Aw2014 Continuous v4 Opt

CONTINUOUS Process Playbook 2014 EDITION
The bottom line on core automation issues for the Oil & Gas, water/waste water and chemical industries
Control System Security and Access Ethernet, Wireless and the Mobile Workforce PLC vs DCS Smart Devices and Asset Management Energy & Emissions Management Safety: Lifecycle and Procedural Automation Approaches Start-Ups, Upgrades & Migrations
CONTINUOUS PROCESS PLAYBOOK
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CONTENTS
Sponsored by:

4 Contributors
12 SECTION ONE: AUTOMATION STANDARDS & TRENDS
11 Introduction
13 Procedural Automation for Greater Safety and Productivity 16 Four IT Standards You Should Understand
19 29 32
Heard the News about Procedure Automation? ISA-106 Releases First Procedure Automation Technical Report
31 SECTION TWO: BEST PRACTICES FOR CONTROL SYSTEMS Eight Ideas for Successful DCS Implementation
35 Teamwork Is Critical in DCS Projects 36 Best Practices for DCS Infrastructure 38 PLC vs. DCS: Which is Right for Your Operation? 41 PLC Lifecycle Management
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CONTENTS
44 13 Suggestions for Control System Migrations
48
Migrations Are Emotional Events, So Work to Minimize the Pain
49 Four Considerations for Upgrades and Migrations 52 Control System Security Tips 55 How to Avoid Mistakes with Control System Remote Access
59 60
SECTION THREE: SMART DEVICES & ASSET MANAGEMENT The Smartest Instruments Still Need Smart Humans
66 Managing for Reliability Key to Asset Performance 68 Asset Reliability as a Performance Indicator 71 Measure First to Improve Control System Performance 75 10 Steps to Creating the Perfect HMI
78
SECTION FOUR: ADVANCES IN SAFETY
79 Intrinsic Safety: Thinking Outside the Explosion-Proof Box
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CONTENTS
86 Many Factors Determine Choices in Intrinsic Safety Devices 88 12 Practical Tips for Implementing Intrinsic Safety 92 Safety: The Lifecycle Approach
97 98 101 103
SECTION FIVE: COMMUNICATION TRENDS Wireless Trends Wireless Sensor Applications Wireless Protocols for the Process Industries
106 Nine Strategic Considerations for Using Wireless Technology 108 Five Practical Tips for Implementing Wireless 110 Wireless Is Evolving 111 Standards Help Ethernet Networks Stay in Sync 114 SECTION SIX: ENERGY & THE ENVIRONMENT 1 15
How to Conduct an Energy Audit
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CONTENTS
120 125 126 129
Energy Management Best Practices Five Ways to Manage Energy Costs Managing Emissions with Automation VENDOR SELECTION RESOURCE GUIDE
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CONTRIBUTORS
Brooke Robertson
Project Manager Regional Control Specialist, EPCD Momentive Specialty Chemicals Inc.
The following experts contributed to this playbook:

John Rezabek
Process Control Specialist Ashland Specialty Ingredients
Michael Thibodeaux
Industrial Automated Systems Security Engineer BASF
Joe Staples
Head of Manufacturing Systems North America Bayer CropScience
Dennis Brandl
President BR&L Consulting
Chris Wells
Senior Staff Instrumentation Engineer ExxonMobil Chemical Company
Steven Toteda
Chairman of WINA (Wireless Industrial Networking Alliance)
Steve Elwart, P.E.

Director of Systems Engineering Ergon Refining Inc.
Dave Woll
Vice President ARC Advisory Group Inc.
Bob Rochelle
Food and Packaging Industry Specialist Staubli Corporation
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CONTRIBUTORS
Cyle Nelson
Senior Software Architect Adept Technology

Dave Emerson
ISA-106 Editor Yokogawa
Steven Baird
Moxa
S.N. Banerjee Chris Bacon

Production Manager Graham Packaging (formerly with Pepsi Bottling Ventures)
Instrumentation Limited
House Fang
Rockwell Automation
George Buckbee, P.E.

ExperTune
Juan Facundo Ferrer
Sergio Canales
Robert L. Fischer
Fischer Technical Services
Herman Storey
Co-Vice Chair ISA-108 Standards Committee
Richard Caro
CMC Associates
David R. Gulick
Hexagon Lincoln
Dani Alkalay
MTL Instruments
Rama Chandran
Jacobs Engineering Group Inc.
Kevin Davenport
Cisco Manufacturing
Ken Austin
Phoenix Contact
Ted Dimm
Honeywell Process Solutions
Augie DiGiovanni
Emerson Process Management
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CONTRIBUTORS
Randy Durick
Turck

Dale Reed
Rockwell Automation
Vignesh Kumar
ISA-106 Editor Yokogawa
Avihu Hiram
Hiram Process Control Engineering
Pierre Lampron
KSH Solutions Inc.
Steve Robben
City of Greeley
Allen Hough
Itw Drawform
Greg Livelli
ABB
Sam Roosth
Dave Huffman
ABB
Francisco Mejia
Manufacturing IT Consultant
Ulf Kristian Sandvik
Bryan Jones
Emerson
Erik Mathiason
Member, ISA-108 Standards Committee
Paul Schneling
R.V. Kaushik
Matt Newton
Opto 22
Robert Schosker
Pepperl+Fuchs
Krishnakumar
Haya Water, Muscat
Anup Pandit
Bryan Sellner
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CONTRIBUTORS
Robin Slater
Valin Corporation
Maurice Wilkins
Managing Director ISA-106 Standards Committee Yokogawa
Jeff Smith
American Axle & Manufacturing
James Wilkinson
MTL Instruments
Kevin Starr
ABB Process Automation Service
Bill Wray, PE
Co-Chair, ISA-106 Standards Committee
Bayer Material Science
Jose Gonzalez Valero

Pemex
Roberto Zucchi
ABB
Sarah Wang
Fluor
Thanks as well to the many contributors who wanted to remain anonymous.
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CONTRIBUTORS
Control System Integrators Association (CSIA)
Automation World worked with CSIA to gain access to the expertise of its system integrator members to bring you much of the content in this playbook. To become a member of CSIA, a control system integration firm must demonstrate experience and commitment to the field. Members who earn CSIA Certification have passed an independent audit of 80 criteria covering all aspects of business performance, including general management, financial management, project management, quality management, supporting systems, human resources and more. To maintain their certification, CSIA Certified members must be re-audited every three years. For more information about CSIA and its system integrator members, visit http://www.controlsys.org
The following CSIA experts contributed to this playbook:

Bryan Curtis, P.E.
Senior Consutant, Power/Facilities Dept., Matrix Technologies
Chetan Chothani
President Adaptive Resources
Alan E. Lyon, P.E.

Lead Engineer Avid Solutions
Antonio Manalo
Automation Systems Integrator Avid Solutions
Alex Palmer
Team Lead Aseco Integrated Systems
Dario Rossi
Chief Engineer Aseco Integrated Systems
Scott Saneholtz, P.E.

Manager - Process Solutions Dept. Matrix Technologies
Robert Snow
Senior Process Control Engineer Optimation
Ronald Studtmann, P.E.

Associate Dept. Manager, Power/ Facilities Dept., Matrix Technologies
Russel Treat
President-CEO EnerSys Corp.
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INTRODUCTION
By Jeanne Schweder
Contributing Editor Automation World
Everywhere you look, new technologies, new standards and a new generation of engineers are transforming the control of industrial processes. Automation and information technologies are increasing our knowledge, and changing expectations and best practices as well. These powerful tools range from intelligent instruments to wireless communicationsand everything in between. This 2014 edition of Automation Worlds Continuous Process Playbook continues our goal of providing hands-on information, automation implementation tips and best practices specifically for the continuous process industries. It also explores some of the many trends affecting how work gets done, from procedure automation to reliability management. Among the many topics addressed in this playbook are implementing and migrating control systems, intrinsic safety, asset and energy management, Ethernet and wireless communications, automation project management and more. As always, we thank the many industry experts and process engineers who have contributed their experiences and expertise to this playbook. This peer-to-peer knowledge sharing is a hallmark of what makes Automation Worlds playbooks unique. We hope youll find this Continuous Process Playbook to be a useful source of information now and in the years ahead as you plan for new projects or upgrade existing production functions.
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SECTION ONE
Automation Standards & Trends
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Procedural Automation for Greater Safety and Productivity

By Jeanne Schweder
Continuous process environments tend to be stable until theyre not. When that happens, the consequences can be catastrophic. Think Deepwater Horizon. The very stability of a continuous production process often induces a false sense of security in operators. Lack of experience with system failure or unexpected alarms can lead operators to freeze when systems suddenly cascade out of control. Procedural automation standards originally developed for batch processes and discrete manufacturing hold promise for helping continuous process operators deal more effectively with sudden emergencies, as well as the more routine changes in state that can occur.
Processings Most Vulnerable Areas

The fact is, every continuous process has non-continuous elements, such as startup, ramp-up, emptying and filling of tanks, shutdown, emergency shutdown and clean-in-place activities. A continuous process is really just a batch process with a very long steady state in the middle. The ISA-88 standard has established a common terminology and a framework for writing software to control batch production processes and procedures. ISA-95 did the same for enterprise to manufacturing data integration. ISA-95s common denominator data structure
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facilitates communication between business and process systems, so that operators and managers can make better decisions. The thinking behind both of these standards has important implications in areas where continuous process control is most vulnerableprocess variations and disruptions. These can result in unanticipated shutdowns that plant operators can be ill equipped to counter because theyre not confronted with them frequently enough to hone their skills. Automating procedural steps can counteract variations in operator skills and will become increasingly important as the current generation of experienced process control engineers retires. Defining common process procedures can also provide additional support for employees who are executing operations that can be more manual, as is typical in equipment and plant startups, shutdowns and transitions.
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ISA-106 Defines Continuous Process Procedures

A new ISA committee is working to develop standard methods and terminology for automating continuous process procedures. ISA-106, Procedural Automation for Continuous Process Operations, will define repeatable procedural steps that can lower the chances of accidents due to human error. The intent of the new standard is to reduce process variability, reduce risk to facilities and increase operational productivity in continuous process industries. The ISA-106 committee plans to issue a series of documents to help users standardize designs to handle operator errors in normal, critical, and abnormal situations. As a first step, the ISA-106 committee, which includes representatives from the largest companies in the petrochemical industry, is working on its first technical report targeted at oil refineries, upstream offshore oil rigs and chemical plants. The report will give users common definitions to describe the requirements in improvements, upgrades, and changes in procedural automation to system integrators and automation suppliers. The technical report will also include standards for modularizing procedural steps, exception handling for abnormal situations, state mode procedural logic, process unit orientation and current practices.
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Four IT Standards You Should Understand
By Dennis Brandl
Chief Consultant BR&L Consulting Inc.
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Imagine a world without electrical standards, such as 110 V at 60 Hz, or 220 V at 50 Hz, or a world where every phone had a different type of connection and required a different type of switchboard. Just as these standards are critical to the basic functioning of electrical equipment, there are also IT standards used daily to ensure optimal functioning of production systems in the process industries. There are four production-related IT standards of special interest to the processing industries:
The ANSI/ISA 88 standard for batch control; The ANSI/ISA 95 standard for MES and ERP-to-MES communication; The ANSI/ISA 99 technical reports on industrial cyber security; and The new ANSI/ISA 106 technical report on procedure automation.
These standards and technical reports define the best practices for implementing automated and manual control on the systems that reside above the PLC (programmable logic controller) and DCS (distributed control system) level, and which perform the basic control that keep production running. These four standards all share a common view of a production facility,
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Stop Programming Batch Tasks. Start Conguring

S88 Builder is the rst process control system that is congured rather than programmed. Conguration requires two steps, dene the devices that make up the physical system and dene specic tasks, such as mixing, ow control, heating, etc., that the devices team up to accomplish. Conguration is easier, more accurate and faster than programming. By conguring instead of programming batch control tasks, S88 Builder speeds project development by up to 90%. S88 Builder lowers the total cost of ownership for a batch control system by: Lowering initial development costs Reducing time-to-market for new products Reducing waste and downtime Learn More About the Many Cost-Saving Benets offered by S88 Builder www.S88Builder.com CustomerSupport@ecssolutions.com (800) 471-3273

providing a consistent terminology that makes it easier to compare plants within a company and across companies. The ANSI/ISA 88 standard defines the most common and effective method for defining control systems for batch operations or for continuous and discrete startups and shutdowns. The ANSI/ISA 95 standard defines the most commonly used method for exchanging information between ERP systems, such as SAP or Oracle, and the multitude of shop floor systems. It has also become the de facto standard for defining MES (manufacturing execution system) and MOM (manufacturing operations management) specifications. The ANSI/ISA 99 reports define structures and policies for designing effective and secure networked production facilities.
CONTROL AND INFORMATION SOLUTIONS FOR INDUSTRY
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The new ISA 106 reports define the procedural control strategy for continuous production during upsets, switchovers, and other types of process changes. These standards establish a commonly accepted terminology, as well as functions and process models by which technical professionals are trained and upon which solution providers develop applications used in batch and process production operations (as well as discrete manufacturing). As such, they should be of particular interest to those who are new to the field, and those who seeking a refresher on the fundamentals of industrial processes.
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Heard the News about Procedure Automation?

