MES Architecture - cdn.osisoft.com...Manual Entry Real Time Data Acquisition ... Management System,...
Transcript of MES Architecture - cdn.osisoft.com...Manual Entry Real Time Data Acquisition ... Management System,...
Copyright © 2007 OSIsoft, Inc. All rights reserved.
Production Accounting: Cornerstone for Pacesetter MES Architecture Patrick Truesdale Senior Consultant
Sidi Mohamed DRISSI SMAÏLI Director MIS Department
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Agenda
l Business Challenge l Solution Description l Case Studies l Future Plans
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Global IT Business Integration
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RealTime Business Process
DCS, Instrumentation, Analyzers, RTDB (PI), Bar Coders, Inventory Levels, Gate Entry Security, Process Control,
Environmental Monitoring Stations, Lab Sample Data Entry, Manual Entry
Real Time Data Acquisition
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Operation Business Process Applications
Logistics, Operations, LIMS, EDMS, Balancing/Data Reconciliation, Production Accounting and Loss, Maintenance Management System, Operating Expense, Security, Supply and Distribution, Planning and Scheduling, Operations Monitoring,
Environmental, and Quality Assurance
Operations Management
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Business Process Applications
Global Management, Accounting and Financials, Administration Management, Purchasing, Materials Management, SCM, Asset
Management, Invoicing and Cash Flow Management, Communication and Technology, Key Performance Indices (KPI),
Government and Regulatory Reporting
Business Management
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Typical Refinery MES Architecture
Production Accounting •Receipts/Shipments
•Stock •Yields •Utilities
Consistent Consistent Economics Economics
& & Process Process Models Models
& & Data Data
CORPORATE ACCOUNTING CORPORATE ACCOUNTING CORPORATE PLANNING CORPORATE PLANNING
Maintenance Maintenance Planning Planning
Production Planning Production Planning
Scheduling Scheduling
Process Process Simulation Simulation
Operations Orders Operations Orders
Target Setting Target Setting
Asset Utilization Asset Utilization
Profitability Profitability
KPI KPI’ ’s s
Quality Assurance Quality Assurance
Process / Equipment Process / Equipment Monitoring Monitoring
ADVANCED PROCESS ADVANCED PROCESS CONTROL CONTROL
PRODUCT HANDLING PRODUCT HANDLING /STORAGE CONTROL /STORAGE CONTROL DCS DCS
Business Business Information Information System (BIS) System (BIS)
Production Production Management Management System (MES) System (MES)
Real Real Time Time System System
SCM SCM
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Supply Chain Management – Logical Architecture
Business Systems Business Systems ERP ERP
Headquarters Headquarters
Logistics Database Logistics Database
Plant Database Plant Database
Production Balance /Exchange
Business Financial
Accounting
Sales
• Marketing & Sales • Feedstock Purchasing • Trading •Supply Operations
Feedstock/Product Distribution & Transportation
Planning & Scheduling
Performance Metrics
Operation Monitoring
Production Accounting
Supply Chain Management Supply Chain Management Database Database
3 rd Party Exchanges & Processing
Customers
Inventory Management
Marketing Forecast (Demands)
Production
Feedstock Planning
Terminals Database Terminals Database
Inventory Production Accounting
Receipts Shipments
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Where are the Losses? – Supply Chain
Primary Depots
Refinery Terminals
Refinery Depots
Retail Stations
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Types of Errors
Gross Substitution of redundant value.
Bias
Substitution of redundant value.
Random Treatment using a mathematical algorithm.
Description Detection Correction Errors
Error occurring without any probability.
Error occurring without any probability but may be a function of time or temperature.
Error occurring with statistical distribution around mean, μ, and a standard deviation, σ
Values exceeding +/ 3 standard deviation, σ.
Three or more values exceeding +/1.5 standard deviation, σ or 7 continuous values that are on either side of the mean, µ.
Imbalances that remain after correction of gross and bias errors.
