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Isa 95.00.01

The document ANSI/ISA-S95.00.01-2000 outlines standards for enterprise-control system integration, focusing on models and terminology relevant to the field. It emphasizes the importance of periodic review and welcomes feedback for continuous improvement. The standard aims to facilitate uniformity in instrumentation practices and includes sections on hierarchy models, functional data flow, and object models.

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0% found this document useful (0 votes)

439 views142 pages

Isa 95.00.01

Uploaded by

alejandro mejia

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as PDF, TXT or read online on Scribd

You are on page 1/ 142

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ISBN: 1-55617-727-5

Copyright O 2000 by the Instrument Society of America. All rights reserved. Not for resale. Printed
in the United States of America. No part of this publication may be reproduced, stored in a retrieval
system, or transmitted, in any form or by any means (electronic, mechanical, photocopying,
recording, or otherwise), without the prior written permission of the Publisher.

ISA
67 Alexander Drive
P.O. Box 12277
Research Triangle Park, North Carolina 27709
USA

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Preface

This preface, as well as all footnotes and annexes, is included for information purposes and is not part of
ANSl/lSA-95.00.01-2000.

This document has been prepared as part of the service of ISA, the international society for measurement
and control, toward a goal of uniformity in thefield of instrumentation. To be of real value, this document
should not be static but should be subject to periodic review. Toward this end, the Society welcomes all
comments and criticisms and asks that they be addressed to the Secretary, Standards and Practices
Board; ISA; 67 Alexander Drive; P. O. Box 12277; Research Triangle Park, NC 27709; Telephone (919)
549-8411; Fax (919) 549-8288; E-mail: standards@isa.org.

The ISA Standards and Practices Department is aware of the growing need for attention to the metric
system of units in general, and the International System of Units (SI) in particular, in the preparation of
instrumentation standards. The Department is further aware of the benefits to USA users of ISA standards
of incorporating suitable references to the SI (and the metric system) in their business and professional
dealings with other countries. Toward this end, this Department will endeavor to introduce SI-acceptable
metric units in all new and revised standards, recommended practices, and technical reports to the
greatest extent possible. Standard for Use of the International System of Units (SI): The Modern Metric
System, published by the American Society for Testing & Materials as IEEE/ASTM SI 10-97, and future
revisions, will be the reference guide for definitions, symbols, abbreviations, and conversion factors.

It is the policy of ISA to encourage and welcome the participation of all concerned individuals and interests
in the development of ISA standards, recommended practices, and technical reports. Participation in the
ISA standards-making process by an individual in no way constitutes endorsement by the employer of that
individual, of ISA, or of any of the standards, recommended practices, and technical reports that ISA
develops.

CAUTION - ISA ADHERES TO THE POLICY OF THEAMERICAN NATIONAL STANDARDS

INSTITUTE WITH REGARD TO PATENTS. IF ISAIS INFORMED OF AN EXISTING PATENT THAT IS
REQUIRED FOR USE OF THE STANDARD, IT WILL REQUIRE THE OWNER OF THE PATENT TO
EITHER GRANT A ROYALTY-FREE LICENSE FOR USE OF THE PATENT BY USERS COMPLYING
WITH THE STANDARD OR A LICENSE ON REASONABLE TERMS AND CONDITIONS THAT ARE
FREE FROM UNFAIR DISCRIMINATION.

EVEN IF ISAIS UNAWARE OF ANY PATENT COVERING THIS STANDARD, THE USER IS
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HOWEVER, ISA ASKS THATANYONE REVIEWING THIS STANDARD WHO IS AWARE OF ANY
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ADDITIONALLY, THE USE OF THIS STANDARD MAY INVOLVE HAZARDOUS MATERIALS,

OPERATIONS OR EQUIPMENT. THE STANDARD CANNOT ANTICIPATE ALL POSSIBLE
APPLICATIONS OR ADDRESS ALL POSSIBLE SAFETY ISSUES ASSOCIATED WITH USE IN
HAZARDOUS CONDITIONS. THE USER OF THIS STANDARD MUST EXERCISE SOUND

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PROFESSIONAL JUDGMENT CONCERNING ITS USE AND APPLICABILITY UNDER THE USER’S
PARTICULAR CIRCUMSTANCES. THE USER MUST ALSO CONSIDER THE APPLICABILITY OF ANY
GOVERNMENTAL REGULATORY LIMITATIONS AND ESTABLISHED SAFETY AND HEALTH
PRACTICES BEFORE IMPLEMENTING THIS STANDARD.