By James R. Koelsch
Contributing Writer Automation World
Bayer MaterialScience and Dow Chemical are on the leading edge of pending industry standards that promise to widen the appeal of procedure automationa system design and programming approach known to streamline control, tighten repeatability and improve the safety of continuous processes. For Bill Wray, PE, spreading the good news about procedure automation is about more than simply generating hundreds of hours of productivity at Bayer MaterialScience in Channelview, Texas. Its also how the Bayer engineering consultant is giving back to his profession. He found that the benefits of borrowing from batch control to improve continuous processes were just too great for him to keep the news to himself. Id like to see more people adopt this method because it can offer real benefits in many places where people rarely think about batch programming, he explains. So, he joined a small band of evangelists on the ISA-106 standards committee on Procedure Automation for Continuous Process Operations, formed in 2010 by the International Society of Automation (ISA, www.isa.org) in Research Triangle Park, N.C. Since joining, he has become one of the committees co-chairs.
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The mission of this committee was to formalize a set of closely related methods that Bayer and other operators had developed over a few decades to accommodate change. Going by such names as procedural control and state-based control, these methods break continuous processes into operating states and automate the procedures for moving from one state to another. The committee intends to develop cross-industry standards for this form of automation, replicating the success that ISA has enjoyed in the batch industry with the ISA-88 and ISA-95 standards.
Streamlining change
Even without the standards in place yet, procedure automation is already streamlining operational changes in continuous processes, such as the responses that a refinery might make to accommodate a shipload of a different grade of crude. Another example is the adjustments to a reactor to allow it to produce a different grade of polymer. Anything in a plant that requires you to change the steady state and go from Point A to Point B can be done more effectively, more efficiently, and safer with well written code, notes Wray. About 13 years ago at Bayers Channelview facility, Wray and his colleagues developed a form of procedure automation to make two polyols, a triol based on glycerin and a diol based on propylene glycol. A breakthrough in catalyst technology had permitted them to convert a batch reactor to produce the two polyols in a continuous mode. Because the two
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products are in different families, they are incompatible enough that operations must deinventory the system and restart to switch from one product to the other twice a month. Engineers wrote procedural scripts for such transitional phases of the reactor as cold starts, restarts after a trip, shutdowns, de-inventory procedures, and rate changes. We even have one that runs an optimizer [on the multi-constraint controller to optimize feed rates] on the reactor, says Wray. At the time, though, nobody was calling it procedural automation, but thats what it turned out to be.
A smooth transition
As is often the case for users who already have experience with automating batch procedures, developing and automating the procedures on the continuous reactor was a natural next step for Bayers engineering and operations team in Channelview. With a dozen or so years of experience, we had developed some well-tested approaches to automating batches, says Wray. We had a good, strong talent pool of people who knew how to do automation in the style that we like to do it. It made doing the procedural control a piece of cake. Even so, the team found that finishing the programming took longer than it had in the past when the process was batch. Because the reactor had been running anywhere from one to four batches a day, depending upon the product that it was making, the batch process had given the team more opportunities to identify and debug programs. With the continuous operation, we get about two startups and two shutdowns a month, says Wray. Because the continuous process does not exercise the code as much, it took a little longer to work out the bugs.
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Despite the longer debugging period, startup was short because the team could draw upon its experience with automating the batch process and could deploy proven techniques. For example, the programmers wrote a script that permitted aborting a procedure if the operator encountered a problem. After being reloaded, the script would return to the place in the sequence where it left off. We also modularized the programs as much as we could to allow us to plug in changes easily, says Wray. When we would run into coding errors and other problems, we tried to fix them right away. If you write them down with the intent to fix them later, sure enough, youll forget about them. Since going continuous about 13 years ago, the reactor has never made off-spec product and has been more productive. Although it was the catalyst technology that had made converting from batch to continuous processing possible, the procedure automation has allowed Bayer to take full advantage of it. The automation, for example, expedites changeovers. By automating the de-inventory procedure, we cut about 12 hours off our downtime, reports Wray. And 12 hours of production is quite a bit when you change over 24 times a year. Another benefit has been better coordination between the distributed control system (DCS) and the safety instrumented system (SIS). The automation communicates with the SIS, telling it what recipe were making and confirming that all the values and trip settings are correct, says Wray. So, it enhances safety as well.
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Multiplying the benefits

The ISA-106 committee hopes to multiply these kinds of benefits in continuous applications by adapting the equipment and control modules defined in the ISA-88 batch standard. What the 88 standard did for batch systems was to specify a structure for organizing the different parts of control code for flexibility and reusability, says Dennis Brandl, president of BR&L Consulting Inc. in Cary, N.C. (www.brlconsulting.com) and one of Wrays fellow evangelists on the ISA-106 committee. Before promulgation of the standard, batch control programs had a much less uniform structure. A similar situation exists for control systems governing continuous processes. There really is no well-defined structure for procedures in function blocks, ladder logic, or other programming methods that you might be using, notes Brandl. So, the 106 committee is adapting the design patterns and structures in 88 for procedures used in continuous processes. The adaptations will account for the differences between batch and continuous processing.
Reusing code saves time

Both users and vendors on the committee expect similar benefits from control architectures built with these models and structures. Not only should the ability to reuse modules of code reduce the time to write, debug, validate, and install programs, but it should also cut development and installation costs correspondingly. People using 88 saw about a 30 percent decrease in either the time or the cost to do their first projects, reports Brandl. On future implementations, they were getting 50-70 percent savings.
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Another advantage to the industry-standard structures is that programmers can develop their code in layers and therefore separate operating procedures from the control loops that run pumps and other basic equipment. By not having to worry about the details for running each device, the operator can focus on just the procedure for a particular layer. At startup, for example, the operator can concentrate on starting the reboiler, filling a column to the right level, and bringing the system to temperature, while the software takes care of the valves, pumps, and other devices behind the scenes.
Layered structure
The layered structure also allows nesting so that programmers can automate procedures at the various levels within the production hierarchy, such as coordinating the various pieces of equipment within a particular unit. Take, for example, the task of heating a reboiler to 180 degrees C. Lower-level procedures take care of opening the required steam valves and setting the control loops necessary to do that. Then a unit procedure for the distillation column can be built on those lower-level procedures. A plant startup procedure can also be built on top of that unit level.
Take an incremental approach

Yet another advantage of the standard structure is that programming can be done in increments, allowing an engineering team to do the automation over time. Do some of it at one shutdown and some more at the next one, as opposed to just automating everything at once, which is often the case in batch operations. Automate only pieces, and use the software to prompt the operator to do other pieces.
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The keys to identifying which tasks to automate and which to keep in the capable hands of operators are risk and bang for the buck. If you have an exothermic process that requires keeping a close eye on some variables, managing that risk might be a good place to spend your money on automation. Other candidates are repetitive, low-level tasks, such as daily filter flushes, that occupy an operators time.
Start small, work up

A good approach is to start small and work your way up to progressively bigger. A good place to start is at the bottom, equipment-module level, which includes such devices as pump stations, heaters, coolers, and compressors. This will give operators small improvements to work with. It will also give them a vision of what the final product will look like as more individual items become grouped into larger control elements.
State-based control
Continuous processes really operate in a series of definable states, rather than truly being continuous. Process engineers and senior operators should discuss in the initial stages how the process may be partitioned into states to establish state-based control. Perhaps the most fundamental of these states are startup, shutdown and normal running. The term shutdown usually describes at least two distinct states. The first is a fullmaintenance, multi-week shutdown where everything really is shut down. The other is better described as a process interruption or a state of waiting. In this case, some parts of the process may still be running, such as the systems for maintaining measurements, alarms or other forms of monitoring.
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Even normal running is rarely one process state. For example, a power-generation boiler usually operates at three basic conditions: full, three-quarters and half. Different products, minor product additives and changes in equipment, such as the switching of cracking furnaces in an ethylene process, also cause changes in state. Because of variations like these, process engineers and senior operators should include throughput conditions in their discussions about state. As you identify each state, create a functional specification that completely describes the state, including alarming and visualization requirements. Once you define your states, you are in a position to begin looking at the interactions between units.
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ISA-106 TR1 Terminology

Here are some of the definitions being proposed in the first of the three technical reports being written by the ISA-106 committee as groundwork for developing standards for Procedure Automation for Continuous Process Operations. Automation style a consistent approach to developing and deploying implementation modules. Implementation Module the developed and deployed result of implementing procedure and control requirements in a BPCS. Procedure a specification of a sequence of actions or activities with a defined beginning and end that is intended to accomplish a specific objective. Procedure automation Implementation of a procedure on a programmable mechanical, electric, or electronic system. Procedure requirement the definition of what is required to accomplish an objective using a procedure.
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Process state a definable operating condition of process equipment as it progresses from shutdown to operating and back to shutdown. Each process state represents a unique operating regime that supports the process equipments objectives of processing an input into a desired output. State-based control a plant automation control design based upon the principle that all process facilities operate in recognized, definable process states that represent a variety of normal and abnormal conditions of the process.
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First ISA technical report The ISA download page for the technical report describes it as providing an overview of the benefits, best practices, and language, including terms and definitions, for applying procedure automation across the continuous process industries. Consistent with the scope of the ISA106 Committee, this technical report focuses on automated procedures that primarily reside on systems within the supervisory control, monitoring, and automated process control section (as defined by ISA-95 functional levels 1 and 2) of a production process (as defined by ISA-95 functional level 0). It was not the intent of the committee to have this technical report focus on procedure execution at the operations management functional level (as defined by ISA-95 level 3).
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ISA-106 Releases First Procedure Automation Technical Report

In mid-2013, the ISA-106 standards committee on Procedure Automation for Continuous Process Operations released its first technical report. It was a milestone in the committees efforts to develop a standard that applies batch manufacturing methods to improve continuous process operations. The work of this committee, formed in 2010, concentrates on standardizing methods built on the work of engineers at companies like Bayer and Dow Chemicalthat break continuous processes into operating states and automate the procedures for moving from one state to another. Procedure Automation for Continuous Process Operations Models and Terminology, was the committees first deliverable. Given the typically slow movement in standards development, the fact that this technical report was developed in just over three years after the first meeting is impressive and underscores the industrys interest in the committees work. Co-chairs of the ISA-106 committee are Yahya Nazer of Dow Chemical and Bill Wray of Bayer Material Sciences, and the secretary is Charlie Green of Aramco Services. The committees former co-chair is Marty King of Chevron.
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ISA-106 Releases First Procedure Automation Technical Report
Seeking feedback
The first ISA technical report clearly establishes the value of automating procedures for continuous processes and provides the foundation for the reports and standards to follow. With strong end user representation, especially from energy and chemical companies, coupled with representation from consultants; engineering, procurement and construction companies; and system suppliers we had a great source of knowledge and experience to draw upon to create this technical report, says Dave Emerson, director of the U.S. Development Center for Yokogawa and ISA-106 Editor. This first technical report should generate feedback for the committee that will be used in creating a standard. The committee is now working on its second technical report that addresses work processes for automating procedures in continuous process operations. In parallel with this second technical report, the ISA-106 committee has started work on the standard itself. The work involved in creating this standard involves digging into sequencing concepts that have been around a long time, but applying them to a new context. The next step for the committee is getting feedback from industry to help guide it moving forward and encouraging more participation to ensure the standard created is reasonable to adopt.
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SECTION TWO
Best Practices for Control Systems

Eight Ideas for Successful DCS Implementation
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Implementing a new distributed control system is one of the biggest and most complicated projects in a process control engineers career. Doing one successfully requires everything from a well-defined project document to good grounding practices. Here are recommendations for best practices and some pitfalls to avoid.
1. Standardize. Use of standard wiring throughout the system will make it for easier
for others to understand and troubleshoot. Use standard, off-the-shelf components for ease of stocking and reordering. If possible, have two sources for the products being used or purchase interchangeable brands.
2. Remember the basics. Its the little things that can trip you up. Make sure you use
proper grounding, proper grouping of signals and proper termination of electrical signals. Make sure you understand the suppliers grounding requirements for your DCS system. Grounding principles need to be clearly understood by all automation engineers, not just the electrical staff. International standards can be misinterpreted. Instruments and the control system need to be grounded separately. Double check the grounding before powering up any DCS system to avoid any short circuits, particularly during factory acceptance or site acceptance testing (FAT/SAT).
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Know Your Process When using a DCS, you need to understand the process clearly. Many times the programmability of the DCS renders a "take it easy" attitude in the engineers, leading to costly downtime in commissioning the plants. Be sure you know the implications of controlling one way or another. Try to understand the interrelations among the variables and the best way to control these.
3. Is communication complete? While most automation suppliers have different

software versions for communicating with the system, make sure they will transmit all the required information. Many systems only transmit the basic parameters, which means all diagnostic features will not be available. The introduction of the Control in Field concept, although not often used, has added some complications and needs to be thoroughly examined when implementing a DCS.
4. Structuring I/O. Since todays electronics are available with high-temperature specs
and may be G3 compliant (conforming coating), the I/O structures should be moved to the field, reducing the rack room footprint and cabling cost. Communication links should be used over fiber optic, in a ring configuration to provide some level of redundancy, to interconnect the field I/O structures. Extended I/O terminal blocks (three to four terminals per channel) should also be used to allow field wiring to be connected directly, avoiding marshaling terminal strips with the related space, additional cost, installation cost and the possibility of poor connections.
5. Dual purpose. The purpose of DCS is twofold. Centralized human control and interface
to the plant as well as a centralized location for MIS info to the management network. DCS control should not include auto tuning of control loops other than simple on/off or start/stop functions. These should be the function of a local dedicated controller. Use the DCS to update the tuning parameters.
6. Good links. Distributed control systems are only as good as their communications links.
Choose a very solid and reliable link between processing units.
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7. FAT is where its at. Make sure you do a comprehensive and detailed factory
acceptance test (FAT) before cutover. FAT involves experienced operations people interacting with engineering to validate graphics and verify that instruments in the configuration exist and will remain in service.
8. Use single server. Base the selection of a DCS system on its redundant capability. A
single server system is preferred. Pay attention to the hardware license for client and server to avoid delays during a system or hard-disk crash. Care must also be taken in selecting appropriate layered switches for communication. Make sure you properly configure trends and history data for future analysis.
Define in Detail Successfully implementing a DCS project requires that all stakeholders (operations, maintenance, project team, vendor, management, etc.) have a clear definition of what they want from the system. In both upgrading and installing new DCS systems, the best tip is to keep the end in mind. Good up-front engineering pays dividends. Automation technology can only assist us if we know what the needs are. Maintenance must know what reports and information they really require to do their work. Operations must be completely sure how they operate and what is the best way to do it. Don't assume anything. Write everything down thats actually required and all the things the technology can do. Be very specific. In the end, the best DCS is the one that best satisfies all the important requirements in the plant. Writing and signing this definition document should be the first step in any project.
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Teamwork Is Critical in DCS Projects
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No matter how well you have planned, always leave some slack in your schedule. You may get off to a great start, but problems invariably surface. The fastest way to confuse a project is to have too many disjointed teams. DCS projects are extremely complicated and all the groups have to interact. Even if you don't have anything new to share, schedule a weekly call so everyone knows what everyone else is doing. If youve found a solution to a problem, one of your other team members may run into the same issue. Instead of wasting precious time, they'll know to call you. Keep the calls short and sweet, but make sure everyone provides a good synopsis. If you are not a people person, make sure you get someone on your team who can talk to people. Otherwise, people will hide their issues. Most importantly, do not shoot the messenger. If someone comes to you with an issue, handle it, but do so in a way that they will bring you other issues. If everything is a disaster, no one is going to tell you anything until it is too late to handle calmly (and cheaply). As long as you have a competent team and are using a good product, you have the basis for a successful project. A successful, on-time and on-budget installation depends on whether or not the team works well together.
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Best Practices for DCS Infrastructure
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Using separate DCS marshaling, server and operator rooms, but keeping the server and operator rooms close together, are some of best practices and human factors experience to keep in mind when implementing a DCS. Other recommendations:
frame of the DCS.
Separate grounding for each room, instrument and signal and Need a good air filtering system for each room, depending on Make sure proper air conditioning is available all the time. Dont mix MCC and DCS marshaling panels. These panels or Have a dedicated UPS with the minimum required
battery backup provided separately for marshaling, server and instruments.
the plant or process hazards, to protect electronics.
rooms need to be kept separate.
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Best Practices for DCS Infrastructure
hardware instead of an OPC server or system. If the OPC server hangs or stops, it makes a mess for controls.
Use one communication protocol standard for electrical equipment and instruments. Choose a reliable communication protocol for critical loops, such as conventional
each should be used. Most people dont understand why you need a warm start option for controllers with a DCS, for example.
Educate everyone on the operational differences between a DCS and PLCs and where Use one programming approach for the entire system.
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PLC vs. DCS: Which Is Right for Your Operation?
By Jeanne Schweder
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Over the past decade, the functionality of different control systems has been merging. Programmable logic controllers (PLCs) now have capabilities once found only in distributed control systems (DCSs), while a DCS can handle many functions previously thought more appropriate for PLCs. So whats the difference between the two control approaches, wheres the dividing line and are there still reasons to choose one over the other? PLCs grew up as replacements for multiple relays and are used primarily for controlling discrete manufacturing processes and standalone equipment. If integration with other equipment is required, the user or his system integrator typically has to do it, connecting human-machine interfaces (HMIs) and other control devices as needed. The DCS, on the other hand, was developed to replace PID controllers and is found most often in batch and continuous production processes, especially those that require advanced control measures. The vendor handles system integration, and HMIs are integral. As users demanded more production information, PLCs gained processing power and networking became common. PLC-based control systems began to function like a miniDCS. At the same time, the DCS hybridized to incorporate PLCs and PCs to control certain
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functions and to provide reporting services. The DCS supervises the entire process, much like the conductor in an orchestra. Protocols, like OPC, have eased interactions between the two control systems. Since PLCs are less expensive and can now perform much like a DCS, wouldnt it make sense to convert everything to PLCs? The answer, like most things in the world of automation, is that it depends on the needs of your application. Here are six key factors to consider:
1. Response time
PLCs are fast, no doubt about it. Response times of one-tenth of a second make the PLC an ideal controller for near real-time actions such as a safety shutdown or firing control. A DCS takes much longer to process data, so its not the right solution when response times are critical. In fact, safety systems require a separate controller.
2. Scalability
A PLC can only handle a few thousand I/O points or less. Its just not as scalable as a DCS, which can handle many thousands of I/O points and more easily accommodate new equipment, process enhancements and data integration. If you require advanced process control, and have a large facility or a process thats spread out over a wide geographic area with thousands of I/O points, a DCS makes more sense.
3. Redundancy
Another problem with PLCs is redundancy. If you need power or fault tolerant I/O, dont try to force those requirements into a PLC-based control system. Youll just end up raising the costs to equal or exceed those of a DCS.
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4. Complexity
The complex nature of many continuous production processes, such as oil and gas, water treatment and chemical processing, continue to require the advanced process control capabilities of the DCS. Others, such as pulp and paper, are trending toward PLC-based control.
5. Frequent process changes