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Impact of Refinery Losses Typical
l With poor instrumentation and procedures: u 1.5 2.5% Mass
l With average instrumentation and procedures: u 0.7 – 1.5% Mass
l With good instrumentation and procedures: u < 0.5% Mass
l Good information enhances all business functions: u Planning and Scheduling u Process Operations u Management Decision
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Industry Relative Benefits
Benefits(M$/year) Stand Alone Application Prod Data Integration ERP Integration
Health,safety and environment
Production Management
Planning optimization
0 0.5 1 1.5 2 2.5 3 3.5 4
Material Management
Financial/Accounting
Laboratory(LIMS)
Project/design engineering
Corporate planning
Document Management
Maintenance Management
Performance Monitoring
Operations scheduling
52%
37%
11%
Courtesy: “Hydrocarbon Processing”
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Benefit Potential MM$/Yr
0.0 5.0 10.0 15.0 20.0 25.0 30.0
Hydrocarbon Losses
Asset Utilization
Planning & Scheduling
Saleable Yield
Productivity
Crude Selection
EII
Inventory Reduction
Quality Giveaway
HSE
Mechanical Reliability
Chemical & Catalyst
$1.35/bbl total For ca 160,000 BPD
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Agenda
l Business Challenge l Solution Description l Case Studies l Future Plans
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RTDB (PI)
Relational Data Base
PADR Application Scope
Stock, Yield, and Utilities,
Unreconciled Reports
Receipts/Shipments
Business Processes
Analyst
Trial Balances
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RTDB (PI)
Relational Data Base
PADR Application Scope
Stock, Yield, and Utilities,
Unreconciled Reports
Receipts/Shipments
Stock, Yield, and Utilities,
Reconciled Reports
Business Processes Analyst
Trial Balances Reconciliation
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RTDB (PI)
Relational Data Base
PADR Application Scope
Tank Composition (Crude and Blends)
KPI Reporting
Stock, Yield, and Utilities,
Unreconciled Reports
Receipts/Shipments
Stock, Yield, and Utilities,
Reconciled Reports
Business Processes Analyst
Trial Balances Reconciliation Engineers Planners
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Balances: Production Accounting Results
Type of Balances § Volume § Mass § Tank § Product § Fuel gas/Fuel Oil § Bitumen/Lube/Coke/Sulfur § H2 § Steam § Environmental (NO, SO, Greenhouse)
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PADR Business Process Flow
Period End Cutoff Data Period End Cutoff Data
Gross Error Detection and Diagnostics
Gross Error Detection and Diagnostics
Trial Balancing Trial
Balancing Resolution or Reconciliation Resolution or Reconciliation Checking Checking
Modifications Adjustments Modifications Adjustments Refinery
Configuration Models
Refinery Configuration
Models
Measurements Movements Lab Data
Meter Tickets Surveyor Documents
Tank Inventories Blends
Measurements Movements Lab Data
Meter Tickets Surveyor Documents
Tank Inventories Blends
Results Generation Results
Generation
Manual Input
Automatic Data Collection
Reconciled Balances, Yield, Loss and Inventory
Reporting
Reconciled Balances, Yield, Loss and Inventory
Reporting
Production Management Data Base
Production Management Data Base
Integrate with Other Systems
(SCM, SAP, LP, etc)
Integrate with Other Systems
(SCM, SAP, LP, etc)
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Gross Margin versus Weight Loss
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
Jan01
Feb01
Mar01
Apr01
May01
Jun01
Jul01
Aug01
Sep01
Oct01
Nov01
Dec01
Jan02
Feb02
Mar02
Apr02
Month
Wt %
Weigh
t Los
s
0
50
100
150
200
250
Gross Margin in k$
Weight Loss Gross Margin
KPIs Reporting
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Benefit of Daily Plan vs Actual Information
Where did it happen? • Models • Process • Data Quality
Before (Monthly)
Plan/Schedule
1 2 3 4 5 6 7 8 9 10 11 12 13 14 Time (Weeks)
Actual Operation
• Capacity
• Utilization
• Production rate
• Quality
• Energy
• Yield
• Reliability
• Environmental
What went right??
What went wrong??
