Industry, Inc

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Industry Automation Portfolio Process and Batch Control Strategies SCADA, Process Controllers, HMI, Fieldbuses and Networks Discrete/Machine Control Strategies PLC, Motion Control, Logic and Programming Software, Discrete I/O, Sensors, HMI, Networks Asset Management Asset Optimization, Maintenance, Fieldbuses, Instrumentation, Power Supplies Information Management Networking, Ethernet Safety Strategies Process, Machine Energy Management Sustainability, Energy Management Software, Variable Frequency Drives, Motors, Motion Control Operations Management

Production Management, Performance Management, Security

 ADDRESS: 3333 Old Milton Parkway, Alpharetta,

WEB: www.usa.siemens.com/industry

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comply with environmental guidelines. www.usa.siemens.com/services

GA 30005

 EMAIL: [email protected]



Siemens


Efficient automation starts with efficient engineering Totally Integrated Automation: Efficiency driving productivity Efficient engineering is the first step towards better production: faster, more flexible, and more intelligent. Totally Integrated Automation (TIA) saves time in engineering as a result of the efficient interoperability of PLCs, HMIs, safety, and drives. The result:

An extensive infrastructure of local expertise and global support ensures you benefit fully from Totally Integrated Automation along the entire production process. Additional TIA productivity benefits are accomplished through common system characteristics across the entire Automation System: • Integrated Engineering • Industrial Data Management • Industrial Communication • Industrial Security • Safety Integrated Our revolutionary TIA Portal engineering software provides the framework!  TAKE A TEST DRIVE!

• Lower cost in design, commissioning & maintenance • Reduced downtime • Faster time-to-market • Greater flexibility

COMPANY: Siemens Industry, Inc

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Request a trial copy of TIA Portal software and experience first-hand a single engineering framework that allows you to combine all automation tasks in one environment, reducing engineering costs up to 30% usa.siemens.com/tia-portal-trial-license

 ADDRESS: 3333 Old Milton Parkway, Alpharetta,

WEB: www.usa.siemens.com/industry

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GA 30005

 EMAIL: [email protected]



165 / 167

Teledyne DALSA


Teledyne DALSA High Performance Digital Imaging Solutions Teledyne DALSA is an international leader in high performance

Designed for single point inspection, Teledyne DALSA’s BOA

digital imaging and semiconductors with approximately 1000

products are highly integrated vision systems in a tiny smart

employees world-wide. Established in 1980, and acquired

camera package specifically designed for industrial use. Complete

by Teledyne Technologies in 2011, Teledyne DALSA deli vers

with choice of application software embedded, BOA offers

industry-leading technology for digital imaging and specialized

manufacturers a robust and flexible automated inspection system

semiconductor fabrication. With core competencies in CCD and

that is easy to integrate and deploy on the factory floor.

CMOS imagers, high-performance electronic cameras, image processing hardware and software, Teledyne DALSA is committed to enabling industry and exploration through innovative technology.

For applications requiring multicamera inspection, Teledyne DALSA’s embedded machine vision systems

Teledyne DALSA’s industrial vision solutions are designed to

are comprised of a centralized camera

WEB RESOURCES VIDEO

BOA Smart Camera Demonstration

awgo.to/155

meet the diverse needs of industry and end users alike. Designed

controller that delivers low deployment

specifically for factory floor deployment and usability, our

cost with high performance processing.

innovative vision systems offer scalable solutions that satisfy a wide

These vision systems are available

range of application needs from positioning robotic handlers to

with choice of application software

Machine Vision for Factory Automation

complete assembly verification. These products are easy enough for

and camera interface to suit a range of

awgo.to/156

novices, powerful enough for professionals.

application needs.

PRODUCT

COMPANY: Teledyne DALSA

 ADDRESS: 700

PHONE: 978-670-2000

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Technology Park Drive, Billerica, MA 01821

ON DEMAND WEBINAR

BOA Vision System – Small, Smart and Flexible

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 WEB: www.teledynedalsa.com



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Teledyne DALSA


Teledyne DALSA’s vision systems are availab le in a range of cost-

provides advanced

effective models to satisfy a broad variety of user requirements.

functionality in terms

These include single 640 x 480 standard camera configurat ions

of scripting, customization

to high-performance multi-camera models with 1600 x 1200

and support for 3rd-party tools.

color resolution. They support line scan technology to address challenging large format or cylindrical unwrapping applications.

Teledyne DALSA vision solutions provide a full suite of vision tools and capabilities for performing the following inspection tasks:

Vision solutions are equipped with two distinct styles of application interface to accommodate the differing needs and

Positioning – Guide robotic handlers or adjust vision tools for

experience of end users:

part movement Identifying – Identify product for verification or traceability Verifying – Verify parts for correctness, assembly or packaging

iNspect Express software allows experienced users and 1st time adopters alike to setup and deploy solutions with little or no prior

Measuring – Measure parts for dimensional accuracy

machine vision knowledge. iNspect Express’ logical setup is built

Flaw Detection – Check part surfaces for scratches

from the experience and algorithms that have been put to the test

and other defects 

over the course of many years. Sherlock software offers experienced vision integrators additional flexibility, together with a rich suite of capabilities and options that can be applied to the most challenging applications. Sherlock

COMPANY: Teledyne

DALSA

 ADDRESS: 700

PHONE: 978-670-2000

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Technology Park Drive, Billerica, MA 01821

 WEB: www.teledynedalsa.com


Factory Machine Automation Playbook v12

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