PLCs are best applied to a dedicated process that doesnt change often. If your process is complex and requires frequent adjustments or must aggregate and analyze a large amount of data, a DCS is typically the better solution. Of course, the very flexibility of a DCS system also makes it much more vulnerable to meddling by operators that can cause spurious shutdowns.
6. Vendor support
DCS vendors typically require users to employ them to provide integration services and implement process changes. System integrators perform similar functions for PLC-based systems. It has also become common for PLC vendors to offer support services through their network of system integrator partners. Process control has become increasing complex. Its difficult for any individual to know everything about these sophisticated systems, increasing the need for vendor support. Manufacturers also continue to reduce factory staff and a generation of experienced process control personnel has begun to retire. As a result, the quality of support has become a critical factor in vendor selection.
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PLC Lifecycle Management
Director of Content/Editor-in-Chief Automation World
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By David Greenfield
Discussion of controllers in the continuous process industries typically centers on distributed control systems (DCSs). However, programmable logic controllers (PLCs) play as important a role in the process industries as they do in discrete manufacturing, particularly when it comes to operations reliability and protection of personnel. Some of the more significant applications for PLCs in the process industries include control of safety-instrumented systems and control of major machinery. Like many discrete manufacturing operations, most process operations use a variety of PLCs from different vendors. As a result, your ability to effectively operate and manage these disparate PLC versions has a direct impact on your plant reliability and safety. Following is a list of the top three PLC lifecycle management concerns for the process industries and how some of your peers are working with PLC suppliers to address those issues, compiled from presentations delivered at The Automation Conference 2012.
1. Long plant maintenance shutdown intervals limit the opportunity to modify,

maintain and upgrade PLCs. Many process industry units, particularly in continuous process operations, run eight years or more without shutting down. As a result, your opportunity to do anything with the PLCs in that unit is very limited. Therefore you need to ensure that PLC management is a key part of your unit maintenance focus.
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Complete Automation Solutions for the Process Industry
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2. Standardization of PLCs is difficult, if not
impossible in a multi-plant operation, and leads to challenges with spare parts management and training. Because across-the-board standardization is unlikely due to regional differences tied to support and availability, a strategy for PLC support and training for each region should be developed to ensure that these critical controllers are maintained in a standardized fashion.
Pilot Valves
3. Integration with main control systems

Process Valves
Three aspects are critical to any plan involving the integration of PLCs with DCSs. 1) The integration process needs to be reliable and shareable with all other plants to standardize the process for ease of maintenance; 2) the integration plan should be flexible for adaptability to local requirements; and 3) it must address industrial control system security. (See Control System Security Tips in this playbook for more details on this topic.) To better manage your PLC lifecycle, following is a set of three requests that many top process industry operations
Control Cabinets
Global manufacturer of process control and factory automation solutions
For more information: Call: 1-800-463-3786 www.festo.com/us
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are asking of their PLC vendors to help them better manage their PLC assets over the long, continuous operation periods common to the process industries.
1. Life extension. Because of the long periods of time that typically pass between
maintenance shutdowns in process facilities, users need to be able to source and use components for longer-than-expected lives. Many facilities in the continuous process industries are still looking at 20 to 30 years as a life cycle for their equipment. Talk to your vendor about their ability to support backwards compatibility with new components as they become available over these long lifecycles. These new components should be able to be integrated into your system without requiring a shutdown for upgrading.
2. Online upgrades. More vendors are coming around to this request of process
industry end users, as it is often the easiest way to upgrade a PLCs logic without shutting it down or rewiring the I/O. One process industry end user told us: If you look at the total cost of an upgrade, the cost of the hardware is dwarfed by the cost of labor to re-do things like I/O rewiring and the cost of the unit shutdown. Therefore, online version upgrades that can be installed while the PLC is running and that work with the existing I/O is ideal.
3. Increased flexibility in design to address standardization.

More end users in the process industries are looking for scalable PLC systems from vendors that use the same hardware. Having the same hardware requirements across-the-board for your PLCs enables you to better manage spare components, training, and configurable I/O requirements.
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13 Suggestions for Control System Migrations

As anyone who has been involved in a control system migration will tell you, its never an easy process. Whether its an upgrade, expansion, stepwise migration or rip-and-replace, the bigger and more complex the project, the more fraught with tension and risk. To help you get through the project with your sanity intact, Automation World readers share their recommendations and suggest pitfalls to avoid:
1. Determine strategy. Your migration strategy will depend on which type of

automation youre dealing with: scripts, workflow tools, policy-based orchestration, configuration or control systems. The different activities that can be automated (provisioning, maintenance, proactive incident response, production execution, etc.) and the different degrees of automation (automating just a few actions, partial workflows or end-to-end) will determine your strategy in terms of resources, time scale, production stops, etc.
2. Virtualize first. Automation upgrades or migrations need to be scheduled properly

in terms of system commission date to extend the warranty or for a vendors obsolete notice date. The best practice is to conduct a virtualization of the new automation system. The future of automation will need virtualized infrastructure and platforms to deal with the IT spectrum, cyber security and better management capabilities. Virtualization has many benefits in terms of technology, investment, maintenance and lifecycle cost.
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3. Take it one step at a time. Avoid changing the entire system or manufacturer if you
are upgrading. Upgrading to the newer modules or systems of the same vendor provides a bit more reliability, since the basic architecture remains the same.
4. Dont experiment. While innovation is important, there is a counter-argument

for doing what you know will work. If rip-and-replace is possible (and that means you have to stop the plant for several days, weeks, or months depending on the circumstances) and you know that it works, that is the best choice. But if you cant afford a shutdown, then go for a step-by-step migration. Make sure you work with an experienced vendor and proven technology.
5. Consider three critical migration issues. When doing a migration there

are three points to think about: how to update software and whether you have the right conversion tools; what you need to do to avoid system failure or risk for the migration step; what is the expected lifecycle of the new system.
6. Make no assumptions. Try to foresee every small step in a migration

implementation. Dont assume anything. Every implementation is done to achieve some objective of the operation. The needs could range from some reporting or alarm functions to an action initiated due to alarm. Always visit the site to understand the requirements and the nuances completely.
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7. Changing suppliers adds some complexity. The difficulty of a process

migration usually increases when you change DCS suppliers, since different brands often dont have similar functions. Factor that into your timeline and risk assessment when weighing whether to switch vendors.
8. Start with data needs. First you need to understand what data the user will
require and how quickly the data is needed. That should be the starting point in developing your migration strategy. The second priority is to determine the impact on the safety and productivity of the plant.
9. Focus on controllers.The best strategy is to first upgrade the controllers, then

replace the I/O chassis piece-by-piece going forward. Some I/O changes could be driven by other projects, such as a motor control center(MCC) replacement.
10. Do your homework. Do some up-front analysis to avoid creating problems

for yourself by not choosing the right migration path. For example, migrating from one generation of processor to another one may not be a wise choice. Reviewing the instruction sets and information available about conversions and manufacturer recommendations will give you insight into the difficulty of the conversion. If you do your homework, you might choose a different processor to make the conversion easier.
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11. Technology education. It is important to educate everyone on the new

technology. Remember, it is easy to use "old" thinking instead of changing practices to take advantage of the benefits of the new technology.
12. Decentralize. The architecture has to be critically reviewed and transformed,

keeping in view the improved performance of the local controllers. Your mantra should be to decentralize the controls as far as possible.
13. Aging equipment. Depending on the technology you have installed, when your
equipment is more than 10 years old you will need to implement a rip-and-replace. If you are just making some modifications you can upgrade or make an expansion only. Most of the problems that arise during a migration are with the field equipment you have installed and control room facilities.
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Migrations Are Emotional Events, So Work to Minimize the Pain

Even if the technology being used is important, the success of any control system migration will be mainly people-related. Plan for disruption and try to minimize that. Operators, technicians and everyone else directly touched by a migration will be upset. Regardless of the benefits, nobody is going to like it. Just accept this. When you are explaining the new equipment, do not exaggerate or misstate anything because everyone will only remember the thing you said it could do, but it turns out it can't. It is mandatory to conduct an extensive upfront study to identify and clearly define the implementation strategy and the potential consequences to production. Involve operations, maintenance and management teams so that the suggested transition will be "blessed" by all. Making the transition as smooth as possible will require the cooperation of all involved. Structure your team to include both seasoned personnel who are the old-system's experts (and know how it really works) and relatively new personnel who are competent enough to learn, but not already ingrained with the old system. The newer people will pick up the new system more easily, while the more-experienced people will be able to stop you from doing something stupid.
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Four Considerations for Upgrades and Migrations
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By David Greenfield
Regardless of whether you want to increase productivity or shorten time-to-market, attaining success in these areas depends on the application of suitable automation technologies in a continuous process operation. Following are the principal steps involved in assessing your plants technology to gauge whether a technology upgrade or migration is in order:
1. Consider the full range of aspects that relate to your existing systems, such as:
Risk of unplanned plant downtime and production stoppages; Ability to expand production or introduce new products; Ability to integrate with enterprise-level business software and at what cost; Ongoing maintenance costs; Need for continuing support of the legacy system; and Effect on the efficiency and productivity of plant personnel.
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2. In each case of upgrade or migration, return on investment plays a crucial role. A huge investment in hardware and application software is associated with
the installed process control system, as well as the accumulated know-how of the operating, engineering, and maintenance personnel. For this reason, the prime objective of any migration strategy should be to modernize the installed base gradually without any system discontinuity and, if possible, without any plant downtimes or loss of production that would negatively affect the investment return.
3. Assess the long-term security of existing investments. This assessment is important in order to
maximize the return on assets (ROA). For this reason, every migration should include a robust lifecycle support strategy for the new system that considers not only the availability of the components, but also product warranties, on-site service, and ongoing technical support.
4. Obsolescence. When deciding whether to upgrade or

migrate to a new system, there are two aspects of obsolescence to assess. In a migration, its important to understand the history of the technologies supported by the company behind the product under consideration. Does this company actively support the long-term lifecycles of products as they are typically employed in a process operation? Do upgrades have significant backwards compatibility? How often are upgrades
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typically released for this system and what is required for installation? For upgrades, its important to understand what the future outlook is for the system under consideration. With the significant maintenance and security issues tied to process control systems, you should always consider your risk of system obsolescence and the associated costs incurred with such a scenario versus the costs of moving to a better-supported system. The good news is that, in the process industries, most vendors are very aware of the long-term use of their systems by end users and thus tend to support their systems for multiple decades rather a single decade, as is more common with office IT systems. As newer automation technologies become core components of process control systems, be sure to talk with your supplier about their support plan for those newer technologies.
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Control System Security Tips
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David Greenfield
Recognizing that the biggest security risk to your control system assets are the operators who interface with the system on a daily basis is the most important step to successfully securing your systems. For a thorough analysis of your risks and setup of reliable control system security technologies and processes, consult an industrial control system security expert such as scadahacker.com, tofinosecurity.com, or industrialdefender.com. Following are the groundlevel security steps that a continuous process facility should implement at a bare minimum:
1. Assess your systems. Compile an accurate list of all the assets in your plant: make,
model, and serial number. Where are your computers? Where are your PLCs? Its difficult to secure something when you dont know it exists. This should be a high-level assessment in which you go through your plant and figure out what is high risk and what is low risk, which is determined by two key factors: how likely is a problem to occur? How serious is the problem? For example, if something happened to your chlorine tank, it would be really ugly. That chip pile, not so ugly. Get a feel for the significant risks. Where do you have to focus your effort? The answer is going to drive your decisions and your capital allocation.
2. Document your policies and procedures. No company operates in a

vacuum. Each company will have a series of policies and procedures for things like safety and performance, reliability, and change management. Lay those out and understand how they impact control systems and security, and then build on that to create a set of additional security requirements.
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3. Start training. No one is going to follow policies unless they know about them and
understand why they are necessary. All levels of employees that interact with the control system need to understand what an attack looks like and how to respond to one. You should end up with a matrix of training for the various levels of users; it doesn't have to be onerous, but it has to be done.
4. Understand your traffic flows. You need a diagram that shows all the things that
require intercommunication. Smart companies will have a comprehensive diagram showing that the accounting department needs data out of this area, and maintenance needs data out of this area, and so on.
5. Remember that SCADA security is used to control access. Access should

be segmented to specific network resources, hardware resources, and HMI. Effective security practices should prevent access to all layers by unwanted external connections.
6. Leverage safety reports. Those responsible for safety, when they do reports and
analyses, have done a good deal of the work needed to understand the security risks.
7. Use separate networks. Though this step is becoming less and less practical, some
still advocate that the process control network be kept separate from business networks, and also isolated from the Internet. For this approach, which may not be viable in the longer term, utilize operating system (OS) implemented security, with active directory domain group security as the preferred approach.
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8. Security in the operator interface should be considered broadly. With

advanced human-machine interface technologies, security can be implemented for individual attributes. HMI should be the only accessible program, with user-specific exceptions, connected to the control operating system at a dedicated user station. All other resources for that particular terminal should be restricted.
9. Use unique user accounts and passwords. All users should have unique user
accounts and passwords to minimize the risk of unauthorized access.
10. Provide port security. With this approach, the Ethernet MAC address connected
to the switch port allows only that MAC address to communicate on that port. If any other MAC address tries to communicate through the port, port security will disable it. Most of the time, network administrators configure the switch to send an SNMP trap to their network monitoring solution that the ports disabled for security reasons. When using port security, you can prevent unwanted devices from accessing the network.
11. Administer antivirus protection. Use an antivirus solution that is compatible

with the installed SCADA software.
12. Open and facilitate communications between IT and process control groups. Roles need to be defined and an understanding of what each group
needs must be accomplished so true collaboration can take place to begin and continue the process of enabling a fully functional control system with adequate security protection.
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How to Avoid Mistakes with Control System Remote Access