After (Daily)
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PADR Reporting
Reduce Hydrocarbon Loss by 0.5%: Prize = 56,000,000 BPY x 0.5% Loss reduction x 50% capture x $62.50/Bbl = $8,750,000 /year
Cornerstone for KPIs reports: • Actual Unit Balance versus Plan • Unit Constraint Cost Versus Plan • Energy Intensity Index • Clean Product Yield Growth • Qualities Giveaway Cost
Must find daily discrepancies/data problems that cause imbalance
PADR must achieve plant wide balance
Delta Economics$/day Plan Reconciled Product Measured
37 174 210 1 37 72 35
Gross Margin :73 1,502 586 844 72
1,429 1,047 382
8,650 8,687 8,603 Production 3,890 4,400 360
6,350 2,300
83 Gain/ Loss
3,716 3,584 ULSD 4,610 4,672 PUL 361 347 FUEL GAS
8,687 8,686 Total Feed : 6,422 6,399 Crude B 2,265 2,287 Crude A
Plant Wide Balance Actual versus Plan 11Dec2006
8,650
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Agenda
l Business Challenge l Solution Description l Case Studies l Future Plans
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Case Studies
1. North African Refinery 2. Asia Pacific Refinery 3. Supply Chain Management
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Case Studies
1. North African Refinery 2. Asia Pacific Refinery 3. Supply Chain Management
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Case Study 1: SAMIR
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Case Study 1: SAMIR Configuration
Crude distillation Lubes oil Units
Merox LPG
Merox LSR
Gasoline HDT/Reforming
Kerosene Merox/HDS
Gas oil HDS
LPG Unit
Gasoline Blending
Propane Butane Regular Super Unleaded Jet A1 Gasoil Fuel oil
Crude oil storage Sidi Kacem
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Case Study 1: SAMIR Global Business Process
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Case Study 1: SAMIR Global Business Process
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Case Studies
1. North African Refinery 2. Asia Pacific Refinery 3. Supply Chain Management
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Case Study 2: PETRONAS (Melaka Refinery)
l 200,000 BPD Refinery in Melaka, Malaysia produces: u LPG u Petrochemical Naphtha u Motor Gasoline u Dual Purpose Kerosene u Diesel u Low Sulfur Waxy Residue u Fuel Oil u Lubricant Base Stocks u BTX
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Case Study 2: PETRONAS Architecture
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Case Study 2: PETRONAS Benefits
l All data collected in real time from source u Flow rates – from DCS u Transfer Data – from OAS u Density – from LIMS
l Reduced Oil Accounting work by ca. 50% l Insure financial security
u PISecurity u PIAudit Trails
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Case Studies
1. North African Refinery 2. Asia Pacific Refinery 3. Supply Chain Management
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Case Study 3: Refining Company SCM
l REFINERY • Movement Tracking • Process Unit Balances • Fuel and H2 Balances • Receipt and Shipment Accounting • Inventory Balances • Oil Loss Accounting • Refinery Planning and Scheduling Models
l SUPPLY AND DISTRIBUTION • Movement Tracking • Receipt and Shipment Accounting • Inventory Balances • Oil Loss Accounting • S&D Models
COMPANY WIDE • Integrated Production Accounting
• Foundation for Supply Chain Management
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Case Study 3: Refinery Company Region
Area 6 Area 5
Area 4
South
Area 8
Area 3
Area 2
Refinery Area 1
Area 9 Area 11
East
Area 10
North
= Distribution Terminal
= Depot
Area 7
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Case Study 3: Refinery Company Losses
l Poor instrumentation: u 1.5 2.5% Mass
l Poor information affects other business functions: u Planning and Scheduling u Process Operations u Management Decision u Process Engineering u Marketing
l Increased costs
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Case Study 3: Refinery CompanyPotential Benefits
Note: Benefit estimates for 12 MM ton/yr refinery – y depots (truck and rail Crude = $210/ton
Benefit Benefit US$ pa
Refinery Oil Loss
Planning Improvement
Refinery Optimization
Terminal Depots and Retail Stations Oil Loss
Operating Costs
SCM Inventory
SCMO Total
15,120,000
3,000,000
12,000,000
380,000
900,000
2,050,000
510,000
33,960,000
Area
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Case Study 3: Refinery Company Losses
Range Estimate • Custody transfer (crude receipt,
water %, shipmentsrailcar and tank trucks)
0.35 to 0.55 0.45
• Fuel and H2 consumption understated– not real oil loss
0.85 to 1.05 0.95
• Flare, oil in effluent, evaporation, BS&W loss, vents and leaks, FCC coke make calculation
0.45 to 0.65 0.55
TOTAL 1.65 to 2.25 1.95
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Case Study 3: Refinery Benefit Calculation
l Estimate loss = 1.95% l Custody Transfer Loss = 0.45% l Flare, FCC Coke, Other Loss = 0.55% l Apparent (understated fuel/H2 consumption) = 0.95% l Improvement
u Achievable Goal = 0.4% u Delta = (0.45%+0.55%0.4% = 0.6%) u 0.6% x 12MM T/yr x 210US$/T = $15,120,000/yr
l Refinery optimization u 0.25 $/T x 12MM T/yr = $3,000,000/yr
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Case Study 3: Depots/Retail Stations Benefits
l Weight Percent Oil Loss: u Gasoline: 0.12% u Diesel: 0.15%
l Improvement: 0.20%: l Benefit:
u 0.20% x 1,024,800 M3/yr x 0.8 x $230/t
l Operating cost reduction: u Closure of 3 more depots u Average cost = $200K to $400K/yr u 3 x $300K/yr = $900,000/yr savings
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Case Study 3: Supply Chain Benefits
l Inventory Reduction: u Refinery 5060% Working Storage u Depots 4065% Working Storage
l Target: u 3545% or 10% reduction u Refinery = 2,066,000M3/Depots = 620,000M3 u Carrying Costs = 8% u Onetime Inventory savings ($25,730,000) u Plus annual reduced carrying costs ($2,050,000)
l Supply Chain Optimization: u 0.50$/ton X 1,024,000M3/yr x 0.8 M3/Ton = $510,000/year
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Case Study 3: Benefits – Business Process
As is now Target Now +5 Yr Best achievable
OPEX
More test runs,
simulations & “what ifs”
Actual comparisons,
Deviation analysis, Quantity & quality
in $
Supply chain with no $ disconnects
Best Practice
Gross product value
Feedstock costs
Business Process Plan, Operate, Measure, Analyse, Improve
Optimum crude selection and runs More
profitable plan
Push the envelope
Improve Operations Excellence
Timely meetings, process
actions, and $ outputs
Simplify learning from performance
and gaps
Process units, and constraints tuned to
models.
