Post on 21-Dec-2015
Jason LabergeJason LabergeHoneywell
ASM® Consortium Outreach Seminar
June 13th, 2008
Kuala Lumpur, Malaysia
Introduction to ASMIntroduction to ASM Introduction to ASMIntroduction to ASM
OperatioOperations ns OutreacOutreach h SeminarSeminarThis document and the information contained herein are confidential to the ASM Consortium and the property of Honeywell International, and are
made available only to ASM Consortium member company employees. This document, and any copy thereof, and the information contained herein shall be maintained in strictest confidence; shall not be disclosed or distributed (a) to persons who are not ASM Consortium employees, or (b) to ASM Consortium employees for whom such information is not necessary in connection with their assigned responsibilities. When the employee in possession of this document terminates employment with the ASM member company, this document and any copies thereof shall be returned to the employee’s manager. There shall be no exceptions to the terms and conditions set forth herein except as authorized in writing by the responsible ASM Program Manager in accordance with the provisions of the ASM Consortium Agreement.
ASM® and Abnormal Situation Management® are registered trademarks of Honeywell International
Contains ASM Consortium Proprietary Information
Page 2 ASM Consortium Proprietary
ASM
Presentation OverviewPresentation Overview
• What is the ASM Consortium
• The ASM Problem
• ASM History and Program Periods
• Organizational Structure
• ASM Website
• Discussion/Questions
Page 3 ASM Consortium Proprietary
ASM
Abnormal Situation Management® A Joint Research and Development
Consortium
Abnormal Situation Management® A Joint Research and Development
Consortium
Human Centered SolutionsHuman Centered SolutionsHelping People PerformHelping People Perform
Founded in 1994
Creating a new paradigm for the operation of complex industrial plants, with solution concepts that improve Operations’ ability to prevent and respond to abnormal situations.
www.asmconsortium.org
Page 4 ASM Consortium Proprietary
ASM• An industrial process is being disturbed and
the automated control system can not cope...
• Consequently, the operations team must intervene to supplement the control system.
• Impacts profitability in multiple ways:
What is an Abnormal Situation?What is an Abnormal Situation?
Product Quality
Product ThruputPersonal Injury
Loss of Life
Equipment Damage
Job Satisfaction
Page 5 ASM Consortium Proprietary
ASMASM
Operating Target
Lost Profit
(Lost Capital)
(Lost Revenue)
Loss
Profit
Shutdown
Incident
Normal
Break-even
Pla
nt P
rodu
ctio
n Le
vel
Time
Accidents, while rare, add Costs$10B annually in US alone
Accidents, while rare, add Costs$10B annually in US alone
Page 6 ASM Consortium Proprietary
ASM
Fundamental ASM ProblemFundamental ASM Problem
The Paradox of Automation…
• Better automation leads to more sophisticated processes
• More sophisticated processes leads to more opportunities for error
• We “fix” the increasing errors with still more automation
When things go wrong, people have difficulty
intervening to correct the problem!