By David Greenfield
As more operations aspects are tied to Ethernet networks and, therefore, are open to Internetbased access, the potential for greater collaborative operation and a freer work environment increases. But so do the potential for security problems. Following are some basic tips and considerations for achieving secure and reliable remote access:
1. Map out your project from the start. When companies fail to map out their
projects thoroughly from the start, they often find themselves saddled with applications and automation products that dont work cohesively as a single system. Once you start implementing various silosbe they applications or productsthings get more complex. This is typical of problems that occur when automation products are implemented hastily, without doing proper research, planning, or analyzing current and future goals, or without realizing that implementing remote access monitoring for a facility is just step one of many.
2. Anticipate network interactions. When people have installed devices on a

proprietary network then try to use something different (e.g., Wi-Fi or another protocol), individual systems may conflict. Or they may just cancel each other out, so that there is no communication whatsoever. More often you find yourself managing so many different applications, protocols, and systems that you have more work and headaches than you imagined possible. This issue can be avoided if you select a network that is open and allows everything to work together.
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3. Understand users and roles. Understanding users and their roles can have
a significant impact on how the remote access strategy evolves. In most control systems operations, the roles that may require remote access to control assets may include, but are not limited to:
System operators and engineers for local systems; System operators and engineers for remote systems; Vendors; System integrators; System support specialists and maintenance engineers; Field technicians; Business/supply chain partners; Reporting or regulatory entities; and Managed service providers.
The roles of users that would require remote access to mission-critical operations can be extensive and the assignment of specific access depending on those roles can be
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complicated. Map out and document all acceptable access policies and procedures related to allowable network access and coordinate this with industrial control system security experts. Any user access that goes beyond simple viewing of data and permits changes to system parameters should be extremely limited.
4. Know your vulnerabilities. Beginning at the remote user and following the
connection to the data or service, remote access can be compromised at any of the following points:
he user or system can be impersonated to fool the target system. T he attacker can use captured or guessed credentials to impersonate the user. T he attacker can intimidate or coerce the user to provide valid credentials, or to T
perform activities at the attackers demand.
he users access device (laptop, PDA, etc.) can be attacked, compromised, and used to T
access the control system network.
he target system can be impersonated by an attacker to fool the user and thus gain T
credentials or other information from the user system.
ommunication can be listened to by third parties anywhere along the C

communication chain.
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he communication can be interrupted or jammed. T ommunications can have data injected into them by an attacker. C ommunication can be hijacked after it has been initiated (does not rely on C
impersonation) or intercepted during initiation (impersonating both user and target, also known as a man-in-the-middle attack).
arts of a communication can be replayed to a target, even if the attacker cannot P

decipher the content (also known as a replay attack).
he target communication software listening for requests can be attacked and T

potentially compromised.
n attacker can impersonate a valid communications node and gain access to the A
underlying communications medium.
denial-of-service attack can happen to the authentication server A

(e.g., radius server or RAS).
denial-of-service attack can happen to the outward communication device A

(e.g., an outside router for remote access).
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SECTION THREE
Smart Devices & Asset Management

The Smartest Instruments Still Need Smart Humans
By Jeanne Schweder
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Automation suppliers having been building microprocessors and digital communications capabilities into process control instruments for more than 20 years. By 2010, process industries had installed an estimated 69.2 million field devices, according to a study by the ARC Advisory Group, more than 60 percent of them microprocessor-based. Despite that massive investment in intelligent instrumentation, the promised new world of lower maintenance costs and significantly lower risk of process failures has not yet arrived. Blame that, say the experts, on the difficulty of changing human behavior and longaccepted practices. Others point to a lack of sustained management support for following best practices. Though nearly all of the instruments shipped today have built-in intelligence, companies continue to follow the traditional inspect and test practices they used with analog devices. The lack of links from process instruments to digital communications networks also means workers can access little of the information available from smart field devices, and even less is actually used as intended to improve diagnostics and process control. The result is hundreds of thousands of man-hours wasted every year on routine and unnecessary maintenance, and processes that are no more efficient or safer than they ever were.
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In a perverse way, the cost cutting and workforce downsizing in the process industries is finally leading many companies to a tipping point for change. Lacking the number of workers required to control processes and inspect and test devices manually, theyre being forced to find ways to make better use of the information provided by their intelligent instruments.
Defining standards
An industry-wide effort has been underway for several years to define standards and best practices for smart field device management, make intelligent instruments easier to use, and train process engineers and maintenance workers on how to apply and benefit from them. To that end, the ISA-108 committee on intelligent device management (www.isa.org) was formed in 2012. Co-chaired by Herman Storey, a former Shell Oil employee, and Koji Demachi of Yokogawa, it is working to define standard templates of best practices and work processes for the design, development, installation and use of diagnostic and other information from intelligent field devices. The first draft of the committees initial report on models and terminology is scheduled for completion in the first quarter of 2014 and will then be presented as a proposed standard to an IEC technical committee. Part two, diagnostic work processes, is due in 2015, and part three, on configuration work processes and guideline templates, in 2016. These devices dont come from the factory pre-set with the specific configurations needed for an application, Storey explains. There are a huge amount of options; you have to tell an
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instrument what you want it to do. Then you have to create a backup database to maintain configuration accuracy over the lifecycle of the device. Although traditional test and inspect practices work well for production assets like pressure vessels and piping, which typically fail slowly over decades, automation assets such as transmitters and valves are more vulnerable and can degrade quickly. Thats where selfdiagnostics are critical and where routine predictive and preventive maintenance practices are of less value. The goal is to refocus maintenance on early problem identification so that operational issues can be quickly resolved without all the expense and risk, Storey says. The diagnostic information in intelligent instruments lets you anticipate problems and be proactive. It doesnt reduce the failure rate, it just reduces the impact of failures. Storey says condition-based monitoring and maintenance practices are starting to take hold in a number of industry segments, such as machinery and offshore oil drilling. But for most process industries, making better use of diagnostics is not part of the culture. People are focused on keeping things working, not managing assets well over time. A lot of things get deferred. While a plant may run nicely for a while, its actually in decline. Industry has been doing inspect and test for years, he notes. Doing asset management in a different way requires a different culture, and the tools to do it well are poorly developed and integrated. Standards, he adds, will finally help establish accountability for following good practices. Its not an instrument, an IT or a vendor problem; its a management problem. Management engagement, accountability and metrics will drive behavior change.
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Wireless a catalyst
The adoption of wireless has been a spur to interest in intelligent instruments. Wireless technology has allowed intelligent devices to be more useful at a lower power budget. Once they get more digital information, users want more multi-variable data for troubleshooting and to gain insights into their process. On the flip side, users are often overwhelmed with all the information they can get from their instruments, says Erik Mathiason, a member of the ISA 108 committee and an employee of Emerson Process Management. They dont know what to do with it. Theyre asking suppliers for help in accessing, managing and assessing the data. They want to know, What does it all mean? Thats especially true with so much of the process industry workforce retiring. The younger people are more open to change and hungry for information because they believe it will help them solve problems. Younger people dont have the instincts honed by years of experience in a plant. Data is all they have.
Human-centered design
Instrument suppliers are working to make life easier for the process industry workforce. This includes making products that are easier to use and have device dashboards that make it easier to see data. Suppliers are spending a lot of time and money to learn how customers need to interact with data. Many include dashboards to display data with a similar look and feel across multiple devices, even though the devices might do different things.
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This human-centered design approach owes much to the model established by the consumer electronics industry. Its goal is to design human-technology interactions around how people learn, think and work. In the past, there were fewer device types and simpler devices, Mathiason says. That meant workers did the same things to the same device types many times, building expertise. Today there are more device types, and devices themselves are more complex. In addition, devices are more reliable, so worker-device interactions are less frequent but more varied. The result is unfamiliar human-device interactions and more human error. Studies show that up to 80 percent of abnormal situations are caused by human error. With process plants staffed with fewer and less experienced workers, the potential for both minor problems and major catastrophes rises exponentially. Consistent navigation and operation across multiple devices, the foundation for human-centered design, can improve the probability that the correct actions will be taken with fewer errors.
Modular components, multiple variables

Many suppliers are re-designing their instrument lines to make products more modular. The redesigns frequently involve electronics, software and even mechanical components such as connectors, which facilitate simple plug-in modules, allowing replacements to be made easily in the field. Many have adopted a common platform across all instrument lines to make devices easier for customer to use. This means all have the same programming requirements, software interface and approach to diagnostics.
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Another trend is the development of instruments that can measure multiple variables. End users in the oil and gas industry, for example, want multi-variable instruments that will reduce the number of pipe penetrations the company is required to make, as well as wiring, which will save on both installation and maintenance costs.
Driving adoption
Intelligent transmitters are the most widely deployed intelligent instruments today, outnumbering analog transmitters by an estimated two to one in heavy process industries. Also popular are positioners for control valves and flow controllers, which are used in every industry where custody transfer is critical in controlling process input costs. Positioners provide maintenance technicians with critical information on a valves activity and can help proactively determine what a reasonable maintenance schedule should be in a process application. Industries that have been early to appreciate the value of intelligent field devices include oil and gas drilling, refining, chemical plants, food processing, and biotech and pharmaceutical companies.
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Managing for Reliability Key to Asset Performance
By Jeanne Schweder
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The powerful combination of smart devices and communication networks has great potential for helping industrial plants achieve significant gains in productivity and efficiency. But making that happen requires companies to use the information from their production equipment to change their asset management and maintenance practices. Take the example of two plants, owned by the same company but located on opposite sides of the globe. The two sites made the same products, using identical production equipment, quality specifications and automation systems. They both spent a similar amount of time on maintenance. Yet one plant was experiencing constant failures, shutdowns and quality issues, while the other was performing to goals. The question was, why?
Proactive vs. reactive maintenance

An analysis by an automation supplier found the answer. The findings revealed the root cause of the disparity: the plant experiencing difficulties operated under a run-tofailure philosophy for maintenance, spending nearly 35 percent of maintenance time on unscheduled corrective procedures.
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Managing for Reliability Key to Asset Performance
In contrast, the plant meeting its goals spent only eight percent of maintenance time on unscheduled activities. More revealing, 34 percent of their maintenance time was spent on preventive maintenance, and another 12 percent on optimizing assets. Employees at the proactive plant also received more than three times the amount of training as those working at the reactive plant. Unfortunately, this lack of training is not uncommon at plants with a reactive approach to asset management. Reactive managers assume its less costly to fix something only when its broken and they know what to fix. They see training as wasted dollars. But industry experts will tell you this is a mistake and results in frustrated engineers who take longer to solve a problem and are unsure of the best practices to use to make sure the problem does not come back. Proactive-minded users, on the other hand, have seen the benefits of this service philosophy. They see training and certification as an investment to ensure not only that results dont erode, but that production and quality performance continue to improve.
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Asset Reliability as a Performance Indicator

By Jeanne Schweder
The methodologies for managing assets to ensure reliable performance first began to be developed by the airline and power industries and the U.S. military in the 1970s. Over the past 15 years, an understanding of the value of asset reliability as a plant performance issue has spread to all industries. Many universities began offering programs in reliability management over the past decade and graduates are now entering leadership positions in operations and maintenance at many companies. Theyre realizing that their plants are not executing the reliability methodologies they learned in school. When they experience too many failure events and issues, they recognize that this cant go on. Industries with an active interest in asset reliability include the oil and gas, chemical, refining, pulp and paper, power, metals and mining and food and beverage industries. Reliability is often one of their top three business objectives.
Rank assets for criticality

Any reliability program must begin by ranking assets for criticality in terms of the potential impact of their failure on plant production. Strategies then need to be developed to ensure the optimal performance of these critical assets and extend their operating life.
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Finally, decisions must be made about what technologies and what data to use to determine asset health. Some examples include when and how often to measure motor vibration or motor stops and starts, or whether to use wireless vibration sensors or wireless mesh networks, which make it easier for companies to get data from assets in places where its difficult or dangerous for humans to reach.
How work gets done

Having the right people resources and assuring they have the right skills or adequate training is another important aspect of reliability management. Its also essential to understand how work gets done in a plant. It takes multiple people with different skills and properly documented work orders that provide them with an understanding of what went wrong and what tools are needed to fix a device. Often a process needs to be improved, streamlined and documented to improve asset reliability. You also need really good KPIs such as availability and return on asset value, and the ability to communicate all the findings in a work management system. Smart devices that can diagnose their own health and provide in-depth process information are key to improving asset management. With more network or wireless connectivity, more information has become actionable. Software lets you analyze performance and detect a problem long before it begins, so that an operator or maintenance technician can be alerted to take action.
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Getting the right balance

The combination of the speed of technology change, the growth of automated systems and the decline in the number of plant personnel with the experience and skill set to maintain those systems is causing problems for manufacturers in all industries. One automation supplier conservatively estimates that 75 percent of all plants are running sub-optimally. Systems are always degrading; even valves have moving parts. The first step in addressing the issue is to get the right balance between predictive, proactive and reactive maintenance. There is no magic number, no strict definition for what is a good balance. Although most people will say that keeping reactive maintenance at 20 percent or lower is optimum, the right service schedule depends on how critical an asset is to plant and process performance, as well as company objectives in terms of variability, cost and equipment wear. Condition-based maintenance that allows you to repair or replace only whats needed, vs. trial and error work based on historical schedules, can save a typical plant hundreds of thousands of dollars in costs and thousands of man hours every year.
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Measure First to Improve Control System Performance