Best Practice
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Case Study 3: Intangible Benefits
l Inaccurate measurements highlighted and selectively corrected
l Inconsistent analyses identified l Validated and reconciled data
available to all l Reliable, statistically correct
production data available daily
l Early detection of losses and inefficiencies
l Instills systematic approach to optimization
l Improvements statistically proven
l Data can be integrated with ERP
l Accurate data available for LP model
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Agenda
l Business Challenge l Solution Description l Case Studies l Future Plans
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Future Plans
l Provide Front end Studies and After Project support services u Development of Business Case u Stock loss surveys u Analysis of measurement systems/procedures (compliance with SOX) u Post audit of benefit achieved u Measurement system support/maintenance
l Provide Total Solution/worldwide l Follow Industry Integration Standards l Other Industries
u Terminals and depots u Petrochemical u Oil and gas u Power and water u Metals and Mining
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• ASSET OPTIMISATION Machinery Health & Asset Management
• BROOKS Flow Measurement
• FISHER CONTROLS Control Valves and Regulators
• MICROMOTION Coriolis Mass Flow
• PROCESS SYSTEMS & SOLUTIONS Process Automation Systems
• POWER & WATER SOLUTIONS Power, Water and Waste Water Control Systems
• ROSEMOUNT Pressure and Temperature Transmitters, Flow and Level Instruments
• ROSEMOUNT ANALYTICAL Gas and Liquid Analysis
Process Management
23%
Process Management
23% Appliance &
Tools 23%
Network Power 17%
Climate Technologies
19% Industrial Automation
18%
Emerson’s Total Solution Capability Emerson’s Total Solution Capability
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Plant Topology Configuration
Third Party Access
Tank Gauging System
Laboratory System
Production Accounting
Blend Control and Optimization
Terminal Management
Inventory Management
Master Data Administration
Movement Automation
Realtime data
Transactional data
Reference data
Control System
Common Data Architecture
Order Management
Recipe Management
Business Applications (ERP)
Emerson’s Total Solution – SmartProcess™ Emerson’s Total Solution – SmartProcess™
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Albany Atlanta
Beaumont Boston Charlotte Chicago Cincinnati Cleveland Denver Detroit Houston
Indianapolis Kansas City Los Angeles Louisville
Marshalltown Memphis
Minneapolis New Orleans New York
Philadelphia Pittsburgh Richmond St. Louis
Salt Lake City San Francisco
Tampa Tulsa Wichita
Dhahran Jedda`
LaHabra
Austin
Sao Paulo
Buenos Aires
Haan Leicester
Paris Minneapolis
Mexico City
Santiago
Bombay Johannesburg
Madrid
Singapore
Melbourne
Bangkok
Vienna
Seoul
Moscow
Alleroed Karlstadt Rijswijk
Jakarta
Kuala Lumpur
Calgary Cambridge Edmonton London
Montreal Regina Toronto
Vancouver Winnipeg
San Juan
Bogota
Manila
Shanghai Taipei
Milano
Brussels Kiev
Dubai
Lagos
Cairo
Kuwait City
Tokyo
Auckland Caracas
Rome
Cincinnati Kobe
Karlstadt
PorsgrunnVantaa
Emerson’s Total Solution Worldwide Emerson’s Total Solution Worldwide
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Emerson’s Total Solution Structure
TAS
PAS
Business Layer
Regulatory Control
Movement Automation
Gantry Automation
Movement Control
Gantry Control
Order Mngt/Prod. Accounting
Basic Control
Business Layer
MES Layer
Control Layer
Field Layer Field Layer Field
Overlap
ERP
ISA S95
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