Intech Marabr 2014

www.isa.
org/intech
A PUBLI CATI ON OF THE I NTERNATI ONAL SOCI ETY OF AUTOMATI ON
March/April 2014
Legacy OPC server security
Energy savings
Automation engineers
Leveraging big data
Noncontact temperature
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4 INTECH MARCH/APRIL 2014 WWW.ISA.ORG
PROCESS AUTOMATION
18 Bolster security for your
legacy OPC server
By Lee Neitzel
OPC .NET provides a congurable, comprehensive secu-
rity model for wrapping legacy OPC servers. It is built on
Microsoft .NET security, is rewall friendly, and contains
an additional security layer to separately control access
to read, write, and subscribe operations.
FACTORY AUTOMATION
24 Drive energy savings
By Oreste Rusty Scioscia Jr.
Adjustable frequency drives yield dramatic energy
savings. Understand how they work. Optimize motor
performance and prevent downtime. Control motor
speed to improve efciency and protect valuable equip-
ment. Across industrial applications, using adjustable
frequency drives with induction motors pays for itself.
Know how the magic happens.
SYSTEM INTEGRATION
30 Automation engineers
the next generation
By Chad Harper
The engineering shortage is not caused by a lack of
entry-level candidates or automation degrees, demo-
graphics, or current business practices. This article
explores these myths.
AUTOMATION IT
34 Leveraging big data
in real time
By Jim Petrusich
Many are stuck in a paradigm of inspect and reject.
This article focuses on companies that have switched
their paradigm from inspect and reject to predict and
prevent using a holistic approach to real-time analytics.
SPECIAL SECTION: WORKFLOW SOFTWARE
40 Using workow to
achieve business
integration
By Jimmy Asher
Traditionally manufacturers have connected vari-
ous systems with point-to-point integrations. A
workow-based approach gives manufacturers
an alternate method with greater exibility, de-
creased implementation time, and an opportunity
for collaboration.
COVER STORY
Internet of
Things
by Bill Lydon
The Internet of Things (IoT) has been creating a great
deal of excitement, and now the industrial automa-
tion industry is starting to explore and implement IoT
concepts and technology.
March/April 2014 | Vol 61, Issue 2 Setting the Standard for Automation www.isa.org
12
www.isa.org/InTech
DEPARTMENTS
8 Your Letters
Publicize certication
10 Automation Update
Manufacturers moving to Mexico,
counterfeit awareness, and more
45 Channel Chat
Project management is more than
a disruption it is real work
46 Association News
Certication review
48 Automation Basics
An hour with Doctor Flowmeter
52 Workforce Development
Creating twenty-rst century
learning systems
53 Standards
ISA power plant standards
committees plan for POWID
symposium
54 Products and Resources
Spotlight on noncontact
temperature
COLUMNS
7 Talk to Me
Knowledge is power?
44 Executive Corner
The future of calibration is
integration
58 The Final Say
Cybersecurity: Time for action
RESOURCES
56 Index of Advertisers
57 Datales
57 Classied Advertising
57 ISA Jobs
2014 InTech ISSN 0192-303X
InTech is published bimonthly by the International Society of Automation (ISA).
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WEB EXCLUSIVE
Calibrating
wireless HART
Learn why wireless highway addressable
remote transducers (HART) need to be
calibrated and how the calibration differs
from wired HART.

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INTECH MARCH/APRIL 2014 5
Being a eld calibration technician is a tough job: you need to have many skills
and carry multiple devices, environmental conditions can be challenging and
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eld and work efciency requirements are demanding. However, having the
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ISA INTECH STAFF
CHIEF EDITOR
Bill Lydon
blydon@isa.org
PUBLISHER
Susan Colwell
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lfranke@isa.org
ART DIRECTOR
Colleen Casper
ccasper@isa.org
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EDITORIAL ADVISORY BOARD
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GE Sensing
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Independent Consultant
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Read-out, Ireland
Vitor S. Finkel, CAP
Finkel Engineers & Consultants
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Bayer Technology Services
David W. Spitzer, P.E.
Spitzer and Boyes, LLC
James F. Tatera
Tatera & Associates Inc.
Michael Fedenyszen
R.G. Vanderweil Engineers, LLP
Dean Ford, CAP
Westin Engineering
David Hobart
Hobart Automation Engineering
Allan Kern, P.E.
Tesoro Corporation
Perspectives from the Editor | talk to me
T
he idea that knowledge is power,
coupled with the massive amount
of information available to all of
us today, should mean everyone should
be powerful. Never before in human
history has so much information been
available. Movable type and the printing
press in 15th-century Europe is gener-
ally considered the rst information
revolution, followed by the mid-19th
century development of the telegraph,
the rise of radio and motion pictures in
the early 20th century, and the develop-
ment of television in the mid-20th cen-
tury. These technological breakthroughs
gave people unprecedented access to in-
formation and rapidly made knowledge
available. Todays enormous amount of
information can be overwhelming. In
the real world, how much time can you
spend qualifying what is accurate and
inaccurate, learning and absorbing all of
it? Learning new things, however, builds
your knowledge so you can be more ef-
fective and implement better solutions.
If you do not leverage new knowledge,
you can be blindsided by others who ap-
ply it, especially your competitors.
This is why the sources you use to get
your information are vitally important to
your success. Sources, such as profes-
sional organizations like ISA and others
dedicated to the subject matter area of
your needs, provide a service by sifting
through the tremendous amount of in-
dustry knowledge to deliver you valuable
information.
Knowledge is not static. By partici-
pating in industry committees and local
association meetings, you increase your
knowledge and contribute to the auto-
mation professions body of knowledge.
Sharing and interacting with others in
your profession leads to new insights
and ideas. Sharing among your indus-
try peers is also a great way to verify in-
formation being given you by a variety
of sources, which may have goals that
are not in line with yours. Surng the
Internet to nd new knowledge is very
powerful. Without verication, how-
ever, you can become overcondent,
leading to potential problems and, in
some situations, disasters.
Gaining more knowledge and apply-
ing it to improve operational efciency
makes you an important employee. It also
becomes part of your body of knowledge
forever.
It is important to determine over-
all goals before seeking knowledge to
achieve them. The Kepner-Tregoe meth-
od uses a simple but powerful set of
questions that are useful to help clarify
goals:
n What are we trying to achieve?
n What are we trying to preserve?
n What are we trying to avoid?
As the American baseball player, man-
ager, and member of Major League Base-
balls Hall of Fame Yogi Berra said, If
you dont know where youre going, you
might not get there. n
Knowledge is not static.
By participating in industry
committees and local
association meetings, you
increase your knowledge
and contribute to the
automation professions
body of knowledge.
Knowledge is power?
By Bill Lydon, InTech, Chief Editor
your letters | Readers Respond
having devices accessible and physically
checked on a regular basis. There are
benets to Fieldbus, Probus, and other,
similar types of communication proto-
cols, though these do not replace best
practices in device installation, routine
maintenance, and commissioning.
Matthew Hyatt
Real-world complexity
I appreciate your generosity in shar-
ing your knowledge. Troubleshooting
FOUNDATION Fieldbus networks is a very
good article [InTech September/October
2012 Automation Basics]. However, I have
one question to ask you. You mentioned
the interoperability test kit, which is the
method to check compatibility between the
host and devices of every manufacturer. Is
it likely that even if the host and devices of
manufacturers we choose have passed this
test, in reality they can cause each other to
lose communication? The test only reects
communication between them with single
loop conguration; on the real site, there
are a lot of complex loops.
Kanyanat
best practices for installing end devices.
The cost savings are mootthe modules
are pricey; the eldbus cables are pricey;
and the end devices usually come at a pre-
mium. Wires and cables still need to be la-
beled, and plug and play is not always plug
and play. Plus, you still have cables from
end device to modules to route via a cable
tray or conduit. After more than 30 years
of automation and controls experience in
mines, reneries, and other facilities across
the world, I know that a single point of fail-
ure (i.e., a eldbus cable from a module to
a control system) can create headaches in
regard to loss of data from end devices (and
not just one device, but multiple devices).
Fieldbus also does not eliminate the
need for analyzer houses. Physical instal-
lation requirements should always be
fully evaluated based on the environment
where the equipment will be installed.
Fieldbus also does not eliminate the need
to physically inspect an end device. Best
maintenance practices for critical opera-
tions, at reneries for example, dictate
Publicize certication
Professionalism
[InTech January/Feb-
ruary 2014 Talk to
Me] is a nice article,
but you missed a
huge opportunity to
promote ISAs certi-
cation programs.
You should specically highlight the cer-
tied automation pro fessional (CAP) and
the certied control systems technician
(CCST) certications.
Mark Maupin, CAP, CCST
Fieldbus not panacea
Although I agree with some of Jonas
Berges comments [InTech January/Febru-
ary 2014 Letters] regarding eldbus, the
following should be pointed out. The com-
munication from end device to the control
system does not eliminate the requirement
of eld checks and commissioning of the
end device back to the control system, nor
does the communication link eliminate
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www.isa.org/intech
January/February 2014
Operator training simulators
Robot colleagues
Smart eld devices
NewHMI alternatives
Temperature special section
What was less surprising was the fact that the IceStation - along with the computer and monitor inside it
remained completely unharmed. All ITSENCLOSURES are constructed out of 14-gauge steel and built to last
forever and a day. Should one of our enclosures ever actually fail due to manufacturer defect, we will replace it
as fast as humanly possible so your business does not skip a beat. Built to meet NEMA 12 standards, IceStation
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surface, and a track record of 29 years of experience protecting electronics, ITSENCLOSURES is the one name
you can trust. To learn more about IceStation TITAN, call 1.800.423.9911 or visit ITSENCLOSURES.com.
When an overhead crane accidentally dropped a
steel pipe 15 feet onto an IceStation, workers were
relieved to nd the pipe had not been damaged.
M
exican manufacturers are the
second-largest importers of
U.S. packaging and processing
machinery, according to the U.S. Census
Bureaus quarterly import/export statistics
for September 2013. The report notes
changes of 15.79 percent (in-
creasing to $48 million)
for processing equip-
ment and 10.43
percent for pack-
agi ng
machinery (increasing to $115 million)
since the same period in 2012. By the end
of the third quarter 2013, Mexico was
second only to Canada in imports of U.S.
packaging and processing machinery.
Nestl and PepsiCo announced plans
for expansion in Mexico over the next
ve years: PepsiCo plans to invest $5
billion, and Nestl plans to spend $1
billion. In addition, Cisco Systems Inc.
has announced a $1.3 billion invest-
ment in Mexico in 2014generating
more than 900 jobs. PepsiCos plan is
expected to generate 4,000 new jobs,
and Nestl anticipates 700 direct jobs as
a result of their new Mexican plants. n
Manufacturers moving to Mexico
Survey indicates growing counterfeit awareness
automation update | News from the Field
This content is courtesy of
Eaton and the Independent Electrical
Contractors (IEC) announced results
from a joint survey of IEC members that
validate the importance of educational
campaigns focusing on the dangers and
prevalence of counterfeit electrical prod-
ucts. The survey results indicate that edu-
cational programs are helping to increase
awareness of the dangers of counterfeit
products and are providing the tools to
make informed purchasing decisions,
keys to increased electrical safety. The re-
sults also reveal that more work is needed
to share best practices and encourage
collaboration to thwart counterfeiting.
The rst step to tackling any issue is
building awareness and an understanding
of why it is important, said Thayer Long,
executive vice president and chief execu-
tive ofcer, IEC National. Our anti-coun-
terfeiting efforts with Eaton have not
only raised awareness of the dangers of
counterfeit electrical products, but have
also helped the industry and consumers
understand the ways to avoid such prod-
ucts. We are encouraged by the high level
of knowledge our members have, but we
must continue our efforts.
The value of consumer safety and criti-
cal technology products seized by U.S.
Customs and Border Control increased
by 143 percent from 2011 to 2012. Ea-
ton, IEC, and other industry collaborators
are working to give electrical contrac-
tors better tools to recognize and report
these products and help identify potential
counterfeit product supply chains.
The survey, created to identify the cur-
rent state of awareness about counterfeit
electrical products, shows where educa-
tional campaigns have been successful.
Members understand the potential safety
dangers of counterfeit products, the so-
phistication of counterfeiters that makes it
difcult to identify a counterfeit electrical
product, and how to avoid such products
by purchasing directly from the manufac-
turers authorized distributors or resellers.
Electrical contractors are recogniz-
ing the prevalence and dangers of coun-
terfeits in the industry, said Tom Grace,
brand protection manager, Eatons Electri-
cal Sector Americas. Now we need to up
our game and provide contractors with
easier ways to properly report counterfeit
products and build collaboration between
manufacturers, industry organizations,
and government. Complete results of the
survey are at eaton.com/counterfeit.
Although IEC members are educated
about counterfeit electrical products, sur-
vey results also show that such products
continue to be found in the eld and that
additional education is needed. A vast ma-
jority of respondents say they do not know
how to report a counterfeit product. n
Life-cycle engineering
services
Power Transmission Solutions, a business
of Emerson Industrial Automation, offers a
new model for enhancing the performance
of critical material handling and mechani-
cal power transmission systems. A new
business unit for life-cycle engineering ser-
vices, headed by Chris Carrigan, director,
application engineering, offers a range of
services including diagnostics, education
and training, system design, installation,
monitoring, and repairing and rebuilding.
The program aims to increase customers
overall equipment effectiveness, improve
energy efciency, and increase product
output and customer success. A single pro-
vider/partner takes ownership of critical
mechanical power transmission and ma-
terial handling systems.
Our businesses have always provided
these discrete services, but when compre-
hensively applied, they provide more than
the sum of the parts, delivering signicant
bottom-line advantages for a customer,
said Rob Fuller, product manager, services.
Mechanical power transmission and ma-
terial handling systems are common de-
nominators in manufacturing operations
of every type, simply vital to production.
If one bearing failure shuts down a critical
segment, an entire process can be para-
lyzed for hours or days. Protecting those
assets is vital, whether it means training
a new maintenance staff member, moni-
toring torque on a turbo drivetrain, or a
design review of a new processing line.
Emerson works with industries such as
aerospace, aggregate, power generation
and turbomachinery, oil and gas, metals
and steel, marine, food and beverage, and
HVAC. In addition to its own areas of spe-
cialization, Power Transmission Solutions
works with other Emerson business units
in climate technologies, network power,
and process management to support near-
ly every vital system of any business. Our
life-cycle engineering program can reduce
the costs and complexity of using multiple
vendors for employee training, diagnostics,
engineering, procurement, installation, re-
pairs, etc. Outsourcing these functions to
a single provider for mission-critical sys-
tems is a cost-effective option. n
Industrial automation industry exploring and
implementing IoT
By Bill Lydon
T
he idea of the Internet of Things (IoT)
has been creating a great deal of ex-
citement in the computing and com-
munications industry for some time.
Currently, the industrial automation
industry is starting to explore and
implement IoT concepts and technology. Other
terms related to these concepts are machine to
machine (M2M), Internet of Everything, Inter-
net of Things, and IP (Internet protocol) to the
Edge. Kevin Ashton, a British technology pio-
neer, is generally attributed with inventing the
term the Internet of Things in 1999; although
the concept has been discussed in literature
since at least 1991 (www.en.wikipedia.org/
wiki/Kevin_Ashton). Commercially, in 2008
IBM launched its Smart Planet initiative. The
same year, the nonprot IP for Smart Objects
(IPSO) Alliance was started with more than 50
members from technology, communications,
and energy companies to promote the IP for
smart object communications.
The IoT vision is of a massively instrumented
world of intelligent sensors (analog and digi-
tal) and actuators (analog and digital) com-
municating using IP to improve performance
and efciency. Internet protocol is the primary
protocol in the Internet layer of the Internet
protocol suite, delivering packets from source
hosts to destination hosts solely based on the IP
addresses in packet headers. There are a broad
range of IoT applications that can be improved
with sensing and control, including health care,
trafc control, vehicle safety, energy use, ag-
riculture, and manufacturing. This vision in-
cludes coupling massive sensing and control
with big data and analytics to accomplish ad-
vanced levels of optimization and efciency.
Internet of Things
COVER STORY
Industrial automation has a history of adopt-
ing commercial technology as it becomes
mainstream, and applying IoT technologies to
improve performance and enable better inte-
gration with business systems is a logical step.
Industrial automation
IoT applied to automation uses this technol-
ogy to streamline, collapse, and create system
architectures that are more affordable, respon-
sive, and effective. The goal is frictionless com-
munications and interaction from manufactur-
ing eld input/output (I/O), including sensors,
actuators, analyzers, drives, vision, video, and
robotics, for increased manufacturing perfor-
mance and exibility. This revolution will drive
intelligence to the edge of the system with the
ultimate goal of all industrial devices support-
ing IP, including eld I/O. Wireless IP devices,
including smartphones, tablets, and sensors,
are already being used in manufacturing.