Poor User Centered Automation
Page 7 ASM Consortium Proprietary
ASM
Unexpected Events Cost 3-8% Capacity
> $10B annually in Lost Production
Unexpected Events Cost 3-8% Capacity
> $10B annually in Lost Production
Plant Operating Target
Plant Capacity Limit
Daily Production LevelDaily Production Level
Day
s p
er Y
ear
Optimization efforts
Operational Constraints
95% 100%< 60%
Total Feed
0
5
10
15
20
280
290
300
310
320
330
340
350
360
370
380
390
400
410
420
430
440
450
460
470
480
490
500
510
520
530
540
550
560
570
580
590
600
610
620
Rate
# D
ays
$33.5 M
Total Feed
02
46
810
1214
1618
280
290
300
310
320
330
340
350
360
370
380
390
400
410
420
430
440
450
460
470
480
490
500
510
520
530
540
550
560
570
580
590
600
610
620
Rate
# D
ays $38.5 M
0
50
100
150
200
250
300
112
115
118
121
124
127
130
133
136
139
142
145
148
151
154
157
160
163
166
169
172
174
177
180
183
Production rate
Freq
uen
cy
3.2%5.8%
0
50
100
150
200
250
300
457
463
468
474
480
486
492
497
503
509
515
520
526
532
538
543
549
555
561
567
572
578
584
590
595
Feed Rate
Freq
uen
cy
1503
$24.2M
Summarized Production Data
Plant Incidents
33.5M
38.5M
24.2M
5.8% Source: ASM Consortium Research
Page 8 ASM Consortium Proprietary
ASM
ASM Solutions Minimize Impacts$MM Added to the Bottom Line
ASM Solutions Minimize Impacts$MM Added to the Bottom Line
(Higher) Plant Operating Target
Recovery of 3-8% of Capacity
ASM EffortsASM Efforts
Daily Production LevelDaily Production Level
Day
s p
er Y
ear
95% 100%< 60%
Plant Capacity Limit
Operational Constraints
Page 9 ASM Consortium Proprietary
ASM
ASM Consortium HistoryASM Consortium History
• 1990 - Formed an Alarm Management Task Force• 1992 - Asserted need to go beyond alarm management• 1993 - Project to understand abnormal situation management
with 4 of Honeywell customers• 1994 - Generated ASM problem statement and solution
requirements document• 1994 - Founded the ASM Joint R&D Consortium - 10 companies• 1995 - Started NIST ASM Collaborative Decision Support
Program• 1998 - Established ‘Designed for ASM’ products/services • 1999 - Decided on 3-year short-term research to field concepts• 2002, 2005 - 3-year programs with emphasis on closing gaps on
effective operations, development, and deployment• 2008 – New 3-year program with focus on metrics and
communications to increase the Consortium role in industry
Page 10 ASM Consortium Proprietary
ASM
ASM Organizational StructureASM Organizational Structure
ASM DirectorPeggy Hewitt (HON)
DevelopmentDoug Metzger (HON)
ResearchJason Laberge (HON)
CommunicationsPeggy Hewitt (HON)
Prog. MngmtLiana Kiff (HON)
User MemberReps
AssociateMember Reps
UniversityMember Reps
DevelopmentSubcommittee
Incorporating ASM into Products,
Services
ResearchSubcommittee
Understanding ASM, Solution
Concepts
CommunicationsSubcommittee
Dissemination of ASM Knowledge
ASMFunding
MemberDues
Leadership Team
HoneywellFunds
Page 11 ASM Consortium Proprietary
ASM
ASM Website (External)www.asmconsortium.orgASM Website (External)www.asmconsortium.org
Page 12 ASM Consortium Proprietary
ASM
ASM Website (External)www.asmconsortium.orgASM Website (External)www.asmconsortium.org
Page 13 ASM Consortium Proprietary
ASM
ASM Website (External) www.asmconsortium.orgASM Website (External) www.asmconsortium.org
Page 14 ASM Consortium Proprietary
ASM
ASM Website (Internal) www.asmconsortium.orgASM Website (Internal) www.asmconsortium.org
Page 15 ASM Consortium Proprietary
ASM
ASM Website (Internal) www.asmconsortium.orgASM Website (Internal) www.asmconsortium.org
Page 16 ASM Consortium Proprietary
ASM
ASM Website (Internal) www.asmconsortium.orgASM Website (Internal) www.asmconsortium.org
Page 17 ASM Consortium Proprietary
ASM
ASM Website (Internal) www.asmconsortium.orgASM Website (Internal) www.asmconsortium.org
Page 18 ASM Consortium Proprietary
ASM
ASM Website (Internal) www.asmconsortium.orgASM Website (Internal) www.asmconsortium.org
Page 19 ASM Consortium Proprietary
ASM
Discussion/QuestionsDiscussion/Questions
• Thank You!
• Questions and/or Comments– How does ASM related to existing improvement
programs like OPI?