1、BOTTOM-LINEAUTOMATION2nd EditionBottomLine05.book Page i Friday, August 19, 2005 9:54 AMBottomLine05.book Page ii Friday, August 19, 2005 9:54 AMBOTTOM-LINEAUTOMATION2nd EditionPeter G. MartinBottomLine05.book Page iii Friday, August 19, 2005 9:54 AMNoticeThe information presented in this publicatio
2、n is for the general education of the reader.Because neither the author nor the publisher have any control over the use of the informationby the reader, both the author and the publisher disclaim any and all liability of any kind aris-ing out of such use. The reader is expected to exercise sound pro
3、fessional judgment in usingany of the information presented in a particular application.Additionally, neither the author nor the publisher have investigated or considered theaffect of any patents on the ability of the reader to use any of the information in a particularapplication. The reader is res
4、ponsible for reviewing any possible patents that may affect anyparticular use of the information presented.Any references to commercial products in the work are cited as examples only. Neither theauthor nor the publisher endorse any referenced commercial product. Any trademarks ortradenames referenc
5、ed belong to the respective owner of the mark or name. Neither the authornor the publisher make any representation regarding the availability of any referenced com-mercial product at any time. The manufacturers instructions on use of any commercial prod-uct must be followed at all times, even if in
6、conflict with the information in this publication.Copyright 2006 ISAThe Instrumentation, Systems, and Automation SocietyAll rights reserved. Printed in the United States of America. 10 9 8 7 6 5 4 3ISBN 1-55617-962-6No part of this work may be reproduced, stored in a retrieval system, or transmitted
7、 in anyform or by any means, electronic, mechanical, photocopying, recording or otherwise, withoutthe prior written permission of the publisher.ISA67 Alexander DriveP.O. Box 12277Research Triangle Park, NC 27709Library of Congress Cataloging-in-Publication Data in processBottomLine05.book Page iv Fr
8、iday, August 19, 2005 9:54 AMDedicationTo Liz, Derek and ErinBottomLine05.book Page v Friday, August 19, 2005 9:54 AMBottomLine05.book Page vi Friday, August 19, 2005 9:54 AMBOTTOM-LINE AUTOMATION viiTable of ContentsList of Figures ixList of Abbreviations.xiForeword: A Solution Without a Problem .x
9、vChapter 1: The Drive to Economic Performance. 1Globalization What It Takes to Survive 1Pathway to Performance4The Technology Trend 5The Quality Trend .8The Accounting Trend.10The Convergence.15Notes 15Chapter 2: Technology and the Bottom Line 17The Technology Trend 17Technology for Manufacturing .1
10、8Technology for Technology 21Computer Integrated Manufacturing (CIM) A Noun or a Verb?28CIM in the Process Industries29Lights Out Manufacturing.33Labor and Education .36Technology for the Bottom Line.43Notes 52Chapter 3: Quality and the Bottom Line . 53The Quality Trend .53Quality for Manufacturing
11、55SQC in Manufacturing.59Quality for Technology .64SQC Fever in the Process Industries 65Quality for the Bottom Line 68The Convergence of Lean Manufacturing and Quality Improvement73Lean Manufacturing Concepts 74Lean Process Plants76Notes 79Chapter 4: Cost Accounting and the Bottom Line 81The Cost A
12、ccounting Trend 81Cost Accounting and Manufacturing83Cost Management Systems91Accounting for the Bottom Line .94Dynamic Performance Measures .102Dynamic Performance Measures and Accounting 108Notes 117Chapter 5: The Convergence. 121The Technology Trend and Dynamic Performance Measures 122The Quality