The wireless sensor I/O open standards Wire-
lessHART, ISA100, and WIA-PA are all IP devices
supporting the latest IPv6 standards, which le-
verage larger address spaces and improved cy-
bersecurity standards.
The IP-enabled manufacturing automation
architecture will distribute more functions into
new breeds of powerful industrial controllers
and sensors/actuators with embedded pro-
cessors, eliminating the need for middle-level
software that is cumbersome, expensive, and
difcult to maintain.
IPSO Alliance
The IPSO is a global col-
laborative forum, including
many Fortune 500 high-tech
companies. Founded in 2008, the nonprot or-
ganization focuses on providing a foundation
for industry growth through building stronger
relationships, fostering awareness, offering
education, promoting the industry, generating
research, and creating a better understanding of
IP and its role in the Internet of Things. I asked
IPSO a couple of questions about the IoT.
What is your functional denition
of the Internet of Things?
Connecting the unconnected. This means iden-
tication of the device, a communication infra-
structure able to securely deploy billions of de-
vices, and open standards to sustain innovation
in manned and unmanned environments. The
IoT benets from decades of innovation and the
benets of experience from large deployments
[on a worldwide scale] using Internet protocol
technologies and associated security protocols,
says IPSO president Patrick Wetterwald.
What standards does your organization
believe are fundamental to the success
of the Internet of Things?
IPv6 up to the end device is the common basis
for the IoT. International standard organizations
in all domains [industrial, smart grid, transpor-
tation, home] have already published standards
based on IP [IPv6] communications and will
continue to work on endorsing IP technologies
on their respective do-
mains. Internet pro-
tocol technologies are
the responsibility of
the IETF [Internet En-
gineering Task Force].
A close relationship
with the IEEE [Insti-
tute of Electrical and
Electronics Engineers]
ensures that all the
communication layers work perfectly together.
ISA and IEC are examples of organizations that
have published standards based on IP [IPv6],
says Wetterwald.
Pascal Thubert, technical leader at Cisco, IPSO
member, and IETF 6TiSCH co-chair, also com-
mented on the IoT, Wireless sensor networks
offer the capability to extend the reach of moni-
toring and control beyond what is physically and
economically possible with wires. The next step of
process optimization will be gained by leveraging
the collection of currently unused measurements
by widely distributed sensing devices and analytic
capabilities. This will require the combination of
the best of IT and OT [operational technology] to-
gether, forming the IT/OT convergence, aka the
Industrial Internet. This evolution is perfectly il-
lustrated by the emergence of time-sensitive net-
working, on both wired networks with determinis-
tic Ethernet and wireless networks with 802.15.4e
TSCH, that are initially driven by automation ap-
plications and generalized to multiple industries,
such as audio video and nances.
The alliance recently announced IPSO CHAL-
LENGE 2014, a global IoT competition where
IPSO and its sponsors award monetary prizes
for the most innovative use of IP tech in the IoT.
There are prizes and incentives worth more than
$50,000 USD, and 10 seminalists will be given
the opportunity to demonstrate working proto-
types to industry experts and investors at Sensors
Expo 2014 (www.ipso-alliance.org/Challenge).
FAST FORWARD
l The IoT vision is a massively instrumented
world of intelligent sensors and actuators
improving performance and efciency.
l IoT will streamline, collapse, and create
system architectures that are more
affordable, responsive, and effective.
l IoT eliminates the need for cumbersome,
expensive, and difcult to maintain
middle-level automation software.
COVER STORY
Big data/analytics
Powerful industrial controllers and
sensors/actuators with embedded
processors can locally control, opti-
mize, perform analytics, and rene
data. IP-enabled smart sensors, actua-
tors, and output devices will perform
control communicating horizontally
and vertically in automation system
architectures. These devices are also
becoming big data sources, accessible
using IP communications and feder-
ated using big data software that runs
on a large number of processors that
do not share memory.
Hadoop, formally called Apache
Hadoop, is an Apache Software Foun-
dation project and open source soft-
ware platform for scalable, distrib-
uted computing. (Note: Hadopp is
a name project creator Doug Cutting
made up and is not an acronym.) Ha-
doop analyzes both structured and
unstructured data. The Apache Ha-
doop software library is essentially
a framework that allows for the dis-
tributed processing of large data sets
across clusters of computers using a
simple programming model. Hadoop
can scale up from single servers to
thousands of processors, each offer-
ing local computation and storage.
OPC UA
OPC UA supports
the Internet of
Things with an efcient and secure in-
frastructure for communications from
sensors and controllers to business
enterprise for automation systems in
manufacturing and process control. It
uses Web services, which are becom-
ing the preferred method for system
communications and interaction for
all networked devices. The World Wide
Web Consortium (W3C), the main in-
ternational standards organization
for the World Wide Web, denes a Web
service as a software system designed
to support interoperable machine-to-
machine interaction over a network.
PLCopen integrated Web services
PLCopen and the
OPC Foundation
have been col-
laborating for a
few years, and to-
gether developed
IEC 61131-3 PLCopen function blocks
that incorporate OPC UA. These OPC
UA function blocks make it easy for
programmable logic controller (PLC)
programmers to seamlessly link infor-
mation directly from controllers to oth-
er systems and business enterprise sys-
tems transparently using Web services.
The new function blocks allow users of
PLCopen certied controllers (PLCs)
to expose information in a seman-
tic, standardized way to transparently
exchange data between supervisory
control and data acquisition, manufac-
turing execution systems (MES), and
enterprise resource planning (ERP)
systems and from PLC to PLC.
Eelco van der Wal, managing direc-
tor at PLCopen, described it this way,
Communication is not about data.
Communication is about information
and access to that in an easy and se-
cure way. In order to communicate in
Industry 4.0 or the Internet of Things,
there are open standards needed that
are implemented on a broad scale. To
provide these standards, the organiza-
tions PLCopen and OPC Foundation
cooperated. The OPC UA technol-
ogy creates the possibility for safe and
transparent communication indepen-
dent of the network, which is the foun-
dation for a new communication age
I asked Thomas Burke, OPC Foundation president and executive
director for his thoughts about the Internet of Things:
OPC UA ts into the Internet of Things paradigm to serve a
range of applications, including industrial automation. OPC UA
provides secure communications using established computer in-
dustry standards, including IP and Web services, to allow the mul-
titudes of devices to gather and convert remote data into useful
information to make intelligent decisions. OPC UA by denition
and by design is all about being the technology and specications that provide an
infrastructure for multivendor, multiplatform secure, reliable interoperability for in-
dustrial automation and related domains.
OPC UA is about collaborating with a multitude of information model providers.
OPC becomes the transport and discovery mechanism for generic client applications
to discover and be able to exchange data and information with servers that under-
stand the intricate details of the lower-level device applications and their correspond-
ing information models.
One of the most exciting things is OPC UA has been demonstrated and proven to
be scalable into a chip and very small-level embedded devices. I have been carrying
around the Raspberry Pi, demonstrating the power of OPC UA in such a small device.
This is perfect for the Internet of Things if you imagine all the devices to be connected
and how OPC UA provides an open standard for communications and integration of
devices and applications.
Protection is a high priority to ensure that communications and the exchange of
data and information is highly secure. OPC UA provides a scalable, secure architec-
ture that allows you to congure security down to the lowest level object in the OPC
UA server-enabled device. With this you have secure, encrypted communication and
can provide the necessary access controls for reading and writing the data and meta-
data associated with that lowest level object.
The Internet of Things with OPC UA provides a unique opportunity to leverage
volumes of sensor data in applications to improve operations and efciency in a wide
range of applications.
My vision of OPC is all about collaboration and the importance of developing
standards that are successfully adopted by the vendor community into real products
and services.
OPC UA and the Internet of Things
COVER STORY
in industrial control. PLCopen pro-
vides the technology to make the in-
formation in the controller accessible
in a harmonized way. This means that
communication on the factory oor is
becoming possible out-of-the-box.
PLCopen even provides machine-to-
machine communication, as well as
machine-to-cloud communication,
connecting the controller to the world
and the world to the controller.
Manufacturing integration
Companies have been grappling with
the integration of manufacturing and
business systems to increase efcien-
cy for a number of years. Enterprise IT
has been evolving for years from ERP,
material requirements planning, man-
ufacturing resource planning, and
MES to integrated suites encompass-
ing business functions, supply chain
management, asset management,
production scheduling, and optimiza-
tion. These systems are becoming real
time, aided by the growing availability
and adoption of IP-based technolo-
gies, making it practical to improve
manufacturing performance and re-
turn on assets. The task of manufac-
turing and IT people is to orchestrate
the application of new technologies to
achieve performance goals. There are
now XML standards for ISA95/IEC/
ISO 62264 (B2MML) and ISA88/IEC
61512 (BatchML) to work well in this
new environment. The IoT may well
be the catalyst for tightly integrated
business and automation systems.
Cybersecurity issue
The IoT leverages IP communications
standards, technology, and infrastruc-
ture, but this also broadens the cyber-
attack surface for all applications, in-
cluding industrial automation systems
that use IP-based networks. The indus-
try acknowledges the risks of cyber-
attacks on production environments
have increased dramatically, includ-
ing unintentional breaches, industrial
espionage, and state-sponsored at-
tacks. These attacks can result in un-
scheduled downtime, interruptions in
equipment availability, and production
disruptions. This is a real dilemma. The
advantage of implementing IoT tech-
nology to improve efciency and pro-
ductivity is in opposition with cyber-
security goals to keep predators out.
The ISA-99 Industrial Automation and
Control Systems Security standard and
the ISASecure certication Embedded
Device Security Assurance (EDSA) are
two important elements supporting
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Big data deals with large amounts of data measured in
petabytes, which is 1,015 bytes of digital information.
One petabyte is equal to one quadrillion bytes.
COVER STORY
the securing of systems. EDSA focuses
on the security of embedded devices
and addresses device characteristics
and supplier development practices
for those devices. An embedded de-
vice that meets the requirements of
the ISASecure EDSA specication
earns the ISASecure EDSA certica-
tion, a trademarked designation that
provides instant recognition of prod-
uct security characteristics and capa-
bilities, and provides an independent
industry stamp of approval similar
to a safety integrity level certica-
tion (ISO/IEC 61508). The ISASecure
EDSA certication offers three levels
of recognition for a device, reecting
increasing levels of device security as-
surance (www.isasecure.org).
Industry 4.0
The Internet of Things is a key tech-
nology in the Industry 4.0 project con-
ceived under the German federal gov-
ernments High-Tech Strategy focusing
on information and communication
technology (informatics). The High-
Tech Strategy was adopted in 2006,
reafrmed by the federal government
in 2009, and expanded in 2010 as the
High-Tech Strategy 2020 initiative.
Participants include private indus-
try, the Federal Ministry of Education
and Research, the Federal Ministry
of Economics and Technology, and
the Federal Ministry of the Interior.
In late 2011, the KOMMUNIKATION
Promoters Group of the German
Industry-Science Research Alliance
initiated the initial working group
with the purpose of drafting compre-
hensive strategic recommendations
for implementing Industry 4.0. The
goal is the intelligent factory (smart
factory), which is characterized by
adaptability, resource efciency, and
ergonomics, as well as the integration
of customers and business partners in
business and value processes.
Manufacturing implications
The strength of the Internet of Things
is that everything down to end devices,
including sensors, actuators, and con-
trols (i.e., contactors, relays, circuit
breakers), can be accessed using the
Internet infrastructure. This access
opens the possibilities for holistic and
adaptive automation with the goal of
increasing efciency. This is a logi-
cal evolution in step with the Internet
of Things trend and will lead to more
responsive and efcient production,
along with better integration with
business systems.
Competitive risk
As these architectures evolve, us-
ers have two big risks. The rst risk is
adopting these technologies before
they are proven and suffering through
growing pains. The second risk is not
adopting them when they are stable
and before competitors use the tech-
nologies to outperform them in the
marketplace.
What are suppliers doing?
The Internet of Things is being forecast
as a catalyst for major growth in moni-
toring and control that most industrial
automation suppliers are exploring.
There are a wide range of applications
and thoughts on the topic. I posed
questions to a number of suppliers to
get their views:
What is your functional denition of
the Internet of Things?
How will industrial automation sys-
tems change to achieve the goals of the
Internet of Things?
What products (hardware/software)
do you deliver today that are compo-
nents for users to deploy the Internet
of Things?
What products (hardware/software)
will you be delivering in the next twelve
months that are components for users
to deploy the Internet of Things?
You can see the answers from a wide
range of vendors on the Internet of
Things Web exclusive at InTech online
(www.isa.org/intech/201404web01). n
ABOUT THE AUTHOR
Bill Lydon is chief editor for InTech.
Lydon has been active in manufacturing
automation for more than 25 years. He
started his career as a designer of com-
puter-based machine tool controls; in
other positions, he applied programma-
ble logic controllers and process control
technology. In addition to experience at
various large companies, he cofounded
and was president of a venture-capital-
funded industrial automation software
company. Lydon believes the success fac-
tors in manufacturing are changing, mak-
ing it imperative to apply automation as a
strategic tool to compete.
View the online version at www.isa.org/intech/20140401.
The Smart Factory initiative
Professor Detlef Zhlke, Ph.D., scientic director at Innovative
Factory Systems at the German Research Center for Articial In-
telligence discussed the Smart Factory initiative at the Hannover
Messe 2014 preview event. It is an association to develop new
ideas with partners and to put these ideas into practice in com-
mon projects. Contributors to this effort include 28 partners and
sponsors, including Siemens, Harting, Cisco, Phoenix Contact,
Festo, Belden, Rexroth, Beckhoff Automation, Emerson Process
Management, and Weidmueller. Zhlke discussed the need for standards, including
physical, mechanical, pneumatic, and communication, to accomplish more efciency
and functionality to achieve Industry 4.0. He cited standards that support these con-
cepts, including OPC UA, WSDL, EDDL, and IEC 61499. He also discussed the need
for exible horizontal and vertical communications between controllers, eld devices,
and enterprise systems. Professor Zhlke explained:
Each element of everything, from the factory down to machines and their sen-
sors and actuators, will become smart [i.e., have a built-in Web server capability].
This makes everything addressable and accessible in the connecting network. As
the network will follow the Ethernet/IP standards, every object is part of the Inter-
net. Each object can communicate with every other object regardless of applica-
tion level or function.
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Performs Well
Under Pressure.
BOLSTER
security for your
legacy OPC server
OPC.NET easily overcomes classic
OPC security shortcomings
By Lee Neitzel
I
f you currently have an OPC server, you can
quickly and easily overcome its security
shortcomings and difculties by wrapping
it with OPC .NET, which combines Microsoft
.NET security with access control features. It
provides a simple method to secure access to
legacy OPC servers.
OPC .NET, originally called OPC Xi, is a Mi-
crosoft .NET interface designed primarily to
easily and securely wrap legacy OPC servers.
OPC .NET works with all versions of OPC, and
the wrapper adds access control features to en-
hance the built-in security of Microsoft .NET.
OPC .NET can also be used to develop new OPC
servers for the .NET environment that both sup-
port the capabilities of legacy OPC servers and
can use industry-standard XML data denitions
(information models).
Legacy OPC servers have been in use since
1996 to transport industrial automation data
and events among applications from different
automation vendors. Due to the acceptance and
effectiveness of OPC, some vendors now use
OPC for communications among their own soft-
ware and hardware platforms, replacing propri-
etary protocols and communication methods.
PROCESS AUTOMATION
The original OPC specications, now referred
to as OPC Classic, were based on Microsofts
component object model/distributed compo-
nent object model (COM/DCOM) technology
that had the infrastructure for making remote
procedure calls from one application (the cli-
ent) to another (the server). Microsoft has im-
proved that technology, integrating remote
procedure calls with web services, to create a
COM/DCOM equivalent for .NET called Win-
dows Communication Foundation (WCF). OPC
.NET is based on WCF and uses WCF security
features for user authentication, access control,
and encryption. It also adds its own read, write,
and subscribe access control features to sup-
plement the built-in security of WCF. This arti-
cle discusses these features in the context of the
OPC .NET wrapper, which is a special-purpose
thin server that front ends OPC Classic servers.
A major advantage of WCF is that it allows the
OPC .NET wrapper to use multiple data trans-
port protocols (e.g., TCP, HTTP) at the same
time, each congurable with a variety of secu-
rity mechanisms (e.g., Windows Authentication,
transport and message encryption). This is a
major step forward for OPC, because it does not
lock the wrapper into a single protocol or a sin-
gle security mechanism, but allows the user to
congure the wrapper to use the protocols and
mechanisms most appropriate for the installa-
tion. Further, changes require only a simple re-
start of the wrapper.
With OPC .NET wrappers (gure 1), OPC Clas-
sic servers now have enhanced security, includ-
ing more secure access through rewalls. Fire-
walls no longer have to be congured to open a
range of ports as required by COM/DCOM.