The following servedas active members of ISA SP95:

NAME COMPANY

Bill Wray, Chairman Lyondell ChemicalCo.

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Dennis Brandl, Editor Sequencia Corp.

David Adler Eli Lilly & Co.
William H. Bosler Texas Consultants Inc
Ed Bristol The Foxboro Co.
Bernie Brown E.I. du Pont de Nemours and Co.
Rick Bullotta Lighthammer Software Corp.
John Burnell Hewlett-Packard Canada
Dr. Guido Carlo-Stella Deceased
Paul Cherry Cherry Services Inc.
Carey Clements Honeywell IAC
Steven Cloughley Base 10 Systems Inc.
Chris Conklin Dow Corning Corp.
Lynn Craig Rohm and Haas Co.
Richard M. Crossan, Jr. SAP America Inc.
Em dela Hostria Rockwell Automation
Joe deSpautz Aurora Biosciences Corp.
Daniel Dziadiw TAVA Technologies Inc.
David Emerson Yokogawa Corp. of America
Larry Falkenau E.I. du Pont de Nemours and Co.
Rich Flaherty IBM Corp.
Clayton Foster E.I. du Pont de Nemours and Co.
Gary L. Funk GLF Technology
Art Goldberger Jr. Raytheon Consulting andSystems Integration
John Ham Wellspring Solutions
David Harrold Cornerstone Controls
Bill Hawkins HLQ Ltd.
Niels Haxthausen Novo Nordisk Engineering
John Hedrick Automation & Control Tech.
Sam Herb Moore Process Automation Solutions
Dave lmming Fisher-RosemountSystems Inc.
Chris Jaeger Eli Lilly & Co.
Jay Jeffreys Oracle Corp.
Bruce Jensen Yokogawa Corp. of America
Gordon Kilgore VAI Automation Inc.
Baha Korkmaz Automation Vision Inc.
Ken Kovacs TAVA Technologies
David M. Kravitt, CPlM Marcam Solutions
Richard Kowalski Fluor Daniel Inc.
Shelby Laurents Fluor Daniel Inc.
Robert Long Realtime Information Systems
Bill Lorenz Eli Lilly & Co.
Eric Marks PriceWaterhouseCoopers
Roddy Martin AMR Research
Ed McCutcheon UOP LLC

Thomson McFarlane Neles Automation Inc.

Paul Moylan Rockwell Automation
Mark Muroski ABB Industrial Systems
Albert Pampe1 Consultant
Jim Parshall Eli Lilly & Co.
Saroj Patnaik Fisher-Rosemount Systems Inc.

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Leif Poulsen Novo Nordisk Engineering
Gary Rathwell Fluor Daniel Inc.
Richard Sattelmaier Union Carbide Corp.
Swarandeep Singh ABB Industrial AS
Leon Steinocher Fluor Daniel Inc.
Wendy Strauss Moore Process Automation Solutions
Keith Unger TAVA Technologies
A. Kumar Vakamudi Bechtel Corp.
Jean Vieille Consultant
Ed Vodopest Advanced Technical Systems
Bradley Ward Bradley Ward Systems
Arlene Weichert Automated Control Concepts Inc.
Oswald Wieser SAP AG
Theodore Williams Purdue University
Gregory Winchester National Electrical Mfrs. Assn.
Richard Winslow Sterling Diagnostic Imaging

This standard was approved for publication by the ISA Standards and Practices Board on
15 May 2000.