13、 Trend and Dynamic Performance Measures .124The Accounting Trend and Dynamic Performance Measures 126The Convergence.128A New Management Paradigm 129Notes 132BottomLine05.book Page vii Friday, August 19, 2005 9:54 AMBOTTOM-LINE AUTOMATIONTA B L E OF C O N T E N TSviiiChapter 6: The Economic Optimiza
14、tion of Industrial Assets . 135Introduction 135Primary Plant Floor Functions in Industrial Operations 137Performance Measures for Primary Plant Floor Functions. 139Plant Asset Analysis 141Human Assets . 146Traditional Approaches to Optimizing Plant Assets 147Fundamentals of Mathematical Optimization
15、. 150Traditional Approaches to Industrial Optimization. 152Optimizing Plant Assets for Business Performance 157Asset Set Optimization 160Requirement for Performance Vectors for Asset Sets . 162Business Value Analysis 165A Pragmatic Approach for Optimizing Business Value from Plant Assets. 167Barrier
16、s to Deployment of Business Performance Optimization . 170Chapter 7: Case Studies. 173Introduction 173Case Study 1: Dynamic Performance Measure Program at a Major Pharmaceutical Company 174Case Study 2: Dynamic Performance Measures and Culture at Dynegy Midstream Services. 188Lessons Learned 193Note
17、s . 196Bibliography . 197Index . 209BottomLine05.book Page viii Friday, August 19, 2005 9:54 AMBOTTOM-LINE AUTOMATION ixList of FiguresFigure 1.1 Trends for Surviving in a Global Economy.4Figure 1.2 Traditional Product Costing 11Figure 1.3 “Vollmann Triangle” .13Figure 1.4 The Convergence: Survival
18、in a Global Economy.15Figure 2.1 The Technology Trend 17Figure 2.2 Technology Focus 26Figure 2.3 Computer Integrated Manufacturing30Figure 2.4 Operations Craftsmanship 37Figure 2.5 Transitions in Operations42Figure 2.6 Lifecycle Cost Profile .46Figure 2.7 Lifecycle Economic Profile 47Figure 2.8 Life
19、cycle Economic Model.48Figure 2.9 Lifecycle Economic Profile Results 49Figure 2.10 Lifecycle Cost Breakdown49Figure 3.1 The Quality Trend .53Figure 3.2 The Evolution of Quality Improvement .56Figure 3.3 PDCA60Figure 3.4 Juran Trilogy 62Figure 3.5 Quality Indicators or Performance Measures 72Figure 3
20、.6 Quality Indicators and Performance Measures Converge.72Figure 3.7 Lean Enterprise 74Figure 4.1 The Cost Accounting Trend 82Figure 4.2 Cost Accounting and Manufacturing Performance 85Figure 4.3 Traditional Product Costing 87Figure 4.4 Cost Management Systems Activity-based Costing92Figure 4.5 “Vol
21、lmann Triangle” .95Figure 4.6 “Vollmann Decomposition” .97Figure 4.7 Strategy 98Figure 4.8 Action Planning.98Figure 4.9 The Automation Economic Gap101Figure 4.10 Process Plant Decomposition 104Figure 4.11 Plant Level Vollmann Decomposition 105Figure 4.12 Dynamic Performance Measure Hierarchy105Figur
22、e 4.13 Performance Dashboard 106Figure 4.14 The Performance Measure Hierarchy 107Figure 4.15 Current Plant Accounting Model 111Figure 4.16 Production Model-based Accounting System .112Figure 4.17 Performance-based Plant Accounting Model 113Figure 4.18 Model for Cost and Performance Measurement (Stag
23、e IV).114Figure 5.1 The Convergence: Survival in a Global Economy.121Figure 5.2 Improving Economic Performance .123Figure 5.3 The Convergence.129Figure 5.4 Lean Enterprise 129Figure 6.1 Asset Availability and Asset Utilization Are Inverse Functions as They Approach Their Maximum Ranges .139Figure 6.