The remainder of this article discusses the
Microsoft security features used by OPC .NET
and the additional layers of security OPC .NET
uses to further lock down OPC .NET wrappers.
Microsoft security
By taking advantage of WCF security, OPC .NET
provides a strong base level of security. This
base level is further augmented by OPC .NETs
security layers, described later in this article.
OPC .NET uses Windows Authentication,
which is directly integrated into Windows Ac-
tive Directory. No additional effort is required
of the user other than the standard procedure
of setting up Windows accounts for users and
authorizing them to access the OPC .NET wrap-
per. Typically, this is done by adding users to a
Windows group account that has access to the
wrapper. User authentication is handled au-
tomatically without involving the OPC .NET
client or wrapper. The user running the client
application is veried to be a valid Windows
user who is authorized to access the OPC .NET
wrapper. Additionally, the wrapper is also au-
thenticated to the user to protect against spoof-
ing of the wrapper.
OPC .NET was designed to use this approach
because of its simplicity. The use of certicates
was considered. However, it requires separate
steps for generating and installing a certicate
for each user and for each server, and then con-
guring clients and servers to use them, a man-
ual and potentially time-consuming process.
OPC .NET also uses WCF encryption, which
includes both transport-level encryption and
message-level encryption. Their use is congu-
rable at the site, but OPC .NET wrappers are
shipped with default settings, which are trans-
port-level encryption for TCP and message-level
encryption for HTTP.
The advantage of using Windows Authentica-
tion and WCF encryption is threefold. First, they
are part of Microsofts infrastructure, relieving
OPC .NET client and wrapper developers from
having to implement them. Second, Microsoft
FAST FORWARD
OPC .NET uses the Microsoft .NET Windows Communication
Foundation data and event transfer.
Microsoft .NET simplies OPC .NET implementation and allows OPC
.NET installations to seamlessly use existing features and future
improvements in the Microsoft .NET architecture.
OPC .NET adds an additional layer of security for the tighter control of
communications required by most industrial automation applications.

Figure 1. OPC .NET securely wraps OPC servers.
PROCESS AUTOMATION
performs these tasks automatically and
transparently, so the OPC .NET wrapper
and its client applications do not have
to be programmed to invoke authenti-
cation or encryption services. Third, as
Microsoft improves these technologies,
the OPC .NET wrapper and its client ap-
plications reap the benets without hav-
ing to be updated.
In addition to these built-in features, us-
ing WCF allows the OPC .NET wrapper to
run under Microsoft Internet Information
Services (IIS) or as a stand-alone service.
IIS is Microsofts web server, and using it
has the advantage of providing the OPC
.NET wrapper with the same information
technology protections as the other web
sites hosted by it, such as having no ad-
ditional ports opened in the rewall.
When hosted as a stand-alone service,
WCF itself performs the function of IIS,
receiving requests from the network and
forwarding them to the OPC .NET wrap-
per. In this case, only two ports are need-
ed, one each for TCP and HTTP, thus sim-
plifying rewall rules when compared to
OPC servers that use COM/DCOM.
OPC .NET defense-in-depth security
OPC .NET has its own security layer
that leverages these Microsoft security
features to create a defense-in-depth
approach for the OPC .NET wrapper.
It has the ability to control security
by read, write, and subscribe opera-
tions, and is provided royalty-free for
use with all OPC .NET servers, includ-
ing the wrapper. Figure 2 illustrates the
OPC .NET access model for this addi-
tional layer of access control.
The basic approach of OPC .NET fol-
lows that of OPC Data Access (DA), His-
torical Data Access (HDA), and Alarms
and Events (A&E). The client applica-
tions must rst create a conguration
that identies the data and events/
alarms that they want to access before
accessing them. In OPC .NET, this con-
guration for each client application is
referred to as its context.
OPC .NET provides four access
types that allow the client applica-
tion to create and access its context:
manage, read, write, and subscribe.
Manage allows the client to browse
for data and alarms and to create lists
of run time and historical data and
events/alarms that it wishes to access.
Data lists are composed of explicitly
assigned data items, while event lists
are composed of events/alarms se-
lected by a client-dened lter.
The read and write access types are
used to access data lists and their ele-
ments. The subscribe access type is
used for both data and event lists and
allows clients to automatically receive
data changes and events/alarms as
they occur or periodically at a rate de-
ned by the client application.
Each of these access types is rep-
resented by a WCF endpoint that is
accessed through a separate WCF
connection. Each endpoint can be
congured to support one or more
protocols with appropriate authen-
tication and encryption settings as
described above. By default, all proto-
cols for the manage endpoint are con-
gured for Windows authentication
and encryption. This capability makes
it possible to restrict access indepen-
dently for read, write, and subscribe
access types by protocol. For example,
when TCP is used for local network
communications inside the rewall,
the wrapper can be congured to al-
low writes. When the rewall is con-
gured to allow only access from the
outside through HTTP, the wrapper
can be congured to refuse writes
from external users by disabling the
HTTP write endpoint.
Figure 2. OPC .NET access model
PROCESS AUTOMATION
To provide more granular security,
access to manage, read, write, and sub-
scribe endpoints can be congured
based on the user, the client applica-
tion, the client workstation, and the
client workstation IP address or sub-
net. This level of access control allows
organizations to specify not only who,
but also from what and where access
can be made to the wrapper. More so-
phisticated OPC .NET servers may also
include the allowable time period to
determine when the client is permitted
to connect to these endpoints. For ex-
ample, a user in the control room adja-
cent to the wrapped OPC server might
require full access, while a remote user
thousands of miles away might best be
restricted to read-only access, and then
only at certain times.
Data lists are composed of data items
specied by the client. When data
items are added to a data list, the wrap-
per uses the Microsoft infrastructure
to pass the user identity to the OPC DA
and HDA servers to allow them to apply
access controls to the data dened by
the underlying control system. Other
wrappers for OPC servers simply use
administrator privileges, thus bypass-
ing this important level of access con-
trol and granting full access.
All data values in these lists are trans-
ferred through the read, write, and sub-
scribe endpoints and are identied by
a dynamically assigned random num-
ber, called an alias, instead of by their
names. Further, if the same data item
appears in more than one list, it will
have a separate alias for each.
The use of aliases is an additional
security feature that prevents an in-
terloper from easily identifying the
data item or event whose value is be-
ing transmitted when encryption is not
used. Aliases can also be periodically
regenerated to protect against trafc
analysis by an interloper. This defense-
in-depth mechanism is of particular
value when HTTP is used for accessing
large amounts of data. HTTP data is
typically transmitted as text, increasing
message sizes dramatically and poten-
tially reducing data transmission per-
formance signicantly. In these cases,
it may be desirable to transmit data
that is signed but not encrypted to im-
prove performance. In these cases, the
aliases are visible to interlopers.
OPC .NET lists have their own least-
privilege security mechanism. Lists have
to be separately enabled through the
manage endpoint for read, write, or sub-
scribe access. Therefore, clients cannot
issue write requests to lists that are not
write-enabled, even if the write endpoint
is open. Of course, if the write endpoint is
closed, all writes are disabled.
Automation system installations
typically require different read/write
access options for various types of cli-
ents, making these security layer fea-
tures vital for virtually all industrial
automation applications.
Conclusion
As detailed above, a primary objective
of OPC .NET is to provide secure access
to OPC servers through an OPC .NET
wrapper. OPC .NET achieves its secu-
rity through a combination of three
features.
First, OPC .NET leverages the Micro-
soft .NET architecture and WCF to en-
able secure communications. As a re-
sult, OPC .NET is the beneciary of the
evolution of Microsoft security, allow-
ing it to keep up with improvements
in the industry without requiring code
changes.
Second, in addition to security fea-
tures of the Microsoft .NET architec-
ture, WCF allows servers to be self-
hosted as a service or hosted in IIS.
This provides greater exibility in how
OPC .NET wrappers are deployed and
also simplies setting up rewall rules,
requiring only a single port for HTTP
access and another port for TCP access.
Third, OPC .NET enhances Microsoft
security with its own defense-in-depth
security layer that can be congured
to meet the specic needs of an in-
stallation. These features are designed
to implement least-privilege security
concepts to further lock down secu-
rity when accessing OPC servers. Com-
bined, these three features provide
secure access to OPC servers that are
simple to install and maintain.
Information regarding the down-
load of a production-level OPC wrap-
per and client helper code can be
obtained from the OPC Foundation
(www.opcfoundation.org). The OPC
Foundation OPC .NET wrapper is free
to its members, and installation takes
only a few minutes. The client helper
code is freely available to everyone,
not just OPC members, and simplies
writing client applications. n
ABOUT THE AUTHOR
Lee Neitzel, senior engineer at Emerson
Process Management in Austin, Texas,
has been involved in security and net-
work standards for more than 30 years.
He has worked on IEEE 802, FDDI, Field-
bus Foundation, and OPC standards. He
is currently the IEC project leader for in-
tegrating the WIB Process Control Do-
main Security Requirements for Ven-
dors specication into the IEC 62443
and the ISA-99 security standard.
RESOURCES
Six steps to control system
cybersecurity
www.isa.org/link/InTech/SixSteps
Focus on OPC
www.isa.org/link/InTech/FocusonOPC
Defense in Depth
www.isa.org/link/DefenseinDepth
OPC .NET has the ability to
control security by read,
write, and subscribe op-
erations, and is provided
royalty-free for use with all
OPC .NET servers, including
the wrapper.
As the revitalization of American manufacturing gets underway, the lack
of up-and-coming talent is cause for alarm. One company is reversing
the trend by taking a 21
st
-century approach to the development of its
process-automation professionals.
As technology galvanizes the resurgence of American
manufacturing, it also adds urgency to the industrys
growing need for new talent. Thats why MAVERICK
Technologies makes no small fuss about the
importance of its employees both current and future.
The global manufacturing automation firm strongly
believes that people are the driving force behind the
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by empowering its employees to reach their full
potential and fostering their professional growth.
Take a look at how MAVERICK, in its goal to be
the employer of choice, is filling its ranks with
manufacturings finest automation talent.
Process-focused development
To develop real problem-solving professionals,
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BARRIER TO EXPANSION*
Real-world application
Unlike many other automation companies,
MAVERICK doesnt offshore talent, allowing entry-
level workers to partner with mentors and get real
hands-on experience right away. And to help new
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most students arent taught in college.
Continuous improvement
MAVERICKs proprietary skills database helps
employees identify cross-training opportunities and
allows them to track their skills development over time.
Access to outside resources
MAVERICK partners with outside organizations
and associations such as the International
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party certifications. ISA programs balance theory
and hands-on lab work to help employees become
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MAVERICK is committed to nurturing the
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19
LOCATIONS GLOBALLY
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Visit joinmaverick.com to learn
more about our current career
opportunities and the culture at
MAVERICK Technologies.
Out of all the energy consumed by U.S. manu-
facturers annually, induction motors make up
50 percent of the load. Of that 60 MWh aggregate
number, motors would account for 10 MWh.
There are two inherent design limitations to
induction motors that pertain to efciency and
energy consumption:
l Motors are rated to operate at one speed.
They can be very efcient at this one speed;
however, their efciency drops signicantly
when mechanical or resistive means are used
to vary motor speed.
l Because motors are heavily inductive loads,
they have a power factor that is less than one.
The advent of adjustable frequency drives in
the 1970s and 1980s provided the rst economi-
Drive
energy
savings
By Oreste Rusty Scioscia Jr.
Improve motor performance
and lower downtime
Approximately one-third of total U.S. delivered energy in 2012, 23.6 quadrillion
Btu [British thermal units], was consumed in the industrial sector, which includes
manufacturing, agriculture, construction, and mining, according to the U.S.
Energy Information Administration. To put this in perspective, the average annual
energy consumption for a U.S. household is roughly 10.8 megawatt hours (MWh)
of energy. If the total U.S. power consumption for 2012 were split up among
every U.S. household, each household would be using 60 MWh annually, with
manufacturing accounting for 20 MWh of this.
Figure 1. Motor electricity use as a percentage of delivered energy by each industry
Source: U.S. Energy Information Administration
Figure 2 shows the
motor circuit. The
current equations
highlight the current
through the circuit (I
1

is the stator current,
I
M
is the magnetizing
current, and I
2
is the
rotor current).
Figure 3 depicts the intensity of magnetic
elds within a motor. These elds are constantly
changing, and every motor uses magnetizing
current to create them. The horsepower (hp) of
the motor, its geometry, the material it is made
of, and a number of other factors determine the
amount of magnetizing current it requires to
create these magnetic elds.
Some utilities have limits on the amount of
magnetizing current that can be drawn by a cus-
tomer. If customers exceed this limit, then the
utility will bill them to correct the power factor.
Capacitors or other more advanced power factor
correction systems can be used to mitigate the
magnetizing current that is drawn from the utility.

Adjustable frequency drives help to remove
FACTORY AUTOMATION
FAST FORWARD
l Understand how drives work to improve
energy efciency and optimize system
performance.
l Control motor speed and reduce your
utility bill.
l Adjustable frequency drives net signicant
energy savings and cut downtime.
cally viable method for circumventing these
limitations. Using adjustable frequency drives,
industrial facilities can control motor speed and
the utility side power factorincreasing energy
efciency and providing greater control of their
processes. The return on investment for purchas-
ing adjustable speed drives is typically between
12 to 18 months, depending on motor utilization.
Motor basics
Dening speed
The speed of an induction motor is governed by
two attributes: electrical driving frequency and
the number of poles. In the U.S., a motor that is
connected directly to the utility will have a driving
frequency of 60 hertz (Hz). With a standard four-
pole motor, the revolutions per minute (rpm) are
1800, calculated with the following formula.
Using a motor at its rated speed results in an
efciency rating close to the manufacturers
specications. However, situations arise where
an operator would like to change the motors
speed. For example, a hydraulic pump operator
installs a ow-limiting valve to be able to control
the ow of water from the pump. In this case, us-
ing the valve is analogous to driving a car with
the pedal to the metal and varying the vehicles
speed with the brake. In both casesdriving with
the brake on and adjusting a motors speed with
ow-limiting valveenergy usage is inefcient.
A motors efciency can be kept at a maxi-
mum by allowing it to turn at its rated speed,
which is determined by the equation above.
By adjusting the driving frequency delivered to
the motor, the motor speed can be controlled
and changed, while avoiding the use of a valve
or mechanical brake. This is precisely what an
adjustable frequency drive does.
Power factor control
Motors operate by utilizing magnetic elds. The
specics of how this works is not as important
as realizing what producing a magnetic eld
entails. There are two kinds of current that the
motor uses: rotor current and magnetizing cur-
rent. The motor uses the rotor current to produce
torque. Magnetizing current is used by the motor
to create the magnetic elds. The ratio between
the magnetizing current and the total current
which is the sum of the rotor and magnetizing
currentsdetermines a motors power factor.
I1 R1 jX1
I2 jX2
R2
s
E1
R
C
I
M
jXM
V
+
+
_
_
Figure 2. Equivalent circuit for an AC induction motor
Figure 3. Magnetic elds in a motor
the need for capacitors. When a mo-
tor and an adjustable frequency drive
combination is used, the drive is in-
stalled between the motor and the util-
ity. Because the drives power factor is
typically no lower than 98 percent, it
acts as a buffer. Therefore, the utility
will not be able to see the low power
factor of the motor, and no additional
capacitor banks need be installed.
Understanding adjustable
frequency drives
Drives consist of four main sections: a di-
rect current (DC) rectier, a DC bus, an
inverter, and a microprocessor. Three-
phase or single-phase power from a 60
Hz alternating current (AC) source is
fed into the input of the drive. An AC-to-
DC converter (or rectier) converts that
alternating current into direct current;
typically, a rectier uses six diodes to
make this conversion. After this energy
is converted, it is stored on the DC bus.
The DC bus consists of capacitors, which
keep the power factor of the drive close
to one and remove the need for external
capacitors on motors with a low power
factor, as specied by the utility.
The DC bus is used to regulate or
maintain a consistent DC voltage and
feed the inverter section of the drive.
The inverter uses the switching capa-
bilities of insulated gate bipolar transis-
tors (IGBTs) to convert the DC bus volt-
age into pulses, simulating an AC sine
wave. The output frequency and volt-
age to the motor is adjusted by varying
the duration of each IGBT pulse; this is
where the term pulse width modula-
tion (PWM) comes from.
Finally, the microprocessor (not
shown in gure 4) interprets user
commands through a keypad, input/
output terminals, or communication
protocols and regulates the modula-
tion of the IGBTs. A simplistic diagram
of an AC adjustable frequency drive is
shown in gure 4.
Speed and torque control
Adjustable frequency drives enable
users to adjust the speed of motors
without additional mechanical means.