Most continuous process plants have lost millions of dollars from poor control system performance, yet many plant managers and engineers are unaware of these losses. To capture savings, you must measure and manage the performance of your control system. Basic steps, such as measuring the percentage of the plant running in manual mode, are a good place to start. A typical process plant runs with between 20 and 30 percent of controls in manual mode. Consider that a typical control loop costs $10,000 or more. A typical oil refinery may have 3,000 control loops, with 600 to 900 in manual at any given point, representing a lost investment of over $6 million. And that doesn't even count the annual process losses, which are at least as high.
FIGURE 1 Square wave /sawtooth pattern indicates valve stiction.
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Additional simple measures, such as the percentage of control valves at a limit, and overall variability, can give you a better idea of the opportunity for savings at your plant. Start by taking a random sample of 100 control loops. In one hour sitting with the operator, you can confirm whether your plant has a significant opportunity to improve. The next step is to measure and monitor control performance regularly. Software tools can monitor various measures, provide reporting and notification of problems. This step is critical to recognizing where problems exist in your plant on any given day. Automated monitoring also allows for more sophisticated measures and diagnostics. Modern software tools can find failed instruments, broken control valves, poorly tuned controllers and process problems. These analytics are needed for the next step: resolving the root cause of the problem. If 30 percent of controllers are operating in manual mode, the solution is not as simple as putting everything into automatic mode. Chances are, the operator put these controllers in manual for a reason. Any good control performance project can use data from your process historian to help pinpoint and resolve the true root cause of the issue.
FIGURE 2 Ladder attern on PV vs. CO plot confirms stiction.
FIGURE 3 Power spectral density chart identifies oscillations.
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Some problems, such as valve stiction, have a unique signature pattern, as shown in Figure 1. The square wave pattern on the process measurement and sawtooth movement of the control output are a sure sign of valve stiction. The ladder pattern in the PV/CO plot shown in Figure 2 further confirms valve stiction. Other problems, such as oscillations and interactions between various parts of the process, need more sophisticated analysis. Tools such as Fourier Transforms and the resulting power spectrum chart, shown in Figure 3, can find the cause of oscillation problems. Process Interaction analysis, as shown in Figure 4, can also be used to pinpoint the cause of a problem that may be far upstream in the plant. With the problems identified and prioritized, your focus can now turn to managing the required repairs, tuning changes and process adjustments. This work should be managed and organized like any project: with specific plans, assignment of responsibilities and expected completion dates. Some repairs may need to wait until planned shutdowns, but others can be completed on the fly.
FIGURE 4 Process interaction map pinpoints the root cause of process problems.
Finally, it is important to track the effect of these improvements. A simple before/after trend can be very useful to show the results. Whenever possible, you should also identify the economic impact of your work, and share it with your management team.
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If you have enough staff at your plant, each of these steps can be accomplished in-house. Experienced software and service suppliers can also provide all or part of these activities as a service, starting with site evaluation and progressing all the way through capture of benefits and sustaining the results. What kind of results can you expect? That depends, of course, on your starting situation. But it is common to see reductions in variability that lead to energy savings, production increases and quality improvement. Because automation system improvements have a direct effect on process results, the return on investment is typically measured in months, not years.
This article was adapted from content provided by George Buckbee, P.E., ExperTune
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10 Steps to Creating the Perfect HMI
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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. Its important to keep the HMI simple and with the operator in mind. Its
best when its 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. Its normal for engineers to try to give the customer everything, but with HMI, less really is more.
2. Right-size displays. Dont try to save money by selecting an HMI display screen thats
too small. Its 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 equipments operators well ahead of time, not just with their managers. Operators usually have different needs and the 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 isnt
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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 readespecially 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 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 dont park or configure something else on top of the station.
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6. Back up work periodically. Backups are especially important before implementing

upgrades or changes. Software such as Nortons 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 thats required. Use hardware that meets minimum requirements and keeps the number of failure points low and assures high availability of the system.
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. Dont 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.
10. Alarm strategy. Alarming needs to have a well-articulated 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.
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SECTION FOUR
Advances in Safety
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Intrinsic Safety: Thinking Outside the Explosion-Proof Box

By Aaron Hand
Executive Editor Automation World
Unlike explosion-proof schemes, which aim to contain explosions inside enclosures, intrinsic safety keeps them from ever happening at all. Consider whether it makes sense for your production environment. As you develop your safety plan for a hazardous production environment, you might want to move beyond the explosion-proof methods that have been popular for so many years in the U.S., and start thinking outside the box. Particularly for process industries, it could be time to take a closer look at intrinsic safety (IS). Process automation is the sweet spot for intrinsic safety. Thats where intrinsic safety shines, says James Wilkinson, senior applications specialist and technical support lead for MTL Instruments, describing analog signals from level measurement on a tank, for example, going back to a control panel. Process automation is intrinsic safetys world. Thats because intrinsic safety makes the most sense at low energy levels, where voltages are 24 V or less, and currents are 300 mA or less. That makes it a good fit for field instruments such as thermocouples, RTDs, pushbuttons, simple transmitters and low-power solenoids. For variable-frequency drives, switch gears, Coriolis metersanything high-voltage or highcurrentexplosion-proof makes more sense.
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If youre running a plant where 90 percent of it is low-voltage, low-power instrumentation, thats when you need to sit back and take a look at intrinsic safety. Intrinsic safety is suited to the most hazardous locationsClass I, Div. 1 for North American NEC standards; and Zones 1 and 0 for Europe/IEC. It is used in a variety of hazardous industriesin oil refineries, upstream oil and gas, petrochemicals, pharmaceuticals, even food and beverage. Intrinsic safety is the No. 1 safety movement in Europe, but has been slower to catch on in North America. There is a movement to intrinsic safety, albeit a slow movement. People here in North America do not understand it. Older engineers dont understand what it is and how it works; the cost savings and its overall ease of use.
How intrinsic safety differs

When it comes to protecting hazardous environments, there are three basic methods used: explosion containment, which lets the explosion occur but confines it to a given area, preventing it from reaching the surrounding area; segregation, which physically isolates the electrical parts from the explosive danger; and prevention, which limits the electrical and thermal energy to safe levels. Intrinsic safety falls within the third category. But there is a general lack of knowledge in the field about what intrinsic safety is and how it needs to be set up.
Three basic safety methods protect hazardous environments: containment, segregation and prevention. Intrinsic safety prevents a spark from ever igniting. Source: ABB
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In short, an intrinsically safe system is one whose energy levels are so low that they cannot generate an arc or spark and therefore cannot cause an explosion. This differs from an explosion-proof system in which the explosion is simply contained within an enclosure so that it doesnt reach the hazardous materials that might create a combustible mixture in the atmosphere. Such hazardous compounds as hydrogen, ethylene, propane or methane will ignite differently, but they still all follow a basic ignition triangle, which requires fuel, oxygen and an ignition source. All protection methods eliminate one or more of the triangle components. Intrinsic safety works by eliminating the ignition source. Being limited by an intrinsically safe barrier, that spark doesnt carry enough power to ignite. Engineers whove been around the business for a while often feel more comfortable with explosion-proofing. They may believe that if they have an enclosure, if an explosion occurs inside it will be contained. Intrinsic safety is more electrical. You design the circuit so even if there is gas in the air, even if there is a fault condition, it wont have enough energy to ignite. Engineers need to be more electrically oriented to feel comfortable with intrinsic safety.
No matter what method is used to reduce the risk of explosion, the idea is to eliminate one or more of the components of the ignition triangle. Source: Pepperl+Fuchs
But explosion-proof systems have their own hazards, particularly since they dont actually avoid creating an explosion. The housing is designed to contain the explosion. In a fault condition, it may create an explosion, but the container will contain the explosion. But with corrosion, nicks or cuts to the container, or if screws are not screwed in all the way, a much larger explosion can occur outside the container.
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IS barriers
Even though some engineers find it difficult to trust that a little zener diode barrier will stop an explosion, it will do just that. For intrinsic safety, the zener barrier provides a simple method for keeping energy levels in check. A key drawback, though, is that the barrier must be connected to a special IS ground. They require a very high-integrity earth ground, and are more error-prone since they can start building up impedance by becoming corrosive, for example. That can create potential for energy to not get shunted to ground appropriately. A newer alternative is an isolated barrier, which creates an optical isolation area between the safe area (the control room, for example) and the active area. It provides galvanic isolation and does not require dedicated grounding. While somewhat more expensive, they are much easier to install and maintain. They do, however, typically require a separate power supply. Galvanic isolators are also more application-specific because they must be configured for either digital or analog use; not both, as is possible with zener barriers.
Zener diode barriers or isolated barriers must be paired with intrinsically safe instruments to create the IS circuit. Source: Pepperl+Fuchs
Another benefit of an isolated barrier, however, is density packing. You can put two instruments per isolator, sometimes four. The zener barrier is one device per barrier. So instead of 100 zener barriers, you can buy 50 isolators, and save money and space.
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These, along with other system requirements, are aspects that scare some folks away, concerned that the system is too complicated or expensive. A mistake some people will make is to take an explosion-proof instrument, put a barrier in front of it, and call it an IS circuit. It doesnt work that way. You have to do some entity calculation, checking voltage, current, capacitance, inductance, power People can find that a little daunting. However, an IS system is not that complicated and there is plenty of help available in the industry for setup. Companies who specialize in commercial and industrial property insurance can often help U.S. organizations identify parameters for setting up IS circuits. There are essentially three devices that plants need to be concerned with for intrinsic safety: a power supply, IS barrier and measurement device. When you pick your devices, make sure they are compatible with each other based on entity parameters. Its as simple as that.
Cost savings
Intrinsic safety is worth any additional expense for certified barriers, particularly in upstream oil and gas applications, because it can improve safety over explosion-proof setups. But while the need for additional hardware such as a safety power supply source leads to perceptions that intrinsic safety is more expensive than explosion-proof schemes, thats actually not the case. The conduit for explosion-proof schemes is a considerable cost. Depending on the length of the conduit, this probably would be a decision point.
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In fact, you dont have to use any special field wiring. The biggest thing is the cost savings and ease of maintenance because you dont have special wire or conduits, so its just an overall easier system to work with. With intrinsic safety, since the energy is limited and not stored, those wires do not have to be protected in the same way. With IS, the wires, even if you cut them, couldnt cause a problem. Although more and more people are realizing the installation costs they can save from intrinsic safety, a lot of people still are not reaping the benefits of those savings. Theyre still using conduits instead of wire trays, and are continuing to use shielded wires unnecessarily. This means they dont take full advantage of all the benefits of intrinsic safety, and its generalpurpose wiring methods. If they did, they would really see the true benefits of it. Take the example of grain refineries, which required explosion-proof instrumentation, bending conduit, pouring seals, and everything else that was necessary. Compared to this, intrinsic safety makes a whole lot of sense. The other end of it is downtime, trying to eliminate downtime. With intrinsic safety, you dont have to shut down the whole process. You can pull out the electronics, slap in the new electronics, and the instruments up and running again.
Setting up the circuit

Having the properly rated IS devices is important, but its just as important to set up your IS circuit properly. People around the world often buy an IS device, but then locally do something that doesnt fit. Theyre connecting wiring, but not to intrinsic safety specifications. Or theyre installing a device thats not IS-certified. Or theyre buying the IS device, but not using the barrier.
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The point is that users need to be sure theyre using the devices according to specifications. Even painting a device to company colors can change its properties. A device could be painted with a specific oxy paint with a specific thickness in order to not have electrostatic charges on top of it, but then users will repaint to their own colors. It could lead to a generation of spark, and it could void the protection. Whether or not an IS system makes sense also depends on legacy systems. If users have an existing explosion-proof system, the cost and downtime to pull everything out and put intrinsic safety in will be prohibitive. Usually youll find intrinsic safety in a new application or new installation. Sometimes people will pull out explosion-proof if its come to the end of its lifecycle, but thats rare. The key to getting intrinsic safety more embedded in North America is making sure the younger engineers understand its benefits. When you look at hazardous location areas, intrinsic safety is the one methodology that can go in the worst of the worst, and globally.
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Many Factors Determine Choices in Intrinsic Safety Devices

By Aaron Hand
These days, its not that difficult to pick out integrated safety devices because most follow standards and generally the same specifications. There are different but similar IS standards around the world, so you should be aware of what youre looking for. Although you might check that your instruments have the proper ratings for your geographic location, theres a bit more to look for. You need to actually get in and look and verify that it has the ratings for the area that theyre going into, like Class I, Div. 1, or a zone environment. In North America, the categorization of hazardous areas is done in accordance with NEC article 500. Class tells you if its gas or dust; division tells you the probability of the hazard being present; and group tells you the type of hazard. Class I, Div. 1 areas contain dangerous concentrations of flammable gases, vapors or mist continuously or occasionally under normal operating conditions. If you want to run pressure measurement with an analog device at 4-20 mA, you could make it explosion-proof. But it opens up the opportunity for intrinsic safety instead. Europe operates more according to a three-zone model. Zones 0 and 1 line up most directly with Div. 1, but not exactly. Zone 0 is the most dangerous, and any instrument used there must be incapable of having enough energy to ignite a fuel mixture.
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Many Factors Determine Choices in Intrinsic Safety Devices

Many suppliers try to design devices to comply with all the global IS standards. This makes it easier for the supplier to create devices that can fit everywhere, but might not be important to the user. You should also make sure that the instruments you buy are approved by a third party like FM or UL in the U.S., or ATEX in Europe. The decision about what type of safety to go with whether IS, explosion-proof or another methodcould well be dictated by your insurance provider. The insurance company that youre dealing with has probably vetted that decision and supports that decision. They have to understand and know what thats all about.
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12 Practical Tips for Implementing Intrinsic Safety

North American companies are beginning to move toward intrinsically-safe systems, already well established in Europe, that use currents and voltages too low to spark an explosion in a hazardous environmentand away from costly explosion-resistant wiring or construction. Their experiences suggest a number of tips and pitfalls to avoid when considering whether to implement intrinsic safety in an installation.
1. Evaluate by zone. Removal of one of the three sides of the fire triangle is always a
good idea, but not necessarily cost-effective. Most process plants are not Zone 0 rated, which requires intrinsically safe-rated or inherently safe instruments such as pneumatic or wireless. Even wireless instruments, if they are not rated intrinsically safe, may not be suitable for maintenance in a Zone 0 plant area. For most chemical and oil and gas plants, operational areas are now classified Zone 1 and non-incendive instruments can be used. There is little to no difference in the cost of explosion-proof non-incendive and intrinsically safe instruments, but non-incendive devices do not require intrinsic safety barriers. Someday, perhaps, wireless will solve this dilemma.
2. Weigh safety alternatives. Both intrinsically-safe and explosion-proof products are

going to cost a premium. However, explosion-proof tends to be so heavy-duty and huge that it causes space issues and is more likely to injure the personnel who have to install it. There is also a real possibility that the mount for an explosion-proof device will be homemade and not
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engineered, which could lead to other injuries. As long as the equipment is durable enough to withstand the application, intrinsically safe is recommended over explosion proof.
3. Do it right. Using the right barriers and the proper certified devices at both the field
and the systems end should solve the problem. The standards clarify the requirements and it is absolutely essential that the standards be followed with zero exceptions. It also makes sense to seal conduits to eliminate the migration of hazardous gases. With all systems, proper grounding is very important. No compromise should be tolerated when it comes to safety.
4. Test everything. The most important thing when implementing an intrinsic safety
system is to test it. Make sure that what has been done is correct so you can sleep well at night. Test the design and the system, make it pass all the assessments and put it as a requirement for the project. It will be first page news if something goes wrong, so make sure to supervise the installation very closely, and be sure that the design is not changed at the execution.
5. Limit risk. Don't operate equipment in hazardous areas needing intrinsic safety systems.
As for operator safety, keep control signal voltages below 24Vdc. No human-operated selector or push button should have voltages over 24Vdc. It simplifies servicing and monitoring.
6. Protect controllers. If you are installing intrinsically safe systems, its very important
to protect all automation controllers and module cards. Intrinsic barriers for fieldbus, Modbus and conventional I/O card loops is a best practice.
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7. Troubleshooting issues. Intrinsic safety brings along some troubleshooting issues.

