1、Automation Made EasyEverything YouWanted to Knowabout Automationand Need to AskAutomation Made EasyEverything YouWanted to Knowabout Automationand Need to AskPeter G. Martin and Gregory HaleAutomation Made Easy: Everything You Wanted to Know about Automationand Need to AskCopyright 2010 by Internati
2、onal Society of Automation67 Alexander DriveP.O. Box 12277Research Triangle Park, NC 27709All rights reservedPrinted in the United States of America.10 9 8 7 6 5 4 3 2ISBN: 978-1-936007-06-6No part of this work may be reproduced, stored in a retrieval system, or transmitted in any form or by any mea
3、ns, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publisher. NoticeThe information presented in this publication is for the general education of the reader. Because neither the author nor the publisher has any control over the use of the in
4、formation by the reader, both the author and the publisher disclaim any and all liability of any kind arising out of such use. The reader is expected to exercise sound professional judgment in using any of the information presented in a particular application. Additionally, neither the author nor th
5、e publisher have investigated or considered the effect of any patents on the ability of the reader to use any of the information in a particular application. The reader is responsible for reviewing any possible patents that may affect any particular use of the information presented. Any references t
6、o commercial products in the work are cited as examples only. Neither the author nor the publisher endorses any referenced commercial product. Any trademarks or tradenames referenced belong to the respective owner of the mark or name. Neither the author nor the publisher makes any representation reg
7、arding the availability of any referenced commercial product at any time. The manufacturers instructions on use of any commercial product must be followed at all times, even if in conflict with the information in this publication. Library of Congress Cataloging-in-Publication DataMartin, Peter, 1952
8、-Automation made easy : everything you wanted to know about automationand need to ask / Peter G. Martin and Gregory Hale.p. cm.Includes bibliographical references.ISBN 978-1-936007-06-6 (pbk.)1. Manufacturing processes-Automation. 2. Industrialmanagement-Automation. 3. Automation. I. Hale, Gregory.
9、II. Title. TS183.M3656 2009670.427-dc222009023231I dedicate this book to my best friend, love, and wife Liz, and to my children, Derek and Erin, their spouses, Jennifer and David, and my beautiful granddaughter Karly. I love you all!Peter MartinThere comes a time when a person understands you just d
10、ont want to go through life alone. I came to that realization almost 30 years ago when I met my wife, Sharon, and that sense became even stronger with my children, Lindsay and Chris. While I seriously doubt they will ever read it, I dedicate this book to Sharon, Lindsay, and Chris. In their own inim
11、itable way, they make it easy for me to strive to be a better person every day. Thank you.Greg (a.k.a. Dad)ContentsAbout the Authors ixAcknowledgments xiPreface . xiiiChapter 1 Manufacturing and Production Processes: The Raw Facts 1Chapter 2 Control of Discrete Processes 13Chapter 3 Control of Conti
12、nuous Processes: Stay In the Loop 21Chapter 4 Process Control Systems: A Theory of Evolution 35Chapter 5 Control of Batch Processes: Let Them Eat Cake . 49Chapter 6 Advanced Process Control: Beauty Beats the Beast 59Chapter 7 Optimization: Math Gone Wild . 67 Chapter 8 Simulation and Modeling: A Loo
13、k Before You Leap . . . . . . . . . . . . . . 77Chapter 9 Safety Management Systems: Expect the Unexpected . 83Chapter 10 Automation System Security: Checkmate . 89Chapter 11 SCADA Systems: Beyond Four Walls . 97Chapter 12 Quality Management: A Tale of Two Processes 101Chapter 13 Asset Management Ma
14、intenance Management: Coming of Age 109viii Automation Made EasyChapter 14 Human-Machine Interfacing SCADA Software: Breaking Away from a DCS 117Chapter 15 Manufacturing Execution Systems: Two Becoming One . 123Chapter 16 Enterprise Resource Planning: Business Software on Top of Automation . . . . .