They also provide constant torque,
maintaining a consistent speedeven
while the load changes. An escalator
is a great example of this feature. Es-
calators maintain a constant speed; it
does not matter if one person or twen-
ty people are riding at the same time.
Likewise, drives can monitor the load
and adjust dynamically to maintain the
speed. Programmable logic controller
like functionality is also incorporated
into some drives. Both digital and ana-
log inputs and outputs are common
to most adjustable frequency drive
platforms. This allows both simple and
complex control logic to be added into
drive operation. For example, drives
can change the motor speed based on
predetermined changes to conditions
in their operating environments.
Less mechanical stress and lower
current draw
Drives also help to reduce the me-
chanical and electrical stresses on the
facilities infrastructure. Across-the-line
starting can create large instantaneous
torsion, friction, and tension strains on
motor shafts, linkages, belts, and cou-
plers. The instantaneous and repetitive
stress can lead to premature failure of
these devices. Further, it can draw an
excessive amount of current, up to 13
times the motors full load amps (FLA),
depending on the NEMA type of motor
being used.
Typical NEMA style-B squirrel cage
induction motors will draw up to six or
seven times the motors FLA. The inrush
of current on larger loads can drain a
facilitys electrical capacity and create
numerous problems, including contac-
tor dropouts, light sags, and disruption
to information technology networks. In
addition, some electrical utilities charge
facilities based on peak demand usage.
Large inrush currents or multiple mo-
tors starting at once can easily exceed a
facilitys capacity and lead to excessive
peak demand charges. Furthermore,
most drives operate on the linear slope
of a motors torque/speed curve by
matching the electrical and mechanical
frequency of the motor. This produces
more torque per amp than an across-
the-line starter, thus maximizing the
power being used.
An exploration of a typical torque-
versus-speed curve (gure 5) for a
NEMA B motor helps illustrate this.
Ideally, the motor operates in the lin-
FACTORY AUTOMATION
Line
voltage
Converter Inverter
AC/DC
DC bus
DC/
PWM
Motor
Figure 4. Basic conguration of an adjustable frequency drive
Figure 5. Typical torque-versus-speed curve for a NEMA B motor
ear portion of the torque-versus-speed
curve. This supports rated torque and
efciency. However, when a mechani-
cal brake is used, motor performance
moves left, out of this high efciency,
linear regionover the maximum
torque humpand into the nonlinear
region. This is where the motor draws
more amps for the torque it produces,
and the efciency drops signicantly.
Adjustable frequency drives shift the
torque-speed curve, so that the mo-
tor operates in the linear portion of the
curve. Figure 6 depicts how the drive
lowers the frequency and moves the
torque-speed curve left, so that the mo-
tor consistently operates at the maxi-
mum possible efciency.
Driving energy savings
Optimizing conveyor systems
When used in conveyor systems, drives
avoid the need for gears and clutches,
which also enable multiple speeds
within conveyor systems. Removing
gears and clutches increases efciency
and decreases the overall mechanical
components in a facilityhelping to
reduce maintenance and downtime.
In addition, when paired with sensors,
drives are ideal for conveyor spacing
applications. They can very quickly and
precisely control conveyor speeds.
Enhancing efciency in pumping
applications
To add monetary values to this concept,
consider a plant that pays $0.17/kWh
from 12 PM to 8 PM and $0.13/kWh for
off-peak times. The plant has a 100-hp
motor running 15 hours a day with a
throttling valve (three hours at 100 per-
cent, three hours at 80 percent, and nine
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Figure 6. Shift of torque-versus-speed curve as drive reduces frequency
hours at 50 percent speed). If the valve
control unit and valve were replaced with
an adjustable frequency drive to match
the required speed, the theoretical en-
ergy savings would be $2,000 per month.
These kinds of savings can be better
understood by reviewing the afnity laws
(gure 7). Then we can calculate the the-
oretical load requirements and potential
energy savings. The rst curve shows that
ow varies linearly with speed. Decrease
speed to 50 percent, and the ow de-
creases to 50 percent. The second curve
shows that pressure or head varies as the
square of speed. If we go to 50 percent
speed, we will have 50 percent ow from
the rst curve, but the pressure or head
will be only 25 percent from the second
curve. The third curve shows the power
required for a particular ow require-
ment. For this we see that energy varies
as the cube of speed. Again if we set speed
to 50 percent, we have 50 percent ow at
25 percent pressure, but at only 12.5 per-
cent power. This is where the potential for
energy saving comes. These curves apply
only to fan applications where there is no
static pressure. There are also signicant
savings to be had with pumps; however,
the curves are slightly different due to the
presence of static head.
Figure 8 shows potential energy savings
in a fan application. If a throttling device
is used to control ow, the energy used
can be described by the upper curve of the
gure. If an adjustable frequency drive is
used, the lower curve describes the energy
used. The difference is energy savings. The
gure shows that the maximum energy
savings occur when the operator needs to
reduce the ow rate of the system.
Regeneration
Centrifuge applications
Centrifuges can be large and have a
very high moment of inertia. These
kinds of loads are often used in food
processing applications (e.g., sugar
reneries). Although it takes a signi-
cant amount of energy to begin spin-
ning these large inertias, after they
begin spinning, it does not take much
energy to maintain rotation. If a facil-
ity has two centrifuges that run at op-
posing times, it will expend a signi-
cant amount of energy spinning one
centrifuge up, and then it will simply
dissipate energy as the other centri-
fuge spins down very slowly. By using
two drives with a common DC bus,
centrifuge operators can cut their en-
ergy use almost in half.
In gure 9, two centrifuges are con-
nected to their own individual inverter
units. The front end feeds electric-
ity from the utility to
power the DC bus. The
inverter powering cen-
trifuge 1 draws power
from the DC bus to
bring the centrifuge up
to full speed. When it is
time to stop centrifuge
1 and start centrifuge
2, centrifuge 1 begins to
act like a generator and
power the common DC
bus. Centrifuge 2 is then
able to spin up using
the energy from centrifuge 1. Any extra
power that is required to bring centri-
fuge 2 to full speed will be provided by
the front end to the common DC bus. In
this way, energy is recycled by using an
adjustable frequency drive with two in-
verters and a common DC bus.
Unwinders and rewinders
Another benecial application for re-
generative adjustable frequency drives
is paper slitting. In the manufacturing
process, paper is initially pressed into
wide sheets, which need to be cut into
smaller ones. This requires the paper to
be held taut as it is cut, which is accom-
plished by an unwinder and rewinder
combination. The unwinder holds the
roll of paper and acts as a brake; the
winder pulls the paper toward it and
requires a motor to apply torque. Like
the previous centrifuge example, the
unwinder provides power to the com-
mon DC bus as it is acting like a genera-
tor. The winder draws power from the
common DC bus to apply torque. The
front end keeps the common DC bus
charged, but this only requires a very
small amount of power from the utility.
Returns beyond energy savings
An adjustable frequency drive congura-
tion with two inverters and a common
DC bus provides regenerative capabili-
ties and tremendous energy savings. Be-
yond saving energy, drives also provide
torque/speed control and automation
control. These capabilities can be ob-
served in pumping applications, people
movers, conveyor systems, and many
others. Additionally, drives can also be
used as a powerful diagnostic tool to re-
FACTORY AUTOMATION
Graph A Graph B
Flow or
volume (%)
Pressure or
head (%)
Speed (%) Speed (%)
Flow
1
Flow
2
RPM
1
RPM
2
=
Head
1
Head
2
RPM
1
RPM
2
=
2
Graph C
Power or energy
consumption (%)
Speed (%)
Power
1
Power
2
RPM
1
RPM
2
=
3
Figure 8. Energy savings from using
an adjustable frequency drive versus a
throttling valve
P
o
w
e
r

c
o
n
s
u
m
p
t
i
o
n
AFD
Percent flow
Throttling valve or
damper control
Energy
savings
100
80
60
40
20
0
0 20 40 60 80 100
Figure 7. The afnity laws
cord and analyze motor load proles,
system faults data, and other operational
characteristics. An adjustable frequency
drive also has many features that help
protect the motor. With these features,
manufacturers can take steps to prevent
downtime and protect the investment
they have made in their equipment. n
ABOUT THE AUTHOR
Oreste Rusty Scioscia Jr. (RustyVScioscia@
eaton.com), a senior application engineer at
Eaton, completed his undergraduate degree
in mechanical engineering at the University
of Pittsburgh with magna cum laude honors.
He graduated cum laude from the University
of Pittsburgh in December 2013 with his mas-
ters in electrical engineering (concentrating on
electric machines and power systems). Scioscia
performed electric machine and transformer
research using advanced high-frequency mag-
netic materials under a grant from the U.S.
Advanced Research Project Agency Energy.
FACTORY AUTOMATION
Figure 9. Two centrifuges utilizing regen-
erative capabilities
RESOURCES
Annual Energy Outlook 2014
www.eia.gov/forecasts/aeo/er/
early_consumption.cfm
How much electricity does an
American home use?
www.eia.gov/tools/faqs/faq.
cfm?id=97&t=3
U.S. Census Quick Facts
http://quickfacts.census.gov/qfd/
states/00000.html
Electricity use by machine drives
www.eia.gov/todayinenergy/detail.
cfm?id=13431
Study of Novel Nanocrystaline
Material
http://d-scholarship.pitt.edu/19957/1/
sciosciao_etdPitt2013.pdf
By Chad Harper
Automation engineers
the next generation
Four myths about why we have a shortage of engineers
Myth #2: Lack of automation degrees
OK, so this one is not exactly a myth, but lets
not blow the effect out of proportion. There
have been very few attempts to pull together a
B.S. Control Systems Engineer degree or some-
thing similar. In one example, Oklahoma State
University developed an M.S. Control Systems
Engineer degree program through a collabora-
tion of their electrical, chemical, and mechani-
cal engineering departments. The curriculum
included advanced process control (APC), in-
strumentation calibration, DCS, and program-
mable logic controller programming, and other
pertinent skills. On average, there were seven
to eight graduates each year. The program was
formed in 2001, but was cut in 2008 due to lack
of funding and research revenue potential. Pro-
grams like these cost about $4 million annually,
FAST FORWARD
Discover the four myths of the engineering shortage.
Find out more about the next generation of automation engineers.
Debunk the myths surrounding the shortage of engineers.
T
here seems to be a wealth of articles de-
tailing the problems the automation in-
dustry has nding and developing new
talent. There are statistics that say there is a
shortage of STEM (science, technology, en-
gineering, and mathematics) students in our
universities, that there are not dedicated de-
grees that focus on automation, and that the
demographics in our industry will drive us off
a resource cliff. The conclusions in a lot of these
articles recommend large, high-level initiatives
to grow interest in STEM degrees at the high
school and college level and somehow change
the macro-course of U.S. education.
Forget that. We can do better, right now, with-
out sweeping changes to the U.S. educational
system or some other long-term solution. This
is our problem as an industry to x, and we can-
not afford to wait around for major changes to the
educational system. As an industry, we are part of
the problem and must be part of the solution.
Myth #1: Lack of candidates
There is no question that there is a lack of
qualied, experienced automation profes-
sionals in our industry. A quick, unscientic
search on Monster.com, using specic distrib-
uted control system (DCS) keywords, shows
that for many platforms, there is an extreme
shortage of candidates.
So the focus has shifted to how to nd and re-
cruit new graduates. There is a prevailing theory
that the lack of STEM graduates is overstated by
major information technology companies, spe-
cically to ensure that low-cost H1-B visas are
approved at increasing levels. However, if we
look at the data, in 2009 only 64 percent of engi-
neering and technology graduates were working
in a STEM eld one year after graduation.
This tells us that many STEM graduates are
not nding quality jobs and are going elsewhere
for employment opportunities.
Another factor is that the automation in-
dustry recruits a very small fraction of the
total engineering graduate population. There
is absolutely no reason we cant steal market
share from other industries and grab great tal-
ent as needed. In our recruiting efforts in just
two state universities, we routinely get more
than 80 resumes of soon-to-be-graduating en-
gineers with BCompE, BSEE, and BSChE de-
grees. If you cant nd great engineering talent
out of the universities, then there is a problem
with your recruiting efforts. Begin by examin-
ing the level of your effort and investment, and
adding a personal touch.
SYSTEM INTEGRATION
DCS candidates (degreed engineers)
350
300
250
200
150
100
50
0
DCSA DCSB DCSC DCSD DCSE DCSF
Vendor DCS platforms
N
u
m
b
e
r

o
f

c
a
n
d
i
d
a
t
e
s
Job in engineering Job in any STEM field
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Engineering graduates
Source: National Center for Education Statistics (2013)
SYSTEM INTEGRATION
so without strong industry support, they
are not viable.
The bigger problem in most universi-
ties is the undergraduate control cur-
riculum. Most control textbooks still
spend a third of the space explaining
Laplace transforms and Bode diagrams.
While a background in the theory is crit-
ical, these texts do not have the applica-
bility to real-world problems. I consider
it a bad sign when my rst comment
to prospective students is, Have you
taken your Controls class yet? Dont
worry, the job is nothing like that class.
It is one thing for the curriculum to not
prepare the students adequately, but
it is catastrophic when the curriculum
actually turns off students from the
opportunities in the industry. This is a
spot for ISA to step in and identify some
strong, applicable textbooks to push to
the universities. In my experience, the
professors know they need to update
their curriculum, but have no one to
guide them. An adjustment in the cur-
rent curriculum is denitely needed,
and an organization like ISA can offer
recommendations nationwide to make
moves in the right direction.
Myth #3: We are doomed by
demographics
This one is actually true unless we start
to reevaluate our business philoso-
phies. Over the next 10 years, a large
portion of our senior automation tal-
ent, and the intellectual knowledge
they maintain, will retire.
If thats not enough, add an increase
in U.S. capital spending due to price in-
creases overseas and the new supply of
hydrocarbons fueling domestic invest-
ment, and on top of that add the cycle
of control system migrations that have
to take place. If we stay on our cur-
rent course as an industry, we will be
in a very reactionary mode at the very
least. Costs for senior-level automation
talent will escalate to the point where
some plants may not be able to afford
the migrations and projects they need.
The solution is to readjust our busi-
ness philosophies now, before it is
too late. Changes in education and
training will only help so much, so we
need to reevaluate how we can cre-
ate senior-level talent as quickly and
completely as possible.
Myth #4: Our current business prac-
tices are not part of the problem
Throughout the recession, both pro-
duction companies and engineering
rms pared back their staffs, reduced
or stopped hiring new engineers, and
dumped all aspects of control proj-
ects on the senior-level engineers who
remained. During this will work for
food phase, senior consultants were
developing human-machine interface
(HMI) screens and doing basic input/
output conguration and loop tuning.
Several years of training
and knowledge transfer
were lost.
Now that business has
picked up, automation
companies and depart-
ments are looking to make
the best use of the top en-
gineering talent, but look-
ing for any way possible to
execute basic-level work as
cheaply as possible. This is
leading to simpler project
tasks, such as HMI devel-
opment, being offshored to
save on costs.
Although this is a decent
business model for now,
and results can be cost ef-
fective, it is breeding poten-
tially disastrous consequences. As an
industry, we have offshored all the great
assignments that entry-level engineers
can do. Our farm team or develop-
ment league has been outsourced
overseas. Entry-level engineers in the
U.S. are relegated to installers and site
acceptance test technicians to verify
work done elsewhere. Furthermore, the
project teams and tasks are so segregat-
ed that we are not effectively transfer-
ring the intellectual knowledge of our
senior resources. This is hardly a good
training model for our next generation
of control engineers.
The solution is to revamp how we
are executing automation projects in
the U.S. Integrators and end users alike
should look hard at the work they off-
shore. While it may be the most cost-
effective solution now, are you robbing
yourself of a key training and develop-
ment opportunity for new grads? Proj-
ects should be staffed correctly, making
sure that junior-level tasks are given to
junior people; senior engineers should
be freed up to mentor and train their
junior counterparts; and everyone
should be given stretch assignments to
grow their skill sets.
Is it worth making the investment to
absorb some costs in the name of train-
ing the next generation of automation
engineers? Just in case you have not g-
ured it out, the answer is yes. n
ABOUT THE AUTHOR
Chad Harper (Chad.harper@mavtech-
global.com) currently serves as the senior
director of technology for MAVERICK
Technologies, managing the subject mat-
ter experts for various control platforms.
Chad has a background in advanced
process control, DCS migrations, and
operations management. For more infor-
mation, visit www.mavtechglobal.com/
about-us/leadership-team/chad-harper/.
For information about ISA books,
please go to www.isa.org/books or
contact INFO@isa.org.
Automation engineers age
60 or over
15%
Under 29
7%
3039
15%
4049
28%
5059
35%
Source: Control Engineering Salary and Career Survey (March 2013)
siemens.com/energy/controls
In daily power plant operation, accurate measurement
of pressure, temperature, flows and levels is vital.