Any time you decrease your current you allow the possibility that smaller voltage drops will give you bigger issues. Inputs and outputs are easily affected by loose connections on intrinsic safety circuits. Make sure all connections are tight and practice good wiring practices to minimize this issue.
8. Less maintenance. An intrinsically safe solution is recommended over explosionproof technology if only a limited number of instrument loops are involved. After implementation, this technology does not require any special maintenance attention compared to the traditional North American approach. There are even DCS I/O modules that are IS-certified and do not require a separate IS barrier. By refurbishing with low power equipment, you can reduce the surveillance rounds and maintenance checks.
9. Voltage drops. Do not neglect the voltage drop due to resistance of field wiring when
designing 4-20 mA loops. During commissioning, it is common to find loops that functioned properly at low currents but stopped operating entirely as the current approached 20 mA. This is because enough voltage dropped across the field wiring to reduce voltage across transmitters to less than the compliant voltages they needed to operate.
10. Hardware intensive. Security people may think all the areas need to be explosion
proof. It really depends on the experience with your equipment or plant. Look at incident statistics and the problems you see to determine where you need intrinsic safety and where not. Implementation of intrinsic safety is often very hardware intensive, so many plants try to avoid it. Many PLCs and hardware out there are Class-1 Division-2 compliant. A separate IS implementation may not be essential.
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11. Alternative approaches. Early in a safety project, develop a comprehensive P&ID

followed with a HAZOP review to assess risk and identify safety issues. This will allow you to investigate alternative ways to minimize risk, such as process modifications or changes in the type of process equipment. The intent is to minimize the need to implement an SIS system or to minimize SIS loops. Focus safety efforts on protecting the areas of the process most critical to the continuity of production.
12. Preliminary testing. Prior to designing a safety system, its essential to prepare the
safety system using a preliminary testing procedure that places the process equipment out of service. Whether a safety system is operating properly needs to be verified before starting up process equipment. It should also be tested independently, without using engineering station simulation tools. This is especially important for boiler BMS. Signals from safety instrumentation may be used for process control tasks, but signals from process control loops can never be used for safety tasks. Root valves for control and safety transmitter impulse lines need to be separate.
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Safety: The Lifecycle Approach
By James R. Koelsch
Contributing Writer Automation World and
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Vice President ARC Advisory Group and Director of Content/Editor-in-Chief Automation World
Dave Woll
Production safety is generally thought of as a series of steps necessary to ensure safe interaction with industrial equipment. The process of identifying, agreeing upon and delineating those steps is where things tend to get complicated. Thats why international standards groups play such a significant role, as they set the guidelines for all of industry to follow. For the process industries, IEC 61511 is probably the most widely used safety standard, as it applies to those industries that base their safety systems upon instrumentation. The goal of safety-system design in IEC 61511 is for the process, whatever it may be, to go to a safe state whenever a process parameter exceeds preset limits.
David Greenfield
A new way of approaching safety

Understanding IEC 61511 means that you must know a thing or two about IEC 61508 a functional safety standard that provides the framework for building industry-specific functional standards. IEC 61511 was created from the guidelines established by IEC 61508. The key point to understand about IEC 61508 is that it is designed to establish an engineering discipline that will generate safer designs and build safer processes. The uniform procedures built on these disciplines are contingent upon appropriate experts within a company contributing to projects. In addition, the standard also makes it easy for outside auditors and governmental agencies to follow the process.
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IEC 61508 can seem confusing at first, because its underlying philosophy is new for safety standards. Older, more conventional safety standards, stipulated specific rules and specifications for making processes safe. IEC 61508 and its derivative standards, such as IEC 61511, departed from this approach by being more functional, or performance-based. A principal aspect of this new approach to safety standards is that it leverages two fundamental principles: safety lifecycles and probabilistic failure analysis. Unlike previous standards that claimed to cover the entire lifecycle of a project, IEC 61508 and its offshoots actually dofrom project conception to maintenance to decommissioning. In essence, the standards specify safety lifecycle activities that need to be followed over the entire life of a production system. Safety lifecycle management provides a method or procedure that enables companies to specify, design, implement and maintain safety systems to achieve overall safety in a documented and verified manner.
Four phases of the safety lifecycle

The IEC 61511 standard promulgated by the International Electrotechnical Commission specifies twelve steps in the safety lifecycle. These are segmented into four phases: analysis, realization, maintenance and ongoing functions.
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Safety Lifecycle I: Analysis Phase

The analysis phase includes the initial planning, identification and specification of safety functions required for the safe operation of a manufacturing process. Specific activities include:
Perform hazard and risk analysis: Determine hazards and hazardous events, the Allocate safety functions to protection layers: Check the available layers of
protection. Allocate safety functions to protection layers and safety systems.
sequence of events leading to hazardous condition, the associated process risks, the requirements of risk reduction and the safety functions required.
Specify requirements for safety system: If tolerable risk is still out of limit, then
specify the requirements for each safety system and their safety integrity levels.
Safety Lifecycle II: Realization Phase

The realization phase not only includes design, installation and testing of safety systems, but also the design, development and installation of other effective risk reduction methods. Specific activities include:
Design and engineer a safety system: Design system to meet the safety
requirements.
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Design and develop other means of risk reduction: Means of protection other than
programmable safety systems include mechanical systems, process control systems and manual systems.
Install, commission and validate the safety protections: Install and validate that the
safety system meets the all safety requirements to the required safety integrity levels.
Safety Lifecycle III: Maintenance Phase

The maintenance phase begins at the startup of a process and continues until the safety system is decommissioned or redeployed. Specific activities include:
Operate and maintain: Ensure that the safety system functions are maintained during
operation and maintenance.
Modify and update: Make corrections, enhancements and adaptations to the safety
system to ensure that the safety requirements are maintained.
Decommissioning: Conduct review and obtain required authorization before
decommissioning a safety system. Ensure that the required safety functions remain operational during decommissioning.
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Safety Lifecycle IV: Ongoing Functions

Certain functions are ongoing. Examples include managing functional safety, planning and structuring the safety lifecycle, and performing periodic safety system verification and safety audits over the whole lifecycle. Specific activities include:
Manage functional safety, safety assessment, and safety audit: Identify the
management activities that are required to ensure that the functional safety objectives are met.
Plan and structure safety lifecycle: Define safety lifecycle in terms of inputs, outputs
and verification activities.
Verify safety system: Demonstrate by review, analysis and/or testing that the required
outputs satisfy the defined requirements for each phase of the safety lifecycle. Activities for Phases I to III are typically carried out consecutively, while Phase IV runs concurrently with the other phases. However, like all models, the safety lifecycle is an approximation.
Bottom line: requirements definition

Readers should note that the standards define requirements for safety management, rather than system development. Not all safety lifecycle phases will be relevant to every application; management must define which requirements are applicable in each case. The standards do not prescribe exactly what should be done in any particular case, but guide management toward decisions and offer advice.
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SECTION FIVE
Communication Trends

Wireless Trends
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By David Greenfield
The history of wireless networking in industry has largely been that of cable replacement. It was simply a tool to deliver communications in places where you simply couldnt run cable for a variety of reasons. Maybe it was too expensive. Or maybe the cable would be running in a hazardous zone. Through these types of applications, wireless secured a foothold in the process industries over the past two decades. Now we are beginning to see a shift in the types of wireless technologies used, as well as different types of applications. This shift is coming from a user-needs perspective, rather than from pure technological capabilities.
Rapid Pace of Wireless Adoption

Currently (2011) and in the future (2015) what percent of your field devices do/will communicate using wireless technology? <5% 10% 26 15% 20% >30%
2015
19 18 14 22 64
According to the most recent survey from WINA (Wireless Industrial Networking Alliance), the biggest use of wireless technology today is for asset management and condition monitoring. Through the use of wireless sensors that can be positioned nearly anywhere on a piece of equipment, maintenance personnel can get a steady stream of data from that equipment about the state of its condition. The other use of wireless technology, coming in a close second, is incremental process measurements the classic measurements of level, temperature, pressure, and flow. Its not difficult to think of many different places in, say, a refinery or water treatment facility, where it makes sense to get incremental temperature readings from segments of the process where
2011
0%
Source: WINA
9 6 7
13
10%
20%
30%
40%
50%
60%
70%
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you have not been able to collect that data before. Of course, this wouldnt make sense if you had to dig a 1,000-yard trench and stop part of the plant for a couple of weeks while you did Wireless Trends that. But if you could easily put a wireless sensor in that part of the plant and do that very cost effectively, thats effective incremental process measurement. Such small Top Industry Applications For Wireless steps can certainly help you improve your efficiency and, when examined from the aspect of a large process, like a refinery, there are huge overall Asset Management / Condition Monitoring 58% efficiency numbers involved in the end result.
Incremental Process Measurements Mobile Operator / HMI Voice, Video, Data Asset Tracking Control 13% 30% 26%
44%
Source: WINA Annual Survey of End Users - December 2011
Wireless sensors are, perhaps, the biggest area for substantial capital expenditure savings in the process industries, especially when you think about the potential benefit of establishing pervasive sensor networks. When you literally start to put hundreds and thousands of devices out in the facility or a refinery, that's when you begin to see real cap-ex savings versus hard wiring. And this has already been documented. For example, using temperature sensors positioned directly on the roller can produce a small percentage of improvement in the surface finish of sheet steel by precisely achieving the proper manifold temperature; this small improvement in quality translates into millions of dollars in savings over the course of the process run. The third most prevalent trend for wireless technology is supporting mobile operators. And its easy to see why: Removing the step of having to connect via an Ethernet jack as measurements are taken at each stop is a big improvement in process.
57%
Access Full Presentation

Click here to access the full presentation made by WINA Chairman Steven Toteda at The Automation Conference.
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Complete Automation Solutions for the Process Industry
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Wireless Trends
Following mobile in the fourth and fifth spots are voice/video data communications and asset tracking. These types of wireless applications have been around for years and continue to be deployed due to their successful track record, so its not surprising to see them among the top trends. What is surprising is the application that came in at number six in the 2012 WINA survey control. This is surprising because wireless control had never even ranked in the survey prior to this year. Now, however, 13 percent of survey respondents considered control to be their top application of wireless. In industries like mining, wireless pump control has been around for years, because there is no other way to really do it. But this result indicates that people across industry are beginning to experiment with closed-loop control using wireless.
Pilot Valves
Process Valves
Control Cabinets
Global manufacturer of process control and factory automation solutions
For more information: Call: 1-800-463-3786 www.festo.com/us
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Wireless Sensor Applications
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By David Greenfield
If youre working in a facility without a great dealor anywireless sensors in place, you may be suspicious about the viability of wireless sensor networks. To help illustrate how ubiquitous wireless sensors have become across industry, following are a few examples of wireless sensor deployments that have become so common that they could be considered textbook application examples. ireless limit switch networks are commonly used to prevent the W
overflow of liquid storage tanks. Their operation is simple: As the tank fills
up, the fluid level forces a change in the position of the limit switch. The wireless limit switch then sends a signal to the pump controller to start pumping out the tank to lower the level. When the fluid level drops to a safe level, the switch then sends a signal to the controller to turn off the pump. he safety and security of oil pipelines is largely handled by T
wireless sensor networks, according to Steve Toteda, vice president and
general manager of the wireless business unit at Cooper Industries and chairman of the Wireless Industrial Networking Alliance (WINA). We're doing a lot of work in Mexico now to monitor and maintain oil pipelines, he says. In these applications, there is a hierarchy of networking tools with sensor networks being used with instrumentation on the pipeline itself to capture data and transmit it back to the
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Wireless Sensor Applications
control system via high-speed backhaul. This combination of technologieswired, wireless and cellularhas really brought wireless to the forefront because youre mixing multiple technologies to monitor pipelines in 20-30 kilometer segments. As you do this with several segments, youre effectively able to monitor hundreds of kilometers of pipelines. major pharmaceutical manufacturer recently decided to A
instrument all of its R&D equipment, such as incubators and cryofreezers,

and connect them to the companys control systems for 24/7/365 monitoring. Because much of this equipment has casters, it was difficult to wire them, as they need to be moved around. This project is still ongoing, but there are currently nearly 2,000 pieces of equipment equipped with wireless sensors on the companys R&D campus, which covers an area of about 1.5km.
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Wireless Protocols for the Process Industries
By Renee Robbins Bassett
Managing Editor Automation World
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Two similar wireless protocolsWirelessHART, promulgated by the HART Communication Foundation (www.hartcomm.org) and ISA 100.11a, promulgated by the International Society of Automation (www.isa.org)are competing for dominance as the enabler of smart instrumentation in Europe and North America. Complicating the issue for end users is the fact that these two standards dont work together. In addition, a third standard, WIA-PA, exists in China and further complicates the task for those with Asian operations. Most process facilities use a mix of wired networks along with their diverse array of instrumentation, but the inability to integrate the two main wireless standards makes that difficult in the wireless realm. Unlike with wired instrumentation, if you want to mix brands of wireless field devices to get an optimum mix of measurements, you cant. You have to have two separate host systems to talk to two different types of field devices. And they have to come from different vendors. In many ways, WirelessHART and ISA 100.11a are alike. They are designed to serve the same market in the same way. At an application level, they perform the same function and have the same benefits. Both ISA 100.11a and WirelessHART implement IEEE 802.15.4 radio hardware. Both protocols use DDL and Device Description files. Both can eliminate a lot of PLC I/O hardware, wiring and associated schematics.
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Wireless Protocols for the Process Industries
The principal difference between the two protocols is in the specification of the protocols application layer. WirelessHART, for example, specifies HART as the application layer while ISA100.11a leaves that layer undefined. This means that data in the application layer of ISA100.11a can be transferred using Foundation Fieldbus, Profibus, Modbus, HART or other protocols. While this makes ISA100.11a highly flexible, the customer must decide which protocol to use. WirelessHARTs decision to specify only HART in the application layer was done to deliver simplicity via use of a single data communication specification through the network, meaning that data communication on the network is well-defined and understood. Considering the potential for integrated use of the two wireless protocols, the obstacles preventing a convergence seem to be more commercial than technical. Though the two protocols are similar, investments have been made, vendors and early adopters are lined up on either side, and product certification processes have been established. The two protocols have been developed into products for sale. Marketing programs designed to win over additional customers and vendor partners are in high gear. Both sides believe their approach is right and others should come over to their way of thinking.
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Nine Strategic Considerations for Using Wireless Technology