NAME COMPANY

M. Zielinski Fisher-Rosemount Systems, Inc.

D. Bishop Chevron Petroleum Technology Co.
P. Brett Honeywell, Inc.
M. Cohen Senior Flexonics, Inc.
M. Coppler Ametek, Inc.
B. Dumortier Schneider Electric SA
W. Holland Southern Company
A. lverson Ivy Optiks
R. Jones Dow Chemical Co.
V. Maggioli Feltronics Corp.
T. McAvinew Instrumentation & Control Engineering LLC
A. McCauley, Jr Chagrin Valley Controls, Inc.
G. McFarland Honeywell, Inc.
R. Reimer Rockwell Automation
J. Rennie Factory Mutual Research Corp.
H. Sasajima Advanced Architecture and Technologies
R. Webb Altran Corp.
W. Weidman Parsons Energy & Chemicals Group
J. Weiss EPRl
J. Whetstone National Institute of Standards & Technology
M. Widmeyer EG&G
R. Wiegle CANUS Corp.
C. Williams Eastman Kodak Co.
G. Wood Graeme Wood Consulting

COPYRIGHT 2003; The Instrumentation, Systems, and Automation Society Document provided by IHS Licensee=INSTITUTO MEXICANO DEL PETROLEO/3139900100,
User=, 03/06/2003 08:39:09 MST Questions or comments about this message: please
call the Document Policy Management Group at 1-800-451-1584.
This standard is dedicated to the memory of Dr. Guido Carlo-Stella,
in recognition of and gratitude for his leadership in earlier work
that made this standard possible.

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Contents

FOREWORD ......................................................................................................................................... 9
INTRODUCTION................................................................................................................................. 11
1 Scope ............................................................................................................................................. 13
2 Normative references ..................................................................................................................... 13
3 Definitions ....................................................................................................................................... 13
4 Enterprise-control system integration overview (informative)......................................................... 16
4.1 Introduction ........................................................................................................................... 16
4.2 Criteria for inclusion in manufacturing operations & control domain ..................................... 17
5 Hierarchy models............................................................................................................................ 18
5.1 Scheduling and control hierarchy.......................................................................................... 18
5.2 Equipment hierarchy model .................................................................................................. 22
6 Functional data flow model ............................................................................................................. 25
6.1 Functions............................................................................................................................... 27
6.2 Information flows ................................................................................................................... 34
7 Object Model .................................................................................................................................. 40
7.1 Categories of information ...................................................................................................... 40
7.2 Object model structure .......................................................................................................... 49
7.3 Production capability information .......................................................................................... 50
7.4 Product definition information................................................................................................ 64
7.5 Production information .......................................................................................................... 67
7.6 Model cross reference........................................................................................................... 76
Annex A (informative) - Bibliography and abbreviations ................................................................... 81
Annex B (informative) - Business drivers and key performance indicators ....................................... 83
Annex C (informative) - Discussion on models ................................................................................. 91
Annex D (informative) - Selected elements of the Purdue Reference Model.................................... 95
Annex E (informative) - PRM correlation to MESA International model and
ISA-95.00.01-2000 models ........................................................................... 139

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FOREWORD

This standard is Part 1 of a multi-part set of standards that defines the interfaces between enterprise
activities and control activities.

The scope of this Part 1 standard is limited to describing the relevant functions in the enterprise and the
control domain and which objects are normally exchanged between these domains. Subsequent parts will
address how these objects can be exchanged in a robust, secure, and cost-effective manner preserving
the integrity of the complete system. In this standard, the terms “enterprise,” “controls,” “process control,”
and “manufacturing” are used in their most general sense and are held to beapplicable to a broad sector
of industries.

This Part 1 standard is structured to follow IEC (International Electrotechnical Commission) guidelines.
Therefore, the first three clauses present the scope of the standard, normative references, and definitions,
in that order.

Clause 4 is informative. The intent is to describe the context of the models in clause 5 and clause 6. It
defines the criteria used to determine the scope of the manufacturing control system domain. Clause 4,
being informative, does not contain the formal definitions of the models and terminology. It describes the
context to understand the normative clauses.

Clause 5 is normative. The intent is to describe hierarchy models of the activities involved in
manufacturing control enterprises. It defines in general terms the activities that are associated with
manufacturing control and the activities that occur at the business logistics level. It also defines an
equipment hierarchy model of equipment associated with manufacturing control. Clause 5 , being
normative, contains formal definitions of the models and terminology.

Clause 6 is normative. The intent is to describe a general model of the functions within an enterprise,
which are concerned with the integration of business and control. It defines, in detail, an abstract model of
control functions and, in less detail, the business functions that interface to control. The purpose is to
establish a common terminology for functions involved in information exchange. Clause 6 , being
normative, contains formal definitions of the models and terminology.