Siemens sets the benchmark for precision and
reliability, not only for measuring but for positioning
and controlling. Our comprehensive line of
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reduce maintenance costs and maximize your
competitive edge. With more than 160 years of power
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For data you can trust, trust your
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Put over 160 years of power plant expertise to work for you.
Leveraging
big data
in real time
By Jim Petrusich
Too often we treat databases like vaults,
when they could be more like gardens
that produce meaningful information.
M
ost manufacturing plants hold week-
ly or monthly production meetings
where they review productivity and
waste. Obviously, the reports do not let them
change what has happened in the past, yet in
most cases, they also provide little insight into
how to change the future. Many are stuck in a
paradigm of inspect and reject.
This article focuses on companies that have
switched their paradigm from inspect and re-
ject to predict and prevent using a holistic
approach to real-time analytics.
A database is not a vault; it is a garden,
says Rena Marie Pacella of Popular Science.
Too often, databases are treated like vaults.
We store information in them and draw it out
when needed. But databases can be more like
gardens, where, if cultivated correctly, they
can produce valuable, actionable information
when needed and on their own. This approach
has tremendous benets, but, historically, real-
time monitoring tools lacked the intelligence to
leverage the potential of the data.
Companies have been using real-time dash-
boards to monitor their plants for years, but in
most cases, they use simple trend charts, and
only alarm on xed limits. If information is
monitored by analytics at all, it is usually from a
single silo of information in an individual data-
base. This is one of the big obstacles for manu-
facturers, who frequently have many individual
databases, which end up more like a series of
vaults, rather than just one.
Manufacturing intelligence software is de-
signed to address this. Successful implementa-
tions are only partially about the technology,
however. Great gardens do not create them-
selves; we also have to work through our organi-
zations to set up effective implementations. So
this article will also focus on three keys to devel-
oping effective real-time analytic solutions.
Real-time alarms
Many plant operators are ooded with alarms
on production line consoles or control room dis-
plays. Frequently these signals are just ignored.
According to Yiqun Ying, senior staff process
control engineer at Huskys Prince George ren-
ery, Some alarms dont mean anything, and the
operator doesnt have time to respond. They just
hit the keyboard and acknowledge it, and some-
times hit repress. Other companies tell similar
stories. Before DuPont began to overhaul its
alarm management system, it sometimes had
150,000 alarms going off per week.
If databases are like gardens, then these gardens
are full of weeds. Showing excessive alarms to op-
erators can be detrimental for two reasons. Op-
erators may see something and take action when
there is nothing wrong. People are amazingly good
at nding meaning in data where no meaning re-
ally exists. With the new world of big data, we are
lling our plants with more and more sensors and
capturing much more data. We should expect to
nd more and more false positives.
Placing more and more alarms in front of
operators will also make them more likely to
overlook critical alarms in the sea of noise.
Knowing which alarms to pay attention to,
when 150,000 are going off per week, is quite a
challenge. We need to lter out the noise and fo-
cus on signicance.
Big data and manufacturing intelligence
Manufacturing plants are used to working with
many specialized databases: manufacturing
execution systems/manufacturing operations
management, distributed control systems, en-
terprise resource planning (ERP), quality sys-
tems, lab information management systems,
historians to capture process data, and more.
Manufacturing intelligence software allows
companies to analyze their most important
FAST FORWARD
l Manufacturing intelligence software addresses the need for a holistic
perspective with real-time analytics.
l Too often we treat databases like vaults, when they could be more
like gardens that produce meaningful information.
l This article highlights a project at Dow Chemical that set up and
cultivated a powerful real-time analytics system that produced
impressive results.
Changing the paradigm from inspect and reject
to predict and prevent
AUTOMATION IT
AUTOMATION IT
parameters, no matter where the data
is located. The traditional method for
doing this was to copy data from each
of the individual databases into one of
the other databases. Frequently people
chose the ERP system or historian.
This method has several challenges.
For one, replicated data tends to devi-
ate over time, as corrections and ad-
justments end up creating two versions
of the data. Additionally, these are not
trivial projects and usually take years
to implement. By the time the data is
ready to be analyzed, the data analysts
may have already retired . . . and not
just for the day. Finally, these databases
store information in very different for-
mats. Whether a company has ve, 50,
or 500 plants, no two seem to be at the
same level of automation, measure the
same variables, or even make the same
products. So the projects frequently be-
come colossal.
Technology today now allows com-
panies to analyze the data in real time
without copying the data into yet an-
other database. The software polls
the appropriate data, runs calcula-
tions, and produces real-time ana-
lytic alarming. Using this technology,
companies have achieved meaningful
results very quickly.
Dow Chemical has been rolling out
these types of analytics systems and
achieving impressive payback. Lloyd
Colegrove, who directs the Analyti-
cal Technology group at Dow, stated,
This is very cost effective, because we
are already generating the data. We are
already spending the money on the in-
frastructure for the data. Why would we
spend all that money and not look at
the data in a new and better way?
Creating successful projects also re-
quires thoughtful planning and imple-
mentation. Below are three key methods
that Dow and other companies are using
to set up these systems. The project de-
scribed was the initial implementation in
one of Dows largest business units.
Three keys to successful solutions
Create a parameter-centric model.
When Dow formed a team of experts at
the beginning of its project, their rst
task was to limit the parameters they
would track. They wanted to focus on
the vital few that had the biggest im-
pact on product quality and plant ef-
ciency. This meant they would alarm
on possibly 35 to 50 parameters, rather
than the thousands that were being
tracked by all the databases. This was
not an easy task, as they had to argue
and agree on each. Yet they found that
when the team nished this step, the
business unit had already beneted.
Even before deploying any technology,
everyone could see the most important
variables to pay attention to.
With this list in hand, they next fo-
cused on how they would dene real
time. One of the members of the team
described his perspective in three cat-
egories: First, there is short-term trans-
actional data that is usually the focus
of operators. Next, there is medium-
term tactical data, which might be used
more by supervisors and management.
Finally, there is longer-term strategic
data. Each real-time context has im-
portant value, so the Dow team de-
cided to measure the same parameters
over multiple denitions of real time.
What they found was alarms that trig-
gered in shorter-term transactional or
tactical dashboards let them quickly ad-
dress real issues, but longer-term drifts
in the process only showed up in the
long-term strategic dashboard. Each of
these dashboards had additional con-
text that provided a better view than had
ever been achieved before.
Leverage the protocol plan. One of the
objectives of the project was to work
toward replacing the existing proto-
col plan. The company followed a set
of procedures, maintained in an Excel
1. Create a parameter-centric
model.
2. Leverage the protocol plan.
3. Reduce the noise.
Three keys to successful
solutions
AUTOMATION IT
spreadsheet, for each situation that
might occur in the plant. Over time this
spreadsheet became complex, and yet
one person maintained it. Most people
felt that nobody would be able to modify
or maintain the spreadsheet if this indi-
vidual ever left the company. The plan
was to convert the protocol plan into
new congurable-off-the-shelf software,
which others could maintain. Yet they
also realized that they only had one pro-
tocol plan. Now that they had multiple
denitions of real time, they found there
was no protocol plan in place for longer-
term drifts in the process. So the team
began creating and modifying a new
protocol plan to address this.
Finally, they wanted a plan to le-
verage assignable cause/corrective
action (AC/CA) data stored in the
dashboard system. When the team
met each month, they reviewed how
the new protocols were performing
compared to the old ones. The dash-
boards gave the guidance needed
to make adjustments. If operators
had not followed the protocols, they
could also review this, as the AC/CA
data showed exactly what action was
taken in each situation. In some cas-
es, operators chose not to follow the
protocol and thought they had better
knowledge about the situation. When
this happened, the team could review
the actions. If the actions outper-
formed the protocol, these situations
were reviewed as potential candi-
dates for new protocols. If the actions
underperformed the protocol, then
the dashboards were used as training
data to show the operators that they
underperformed the protocol. Using
these methods, the plant will contin-
uously improve over time.
Reduce the noise. First, Dow accom-
plished a major step toward reducing
noise. By limiting the parameters to
the vital few, they could focus on the
most important information without
being distracted. Yet not all parameters
were treated equally. In some cases,
they wanted to trigger alarms based
on specic pattern rules, while others
might be triggered based on statisti-
cal process control (SPC) violations or
specications. Only actionable alarms
would be shown to the operators, and
there was a protocol for each alarm
shown.
Next they grouped alarms by type
or location, so that only one alarm
might be visible for a category of sen-
sors. If this alarm went off, the opera-
tor could click on the indicator and
drill into the specic location of the
individual parameter. This eliminated
the noise of having many tags on one
screen, while keeping the power of the
system intact. Finally, they worked on
the email and short message service
(SMS) notication systems for alarms.
This is an area that usually requires
some tweaking over time, because
too many electronic messages cause
people to ignore the whole method of
communication.
The project in this plant was evaluated
over one year. During this period, the
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AUTOMATION IT
plant had the longest catalyst run ever,
both in terms of time and product gen-
erated, and they could see value almost
immediately. When the dashboard was
rst displayed to the team, one of the
members asked if the data was live or a
prototype. When he was told it was live
data, he remarked that the plant was ig-
noring a key parameter. He emailed the
plant immediately after the meeting.
The next time the group met, everyone
could see not only that the adjustment
had been made right after the previous
meeting, but also that the plant was
more in control as a result. Dashboards
also generated many conversations
among the team members, because
certain situations required actions that
required compromises.
According to Mary Beth Seasholtz,
senior data scientist at Dow Chemical,
the business unit experienced more
than just a new technology advantage.
There was a culture change away from
an inspect and reject (or in their case
downgrade) paradigm to a collaborative
process that was more focused on using
real-time analytic dashboards to predict
and prevent events from occurring in
the rst place. This was the major win.
By using technology and doing care-
ful planning, Dow developed a powerful
manufacturing intelligence system in
one of their largest plants. Yet one nal
observation should be noted. The team
that was formed was essential to the
success of the project. In some cases,
projects are initiated with a plant and
can achieve success. Yet without fully
engaging the right resources, projects
can lose their sponsorship and funding
and never reach their full potential. Sim-
ilarly projects pushed down from head-
quarters can also miss the mark. With-
out engaging plant expertise, the project
may fall at. Most importantly, the com-
bined perspective of a broad core group
of individuals who can contribute key
insights to the process will most likely
develop the most effective solution. The
team motto: Where data is working for
us, and we are not working for it. n
ABOUT THE AUTHOR
Jim Petrusich is a vice president at NWA
Software and a frequent contributor to
the global discussion of real-time analytic
monitoring systems. He has worked on
implementing real-time systems in manu-
facturing, transportation, energy, and de-
fense projects in more than 40 countries.
RESOURCES
Its Hard to Keep a Bad Alarm Down
www.automationworld.com/control/its-hard-
keep-bad-alarm-down
DuPonts Alarm Management Plan
www.automationworld.com/control/duponts-
alarm-management-plan
www.ultra-3eti.com/getsecure
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our proven, cybersecurity products and services for industrial systems. Speak to a security advisor today to learn more.
How I caused an oil slick
with my laptop and an
internet connection.
JUST BECAUSE I COULD.
FAST FORWARD
l Workows are a graphical orchestration of systems,
people, and machines; this approach is now available to
manufacturing systems.
l Using a workow-based approach, companies can extend
and leverage existing purpose-based systems, expose new
functionality that was too complex to capture before, and
keep nimble for evolving business needs.
l Because the logic in workow systems is graphically
based, departments, managers, and operators can achieve
a new level of collaboration during the coding and exe-
cution process. (The coding does not require a developer
background.)
Using
workow
to achieve
business
integration
Greater exibility, less effort,
and better collaboration
By Jimmy Asher

here are many issues facing manu-
facturers today: increasing regula-
tion, a changing workforce, and
unprecedented demands for opera-
tional performance. As these factors
affect a businesss bottom line, individual depart-
ments have sought out processes and systems to
remove or mitigate the impact of their associated
constraints. However, typically these processes
or systems only address a particular departmen-
tal need, optimizing a portion of the enterprise at
the expense of the whole. For example, the qual-
ity department may seek a quality management
system (QMS), or the operations group may im-
plement a performance management system to
track operational metrics.
As manufacturers evolve, they need a more
holistic understanding. It is the combination of
the shared data from all these systems that deliv-
ers the information needed to react to business
events or eventually predict future business per-
formance. In the past, it was acceptable to arrive
at this combined informational understanding
via reports from each of the systems, which were
passed between departmental managers. With
market demand for decreased lead times, this in-
formation must be shared in near real time.
Business system integration has come a long
way from the early days of computer systems.
Originally, users had to enter data twice to get
information from one system to another. As
computer systems progressed, information
technology (IT) began to reduce this effort via
integration projects. These early integration
projects, which took years to complete and
were often obsolete before the integration was
complete, now have been replaced by more suc-
cessful projects requiring less than a year. This
performance increase is largely due to the stan-
dardization of data in the manufacturing space,
with standards like ISA-95 and efforts of the
Manufacturing Enterprise Solutions Associa-
tion. Technology increases for computing plat-
forms have also assisted, as most systems now
communicate via Ethernet.
T
S
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5
Traditional business integration
Over the years, business integration has evolved.
There are now several common approaches.
Point-to-point
Traditional business integration often in-
volves point-to-point integration via a client
and server paradigm. The server needs to be
aware of the client, and the client aware of
the server, with a commonly defined proto-
col to communicate. This approach gets very
complicated the more systems participate
(figure 1).
Each system client/server has its own data
schema and interface method. Maintaining this
paradigm is complex. As a system is updated or
replaced, all the systems need to be updated.
Because manufacturing systems need to be re-
active to the needs of the business, new prod-
uct information must be reected in each of the
systems and interface methods.
Extract, transform, and load
Propriety communication methods gave way
to database integration, still with the above
point-to-point integration. Extract, transform,
and load (ETL) is used to migrate or share data
from one database to another.
l Extract: read the data from the database
l Transform: convert the extracted data from its
original form into the target form
l Load: write the data into the target database
In a point-to-point integration, each system
must maintain several ETL methods (one for
each integration).
Enterprise application integration
Enterprise application integration (EAI) uses
methods such as ETL, however, with a central
hub that handles the data. While an improve-
ment, the ETL method is often mixed with ap-
plication logic (gure 2).
Service-oriented architecture
IT has combated the limitation of both point-
to-point and EAI with a service-oriented archi-
tecture (SOA). This approach uses services to
loosely couple units of functionality that can
implement an action (gure 3). Although SOA
addresses connectivity, it does not address the
need for orchestration logic. This requires the
Figure 1. Point-to-point
Figure 2. Enterprise application integration. This traditional
approach still uses point-to-point integrations between systems,
often deploying ETL methods.
Figure 3.
Service-oriented architecture
integration transformation and or-
chestration logic to be placed within
individual systems.
The challenge
As you can see, a number of approach-
es may be used to convey information
from one business system to another.
A typical manufacturing plant has sev-
eral manufacturing applications, such
as product life management (PLM) and
enterprise resource planning (ERP);
a manufacturing execution system
(MES), advance planning and schedul-
ing (APS), and a quality management
system (QMS); and the programmable
logic controller/human-machine in-
terface (PLC/HMI). Figure 4 is an over-
view of some of the applications.
The systems play different roles
within the organization, but with de-
creasing time to market and increased
production rates, they need to share
information. Enterprise applications
typically are capable of communicat-
ing via an SOA approach (enterprise
service bus [ESB]), enabling them to
share data with each other. However,
manufacturing systems, for a variety of
reasons, do not participate in the ESB.
Beyond the technology of integration,
the value of the integration is sharing
data to enforce or aid in a business pro-
cess. This business process may involve
systems, equipment, and people.
What is workow?
Workow is a series of event-triggered
tasks or actions within an organization
to produce a nal outcome. The actions
may be performed by people, systems,
or machines. Workow is a way of de-
scribing the order of execution and the
dependent relationships between both
long-running and short processes with-
out the need to dictate coding details.
This orchestration manifested itself in
businesses with business process man-
agement systems. These same concepts
are now available in the manufacturing
space with purpose-designed workow
engines that have the added consider-
ation of robustness, speed, and quick
deployment that manufacturers need.
An example workow scenario
Figure 5 represents a simple process
that runs every time a changeover oc-
curs on the factory oor. This process is
triggered by a machine event request-
ing changeover. Following the process,
the system obtains the discrete sched-
ule from the APS. It then processes the
schedule, looking for the order with
the highest priority allocated for that
machine cell (which is presented and
veried by the operator in
this case; however, it may
be completely automatic in
some cases). It then loads
the specications and reci-
pes from the PLM system.
Next, the process order is
started at the machine cell.
Once production begins,
consumption of raw mate-
rials is updated in the ERP
system. Also during the pro-
duction process, the inspec-
tion plan is retrieved from
the QMS. Depending on the
inspection plan, a sample
may be taken, and the results
automatically posted to the
QMS (during the UpdateIn-
spection step). Once the
production is complete for that partic-
ular production order, the production
counts are updated in the ERP system,
and the QMS records are marked with
the corresponding status.