Companies are turning to wireless communications to minimize man hours spent walking plants or pipelines, particularly in hazardous or remote areas. Here are some high-level views about applying wireless technology in industrial plants:
1. Consider reliability. Reliability is the single most important issue to consider when
installing wireless communications. Most devices on wireless use internal batteries. Even though the instruments themselves are quite evolved in terms of diagnostics, the power consumption and health monitoring of the batteries is still a concern.
2. Work around issues. If wireless doesn't function well in your plant, use fiber optics
to ensure communications. Currently, experts are divided other whether wireless is ready for critical control. Wireless communications can fail sometimes (more often than with a fiber optic connection). The best approach is to implement wireless to get your information in remote places, to operate your devices near the equipment in the plant and to get the information flowing throughout all the teams in the plant. It will give you freedom to work in the plant, but keep in mind what may be at risk if the wireless fails for a couple of seconds. If nothing critical is at risk in those seconds, then consider going wireless as your first option.
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3. Budget for wireless. Most project budgets still wont accommodate a wireless
communication system for instrumentation. It will take some time for end-users to realize the extra maintenance costs they are paying for a failure to implement a wireless system to more easily access information from equipment in remote or hazardous locations. Until then, a lot of manpower resources will continue to be used because of the large initial investment required to install wireless technology.
4. Pros and cons. Wireless has both positive and negative aspects in its implementation.
For example, wireless signals can be compromised by EMF interference, so it may not be useful for auto-tuning circuits. On the other hand, it can be cost effective in minimizing wiring and being able to monitor plant conditions remotely, especially in situations where long cabling distances would be required.
Linking Up in Cordoba The City of Cordoba (1.5 million inhabitants) uses a very wide area Wi-Fi network to link two fresh water processing stations and 12 pumping stations. The technology has proven to be safe, extremely cheap and reliable, and is even used to implement PID loops. The network was configured to allow access to every single facility from any point within the system. This approach allows extremely fast response to emergencies and enables accurate diagnostics without having to move personnel. Tip: Choosing a reliable and solid data link between stations is mandatory. Another consideration should be that only a very careful selection of IPs and subnets make the network dependable and fail-free.
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5. Consider environment obstacles. Determine what potential obstacles will

degrade signal performance and how to overcome those obstacles. Enlisting the services of an RF communications company could save money in the long run. They can help prepare a site study to determine where repeaters should be located and optimal antenna layouts. If youre working in hazardous areas, make sure you select wireless instruments with the proper standard.
6. Suggested strategies. Develop a strategy on names and IPs at an early stage. If

possible, use the same technology supplier for temperature, pressure and other instruments. Follow supplier recommendations for installation and use as close as possible. Make sure there's good documentation of the system architecture and that someone is designated to maintain a comprehensive database of IP.
7. Prepare for obsolescence. This field is relatively new and moving fast.
Replacement parts may not be supported in as little as two years after purchase.
8. Look beyond the control room. Use a wireless sensor network as a second layer
of automation in applications beyond the P&ID for data that goes beyond the control room, such as essential asset monitoring, energy conservation measures and HS&E improvements.
9. Specialists may be needed. It may be simple to implement wireless

communication in one new project or modification, but if you need to connect more equipment you may need a wireless networking specialist to help you configure communication for the extra equipment.
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Five Practical Tips for Implementing Wireless
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Wireless technologies have both advantages and disadvantages in industrial applications. Here are some practical tips and pitfalls to avoid when implementing wireless in your facility:
1. Radio proven. Radio has a proven track record. Make sure the PLC has open
communications and a rack for I/O. There also needs to be an alarm in place for a radio failure.
2. Response time critical. Wireless communication can be useful in certain plant

applications. Consider it for shutdown valves, which require seconds in action time to prevent a plant blow-out. Just in case of instrument air failure, however, make sure the fail position is specified to minimize loss.
3. Where wireless pays. Having personnel who can move around the plant can often
improve the OEE of the critical equipment and increase plant reliability. However, if the area is unapproachable or hazardous to enter, capturing information through wireless technology makes sense, at least in the vicinity of the process.
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Stop Programming Process Tasks. Start Conguring

S88 Builder is the rst process control system that is congured rather than programmed. Conguration requires two steps, dene the devices that make up the physical system and dene specic tasks, such as mixing, ow control, heating, etc., that the devices team up to accomplish. Conguration is easier, more accurate and faster than programming. By conguring instead of programming process control tasks, S88 Builder speeds project development by up to 90%. S88 Builder lowers the total cost of ownership for a process control system by: Lowering initial development costs Reducing time-to-market for new products Reducing waste and downtime Learn More About the Many Cost-Saving Benets offered by S88 Builder www.S88Builder.com CustomerSupport@ecssolutions.com (800) 471-3273
Five Practical Tips for Implementing Wireless

4. Is your spectrum clogged? If youre considering
wireless, conducting an RF spectrum analysis will save you quite a bit of heartburn. It is not useful to use wireless communications if the spectrum is clogged with other signals or even HF noise or harmonics that will interfere with the signal quality. Select a higher bandwidth for communication.
5. Avoid crosstalk. Determine exactly what range your

wireless signals are running at. Crosstalk will be difficult to troubleshoot and cause many issues.
CONTROL AND INFORMATION SOLUTIONS FOR INDUSTRY
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Wireless Is Evolving
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Wireless instrumentation is with us and there is no going back. It will continue to evolve and will eventually be good enough to integrate directly into control systems. The fact that there are two commercial standards is a stumbling block, but strides are being taken to integrate both wireless standards into control systems. The most obvious problem is that the wireless network supported by your favorite instrumentation supplier may not be integrated with the DCS that is your company's favorite. But there are applications for wireless that do not need to wait for DCS integration, such as steam trap, safety valve, eye wash and safety shower monitoring. Safety should also not be delayed. Neither of the current wireless solutions can be directly integrated into either a DCS or a Foundation Fieldbus control system, meaning that they cannot currently be used as a process variable or control element inside a control loop. That is expected to change in the next few years. Be ready when it happens.
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Standards Help Ethernet Networks Stay in Sync

By Terry Costlow
When networked equipment in complex systems needs to perform tasks in perfect harmony, Ethernet needs a little help. The transparent clock supported in IEEE 1588 Version 2 augments the boundary clock used in the first version and is better able to deal with a very large network topology. Its asynchronous characteristics make it difficult to ensure orderly delivery of packets in real time, so many users are adding IEEE 1588 and ODVAs CIP Sync to synchronize all operations. In high-performance fields like robotic control, test and measurement, and power plants, these specifications help users run many pieces of equipment at very high speeds. The two specifications share many traits. CIP Sync incorporates the IEEE 1588 services that measure network transmission latencies and corrects for infrastructure delays. The result is the ability to synchronize clocks in distributed devices and switches to within hundreds of
Source: Moxa
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nanoseconds of accuracy. When all the devices in a control system share a synchronized, common understanding of system time, real-time control can be accomplished by including time as a part of the motion information. This ability to transmit signals with known delivery times is extremely important in a broad range of applications. With IEEE 1588 and CIP Sync, packet delivery times can go into the nanosecond range. It is essential that when a control signal is sent to a control device, such as an intelligent automation device, the system needs to know in real time when the device will actuate. IEEE 1588 gives Ethernet a more synchronous nature, and timing accuracies must be in the submicrosecond range. IEEE 1588 has seen growing usage in recent years. Thats partially because equipment speeds and end-user demands continue to rise. Usage has also soared since the completion of Precision Time Protocol (PTP) Version 2 in 2008. PTPv2 is a method that provides the high degree of accuracy for systems that require strict synchronization in their operations. It comes into play when extreme precision is a paramount requirement. Though many facets of Ethernet communications will remain the same when IEEE 1588 is used, some must be used carefully or ignored. For example, multicasting could create synchronization issues, particularly when signals travel long distances.
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Multicasting is great in information technology, but for controls, not so much, says Jeff Smith from American Axle & Manufacturing (AAM, www.aam.com). You dont want a signal from the grand master clock going to something thats a football field away. Expanding the distances for synchronized systems was one of the focal points during the development of IEEE 1588 Version 2. One of its mainstays is a transparent clock. It augments the boundary clock used in the initial version of the standard. A transparent clock does not have its own clock, but inserts its own delay so that the end slave devices downstream can take that into account in doing their calculations. This is necessary when dealing with a very large network topology. Several Ethernet alternatives provide real-time capabilities, but most require some special hardware or mandate that all real-time equipment use the same software. With standards, there are fewer limitations. The benefit of a standard is that disparate systems can now use the same protocol, opening opportunities for multi-vendor designs and solutions. For applications such as motion control where timing is key, 1588 allows nodes to be kept on the same time down to the submicrosecond range.
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SECTION SIX
Energy & the Environment

By Jeanne Schweder
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Whether your plant is processing food or chemicals, wastewater or steel, the process used to audit your energy usage and find ways to use or waste less of it is much the same. Before beginning your energy audit process, it is important to realize that, though there are many energy saving steps that result in short-term payback, the average payback time for investments to increase energy efficiency is five years. The older the facility and its equipment, the greater the probability that the energy savings potentialand your return on investment from corrective actionswill be significant.
Where are you using energy?

Theres no better way to start the audit process than by walking the floor and identifying where and how the facility is using energy. Its not just about electricity. Any equipment powered by water, air, gas, electricity or steam (a group of power sources often referred to as WAGES), should be the core focus of an energy audit. It often helps to have an outsiders eyes, such as a system integrator or a vendor, on this walkthrough. Theyve typically been involved in many similar projects and will know what to look for. They also bring a different perspective to the task than a maintenance person, who has different priorities.
Identify the low-hanging fruit

Considering that the average ROI time on energy savings investments is five years, it helps to get some early wins from the audit process that can be achieved with minimal investment.
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Look for steam or compressed air leaks. Are there improperly working natural gas regulators? Does the plant have programmable thermostats? How energy-efficient are the lighting fixtures? Do infrared scans detect any hot spots on the electrical equipment? Also consider the energy-efficiency value to be found in straightforward upgrades of existing equipment. For example, have variable frequency drives been installed on motors serving high-energy-consuming equipment, such as cooling towers? Older cooling towers, for example, tend to have motors that run either slow or fast, with none of the gradients that drives can provide to match energy consumption to different operating conditions. Go beyond direct asset-related energy use and ask questions like: Is there lighting thats on when no one is working in a room? Where are the large motor loads, and how and when are they being operated? Are start times being staggered to avoid electrical peak power demand surcharges? Is the plant subjected to extreme seasonal temperature fluctuations between summer and winter?
Understand your electric utility contract

Its essential to get a working knowledge of the electric utility contract and the billing history for the facility to understand how youre being billed and what penalties are being charged for over-consumption. Different utilities use different ways to calculate rates and to penalize high consumption. Determining which of the WAGES energy types are used most in your facility is important for prioritizing corrective actions. Different industries use different types of energy more than others.
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Steel plants, for example, are the largest consumers of electrical energy and also incur the most frequent energy spikes because of their use of arc furnaces. The chemical and refining industries, on the other hand, make greater use of compressed air and steam.
Draft a pre-plan
Once you have the initial findings from the walkthrough, draw up a pre-plan to address the obvious areas of waste and identify the processes that consume the most energy. Most older plants are poorly metered. If the only meter in the facility is the one measuring the main utility feed, then it will be impossible to determine which machines or processes are contributing the most to your utility bill. The pre-plan should identify where meters are to be located to divide and measure energy use among different processes. The information gathered from these sub-meters can then be used to justify capital expenditures and enable you to develop a longer-term plan based on where the best savings are for the least amount of investment. Most importantly, make sure this plan focuses on the processes used to create the products that contribute the most to the companys productivity and profitability. It should also define a program of preventive maintenance to maintain energy-efficient production processes and allow you to continue to innovate in the future.
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Corrective actions
Companies are taking many corrective steps to increase their energy efficiency. Among the most common:
Install variable speed drives to match power output with process requirements. Take advantage of the software controlling motors to regulate equipment startup
times and prevent unscheduled starts.
Install the most energy-efficient light bulbs and other lighting fixtures. Apply automatic lighting controls that turn off lights when rooms are unoccupied. Use programmable thermostats to match temperatures within the plant to
operating requirements.
Eliminate leaks in compressed air and steam systems. Update capacitor banks to maintain correct power factors when new equipment
is installed.
Install Ethernet-based power management systems. These create an open database

of the information collected from your processes that can be used to write custom reports and new applications to address the unique requirements of your facility.
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Make preventive maintenance a priority for maintenance staff by incorporating it into

their job descriptions or creating reward programs for meeting PM objectives.
Changing our attitudes about energy consumption can change our behaviors and lead
to energy savings. There are also more significant capital investments that can be made depending on conditions at your facility. With electricity rates high and natural gas rates currently low, it may make sense to invest in gas-powered turbines. Justifying that kind of investment, however, requires an analysis of the predictability of rates going forward. Further efficiency can be captured with a co-generation system to produce steam as well as electricity, or even tri-generation if your processes require hot water. Another possibility is heat recovery. Investment in piping and heat exchange equipment can allow energy to be passed from one process stream to another, reducing the load on utility sources such as steam and cooling water. How much you can expect to reduce your energy costs will vary from industry to industry and plant to plant. No matter the savings potential at your facility, an energy audit is the first step toward achieving your energy-efficiency goals.
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By Jeanne Schweder
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Energy Management Best Practices

The path to achieving energy efficiency is shaped as much by attitudes and organizational skills as by the physical aspects of reducing energy demands. But its goals can never be achieved without the automation technologies that make it possible to mine information and control the operation of machines. A 2009 study by the Aberdeen Group, a research and consulting firm, found that industry leaders seeking to reduce energy consumption at their facilities viewed energy management as strategic to their business success. The primary tools they applied in their endeavors included advanced visualization, information collection and consumption monitoring. Among the best practices adopted by industry leaders in reducing energy consumption and costs, according to the study, are:
Making energy usage data available to decision-makers in real time. The faster changes
can be made to equipment operations, the greater the energy savings.
Taking energy costs into account when scheduling production. Peak demand charges
can account for as much as 60 percent of a companys energy bills.
Establishing metrics to quantify the benefits of energy management programs. If you

dont measure it, the activity cant be valued.
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Tying operational metrics to financial metrics. Its essential to understand how the costs
of energy for production and facilities affect the companys bottom line.
Investing in technology to automate how energy data is collected and monitored. If