Clause 7 is normative. The intent is to define in detail the objects that make up the information streams
defined in clause 6. The purpose is to establish a common terminology for the elements of information
exchanged. Clause 7, being normative, contains formal definitions of the models and terminology. The
attributes and properties are not formally defined in this clause of the standard.

Annex A is informative. It presents a bibliography of informative references and a list of the abbreviations
used in the document.

Annex B is informative. The intent is to define the business reasons for the information exchange between
business and control functions. The purpose is to establish a common terminology for the reason for
information exchange.

Annex C is informative. It discusses the rational for multiple models.

Annex D is informative. It contains selected elements from the Purdue Reference Model that can be used
to place the functions described in clauses 5 and 6 in context with the entire model.

Annex E is informative. It correlates the Purdue Reference Model to the MESA International model.

This Part 1 standard is intended for those who are:

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a) involved in designing, building, or operating manufacturing facilities;

b) responsible for specifying interfaces between manufacturing and process control systems and other
systems of the business enterprise; or

c) involved in designing, creating, marketing, and integrating automation products used to interface
manufacturing operations and business systems.

Future parts of this standard may address models of level 3 functions, definitions of level 2-3 interfaces,
and data structures for information exchange including the attributes and properties of the data model in
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clause 7.

INTRODUCTION

This Part 1 standard provides standard models and terminology for defining the interfaces between an
enterprise's business systems and its manufacturing control systems. The models and terminology
defined in this standard:

a) emphasize good integration practices of control systems with enterprise systems during the entire life
cycle of the systems;

b) can be used to improve existing integration capabilities of manufacturing control systems with
enterprise systems; and

c) can be applied regardless of the degree of automation.

Specifically, this standard provides a standard terminology and a consistent set of concepts and models for

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integrating control systems with enterprise systems that will improve communications between all parties
involved. Some of the benefits produced will:

reduce users' times to reach full production levels for new products;

enable vendors to supply appropriate tools for implementing integration of control systems to
enterprise systems;

enable users to better identify their needs;

reduce the costs of automating manufacturing processes;

optimize supply chains; and

reduce life-cycle engineering efforts.

It is not the intent of this standard to:

a) suggest that there is only one way of implementing integration of control systems to enterprise
systems;

b) force users to abandon their current methods of handling integration; or

c) restrict development in the area of integration of control systems to enterprise systems.

This Part 1 standard defines the interface content between manufacturing control functions and other
enterprise functions, based upon the Purdue Reference Model for CIM (hierarchical form) as published by
ISA.

1 Scope
This Part 1 standard defines the interface content between manufacturing control functions and other
enterprise functions. The interfaces considered are the interfaces between levels 3 and 4 of the
hierarchical model defined by this standard. The goal is to reduce the risk, cost, and errors associated with
implementing these interfaces.

The standard may be used to reduce the effort associated with implementing new product offerings. The
goal is to have enterprise systems and control systems that inter-operate and easily integrate.

The scope of Part 1 is limited to:

a) a definition of the scope of the manufacturing operations and control domain;

b) a definition of the organization of physical assets of an enterprise involved in manufacturing;

c) a definition of the functions associated with the interface between control functions and enterprise
functions; and

d) a definition of the information that is shared between control functions and enterprise functions.

2 Normative references
The following normative documents contain provisions that, through reference in this text, constitute
provisions of this Part 1standard. At the time of publication, the editions indicated were valid. All normative
documents are subject to revision, and parties to agreements based on this Part 1 standard are
encouraged to investigate the possibility of applying the most recent editions of the normative documents
indicated below. Member organizations of the IEC and I S 0 (International Standards Organization)
maintain registers of currently valid normative documents.

a) IEC 61512-1:1997, Batch Control - Part 1: Models and Terminology

b) ANSl/lSA-88.01-1995, Batch Control - Part 1: Models and Terminology

3 Definitions
For the purposes of this Part 1 standard, the following definitions apply.

3.1 Area:
a physical, geographical or logical grouping determined by the site. It may contain process cells,
production units, and production lines.

3.2 Available capability:

the portion of the production capability that can be attained but is not committed to current or future
production.

3.3 Bill of lading:

a contract or receipt for goods that a carrier agrees to transport from one place to another and to deliver to
a designated person or that it assigns for compensation upon the conditions stated therein.