In the execution of this handful of
steps, this process interfaced with:
l APS
l PLM
l ERP
l PLC/HMI
l People
The example in gure 5 illustrates
the capability of workow systems to
capture the business process. But in
addition to that, each one of the ac-
tions is interfacing with a different
system. It is important to note that the
method used to interface with the cor-
responding system is independent of
the integration method. The ERP sys-
tem is interfaced via an ESB method,
and the QMS system is an ETL.
Because of this abstraction, manu-
facturers can choose to upgrade a point
system with minimal impact. The Up-
dateInspection action in gure 5 is val-
Figure 4. Manufacturing applications
These . . . concepts are now available in the manufacturing
space with purpose-designed workow engines that have
the added consideration of robustness, speed, and quick
deployment that manufacturers need.
Figure 5. Example workow
Global manufacturer of process control
and factory automation solutions
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id, no matter which QMS system or in-
terface is used. This allows any system
to be decomposed into two elemental
transitionsactions and eventsfor
each type of functionality needed. To
aid in this decomposition process, you
can use the standards, such as OAGIS
from the Open Applications Group.
As the actions in the model represent
the true business value of the system,
they can be combined in such a way
that a new process can be quickly and
easily enforced. Workow can also le-
verage traditional concepts, such as
SOA and ETL, while providing true
business orchestration.
Conclusion
Business system integration is evolv-
ing; however, manufacturing must
contend with a variety of integration
methods. The orchestration of busi-
ness processes is what drives the value
of the integration. This orchestration
needs to be quickly modiable in to-
days manufacturing landscape.
A workow-based approach is an al-
ternate method of business integration
that allows greater exibility. Workows
can wrap existing purpose-based sys-
tems, allowing for easier integration
while, at the same time, remaining ex-
ible for evolving business needs. Beyond
this added exibility, an approach will
be identied that allows subject matter
experts to create the integration with-
out a separate IT effort. Workow-based
integration allows a purpose-based sys-
tem to be extended to maximize value in
ways not possible with traditional busi-
ness integration methods. n
ABOUT THE AUTHOR
Jimmy Asher (jimmy.asher@savigent.com)
is the director of product strategy for Savi-
gent Software. Asher has been active in
manufacturing and systems integration
for more than 20 years. A mechanical
engineer, he started his career in ma-
chine design and robotics; as his career
progressed he focused more on controls
systems and integration. He has many
years of experience programming PLC,
HMI, DCS, and MES systems in a variety
of discrete and process industries across
many industry verticals, both regulated
and nonregulated. This experience has
also allowed him to manage projects as
an owners agent and technical architect,
determining a path to elevate information
from the shop oor to a higher level for
better business decisions and actions. Visit
his blog at http://blog.savigent.com/.
This article is based on the presenta-
tion Jimmy Asher made at ISA Automa-
tion Week 2013 Nashville, Tenn.
RESOURCES
ANSI/ISA-95.00.01-2010 (IEC 62264-
1 Mod), Enterprise-Control System
Integration Part 1: Models and
Terminology
www.isa.org/link/InTech/ISA95Part1
ANSI/ISA-95.00.02-2010 (IEC 62264-2
Mod), Enterprise-Control System
Integration Part 2: Object Model
Attributes
ANSI/ISA-95.00.03-2012 (IEC 62264-
3 Modied), Enterprise-Control
System Integration Part 3: Models
of Manufacturing Operations Man-
agement
ANSI/ISA-95.00.05-2013, Enterprise-
Control System Integration
Part 5: Business-to-Manufacturing
Transactions
When Worlds Collide in Manufac-
turing Operations: ISA-95 Best
Practices Book 2.0 by Charlie
Gifford, ISA, 2011
www.isa.org/link/InTech/worldscollide
OAGIS Release 9.0. Open
Applications Group, Inc., 2005
http://www.oagi.org/dnn2/
A workow-based approach is an alternate method of
business integration that allows greater exibility.
The future of calibration is integration
By Raimo Ahola
Just like any other business
function, calibration procedures
need to be more streamlined,
automated, and integrated to
achieve improvements in
quality and efciency.
executive corner | Tips and Strategies for Managers
T
he need for calibration from the viewpoint of
the reliability, repeatability, and accuracy of a
measurement has been around for thousands
of years, with various requirements and control-
ling systems. In todays calibration environment,
there are basically two types of ofcial require-
ments for calibration: International Organization
for Standardization (ISO) standards and regulatory
requirements. The greatest difference between the
two is simpleISO standards are optional, and regu-
latory requirements are mandatory. A small human
error or the failure of an instrument in a pharma-
ceuticals plant could adversely affect the health of
thousands of people. This is why pharmaceutical
manufacturing is one of the most stringent, highly
regulated industries in the world. The third, newest,
and ever-increasing requirement for calibrationor
more precisely, requirement for the implementation
of a calibration solutionstems from the demand
for higher efciency, reliability, and quality of all in-
dustrial processes. Fewer
people must do more
with fewer errors and less
paperwork. Efcient au-
tomated calibration pro-
cedures together with the
most advanced integrated
solution are the best way
to tackle the challenge.
During the past few
years, we have conducted
wide global surveys of process manufacturing com-
panies to identify the main challenges in calibration
in various industrial sectors. A high proportion of
the respondents have agreed that documentation
related to instrument calibration takes much time
and effort. More than a third of respondents have
said that documentation errors, which closely
relate to the overall quality and accuracy of calibra-
tion records, were an issue for their organization.
Regardless of the type of company, a higher level
of integration and automation is in the top three
of all responses. All this is understandable, taking
into consideration the following: A large produc-
tion plant can have thousands of instruments that
require calibration. If they need to be calibrated
once a year, thousands of calibration reports are
needed. In addition, all of those calibrations must
be planned around normal workow, and informa-
tion about all instruments must be documented.
The traditional method of calibration manage-
mentusing pen and paperis still the most com-
mon. Once the report is written, it is put into an ar-
chive. This method is time consuming, fraught with
errors, and unhelpful for later analysis of the in-
formation. Another common method is self-made,
computer-based systems, such as an Excel le. In-
formation is stored in an electronic format, but the
process of documenting calibration information is
still slow and prone to human error.
At this very moment, many companies are deal-
ing with challenges, such as the need to simplify
and streamline work processes, cut production
downtime, and eliminate double work. These chal-
lenges exist in every function, and they all can be
tackled by improving the level of system integration
and automation. Calibration systems are no differ-
ent. They can no longer be considered isolated,
stand-alone systems or work processes within a
company or a production plant. Just like any other
business function, calibration procedures need to
be more streamlined, automated, and integrated
to achieve improvements in quality and efciency.
An integrated calibration solution is integrated in
several directions. Calibration software, which is
used for planning, documenting, and managing
calibration assets and procedures, is at the heart
of the calibration system. The most signicant form
of integration is between calibration software and
documenting calibrators. This combination alone
automates many calibration and documentation
procedures. The second type of integration is be-
tween the calibration system and maintenance
management systems. This integration ensures
that the calibration system is an integral part of the
companys management system.
I have no doubt that the future of calibration in-
cludes a higher level of integration and automation. n
ABOUT THE AUTHOR
Raimo Ahola, Ph.D. (Eng.), (raimo.ahola@beamex.
com), is the chief executive ofcer of Beamex Group
(www.beamex.com). Beamex is a worldwide pro-
vider of integrated calibration solutions that meet
even the most demanding requirements of pro-
cess instrumentation. Beamex offers a comprehen-
sive range of products and services: from portable
calibrators to workstations, calibration accessories,
calibration software, industry-specic solutions, and
professional services.
M
odern control systems are so-
phisticated assemblies with var-
ied state-of-the-art technolo-
gies. Implementing these systems requires
a team of technically gifted technicians
and engineers who welcome the challenge
of taking the often disparate pieces of a
complex system and merging them into an
integrated control system.
Although these teams can resolve high-
tech matters, they do not always adapt to
the less technical requirements of project
management. The project managers fo-
cus on controlling schedule, budget, and
scope is often viewed as a disruption to
the technical, or real work, of designing,
programming, and deploying the system.
The truth is, consistent project success
requires strong technical skills and good
project management practices. The proj-
ect manager should apply a focused man-
agement process that addresses the criti-
cal needs of good project management
practices while minimizing the disruption
to the technical work being performed.
The following is a list of key compo-
nents that are the basis of a sound system
integration project management plan.
1. Project goals denition. The proj-
ect team must clearly dene the projects
functional, schedule, and nancial goals,
and determine a method for conrming
that these goals have been achieved. The
time expended dening goals pays signi-
cant dividends later by keeping the team
focused only on those tasks required for
success on the project.
2. Project schedule. Albert Einstein
once said, The only reason for time is
so that everything does not happen at
once. Every project is made up of a list
of tasks that must be done before the
project is complete. The project schedule
distributes the list of project tasks over
the time available. This can be a challenge
in the systems integration arena, where
there are signicant external dependen-
cies beyond the control of the project
team. However, even a fundamental list
of properly sequenced tasks with planned
durations can be invaluable when con-
centrating the project teams efforts on
the immediate tasks at hand.
The project schedule is a living docu-
ment, regularly updated to capture proj-
ect progress. It plays a critical role in the
project managers ability to document and
mitigate the impact of any delays.
3. Project risk. Once the goals and the
schedule are dened, the next step is to
identify all threats to achieving the estab-
lished goals. This includes developing a
list of risk items and a mitigation strategy
for each. The most overlooked step is a
quantitative evaluation of the potential
impact of each risk item to the success of
the project. It should include an estimate,
in terms of time and cost, of the worst-
case scenario for each item.
Project risk analysis should drive the
extent to which time and resources are
expended to mitigate. Too often, effort
is expended to address a high-prole or
emotionally charged risk item that is per-
ceived as a considerable danger to the
project. However, if accurately quanti-
ed, it may be determined that the actual
threat is less damaging than the disrup-
tion caused by the mitigation effort. In
these cases, it is best to take no action
and simply deal with the situation when
and if it occurs. The project risk list is also
a living document to be reviewed and
maintained throughout the project.
Once the dening tasks are complete and
technical work has commenced, the project
manager must shift to controlling the proj-
ect within the established parameters.
4. Project team meetings. Communi-
cation between team members can be a
challenge. The project manager should de-
ne a regularly scheduled time for the team
to discuss the status of the project. During
these meetings connections between the
work being performed and the goals of the
project are conrmed, and the schedule
and risk items are reviewed and updated.
The duration of project team meetings
needs to be xed, so that team members
can plan for the time required. Typically a
one-hour meeting once a week is all that is
needed to keep the project on track. How-
ever, this may be adjusted depending on
the size and phase of the project.
5. Documentation. Good communi-
cation practices must also include docu-
menting the project from start to nish,
including updates to the schedule and
risk items, along with meeting minutes,
notice letters, and notes conrming oral
conversations. Documentation efforts will
seem tedious and of minimal value. How-
ever, the lack of proper documentation is
an insurmountable obstacle to recovery
efforts if the project drifts off track due to
disputes, disruptions, or changes to the
makeup of the project team. The key is to
make good documentation practices part
of the execution process.
6. Project wrap-up meeting. The rst
objective of the project wrap-up meeting
is to conrm project goals were met and
documented. A plan for addressing un-
met goals is agreed to and documented in
a nal punch list. The second objective is
to identify and document the factors that
contribute to the success of the project. Ev-
ery project has unique challenges. Heed the
lessons from the past and avoid time and
effort spent resolving the same problems.
Good project management practices
cannot overcome all other inuences to
guarantee a successful project in every
circumstance. However, poor project
management can lead to disaster for the
most promising project executed by the
most technically skilled project team. By
employing the above suggestions, a proj-
ect manager can realize the benets of
good project management with minimal
disruption to the people performing the
real work on the project. n
ABOUT THE AUTHOR
Brent Karickhoff, PMP, (bkarickhoff@
transdyn.com), is operations manager
at Transdyn, Inc. (www.transdyn.com),
based in Duluth, Ga. Transdyn is a certi-
ed member of the Control System Inte-
grators Association (www.controlsys.org).
Project management is more than a disruption
it is real work
By Brent Karickhoff, PMP
Tips and Strategies for System Integrators | channel chat
association news | Certication Review
Certied Automation Professionals (CAPs) are responsible for
the direction, design, and deployment of systems and equip-
ment for manufacturing and control systems.
CAP question
When compared to traditional bar-code systems, a primary ben-
et of radio frequency identication (RFID) tags is:
A. low-voltage power drawn from the battery.
B. faster data transmission that can be read from farther away.
C. the number of software applications that can process RFID
data.
D. cost savings of tags.
CAP answer
The correct answer is B, faster data transmission that can be
read from farther away.
Certied Control System Technicians (CCSTs) calibrate, docu-
ment, troubleshoot, and repair/replace instrumentation for
systems that measure and control level, temperature, pressure,
ow, and other process variables.
CCST question
A switch placed to sense when a mechanism has reached the
end of its travel is called:
A. a limit switch
B. a terminator
C. a solenoid
D. Form C contacts
CCST answer
The correct answer is A, a limit switch. Limit switch is a general
term to describe the class of devices that are used to detect the
end of travel of a valve, louver, or any other item that may be in
motion. Limit switches are now also commonly used to detect
jams in conveyor systems or to prove the position of a device or
component (such as a gate or lane rail).
Answer B is not correct; a terminator is an electrical device that
is placed at the end of a eldbus trunk line to prevent reections
of electrical signals back through the cable.
Answer C is not correct; a solenoid is an electrical inductive
device that converts energy into linear motion.
Answer D is not correct; Form C contacts refer to a type of elec-
trical contact that is composed of a normally closed and a nor-
mally open contact operated by the same device, with a com-
mon electrical connection.
Reference: Goettsche, L. D. (Editor), Maintenance of Instru-
ments and Systems, Second Edition, ISA, 2005.
ISA Certied Automation Professional
(CAP) program
RFID tags consist of silicon chips and an antenna that can
transmit data to a wireless receiver. Unlike bar codes, which
need to be scanned manually and read individually, RFID tags do
not require line-of-sight for reading. It is possible to automati-
cally read hundreds of tags a second within the eld of a wire-
less reading device.
The other answers may describe secondary benets in some
cases, but each is highly dependent upon the type and perfor-
mance of different manufacturers tags, readers, and software.
In general, the physical RFID tags are more expensive than other
forms of ID, such as bar codes, but RFID tags can have read/
write capability as well as the ability to store many pieces of
data, such as location or expiration dates.
Reference: Trevathan, Vernon L., A Guide to the Automation
Body of Knowledge, Second Edition, ISA, 2006.
ISA Certied Control Systems Technician
(CCST) program
Were opening a new portal
to the world of automation.
The challenges of todays automation environments
and professionsdemand faster, easier access to the
products, services, and technical information that can
help solve those challenges.
ISAs new website is your personalized gateway to ISAs
rapidly expanding world of automation standards, training
and educational resources, events, and vast networking
and professional development opportunities.
Experience the
new isa.org
Coming
April
2014!
T
o start, I will share the introduction to
ow sensors that I have been presenting
for over a decade. This quick introductory
tour of the world of ow measurement will give
you some tools to learn more about owmeters
and their applications. Here goes . . . An hour
with Doctor Flowmeter.
How do you pick a owmeter?
Picking a owmeter takes both knowledge of the
types of meters available and the kind of empiri-
cally derived knowledge that comes from experi-
ence. If you are like most people, you rst think
about the types of meters, their features, and
their hardware and software. You might start to
build the meter from the application require-
ments. You might list all the types of owmeters
and then pick one. The rst cuts are obvious: liq-
uid, solid, air, gases. Each cut separates out huge
numbers of owmeter types. Lets say your ow
is liquid. The second cut is obvious here, too: full
pipe or not full pipe.
We are going to review the types of ow devic-
es, look at selecting a ow device, and examine
the real-world basics of owmeter installation.
Then, I hope youve brought your favorite ow-
meter problem, because the doctor is IN.
There are lots of ow devices, for both liquids
and gases, and for closed and open channels.
Well look at some of the most common devices,
An hour with
Doctor
Flowmeter
By Walt Boyes
A real-life guide to measuring owthe doctor is IN
AUTOMATION BASICS
tion to contain and make the oscillation repeat.
They can be installed with little or no upstream
straight run. Coanda-effect owmeters use hy-
draulic feedback to force the uid to oscillate in
proportion to its velocity.
If I were told that I could pick only two types
of owmeters to use, forever, and that I would be
judged based solely on the accuracy of the mea-
surement, I would surely pick a Coriolis mass
owmeter as one of the two. A spool-piece style
magmeter would probably be the other one.