24、2 An Inverse Relationship Puts Maintenance Personnel and Operators at Odds140BottomLine05.book Page ix Friday, August 19, 2005 9:54 AMBOTTOM-LINE AUTOMATIONLIST OF FIGURESxFigure 6.3 Supporting Assets Improve the Efficiency and Effectiveness of the Primary Assets. 143Figure 6.4 Overall Plant Breakdo
25、wn 148Figure 6.5 Operational Measures are Seldom Aligned with Accounting Measures 156Figure 6.6 Describes the Instantaneous Relationship of Business Value from a Single Asset with Respect to EU and EA . 159Figure 6.7 Expanded Equation to Show Asset Value Over Longer Periods. 160Figure 6.8 Instantane
26、ous Asset Set Value 164Figure 6.9 A Simplified, Two-Dimensional View of the Asset Value Sector 165Figure 6.10 To Calculate an Assets Total Value Over a Time Period, Use the Integral Over That Period 165Figure 6.11 Aligning Metrics from the Plant Floor to the Business Measures Is Critical. 167Figure
27、6.12 Developing Initial Conditions from History 169Figure 7.1 Solvent Recovery Overview 181Figure 7.2 Incinerator Overview 182Figure 7.3 Solvent Recovery Operator Dashboard. 186Figure 7.4 Incineration Operator Dashboard 187BottomLine05.book Page x Friday, August 19, 2005 9:54 AMBOTTOM-LINE AUTOMATIO
28、N xiList of AbbreviationsABC activity-based costingCIM computer integrated manufacturingCMS cost management systemsCRT cathode ray tubeDCS distributed control systemDEC Digital Equipment CorporationDPM dynamic performance measuresHP Hewlett PackardIBM International Business MachinesI/O input/outputJ
29、IT just-in-time manufacturingLCC lifecycle costLCE lifecycle economicsMIS management information systemNPV net present valuePDCA plant-do-check-actPDP programmable data processorPID proportional, integral, derivativePLC programmable logic controllerQA quality assuranceRFP request for proposalROI ret
30、urn on investmentSPC statistical process controlSQC statistical quality controlTQM Total Quality ManagementYEL years of expected lifeBottomLine05.book Page xi Friday, August 19, 2005 9:54 AMBottomLine05.book Page xii Friday, August 19, 2005 9:54 AMBOTTOM-LINE AUTOMATION xiiiACKNOWLEDGEMENTSI would l
31、ike to express my sincere gratitude to a number of people who significantly helped to make this book and the background research a reality.A number of Invensys Foxboro professionals contributed signifi-cantly to this work, including, but not limited to: Janice Able, Dan Antonellis, Russ Barr, Joe Ba
32、rricella, Ron Beene, Barry Boyle, John Brkich, Larry Brown, Daniel Cervantes, Bob Cook, Mike Cook, Debbie Con-neally, Ricardo Cortejoso, Marty Culverhouse, Garry Cusick, Trevor Cus-worth, Mark Davidson, Nancy Delhommer, Donna Distante, Rik Evans, Stan Devries, John Eva, Carlos Fernandez, Joe Fillion
33、, Kevin Fitzgerald, Jay Galasso, Dan Gilmore, Steve Gollemme, Harpreet Gulati, Bruce Hend-erson, Jim Hetzer, Neil Holden, Richard Howells, Liwei Huang, Fayyaz Hussain, Graham Jester, Ken Johnson, Rob Hasselbaum, Gary Hodgson, Jim Holt, Larry Hueni, Hesh Kagan, Randy Karg, Bill Ketelhut, Jeff Kisslin
34、g, Mike Kletti, John Krause, John Kuenzler, Krishnakumer Kumer, Don Kylin, Larry Lablanc, Peter Lovelace, Bruce MacLeod, Leo McEvoy, Rebecca Marshall-Howarth, Bob Meadower, Janice Miller, Paul Miller, Jim Monahan, Ron Pariseau, Melanie Russell, George Sarney, Neil Schmidt, Tracey Sledge, Jim Sommers
35、, Jack Spencer, Dick Staun, Marilyn Tarallo, Laurens van der Tang, Rick Whitmyre, Dave Williams, Lew Wright, Gene Yon and Barry Young. I am indebted to this group for their support.A number of people from various organizations throughout the pro-cess industries also helped significantly in this effo
36、rt including: Dave Adler, Wilfrido Arroyo, Rich Baker, Jeffery Baumer, Malcolm Beaverstock, George Bozant, Gene Bylinsky, Andy Chatha, Colin Christie, Dr. Robin Cooper, Bob Cox, Tony DeHerrara, Tom Fisher, Tom Fiske, Steve Fur-bacher, Jack Garrity, Jim Getchell, Jack Hickey, Dick Hill, Bill Huff, Ma