15、 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131Chapter 17 Automation System Integration: Enabling the Right Solution . 137Chapter 18 Business Measurement and Intelligence Systems: Real-Time Knowledge . 147Chapter 19 Operations Business Excellence: A New Frontier . 157Chapter 20 Ente
16、rprise Control Systems: Grabbing the Technology Edge 169Chapter 21 The Bottom Line: Automations Business Impact . 177Glossary of Terms . 185Bibliography 207Index 217About the AuthorsPeter Martin has worked in industrial automation for more than 30 years in a variety of roles, primarily with Invensys
17、, although he also worked at Automation Research Corporation (ARC). He was named one of the 50 most influential innovators in control and automation by InTech magazine and as a Hero of U.S. Manufacturing by Fortune for his work in real-time performance measurement and management, for which he also h
18、olds multiple patents. He has authored two other books, Bottom-Line Automation (ISA) and Dynamic Performance Management: A Pathway to World Class Manufacturing (Van Nostrand Reinhold), and is a contributing author to A Guide to the Automation Body of Knowledge (ISA) and Metrics that Matter (MESA). D
19、r. Martin has also published numerous papers and articles in the area of industrial automation. He holds a BA and an MS in Mathematics, an MA in Administration and Management, a Master of Biblical Studies, a Doctor of Engineering in Industrial Engineering, and a Ph.D in Biblical Studies. Gregory Hal
20、e is the editor of InTech magazine, the official publication of the International Society of Automation. Prior to starting at InTech in 1999, Hale was the editor in chief at Post-Newsweeks Reseller Management magazine. His extensive editorial, web, and management experience includes executive editor
21、ial positions with CMPs Computer Reseller News and Tour rather it is driven by marketing departments. Digital Equipment Corporation introduced their Programmable Data Processor (PDP) series of computers to the marketplace a number of years ago as the worlds first minicomputer. The word minicomputer
22、became a part of Digitals marketing campaign. Digital intentionally did not define this word because by not defining it they could more easily claim, without having to technically justify their position, that competing computer companies did not really make a minicomputer. College professors spent t
23、he next twenty years trying to develop a technical definition for “minicomputer,” and to the best of the authors knowledge they were never truly successful. This characteristic of the lexicon has resulted in a set of words and phrases in industrial automation like distributed control system (DCS), p
24、rogrammable logic controller (PLC), and manufacturing execution system (MES) to name only a few; terms used daily, but not well defined. There are aspects of industrial automation based on rich and deep technology that require considerable in-depth study to understand them, but from a functional per
25、spective most of industrial automation is pretty straightforward. The catch is that the field is dominated by technologists who cannot help but try explaining relatively simple issues in excruciating technical detail, causing many an eye to glaze over. There are a slew of books that provide detailed
26、 explanations of each of the major aspects of industrial automation, including all the mathematics and formulas and dynamic models. These are important books for those getting into the heavy detail. But the end result is that without a preliminary understanding of industrial automation, these are ve
27、ry difficult to comprehend. Our purpose in writing this book is to provide a basic functional understanding of industrial automation. It has been very tempting to delve into technical details in a number of topics, but that is not what this book is all about. There are people moving into industrial
28、automation as part of their professional development. That movement includes, but is not limited to, executives who have come into industrial automation after leading companies in other markets. That Preface xvlevel of change is good for industrial automation as new approaches and ideas often accomp
29、any new talent. We find that there are many people becoming associated with the world of industrial automation from a variety of other related disciplines, such as information technology or accounting, who require a basic level of understanding of automation to perform their job functions more effec
30、tively. These people who are new to this field need a way to quickly educate themselves with the technology and terminology; time is of the essence. We hope this book fills that need. We have structured the material in this book to progress from the most basic subject matter through more advanced au
31、tomation topics. Depending on your background and level of exposure to manufacturing processes and automation, you may want to consider skipping over some of the earlier chapters and proceed directly to the chapters of prime interest.xvi Automation Made EasyWhen it really comes down to it, companies
32、 exist to earn a profit. Manufacturers are no different. Simply put, manufacturing is the making or processing of raw material into finished products, especially by a large-scale industrial operation. Before discussing the three different types of manufacturing processes, lets take a quick look at t