In an open channel application, the ow-
meter is the ow restriction itself: the ume
or weir. The instrument is only the level sensor
that automates the meter reading. You can use a
yardstick and be quite accurate.
How do you select a owmeter?
So far, were clear that the previously listed rst
cuts are obvious. What is the next cut? The one
I use is price. Most people use other cuts, but
it all comes down to this. Can I spend less
than $1000 USD or can I spend more?
Why price? Price separates the most
owmeters of any possible cut I could
make. Why the dollars gure? The gure
of $1000 seems to be a clear dividing line
between inexpensive and expensive
ow elements.
You can make other cuts, too. Some of them
might make you go back and reconsider the
price cuts. For example, it is hard to nd a 4-inch
(100 mm) owmeter with 1 percent of indicated
rate accuracy for less than $1000. Therefore, if
you need very high accuracy, you might be con-
strained to spend more than $1000 for the meter.
Look at the application. Does it require high
accuracy, or, more likely, is it an application that
requires good repeatability? Repeatability is
usually cheaper than accuracy. If all you need is
a good repeatable signal, say, to control a valve
or feed a chemical, you will be paying more than
necessary for a owmeter if you buy a highly ac-
curate one. Accuracy is important in precision
batching and custody transfer. That is one of the
reasons I use price as a major cut. In the end, we
are back to the rule of two out of three: accuracy,
repeatability, or economypick any two.
High temperature or high pressure might
also make you reconsider the price cut. Wide
ow rangeability may require another look,
too. If you need a 20:1 turndown (i.e., the range
a specic owmeter can measure with accept-
able accuracy), you can get several relatively
inexpensive meters for most applications. If
you need a 100:1 or 300:1 turndown, however,
The Prince
Charming of
owmeters has
not yet come.
and focus on some simple ways to select and
use them. Note that there are at least 10 different
types, and they dont all work on all applications.
Positive displacement meters are used for
both liquids and gases and are nearly always
highly accurate. They come in a variety of types,
such as oval gear, reciprocating piston, nutating
disc, and rotary piston. They all work by emulat-
ing a bucket. One bucket in, one bucket out.
Differential pressure-based ow measurement
is still the widest used technique throughout the
process industries. Why? It is simple, inexpen-
sive, and is accomplished by pressure transmit-
ters, which the plant usually has for other mea-
surements (pressure and level) anyway.
Turbines, paddlewheels, impellers, propellers
. . . there are a wide variety of types and styles of
volumetric mechanical meters, but they all work
by converting the speed of a rotor to a volumet-
ric ow value. They can be highly accurate (1 per-
cent of reading) or only approximate (5 percent
of span). They can be spool-piece style, bar-stock
style, or insertion devices. They range from in-
expensive to medium priced to fairly expensive
models with high precision and special materials.
Because they measure the average veloc-
ity in the uid directly, spool-piece magmeters
can accurately measure ow. Other ow tech-
nologies that can rival a magmeter for installed
accuracy include correlation-type ultrasonic
owmeters with calibrated spool pieces, and of
course, Coriolis mass owmeters. Note, how-
ever, that a point-velocity insertion magmeter is
only about as accurate as a paddlewheel meter,
because it only measures ow in a small cross-
sectional area of the pipe.
Ultrasonic owmeters are the most misapplied
owmeters around. When they were rst intro-
duced, they were supposed to replace all other
types. But what happened is that they, too, found
their niche. The Prince Charming of owmeters
has not yet come. Both transit time and Doppler
ultrasonic owmeters are now available.
Thermal dispersion is also used for highly ac-
curate owmeters in low-ow applications and
can even be used for mass ow of gases. Con-
siderable care, though, needs to be taken for ap-
plications like these. Beware of abrupt changes
in uid temperature.
Vortex shedding meters and other uidic
types have no moving parts and use the uid it-
self the way a turbine uses its rotor. A traditional
vortex shedding meter uses a bluff body (often
called a shedder bar) to produce the repeat-
able oscillation. A swirlmeter uses a stationary
rotor-like device to twist the ow and a restric-
AUTOMATION BASICS
your available choices diminish rap-
idly. Chemical compatibility is another
cut that might make your owmeter
choice more expensive. There are few
meters available in larger than 1-inch
sizes that are highly corrosion resistant,
and most are expensive. Abrasion resis-
tance is another consideration.
Of course, you MUST install the ow-
meter correctly for it to operate correctly.
At the end of this process, you may
nd yourself with one or possibly two
owmeter types that survived your
cuts. The last thing you should con-
sider is the useful life expectancy you
want. Once you have selected based
on life, you are again down to price.
Pick the least expensive owmeter if
there is more than one left. This one
should meet your requirements.
This is a simple process, and it usu-
ally results in selecting the right ow-
meter. It is the one I use, and I recom-
mend it, because it will provide you
with something no other selection
process will. It will not overengineer
the meter. You will not buy any more
owmeter than you need.
There are, however, people who use,
as much as possible, the same owme-
ter for every application. I call this de-
sign by shoehorn. I know an engineer
in a pharmaceutical plant who tries to
use Coriolis mass owmeters for every
application, even the measurement of
process water. They work, but it is a little
overkill. I know a systems integrator who
tries to use inexpensive paddlewheel
ow sensors for every application, even
high temperature and high viscosity
applications. The amazing thing is that
often they work too, but this might be
referred to as underkill. Flow mea-
surement is both art and science. There
is substantial knowledge that is simply
learnedempirically derived behavior.
It is experience. Here is some of mine.
Many owmeter manufacturers
tell you that you need at least 10 pipe
diameters upstream and ve diam-
eters downstream from a owmeter of
straight, unobstructed pipe. Most of
these manufacturers have trouble with
the question, But I dont have 10 and
ve, I have three diameters upstream
and two diameters downstream. What
do I do now? There are two answers to
the question. The straight and com-
pany-approved answer is, Change
your piping, or your owmeter will not
be accurate, linear, or repeatable.
Of course, if changing the plumbing
was an option, the poor victim wouldnt
have called now would he? Yes, if you can
change the plumbing, you should always
do that rst. Too many times, we try to
select a owmeter to cure a plumbing is-
sue, and not reverse the process.
The empirical answer is, Divide
your straight run in thirds, and locate
the centerline of the sensor at the point
that is two-thirds of the distance from
the start of the straight-run section. If
you are using an insertion, or point-
velocity sensor, make sure you put the
sensor at the outside edge of the pipe
where the velocity is highest. Now why
does this work? Well, when it works, it
is because it minimizes all the design
sins you are committing. Putting the
ow sensor at the two-thirds distance
point gives you as much straight run
as you can get without getting involved
in problems from the downstream ow
There are . . . people who use, as much as possible, the same
owmeter for every application. I call this design by shoehorn.
Manufacturer
and model number
Reference accuracy (% rate) (pulse output)
Nominal Velocity (m/s)
at 5 m/s 0.10 0.20 0.30 0.50 1.00 2.00
ABB K-Mag
(optional calibration)
0.25 0.50 0.25 0.25 0.25 0.25 0.25
ABB K-Mag 0.50 1.00 0.50 0.50 0.50 0.50 0.50
Krohne Altoux 2000/2005 0.30 1.20 0.70 0.53 0.40 0.30 0.30
Krohne Proux 5000 0.30 1.20 0.70 0.53 0.40 0.30 0.30
Brooks 7400S/7400X/7400F 0.25 1.25 0.63 0.42 0.25 0.25 0.25
Danfoss 1100/1100FOOD 0.25 1.25 0.63 0.42 0.25 0.25 0.25
EMCO 1100/1100FOOD 0.25 1.25 0.63 0.42 0.25 0.25 0.25
Foxboro 8000A
(>15 mm)/8300 (<450 mm)/9300 (<150 mm)
0.25 1.50 0.75 0.50 0.30 0.25 0.25
*Honeywell MGG18/18D/19 (25600 mm) 0.50 2.00 1.00 0.67 0.50 0.50 0.50
*Omega Engineering FMG-400 series 0.50 2.00 1.00 0.67 0.50 0.50 0.50
*Toshiba LF410/430/490 0.50 2.00 1.00 0.67 0.50 0.50 0.50
*Yamatake MGG18/18D/19 (25600 mm) 0.50 2.00 1.00 0.67 0.50 0.50 0.50
*Yokogawa AM200/300 (PFA/ceramic) 0.50 2.00 1.00 0.67 0.50 0.50 0.50
Sparling FM626 0.50 #### 1.00 0.50 0.50 0.50 0.50
Foxboro 8000A
(<6 mm)/8300 (>500 mm)/9300 (200400 mm)
0.50 3.00 1.50 1.00 0.60 0.50 0.50
*Honeywell MGG18/18D/19 (2.515 mm) 0.50 4.00 2.00 1.33 0.80 0.50 0.50
*Yamatake MGG18/18D/19 (2.515 mm) 0.50 4.00 2.00 1.33 0.80 0.50 0.50
Sparling FM626 (12 mm and smaller) 1.00 #### 2.00 1.00 1.00 1.00 1.00
*Yokogawa AM100 0.50 5.00 2.50 1.67 1.00 0.50 0.50
CODEA Flowmex 1.00 20.00 10.00 6.67 4.00 2.00 1.00
Comac Cal Flow 30 Information collection in progress
*Reference accuracy is affected by span
#### = not dened
Data for ceramic magnetic owmeters (02 m/s full scale)
AUTOMATION BASICS
obstruction. For point-velocity sensors,
putting the sensor into the ow stream
at the high side of the disturbed veloci-
ty prole makes them more repeatable,
although they will usually read high.
Installing a ow sensor into a vertical
line with ow going up usually makes
it work better even in disturbed ow
proles, too, because gravity can help
develop the velocity prole in some ap-
plications. A vertical riser installation
usually helps combat entrained air or
gases in a liquid stream, too.
In 2013, Spitzer and Boyes, LLC did a
study of the worlds magnetic owmeters.
We found that owmeters, even mag-
meters, are not commodity products.
We divided magnetic owmeter models
into groups and compared their perfor-
mance and reference accuracy against
all the other models in the same group.
The groups were: ceramic lined, electro-
deless, low ow (smaller than 12 mm/1
inch), medium ow (between 12 mm/1
inch and 300450 mm/1218 inch), high
ow (larger than 300450 mm/1218
inch), high noise, low conductivity, par-
tially full, sanitary, fast response, and
two wire. The chart shows some of the
ceramic-lined meters compared against
each other. Note the very large accuracy
variations, especially at low ow rates.
This chart clearly shows the differ-
ences between models, even between
models from the same manufacturer!
We found that the best-selling meters
are not necessarily the most accurate.
As Dr. Flowmeter says, You pay your
money, and you take your chances. You
cant point and click your way to good
owmeter installations. You still have to
do the engineering. I hope you have en-
joyed this session. Submit your questions
to waltboyes@spitzerandboyes.com. n
Join us as we take a fresh look at whats possible.
GO TO BIGMEVENT.COM OR CALL 800.733.3976 TO LEARN HOW!
ATTEND. SPONSOR. EXHIBIT.
bigMevent
@bigMevent
produced by
IN PARTNERSHIP WITH
MEDC LOGO
TO COME
JUNE 9-12, 2014

COBO CENTER, DETROIT
RESOURCES
The Consumer Guide to . . .
Coriolis Mass Flowmeters
www.isa.org/link/InTech/coriolis
Differential Pressure Flow
Transmitters, 2nd Edition
www.isa.org/link/InTech/differential
Magnetic Flowmeters, 2nd Edition
www.isa.org/link/InTech/magnetic
Ultrasonic and Correlation
Flowmeters
www.isa.org/link/InTech/ultrasonic
Vortex Shedding and Fluidic
Flowmeters
www.isa.org/link/InTech/vortex
ABOUT THE AUTHOR
Walt Boyes (waltboyes@spitzerandboyes.com) is principal of Spitzer and Boyes LLC, a
technology consulting rm, and editor of Industrial Automation INSIDER. He is a life fel-
low of ISA and a fellow of the Institute for Measurement and Control in the U.K., where
he is a chartered measurement and control technologist.
A
highly skilled workforce is the life-
blood of any successful company,
industry, or national economy. The
U.S. has been the breeding ground for the
worlds most innovative economy, compa-
nies, and products in large part because it
offered a diverse pool of talented, highly ed-
ucated workers. But evidence of a decline
is surfacing, precipitated by three gather-
ing trends: an increasingly ill-prepared
domestic workforce, a steadily depleting
stock of highly skilled and educated for-
eign nationals, and an aging population.
During most of the 20
th
century, the
U.S. economy provided Americans with
a high quality of life that was unparal-
leled across the globe. This vitality was
the result of the rising productivity of our
skilled workforce, increasing technologi-
cal advances, and many successfully com-
mercialized innovations.
Fourteen years into the 21
st
century,
the tide seems to be turning in large part
because of the impact of globalization,
reduced research and development spend-
ing, and the expanding economies of Asia.
Many U.S. workers today are compet-
ing with lower-wage workers outside the
U.S. and seeing jobs disappear because of
the effect of technological change on the
U.S. workforce. The advantages American
workers had in the 20
th
century are erod-
ing, especially as many small and medium-
size companies nd it more difcult to
compete with foreign companies both at
home and abroad.
Equally disturbing is the fact that the U.S.
education system is not keeping pace with
the nations changing knowledge needs
and is not providing students and workers
with the knowledge and skills they need to
compete successfully in the more and more
technical 21
st
century global economy.
Too many middle and high school stu-
dents lack the reading, writing, and STEM
(science, technology, engineering, and
mathematics) skills they need to succeed
in postsecondary education and the ever-
changing world of work . . . too many
students drop out of high school before
graduating . . . and too many high school
graduates never enroll in postsecondary
schools.
If students and workers are to compete
successfully in the 21
st
century workforce,
they must have access to a learning sys-
tem that provides knowledge and skills
built on world-class academic and work-
force standards.
To address these growing challenges
and to help U.S. students gain access to
the knowledge and skills they need to
function successfully in the global econ-
omy, the National Council for Advanced
Manufacturing (NACFAM) recommends
that business, education, government,
labor, trade and professional associations,
and the nonprot sectors collaborate at
the federal, state, regional, and local lev-
els to incorporate the six basic principles
contained in the recommendations for
Americas 21
st
Century Learning System
in any future public policies.
NACFAM strongly believes that the
adoption of appropriate, validated, and
rigorous world-class learning standards,
assessments, and curricula applies to
primary, secondary, and post-secondary
learning . . . and even to the graduate
and post-graduate levels. It also calls for
applied learning to be required for all
students in pre-K to grade 12. This experi-
ence will show students where and how
what they learn is frequently used or
applied in the contemporary workplace.
Students must realize that the reason
they learn is so they can eventually earn.
This is one of the cardinal principles of the
free enterprise system. n

ABOUT THE AUTHOR
Fred Wentzel (wentzelf@nacfam.org) is
the executive vice president of the Nation-
al Council for Advanced Manufacturing
(NACFAM), with whom he has been asso-
ciated for fourteen years. He has focused
primarily on building member support for
policies to strengthen the U.S. economy
and revitalize the nations manufacturing
sector. Before joining NACFAM, he was se-
nior vice president of the National Alliance
of Business, where he worked for 30 years
on executive recruitment, corporate rela-
tions, and workforce development policy.
Creating twenty-rst century learning systems
By Fred Wentzel
workforce development | Professional Growth
n Promote and support the adoption of appropriate, validated, and rigorous world-
class learning standards, assessments, and curricula for pre-K16 students
n Include applied learning in the curricula for all students in grades pre-K12, leverag-
ing business/education partnerships to ensure workplace-relevant learning activities
n Require all graduating high school students to demonstrate mastery of the
academic and workplace competencies outlined in the ETA Competencies Model
n Strengthen career counseling for students in grades 712 to help ensure that
graduates gain access to postsecondary schools or productive employment
n Assist adult workforce members to master nationally recognized academic and
workplace competencies and commit themselves to lifelong learning by upgrading
their skills and/or acquiring new skills to remain in productive employment for as
long as they wish to do so
n Periodically rethink and change existing learning paradigms to ensure these
principles are achieved
Learning system policies built on six basic principles
The advantages American workers had in the 20th century are
eroding, especially as many small and medium-size companies
nd it more difcult to compete with foreign companies.
T
he ISA67, Nuclear Power Plant Stan-
dards and ISA77, Fossil Power Plant
Standards committees are gearing
up for meetings at the 57th Annual ISA
Power Industry Division (POWID) Sympo-
sium, 16 June 2014 in Scottsdale, Ariz.
Due to tightened travel budgets and the
ease of electronic meetings, the standards
committees have held multiple web meet-
ings and teleconferences during the past
year. This ensures that the work of stan-
dards drafting and editing keeps pace, and
the completed standards are available for
industry and end users in a timely manner.