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3.4 Bill of material:

a listing of all the subassemblies, parts, and/or materials that are used in the production of a pr0duct.l It
includes the quantity of each material required to make a product.

3.5 Bill of resources:

a listing of all resources and when in the production process they are needed to produce a product.2Also a
listing of the key resources required to manufacture a product, organized as segments of production. It is
often used to predict the impact of activity changes in the master production schedule on the supply of
resources.

3.6 Certificate of analysis:

a certification of conformance to quality standards or specifications for products or materials. It may
include a list or reference of analysis results and process information. It is often required for custody
transfer of materials.

3.7 Committed capability:

the portion of the production capability that is currently in use or is scheduled for use.

3.8 Consumables:
resources that are not normally included in bills of material or are not individually accounted for in specific
production requests.

3.9 Control
domain:
in this Part 1 standard, control domain is synonymous with the manufacturing operations and control
domain.

3.10 Enterprise:
any undertaking, venture, initiative, or business organization with a defined mission.

3.11 Equipmentclass:
a means to describe a grouping of equipment with similar characteristics for purposes of scheduling and
planning.

3.12 Finishedgoods:
final materials on which all processing and production is completed. Finished goods may no longer be
under the manufacturing operations and control domain.

3.13 Finishedgoodwaivers:
approvals for deviation from normal product specifications.
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3.14 In-processwaiverrequests:
requests for waivers on normal production procedures due todeviations in materials, equipment, or quality
metrics, where normal product specifications are maintained.

3.15 Manufacturing operations and control domain (MO&C domain):

this domain includes all the activities in level 3 and information flows to and from levels O, 1, and 2 across
the boundary to level 4.

Adapted from Cox 111, James F., Blackstone Jr., John H., APlCS Dictionary Ninth Edition, APICS - The Educational Society for
Resource Management, Alexandria, VA. ISBN: 1-55822-162-X, 1998.

¡bid

3.16 Material class:

a means to describe a grouping of materials with similar characteristics for purposes of scheduling and
planning.

3.17 Material lot:

a uniquely identifiable amount of a material. This describes the actual total quantity or amount of material
available, its current state, and its specific property values.

3.18Materialdefinition:
a definition of the properties and characteristics for a substance.

3.19 Materialsublot:
a uniquely identifiable subset of a material lot, containing quantity and location. May be a single item.

3.20 Personnelclass:
a means to describe a grouping of persons with similar characteristics for purposes of scheduling and
planning.

3.21 Productioncapability:
a) The highest sustainable output rate that could be achieved for a given product mix, raw materials,
worker effort, plant, and equipment.
b) The collection of personnel, equipment, material, and process segment capabilities.
c) The total of the current committed, available, and unattainable capability of the production facility.
The capability includes the capacity of the resource.

3.22 Productioncontrol:
the collection of functions that manages all production within a site or area.

3.23 Production line:

a series of pieces of equipment dedicated to the manufacture of a specific number of products or fa mi lie^.^

3.24 Productionrules:
the information used to instruct a manufacturing operation how to produce a product.

3.25 Production unit:

a set of production equipment that converts, separates, or reacts one or more feedstocks to produce
intermediate or final products.

3.26Productsegments:
the shared information between a plan-of-resources and a production-rule for a specific product. It is a
logical grouping of personnel resources, equipment resources, and material specifications required to
carry out the production step.

3.27 Resource:
a collection of personnel, equipment, and/or material.

3.28 Unattainablecapability:
the portion of the production capability that cannot be attained. This is typically due tofactors such as
equipment unavailability, suboptimal scheduling, or resource limitations.

Cox 111. ¡bid

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3.29 Work cell:

dissimilar machines grouped together to produce a family of parts having similar manufacturing
requirements.

4 Enterprise-controlsystemintegrationoverview(informative)
4.1 Introduction

Successfully addressing the issue of enterprise-control system integration requires identifying the
boundary between the enterprise and the manufacturing operations and control domains (MO&C). The
boundary is identified using relevant models that represent functions, physical equipment, information
within the MO&C domain. and information flows between the domains.

Multiple models define the functions and integration associated with control and enterprise systems.
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Hierarchy models that describe the levels of functions and domains of control associated within
manufacturing organizations are defined in clause 5. These models are based on The Purdue
Reference Model for CIM, referenced as PRM;4the MESA International Functional Model;5 and the
equipment hierarchy model from the IEC 61512-1 (ANSl/lSA-88.01-1995) standard.