33、he basic components and characteristics common to every manufacturing process.ProductsEnergyMaterialsManufacturingProcessWhat to makeand useHow tomake itFigure 1-1 General Manufacturing and Production ProcessEvery manufacturing process is designed to transform raw materials into products through the
34、 utilization of basic production resources, such as equipment, tools, energy, and manpower. Figure 1-1 shows that the primary inputs to a manufacturing process include energy and raw materials. The primary output of a manufacturing process is one or more products or grades of product. Chapter 1 Manu
35、facturing and Production Processes: The Raw Facts2 Automation Made EasyGasoline is a perfect case in point. A quick snapshot of the process (a more in-depth version is discussed below) has crude oil coming to a plant after being pumped out of the ground. It then goes through a complex heating and co
36、oling process where one of the end results is gasoline, which you use to fill up your SUV.In multiple-product manufacturing operations, manufacturers often need to make decisions on what product they want to make at any point in time, and if there are multiple options within the process, how they sh
37、ould make the product. These two functions are scheduling and production planning. These basic components and concepts hold for any manufacturing process.Three types of manufacturing processes exist: continuous, batch, and discrete. All three of these manufacturing process types have the basic chara
38、cteristics discussed above, although they are very different in key aspects of their operation. These processes are not mutually exclusive as there are manufacturing operations that include all three types, although operating only one of the three is common. Manufacturing professionals often refer t
39、o the operation of a plant according to the dominant manufacturing process type employed. For example, an oil refinery may be referred to as a continuous process plant, even though there may be other types of processes going on at the plant.Continuous Processes“Continuous” simply means a manufacturi
40、ng process where raw materials and energy are consumed in a continuous stream, and a product results. That product continues to be made in an ongoing manner once the process starts. Take, for example, the float glass process (Figure 1-2). Sand and other ingredients continuously feed into a large fur
41、nace. After the raw materials melt, they flow onto a molten metallic bed, where they form a sheet. After being formed, the molten glass sheet is allowed to cool slowly, and as it cools, it hardens into a continuous plate of glass that is then annealed to prevent internal stress and finally cut into
42、sections. Once a float glass plant starts up, it typically operates continuously for years. Products produced via a continuous manufacturing process typically do not have to be made this way. They can also be made in a discontinuous manner. The production of plate glass is a perfect example. In the
43、eleventh century, manufacturers made glass panes one at a time using a glass blowing process with a flattening process. Although this process worked quite well, it was very limited in terms of the amount of glass a manufacturer could produce. A float glass plant operating in a continuous manner can
44、produce much more glass than a discontinuous glass-making Manufacturing and Production Processes: The Raw Facts 3Figure 1-2 Float Glass Plant process can. Continuous processes increase the level of production a manufacturer can achieve. Continuous processes make the most sense when the market demand
45、 for the product is high, and the output of the manufacturing process has to be equally high in order to meet the demand. Therefore, it is important to understand that designing a continuous process to manufacture products is a decision based on big market demand for the product. Gasoline is a good
46、example.Raw MaterialEnergyProductsContinuousManufacturingProcessGeneral Characteristicss Bulk Production Processess Continuous flow of materials Continuous production of products Fluid processings Undetermined production runss Disassembly-oriented production (separation)Figure 1-3 General Characteri
47、zation of Continuous ProcessesMolten glass is floated ontop of a bath of molten tinand starts to cool slowlyRaw Material SilosWeighingeach is typically introduced sequentially into the process in a prescribed order, and in prescribed amounts. This is the recipe. The order of processing is typically
48、referred to as the phases of operation or the steps of the process. Sometimes a step is considered to be a segment of production within a phase. The ingredients come together to produce an expected quantity of finished product. With batch processes, a predetermined endpoint, usually defined by time
49、or by the value of one or more process variables, determines the end of production.Perhaps the simplest way to think about batch processes is to consider baking a birthday cake. In making the cake, we use a set amount of ingredients, mix them in a predefined sequence, charge them to a cake pan and put the pan in the oven until the cake is ready to help celebrate the 8thanniversary of our spouses 39thbirthday. The phases of this operation would be mixing, baking, and cooling. The endpoint of the baking phase is either determined by the time the cak