The ISA67 and ISA77 meetings in June
look to be well attended, because attend-
ees enjoy the opportunity to meet with
colleagues and to attend sessions with fos-
sil, nuclear, and renewables focus, keynote
messages from industry leaders, and ISA
and industry training.
The standards committee meetings
will be held 34 June, with the main
ISA67 and ISA77 meetings on 3 June,
1:00 to 3:00 p.m., and the ISA67 and
ISA77 subcommittee meetings on 4
June, 8:00 a.m. to 5:00 p.m. Itemized
schedules and agendas will be available
closer to the date of the symposium.
ISA67 is responsible for all ISA nuclear
plant instrumentation and control (I&C)
standards. Chair Bob Queenan reports
they are currently updating standards ad-
dressing transmitter installation, sensing
lines, leak detection instrumentation, set
points and uncertainty calculations, and
performance monitoring. They are also
considering standards on ber optics,
digital I&C, and a host of other topics.
ISA77 also maintains an active schedule,
presently reviewing documents cover-
ing instrument piping installation, boiler
combustion controls, steam turbine con-
trols, human-machine interface, I&C data
tracking and reporting, turbine steam by-
pass systems, and unit/plant demand de-
velopment. In addition, ISA77 Chair Dan
Lee notes that through diligent monthly
teleconferences, a new technical report
on dynamic performance for power plant
control systems is close to balloting.
New members to the nuclear and
fossil power plant standards committees
are always welcome. For more informa-
tion on the ISA67 and ISA77 standards
committees, contact Eliana Brazda at
ebrazda@isa.org. n
ISA power plant standards committees
plan for POWID symposium
New Benchmarks & Metrics | standards
The U.S. Food and Drug Administration
(FDA) has included ISAs ISA/IEC 62443
series of industrial automation and con-
trol systems (IACS) security standards in
its list of recognized consensus standards.
The FDA recognizes industry standards
developed by international and national
organizations in satisfying portions of
device premarket review submissions
and other requirements. In addition, the
FDAs list of recognized consensus stan-
dards guides manufacturers who elect to
declare conformity with industry bench-
marks and to meet certain requirements
for medical devices.
The FDA cites the ISA/IEC 62443 series
of standards in its publication, Modica-
tions to the List of Recognized Standards,
Recognition List Number 032. Devel-
oped by the ISA99 committee, Security
for Industrial Automation and Control
Systems, the ISA/IEC 62443 standards
are designed to prevent and mitigate
potentially devastating cyberdamage to
industrial plant systems and networks.
The FDAs recognition of ISA/IEC
62443 serves as another major validation
by a U.S. federal agency of the impor-
tance of these vital industrial cybersecuri-
ty standards, stated Terry Ives, 2013 ISA
president. Every member of the ISA99
committee is to be commended for help-
ing to develop these important industrial
safeguards, which are being adopted
throughout the world. n
U.S. FDA recognizes ISA/IEC 62443
cybersecurity standards
ISA95 to conduct rst
ballot on new Part 6
Following a meeting on 1113 March in
Golden, Colo., the ISA95 committee has
decided to conduct a committee ballot
on Enterprise/Control System Integra-
tion Part 6 Information Service Messag-
ing Model. This draft standard is based
on the use of ISA-95 abstract models
from the ISA-95 Parts 2, 4, and 5 stan-
dards to dene a set of services that may
be used for exchanging data exchange
messages in a publish/subscribe mode
and a request/response mode. It denes
a minimal interface subset for message
exchange systems.
Development of Part 6 follows the com-
pletion by ISA95 of two revisions in 2013:
n ANSI/ISA-95.00.03-2013, Part 3: Activ-
ity Models of Manufacturing Operations
Management
n ANSI/ISA-95.00.05-2013, Part 5: Busi-
ness-to-Manufacturing Transactions
For information about ISA95, contact
Charley Robinson at crobinson@isa.org.
For information about viewing or ob-
taining ISA standards, visit www.isa.org/
ndstandards. n
RESOURCES
2014 Power Industry Division
Symposium
www.isa.org/~powid/powid_2014_%20
main.htm
ANSI/ISA-95.00.03-2013, Part 3:
Activity Models of Manufacturing
Operations Management
ANSI/ISA-95.00.03-2013, Part 5:
Business-to-Manufacturing
Transactions
product spotlight | Noncontact Temperature
Temperature monitoring system for kilns
Focus on noncontact temperature
The CS210 temperature monitoring system measures tempera-
ture without contact and monitors rotary kiln shells. The mod-
ular system now integrates up to four infrared line scanners
for monitoring long and difcult-to-access kilns. Additionally,
point sensors cover shadow areas, for instance behind tires.
Designed for rotary kilns exclusively, the software compiles all
data to a complete thermal image. The upgrade also enables
a real-time display of a 3-D thermal image of the kiln surface,
making refractory monitoring especially user friendly. Damaged
and fallen bricks are quickly located, so users can initiate repair
and avoid expensive production stops. The system provides a
one-brick resolution and sends fail-safe hotspot alarms.
A refractory management database helps determine when it
is best to replace the refractory. All oven-related and operational
data, information about the refractory material, and mainte-
nance dates can be easily managed and documented with a user
history. A separate sensor monitoring the burning zone can also
be integrated and managed via the software. Communication
with the control room is typically via a ber-optic cable and Eth-
ernet TCP/IP. Moreover, the control level can access all system-
related data via an OPC server.
Raytek, www.raytek-direct.com
Infrared cameras
The Ti200, Ti300, and Ti400
infrared cameras have La-
serSharp Auto Focus, which
uses a laser to pinpoint where
the camera should focus for
precisely focused images. The
cameras connect to the Fluke
CNX wireless system, so they
can be used as a main unit to
view live measurements of
up to ve wireless modules
(e.g., AC current or voltage
modules) on its screen and
integrate the data into the
infrared image.
The infrared cameras
have wireless connectivity
to easily transfer images from the cameras directly to a PC, iPad,
or iPhone. They can then be imported into Fluke SmartView
software, a professional suite of analysis and reporting tools
for optimizing and analyzing infrared images and producing re-
ports. The infrared cameras have IR-Fusion technology, which
merges the infrared and visual images into a single view to bet-
ter discover, diagnose, and communicate problems. Images can
be viewed from full infrared to blended views to a full visible
image, to precisely document problem areas.
Fluke Corporation, www.uke.com
Science-grade infrared camera
The A6700sc science-grade mid-
wave infrared (IR) camera has a
highly sensitive 640512 pixel
resolution thermal detector. The
A6700sc produces exceptional
temperature-calibrated infrared
imagery for demanding research
and science applications. Designed for
electronics inspections, medical thermography, manufacturing
monitoring, and nondestructive testing, the camera is suitable for
high-speed thermal events and fast-moving targets. Short exposure
times allow users to freeze motion and accurately measure tem-
perature. The cameras image output can be windowed to increase
frame rates to 480 frames per second to accurately characterize
even higher speed thermal events, helping ensure critical data does
not get missed during testing.
The cameras stream temperature-calibrated data over gigabit
Ethernet to a PC for live image viewing and recording. Using
FLIRs ResearchIR software, researchers and scientists can easily
monitor, acquire, analyze, and share data. The A6700sc is suit-
able for taking images of small thermal targets as well. With ex-
tender rings, users can achieve a multitude of zoomed-in elds
of view, taking an image of the entire part with the standard
lens and then zooming in on any hot spots for further investiga-
tion. In addition, the cameras close-up lenses can detect spot
sizes down to 15um per pixel.
FLIR Systems, www.ir.com
ad index
Advertiser Page #
Adalet .......................................................37
www.adalet.com
ARC Advisory Group ................................56
www.arcweb.com
Arjay Engineering Ltd. .............................29
www.arjayeng.com
Assured Automation ................................36
www.assuredautomation.com
Beamex .......................................................6
www.beamex.com
Advertiser Page #
Eaton ................................................Cover 3
www.eaton.com
Emerson Process Management ......Cover 4
www.emersonprocess.com
Endress + Hauser, Inc. .....................Cover 2
www.endress.com
Festo ..........................................................43
www.festo.com/us
Geico ...........................................................8
www.geico.com
Advertiser Page #
Honeywell ................................................17
www.honeywellprocess.com
INTECH Process Automation ...................55
www.intechww.com
ISA .......................................................47, 51
www.isa.org
ITS Enclosures .............................................9
www.itsenclosures.com
JEC Americas .............................................15
www.jeccomposites.com
MAVERICK Technologies ....................22, 23
www.mavtechglobal.com
MCAA ........................................................38
www.measure.org
Moore Industries ........................................3
www.miinet.com
Prime Technologies ..................................11
www.procalv5.com
ProComSol, Ltd. ........................................29
www.procomsol.com
Siemens .....................................................33
www.usa.siemens.com
Trade Show Services ................................27
www.automatica-munich.com
UltraElectronics ........................................39
www.ultra-3eti.com
Contact InTech today:
Richard T. Simpson
Advertising Sales Representative
Phone: +1 919-414-7395
Email: rsimpson@automation.com
Carol Schafer
Phone: +1 919-990-9206
Email: cschafer@isa.org
Chris Shaw
Phone: +44 (0) 1270 522130
Mobile: +44 (0) 7983 967471
Email: chris.shaw@chrisshawmedia.co.uk
Kelly Winberg
Advertising, Classieds Section
Phone: +1 215-723-2861
Email: kwinberg@comcast.net
Matt Spitler
Advertising Materials Coordinator
Phone: +1 919-990-9308
Email: mspitler@isa.org
View and download the InTech media
planner at www.isa.org/intechadkit
InTech advertisers are pleased to provide additional information about their products and services. To obtain further information, please contact the
advertiser using the contact information contained in their ads or the web address shown here.
Datales list useful literature on products and services that
are available from manufacturers in the instrumentation and
process-control industry. To receive free copies of this literature,
please contact each manufacturer via their provided contact
information.
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datales classieds
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Tips & Training
Product Development Engineer
Electric Mirror: The product development engineer, based in Everett, Wash., is responsible for design, test, and production implementation of new prod-
ucts from conception through nal assembly. The engineer will create drawings using SolidWorks and must have experience leading a project from con-
cept through nal assembly using SolidWorks to be considered. The engineer will also collaborate with in-house manufacturing departments and vendors
to reduce production costs and resolve design problems. Three-to-ve years of experience with a BSME (or BSEE with strong mechanical aptitude) and
knowledge of basic manufacturing processes and electrical harnesses and connectors is required . . . see more at ISAJobs.isa.org.
Outside Sales Representative
Macaulay Controls Company: The rm seeks an outside sales representative in the North Texas area with instrumentation, chemical feed, and industrial
sales experience to provide product/application and sales support. Candidate must possess a basic knowledge of measurement and control instrumenta-
tion as well as some knowledge of chemical feed. Knowledge of the municipal marketplace is a plus. The primary responsibilities of the sales rep are to
manage a territory consisting of utility water and general industry accounts so that the quota is achieved annually; to create, identify, manage, and close
product and service opportunities; to bundle products into a solution system; to assist customers with technical questions related to product performance
and applications . . . see more at ISAJobs.isa.org.
Instrumentation Controls Technician
Bitumar: The technician, located in Baltimore, Md., will manage work related to supporting the proper design, installation, and operation of the plant by
specifying, ordering, installing, and maintaining instrumentation and electrical equipment. Responsibilities include troubleshooting and repairing equip-
ment such as owmeters, control valves, motors, and VFDs; specifying, ordering, and installing electrical equipment directly or through outside contractors;
managing all contractors; making recommendations for improvements and problem resolutions; and documenting electrical changes made in the eld.
The position requires experience in electrical technology or mechanical/electrical engineering, the ability to read and create electrical drawings, an under-
standing of 480-volt three-phase power . . . see more at ISAJobs.isa.org.
Sample of Jobs Available at ISAJobs.isa.org
See more at ISAJobs.isa.org, where you can search for available jobs or advertise positions available within your
company. ISA Members post resumes at no charge.
Cybersecurity: Time for action
By Bill Lydon
new certications include a system secu-
rity assurance certication and a product
development process certication certi-
fying the security development life-cycle
processes for supplier development orga-
nizations. See www.isasecure.org.
The Automation Federation and ISA
have worked on the early U.S. public-
private partnership effort to establish a
U.S. Cybersecurity Framework that has
now been ofcially launched. Currently,
the second phase of the partnership to
implement the framework has begun. The
Automation Federation (www.automa-
tionfederation.org) is planning a series of
implementation seminars throughout the
U.S. and abroad. The rst implementation
seminar was conducted 21 February 2014
in Birmingham, Ala.
What can you do?
You can educate yourself on the ISA stan-
dards and the cybersecurity framework.
ISA-99 and other standards are available at
www.isa.org/standards. The Framework for
Improving Critical Infrastructure Cybersecu-
rity Version 1.0 is available on the National
Institute of Standards and Technology
website. Contribute by getting involved in
ISA committees where your industry knowl-
edge, know-how, and experience help form
standards that work in the real world. Take
advantage of ISA training programs.
Classroom training:
n Introduction to Industrial Automa-
tion Security and the ANSI/ISA-62443
standards (IC32C)
www.isa.org/link/InTech/IC32C
n Using the ANSI/ISA-62443 standard to
Secure Your Control System (IC32)
www.isa.org/link/InTech/IC32
n Industrial Networking and Security (TS12)
www.isa.org/link/InTech/TS12
n Industrial Cybersecurity: Principles and
Application (TS13)
www.isa.org/link/InTech/TS13
Online training:
n Cybersecurity for Automation, Con-
trol, and SCADA Systems (IC32E)
www.isa.org/link/InTech/SCADA
C
ybersecurity practices are like in-
dustrial safety systems and prac-
tices; if you do not have them,
the need is not obvious until there is
a major accident. However, cybersecu-
rity risks pose a real and present danger
that many ISA members have recognized
for years.
Several years ago, ISA volunteers in-
vested their time and talents to form the
ANSI/ISA99 committee on Industrial Au-
tomation and Control Systems Security.
The ISA99 committee develops and estab-
lishes standards, recommended practices,
technical reports, and related informa-
tion. These documents dene procedures
for implementing electronically secure in-
dustrial automation and control systems,
security practices, and electronic security
performance assessment. By special ar-
rangement with the International Electro-
technical Commission (IEC), these stan-
dards are simultaneously submitted to the
IEC for internationalization as the ISA/IEC
62443 series of standards.
The ISA Security Compliance Institute
(ISCI) was established in 2007 as a cy-
bersecurity standards conformance or-
ganization within ISAs Automation Stan-
dards Compliance Institute. The focus is
to improve the condentiality, integrity,
and availability of components and sys-
tems used for industrial automation and
control. ISCI provides criteria for procur-
ing and implementing secure control sys-
tems and oversees conformance certica-
tions under the ISASecure brand, which
certify to the ISA/IEC 62443 series of
standards. ISASecure is an independent
industry stamp of approval similar to a
safety integrity level certication (ISO/
IEC 61508). A number of automation
system suppliers have already achieved
the ISASecure Embedded Device Security
Assurance certication for their products,
which gives instant recognition of prod-
uct security characteristics and capabili-
ties. In February 2014, ISCI announced
the expansion of certication coverage at
the ARC World Forum in Orlando, Fla. The
n Cybersecurity Risk Assessment for
Automation Systems (IC32CW1)
www.isa.org/link/InTech/Risk
n Using Firewalls and Security Zones on
the Plant Floor (IC32CW2)
www.isa.org/link/InTech/Firewalls
n A Tour of the ANSI/ISA99 Security
Standards (IC32CW3)
www.isa.org/link/InTech/Tour
You can also get a quick start with the
ISA Cybersecurity Tech Pack, which com-
bines critical industry technical papers and
PowerPoint presentations written and
presented by world-renowned cybersecu-
rity and automation systems experts, as
well as notable ISA technical publications,
including ISAs latest new title, Industrial
Automation and Control Systems Security
Principles by Ronald Krutz. As an added
bonus, we have packaged our informa-
tive cybersecurity articles from InTech.
There are descriptions of these industrial
cybersecurity technical resources at www.
isa.org/cybe/resources.
Asset owners should also include
ISASecure certications as a procurement
requirement for automation products
from your automation suppliers.
Years ago, there was a television com-
mercial for automotive oil lters that
stated, You can pay me now, or pay me
later, which meant that you could pay a
small amount for a new oil lter today, or
a large amount for a ruined engine later.
Cybersecurity is like that, if you do not
invest now, the cost after a cyberattack
will be much more. n
ABOUT THE AUTHOR
Bill Lydon is chief editor for InTech. Lydon
has been active in manufacturing auto-
mation for more than 25 years. He start-
ed his career as a designer of computer-
based machine tool controls; in other
positions, he applied programmable logic
controllers and process control technol-
ogy. In addition to experience at various
large companies, he cofounded and was
president of a venture-capital-funded in-
dustrial automation software company.
the nal say | Views from Automation Leaders
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