you cant see it, you cant measure it or change it. Since energy can constitute as much as 25 percent of a manufacturers operating costs, even small improvements can have a dramatic impact on the bottom line.
Understand consumption
From a practical perspective, any energy management initiative must start by gaining an understanding of consumption patterns and cost sources from production processes and facilities. Heres a go-to short list to kick off your initiative:
Analyze energy utility contracts and penalties; Conduct an audit of all equipment and their energy sourceswater, air, gas, electricity
and steam (WAGES);
Acquire and analyze energy consumption and cost data; Establish a consumption baseline; and Identify potential savings.
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Prioritize opportunities
By first attacking the low-hanging fruit, such as leaks in compressed air and steam systems, lack of energy-efficient lighting and utility penalties for peak demand and reactive power, youll gain some early wins at minimal cost. A next step can include installing sub-meters to identify which production activities contribute the most to your energy bills. Ultimately, prioritization means that you must first establish goals, and then phase in a planned program of corrective actions. Heres an outline to follow as you establish your priorities and ensuing goals:
Fix the basics; Focus on processes and assets that are high consumers of energy; Decide where and what to meter; and Develop a phased corrective plan.
Consider automated solutions
The bulleted list below highlights the predominant users of energy in an industrial facility for which automated solutions exist. otors. Whether they power production equipment, cooling towers or pumps and M
fans in HVAC systems, motors are the biggest sources of industrial energy usage, as well as waste. Adding variable speed drives will better match energy use to operational requirements.
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oads. Staggered start-times and software to prevent unscheduled equipment L
starts will help avoid peak demand penalties. Utility incentives for demand response programs can be substantial. Automated controls ensure essential loads keep working while minimizing costs.
ighting accounts for as much as 35 percent of energy bills. Programmable L
lighting controls turn off lights when rooms or production areas are not in use. Match illumination levels to task needs. Install energy-efficient bulbs and lighting fixtures.
VAC systems. Drives, automated air dampers and programmable thermostats H can help limit energy usage correlated to operational needs. ower quality. If your plant is experiencing unexplained power outages and motor P failures, or paying penalties for reactive power, low power factor and harmonics may be the cause. Upgrade capacitor banks or electrical equipment where necessary and install corrective filters to extend equipment life.
nergy management. Using software to track power quality, meter energy use, E and control remote monitoring systems will help you access energy information in an organized fashion that speeds decision-making and lets you know where to take corrective action.
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Measure ROI
Energy management is not a one-time event. To achieve sustained savings requires a proactive program of measurement, monitoring and preventive maintenance to make sure that equipment and systems are working in optimal fashion. Periodically measuring the progress achieved in reducing energy consumption and associated costs savings will build support for continuing improvements. As you go about measuring your progress, keep the following in mind:
Always compare actual consumption to baseline; Measure and report all savings; Update plans and priorities based on what you learn from measurements; Incorporate preventive maintenance as part of the process to reduce downtime and
increase savings potential. The core takeaway of these tips is to realize that having a greater awareness of the cost of energy is the first step in changing attitudes about energy consumption and related behaviors in your facility. Following the best practices described above that have been developed and implemented by other processing companies can favorably impact your companys bottom line.
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Five Ways to Manage Energy Costs
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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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Managing Emissions with Automation
By Jeanne Schweder
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Industries where emissions control is critical include electric utilities, oil and gas, chemical processing, iron and steel, paper, food, mining, metals and cement. But emission control concerns are not limited to these industries. Systems to control and reduce emissions are required for any industrial process that produces sulphur and nitrogen dioxides (popularly referred to as SOx and NOx), the major causes of acid rain, as well as airborne particulates and volatile organic compounds (VOCs). On the horizon are new regulations designed to limit mercury emissions in flue gas. These rules will also apply to industrial facilities, including trash burners and industrial boilers, even if they only generate process steam. More stringent controls on particulates will also require new investments in emissions technologies.
NOx and SOx reduction

The U.S. Clean Air Act, the Clean Water Act, the pending Casper regulations and proposed Environmental Protection Agency (EPA) limits on greenhouse gases are driving the development of improved emissions control technologies. Casper regulations will further reduce NOx and SOx emissions limits in the Northeast and in certain Midwestern states such as Texas and Illinois. In addition to these government measures, green initiatives by corporations also emphasize emission reductions.
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The list that follows touches upon the primary emission reduction methods used in industry:
Optimized process control is central to reducing NOx emissions from coal-fired power
plants. Oxygen is injected into the boiler to improve combustion and prevent pockets of NOx from being created. A secondary technology, selective non-catalytic reduction, or SNCR, injects urea or ammonia into the boilers, further reducing NOx emissions by up to 20 percent. New low-NOx burners have also been introduced that allow a cooler, more complete burn.
The most successful NOx reduction technologyat 90 percenthas been selective
catalytic reduction, or SCR. This capital-intensive technology, which is viable only for large coal-fired plants, involves very large reactors and again injects ammonia into the flow. Automated systems measure NOx levels before and after the reduction process, enabling operators to fine-tune the process.
Distributed control systems manage the complex processes involved in balancing
boilers, injecting air and adjusting dampers to optimize combustion, measure emissions and control heat levels within the boiler to prevent the build-up of slag. By tightening process controls, operators can decrease the amount of raw materials and energy used while reducing waste.
Scrubbers, using either dry or wet processes, use automated systems that regulate
water flows, monitor pH levels and spray lime or apply a slurry of limestone to remove 95 percent or more of sulphur dioxide. A by-product of the scrubber process is calcium sulphate, which is then used to make wallboard.
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At the stack, the air from the process is passed over a rack of sensors that measure
oxygen, carbon dioxide and carbon monoxide levels, as well as sulphur dioxide, sulphur trioxide and nitrogen oxide content.
Most air pollution control devices (APCDs) come as pre-built OEM packages that
include PLC-based automation systems that tend to operate independently of the central DCS system. As new regulations drive greater investment in these APCDs, these systems will need to work together in a more holistic fashion. Achieving this goal will likely require additional automation integration.
Alternative fuel strategies

Although coal has traditionally made up 50 percent of the fuel source for American electric utility plants, many operators have begun building natural gas-fired plants that do not produce nitrogen or sulphur dioxide. Others are using flexible fuel processes, replacing up to 25 percent of their coal fuel with natural gas. Still others are blending coal from different regions, mixing high-sulphur but lower cost Appalachian coal with low-sulphur but higher cost Western coal to reduce the amount of sulphur dioxide their processes have to remove. Each of these alternative fuel strategies, however, can complicate process control and require additional steps and systems to optimize combustion and reduce emissions. Blending highand low-sulphur coal, for example, can create a slag layer in boilers that requires installing a soot-blowing system to break up and remove it.
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VENDOR SELECTION RESOURCE GUIDE
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ECS Solutions, Inc.
ECS Focused on Your Process Automation Return-on-Investment

We are focused on increasing your process automation return-on-investment. Sure, we are control engineers, but we are versed in business too. This is why we offer assistance in: Project Planning The first step in the process is understanding your goals and resources, as well as your future needs. Flexibility We design-in flexibility for every system to ensure your system will be ready for challenges without excessive upgrade costs. Installation You can count on ECS to make sure your system is up and running in record time to meet your time-to-market requirements. Operation At the heart of an ECS system is ease of use. We design the system with operators in mind to ensure maximum operational productivity. Maintainability Within an ECS system are standard products, software and compliance to recognized standards such as ISA. It all keeps downtime to a minimum.
Automation and Information Experience with Capabilities That Industry Trusts

One source for all of your control and information systems needs. Over the last 30 years, we have been delivering exceptional returnon-investment results through the use of the latest technologies and WEB RESOURCES techniques. CASE HISTORY Discrete and Process Control Seventy Unit Batch Systems Software, Hardware and System Configured in Just 11 Weeks. Migrations awgo.to/ecs3 Information Systems Including S88 BUILDER Network Architecture, Data Collection, WHITE PAPER Historians and Data Access Provides best practices for developing device Engineered Systems Including tasks within a process Power Distribution, Energy system. awgo.to/ecs2 Management, Drives and Motors
S88 BUILDER DEMOS
COMPANY: ECS Solutions, Inc. PHONE: (812) 479-5170
ADDRESS: 2616 Kotter Avenue, Evansville, Indiana 47715
Watch as S88 Builder goes through its paces.
| Toll Free: (800) 471-ECSE WEB: www.ecssolutions.com
awgo.to/ecs4
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Over 30 Years of Industry Experience We Speak Your Language
Chances are your industry is one that the people of ECS Solutions are well versed in. Industry knowledge that results in a cost-effective, flexible and productive return-on-investment. Food, Pharmaceutical and Personal Care Aluminum and Ferrous Metals Power Generation Water/Wastewater Automotive General Manufacturing Common Manufacturing Solutions Information Technology Solutions
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ECS Solutions, Inc.

Consulting Services Electrical and Control Design Services Full Range of Project Delivery Services Emergency and Contract Service
New: S88 Builder: A new paradigm for batch and continuous process control
S88 Builder is the first process control system that is configured rather than programmed. It lets users configure devices such as valves, pumps, or tanks then configures the devices into specific tasks such as mixing, flow control, heating, etc. Configuration is easier, more accurate and faster than programming, especially in batch control. www.s88builder.com
Our Team Can Be on Your Team to Fill Out Your Roster

Our individual services are available a`la carte to meet your specific support needs. No matter which services you choose, expect first class support.
COMPANY: ECS Solutions, Inc. PHONE: (812) 479-5170
KEY COMPANY CONTACT ECS Solutions, Inc. PHONE: (812) 479-5170 | Toll Free: (800) 471-ECSE LOCATION: Evansville, IN EMAIL: Info@ecssolutions.com
ADDRESS: 2616 Kotter Avenue, Evansville, Indiana 47715
| Toll Free: (800) 471-ECSE WEB: www.ecssolutions.com
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Festo
Complete Automation Partner for the Process Industry

Festo is a leading global manufacturer of process automation and control solutions for both process and factory automation applications, with more than 55 national headquarters serving over 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 process control solutions that deliver higher performing, more profitable automated manufacturing and processing equipment. With a comprehensive range of products, engineering competencies and strong design experience, Festo is uniquely positioned to support your most complex automation requirements.
Process Automation Product Offerings

Festo provides complete process automation solutions with a range of automated process valves, diaphragm valves, sensors and positioners.At the control level, Festo manufactures pneumatic pilot valves, valve terminals, I/O systems and HMIs which integrate seamlessly with leading DCS and controllers.
Custom Automation Solutions

Save 30% on Cabinet Installations Our broad range of products and services span the full needs of the automation industry including control cabinet design and energy reduction solutions. Festo offers design, engineering and fabrication services of control cabinets tailored to the facility specifications. Control cabinets
WEB RESOURCES
FESTO CORPORATE OVERVIEW
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PROCESS AUTOMATION PRODUCT OVERVIEW
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COMPANY: FESTO FAX: (800) 96 FESTO
PHONE: (800) 99 FESTO WEB: www.festo.com/us
CONTROL CABINET SOLUTIONS FOR THE PROCESS INDUSTRY
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located inside or outside of a cleanroom make a large contribution to validation efficiency and long term process reliability.
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Festo
installed base of pneumatic valves with integrated I/O. The ability to ncorporate standard diagnostic features into solenoid valves and I/O systems helps accurately diagnose problems which reduce downtime and field service calls.
Integrated I/O and Solenoid Valve Terminals

Festos automation solutions are distinguished by our modular concepts which give maximum flexibility. The comprehensive project support that Festo provides allows highly productive subsystems to be created quickly and reliably. One example of this is the combination of an MPA valve terminal and a CPX modular electrical terminal. Selecting and standardization on the correct valve and I/O terminal has an impact on a project through its entire life cycle. Festo terminals are designed specifically for the industry and can reduce installation footprint, cabling, installation time, and maintenance costs. Festo has the largest global
COMPANY: FESTO FAX: (800) 96 FESTO
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. Didactics charter is to provide automation technology training for manufacturing employees at our industrial customers worldwide. 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.
PHONE: (800) 99 FESTO WEB: www.festo.com/us
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Winsted
Winsted
Winsted is a worldwide leader in control room console solutions. We create attractive, ergonomic consoles that work with your operators to improve comfort and optimize efficiency. We offer stock, customized and custom consoles suitable for any control room application. Whether you are building a stateof-the-art control room from the ground up, or simply need to upgrade your operations, Winsted can provide the ideal solution. Our experts combine the disciplines of industrial design, ergonomics and interior design to create solutions that are both efficient and eye-catching. We give special consideration to the ergonomic requirements of your operators to build consoles that reduce fatigue, improve productivity and
COMPANY: Winsted
inspire. Our commitment to customer service is second-to-none and your satisfaction is guaranteed. Since its inception in 1963, Winsted has consistently been a pioneer in product design and development. Product concepts and designs are driven by industry needs and demands, with many product ideas WEB RESOURCES suggested by customers and developed with their input. Our modular system WHITE PAPER: approach, developed for the early Human Factors: Planning & Designing a Control Room broadcast industry, has become the http://winsted.com/img/ industry standard for all markets, and resources_literature/human_ factors.pdf our experience developing specialized custom products enables us to offer ONLINE CATALOG: console and furniture solutions for any http://catalog2012.winsted.com/ t1.asp application. A dominant factor in U.S. markets YOUTUBE CHANNEL: for many years, Winsted expanded into http://www.youtube.com/user/ winstedcorp overseas markets in 1975, primarily
PRODUCTS:
ADDRESS: 10901 Hampshire Ave. South, Minneapolis, MN 55438 USA

PHONE: 800-447-2257
http://winsted.com/products.htm
WEB: winsted.com
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in England. In 1976 the company began concentrated efforts to establish distribution in the Far East. Winsteds international distribution was firmly established in 1984 with the formation of Winsted, Ltd. in England. Since then, Winsted, Ltd. has become a successful marketing and manufacturing operation serving the European, Middle Eastern and African markets. In 1986, distributor agreements were established in Australia, Japan, Hong Kong, Taiwan and Korea. In 2002, Winsted acquired Technical Interiors, a Georgia-based company with 25 years of experience designing and manufacturing custom consoles of the highest standards for the nuclear power industry. Technical Interiors was renamed Winsted Custom Division in
COMPANY: Winsted
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Winsted
2010 and solidifies our mission of providing the highest quality console and furniture solutions to mission critical facilities around the world. In 2011, Winsted further expanded its custom capabilities with the launch of a new division. Winsted Custom Wood will focus on manufacturing custom cabinetry and millwork for control room installations. The Custom Wood Division enables Winsted to further expand our custom control room capabilities and fully realize our value proposition of offering stock, customized and custom console solutions to our customers. With the expansion, Winsted has added many skilled craftsmen who bring years of custom woodworking experience, as well as a state-ofthe-art production facility. Our family of companies, broad range of capabilities and an ongoing commitment to Customers, Products and Service is why Winsted is Preferred by Professionals Worldwide.
KEY COMPANY CONTACT

PHONE: 800-447-2257 LOCATION: Minneapolis, MN EMAIL: brentl@winsted.com
ADDRESS: 10901 Hampshire Ave. South, Minneapolis, MN 55438 USA

PHONE: 800-447-2257
WEB: winsted.com
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CONTINUOUS Process Playbook 2014 EDITION

CONTINUOUS PROCESS PLAYBOOK

CONTINUOUS PROCESS PLAYBOOK

Migrations Are Emotional Events, So Work to Minimize the Pain

SECTION FOUR: ADVANCES IN SAFETY

79 Intrinsic Safety: Thinking Outside the Explosion-Proof Box

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The following experts contributed to this playbook:

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The following experts contributed to this playbook:

S.N. Banerjee Chris Bacon

George Buckbee, P.E.

Juan Facundo Ferrer

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The following experts contributed to this playbook:

Ulf Kristian Sandvik

Emerson Process Management

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The following experts contributed to this playbook:

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Jose Gonzalez Valero

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

CONTINUOUS PROCESS PLAYBOOK

The following CSIA experts contributed to this playbook:

Alan E. Lyon, P.E.

Scott Saneholtz, P.E.

Ronald Studtmann, P.E.

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Procedural Automation for Greater Safety and Productivity

Processings Most Vulnerable Areas

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ISA-106 Defines Continuous Process Procedures

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Stop Programming Batch Tasks. Start Conguring

Four IT Standards You Should Understand

CONTROL AND INFORMATION SOLUTIONS FOR INDUSTRY

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Four IT Standards You Should Understand

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Heard the News about Procedure Automation?

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Heard the News about Procedure Automation?

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Heard the News about Procedure Automation?

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Multiplying the benefits

Reusing code saves time

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Take an incremental approach

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Start small, work up