37、rk Hughes, Wendy Johnson, Mark Kluesmer, Lowell Koppel, Terry Landano, David Lauer, Steve Leus, Rick Lissa, Owen Martin, Jose Louis Martinez, Dick McAllister, Gerard McCarry, Dan Miklovic, Jim Montague, Philippe Moro, Charles Morris, Joge Nader, John Nero, Aundra Nix, Clay Noble, Larry Obrien, Doug
38、Palmer, Sam Parino, Andy Peters, Ronald Root, Steve Sarnecki, Don Schuette, Ron Simmons, John Snodgrass, Greg Stedronsky, John Stolle, Len Sugarman, Donna Takeda, Tom Vollmann, Ray Walker, John Wason, Jim Wolf, and Dave Woll. I would also like to thank those at ISA who helped with the editing and pu
39、blishing of the book especially: Chip Lee, Susan Colwell, Matt Lamoreaux, Shandra Botts, Greg Hale and Bob Burns.I would also like to express my appreciation for the ongoing encour-agement and support of my family. I thank my parents, Jack and Jean Martin have been a constant source of encouragement
40、, my brothers and sisters and their families and Atwell and Nan Collins. I especially thank my wife Liz and my children Derek and Erin for their ongoing love and support. BottomLine05.book Page xiii Friday, August 19, 2005 9:54 AMBottomLine05.book Page xiv Friday, August 19, 2005 9:54 AMBOTTOM-LINE
41、AUTOMATION xvFOREWORDA Solution Without a ProblemBACKGROUND ECONOMIC FORCES LEAD TO DYNAMIC PERFORMANCE MEASURESAutomation systems have been used to help enable and opti-mize manufacturing processes for decades. When the digital com-puter was introduced as a viable tool for automation, process engin
42、eers often seemed to focus more attention on the tool than on the actual automation objectives. Suppliers of automation technology were typically selected on the basis of the “state-of-the-art” technological features they included in their systems rather than the improvements their automation techno
43、logy could offer the manufacturing operation. Issues such as band-width, pixel resolution, and color palette seemed to be given greater weight than performance-enhancing software capabilities, such as automatic continuous loop tuning. Returns on automa-tion investments were rarely, if ever, even cal
44、culated.It was in this environment that, in the late 1980s, The Foxboro Company introduced its I/A Series system, which was designed to provide as many state-of-the-art features to the marketplace as was then possible. The Foxboro Company had invested signifi-cant amounts of money in the design and
45、development of the I/A Series system and fully expected that it would help revolutionize BottomLine05.book Page xv Friday, August 19, 2005 9:54 AMBOTTOM-LINE AUTOMATIONFOREWORD: A SOLUTION WITHOUT A PROBLEMxviprocess manufacturing. Unfortunately, after a number of I/A Series systems were installed a
46、nd operating, an assessment showed that these systems were being implemented in the exact same way as traditional proprietary distributed control systems (DCS). These early assessments showed that most of the advanced features of the I/A Series system that had been critical during the selection proc
47、ess were not even being utilized.At this point, the company commissioned an applied research program to determine how automation systems should be used to effectively improve plant performance. The premise of this exer-cise was that the engineers and technologists in process manufac-turing operation
48、s had become too enamored of technology and were driving automation suppliers like The Foxboro Company to continually upgrade to new technological features with no con-sideration for what manufacturing or operational problem they would solve. Automation orders were being won or lost on fea-tures tha
49、t were seldom used. Clearly, this technology-focused approach was good for neither manufacturers nor automation suppliers. The applied research program was structured as an iterative interview process targeted at the management levels above the technologists in process manufacturing operations. In particular, plant managers, operations managers, production managers, as well as vice presidents of manufacturing, operations, and engi-neering were the focus of the interviews. Initially, four researchers interviewed hundreds of operations managers, plant managers, and corporate execut