A data flow model that describes the functional and data flows within manufacturing organizations is
defined in clause 6. This model is also based on The Purdue Reference Model for CIM.

An object model that describes the information that may cross the enterprise and control system
boundary is defined in clause 7.

DomainFunctions Functions
Definitions ...,,.:.::..:.:.:.:.: ...::.:= in Domains
::+, ... ..
,,.:..:..:.:.:.:.:::+,
.........
of Interest
... ...
....
.... ....
....
....
.....
....
... ....
,-.~
3.2
‘d
r-;
t--3
‘d

O 0 ‘ 0 0:
o o 000 c-; ,-.,
L,
C”; ”+:)

Information Categories of Information

Definitions Information Flows of Interest

Figure 1 - Outline of models in the standard

Selected elements of the Purdue Reference Model for CIM are included in annex D.

MESA International, MES Functionalityand MRP to MES Data Flow Possibilities - White Paper Number2 (1994).

This standard provides models and information in multiple levels of detail and abstraction. These levels are
illustrated in Figure 1, which serves as a map to the rest of the document. Each model and diagram
increases the level of detail defined in the previous model.

The models start with a definition of the domain of control systems and the domain of enterprise systems.
The domain definitions are contained in clause 5 .

Functions within the domains are defined in clauses 5 and 6. Functions of interest that are relevant to the
standard are also given a detailed definition in clause 6. The information flows of interest between the
relevant functions are defined in clause 6.2.

The categories of information are defined in clause 7.1. The formal object model of the information of
interest is defined in clauses 7.3, 7.4, and 7.5.

4.2 Criteria for inclusion in manufacturing operations & control domain

The hierarchy and data flow models describe most of the functions within a manufacturing enterprise.
Only some of those functions are associated with manufacturing control and manufacturing control
systems. The following list defines the criteria used to determine which functions and which information
flows are included in this standard.

a) The function is critical to maintaining regulatory compliance. This includes such factors as safety,
environmental, and CGMP (Current Good Manufacturing Practices) compliance.

b) The function is critical to plant reliability.

c) The function impacts the operation phase of a facility’s life, as opposed to the design, construction,
and disposal phases of a facility’s life.

d) The information is needed by facility operators in order to perform their jobs.

The information that flows between functions identified as being within the control domain and those
outside the control domain defines the enterprise-control system boundary. Information exchanged
between functions within the control domain and information exchanged between functions outside the
control domain are outside the scope of this document. Figure 2 illustrates the enterprise-control system
interface, as depicted in the data flow model, between control and noncontrol functions; the gray circles
indicate functions that exchange information, and are described in the data flow model. Functions
depicted as white circles and data flows depicted as dashed lines are those defined as outside the scope
of this standard.

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Functions
Outside the
Control Domain
Produd
- \ Information Flows
Interest
of

...:...........
E.: .......
M M Enterprise-Control System Boundary
.. A**

0 Functions detailed

0 Functions not detailed ‘Y:

\
Functions
/Data flows detailed Within the
Control Domain
,=’Data flows not detailed (e.g.l Equipment Monitoring)
-

Figure 2 - Enterprise-control system interface

5 Hierarchy models
This clause defines the hierarchy models associated with manufacturing control systems and other
business systems.
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5.1 Scheduling and control hierarchy

Figure 3 depicts the different levels of a functional hierarchy model: business planning & logistics,
manufacturing operations & control, and batch, continuous, or discrete controL6 The model defines
hierarchical levels at which decisions are made. The interface addressed in this standard is between
level 4 and level 3 of the hierarchy model. This is generally the interface between plant production
scheduling and operation management and plant floor coordination.

The figure is a simplified version of the Purdue Hierarchy Model, as shown in figures D-1, D-2, D-3, and D-4 of annex D.

Interface addressed
in this Part 1
standard

Operations & Control

Figure 3 - Functional hierarchy

Levels 2, 1, andO define thecell or line supervision functions, operations functions, and process control
functions. There are severaldifferent models for the functionsat these levels based on the actual
production strategy used.

5.1.1 Level 4 activities

Level 4 activities include:

a) Collecting and maintaining raw material and spareparts usage and available inventory, and providing
data for purchase of raw material and spare parts.

b) Collecting and maintainingoverall energy use and availableinventory and providing datafor purchase
of energy source.

c) Collecting and maintaining overall goods in process and productioninventory files.

d) Collecting and maintaining quality control files as they relate to customer requirements.

e) Collecting and maintainingmachinery and equipment use and life history files necessary for preventive
and predictive maintenance planning.

f) Collecting and maintaining manpower use data for transmittal to personnel and accounting.

g) Establishing the basic plant productionschedule.

h) Modifying the basic plant production schedulefor orders received, based on resourceavailability
changes, energy sources available, power demandlevels, and maintenance requirements.

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i) Developing optimum preventive maintenance and equipment renovation schedules in coordination

with the basic plant productionschedule.

j) Determining theoptimum inventory levels of raw materials, energy sources, spare parts, and goods in
process at each storage point. These functions alsoinclude materials requirements planning (MRP)
and spare partsprocurement.

k) Modifying the basic plant production schedule

as necessary whenever major production interruptions
OCCUr.

I) Capacity planning, based on all of the above activities.

5.1.2 Level 3 activities

Level 3 activities include:

Reporting on area production including variable manufacturing

costs.

Collecting andmaintaining area data on production, inventory, manpower, raw materials, spare parts
and energy usage.

Performing datacollection and off-line analysis as required by engineering functions. This mayinclude
statistical quality analysis and related controlfunctions.

Carrying out needed personnel functions such as: work period statistics (for example, time, task),
vacation schedule, work force schedules, unionline of progression, and in-housetraining and
personnel qualification.

Establishing theimmediate detailed production schedulefor its own area including maintenance,
transportation andother production-relatedneeds.

Locally optimizing the costsfor its individual production areawhile carrying out the production
schedule establishedby the level 4 functions.

Modifying production schedules

to compensate for plant production interruptions that may occur in its
area of responsibility.

Additional descriptions of the activities contained within level 3 are provided below. The standard
assumes all activities not explicitly defined as partof the level 3, control domain, to be part of the
enterprise domain. See annex E for a correlationof the activities to the MESA International model.

5.1.2.1 Resource allocation and control

The control domainincludes the functionality of managing resources directly associated with control and
manufacturing. The resources include machines, tools, labor skills, materials, other equipment,
documents, andother entities that must be available for work to start and to becompleted. The
management of these resources may include local resource reservationto meet production-scheduling
objectives.

The control domain also ensures that equipment is properly set up for processing, includingany allocation
needed for setup. The control domain also is responsible for providing real-timestatuses of the resources
and a detailedhistory of resource use.

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5.1.2.2 Dispatching production

The control domain includes the functionality of managing the flow of production in theform of jobs, orders,
batches, lots, and work orders, by dispatching production to specific equipment and personnel. Dispatch
information is typically presented in thesequence in which the work needs to be done and may change in
real time as events occur on thefactory floor.

The control domain may alter the prescribed schedules, within agreed upon limits, based on local
availability and current conditions. Dispatching of production includes the ability to control the amount of
work in process at any point through buffer management and management of rework and salvage
processes.

5.1.2.3 Data collection and acquisition

The control domain includes the functionality of obtaining the operational production and parametric data
that are associated with the production equipment and production processes.

The control domain also is responsible for providing real-time statuses of the production equipment and
production processes and a history of production and parametric data.

5.1.2.4 Quality management

The control domain includes the functionality of providing real-time measurements collected from
manufacturing and analysis in order to assure proper product quality control and to identify problems
requiring attention. It may recommend actions to correct the problem, including correlating the symptoms,
actions and results to determine the cause.

It includes SPC/SQC (statistical process control/statistical quality control) tracking and management of off-
line inspection operations and analysis in laboratory information management systems (LIMS).

5.1.2.5 Process management

The control domain includes the functionality of monitoring production and either automatically corrects or
provides decision support to operators for correcting and improving in-process functions. These functions
may be intra-operational and focus specifically on machines or equipment being monitored and controlled,
as well as inter-operational, tracking the process from one operation to the next.

It may include alarm management to make sure factory persons are aware of process changes that are
outside acceptable tolerances.

5.1.2.6 Production planning and tracking

The control domain includes the functionality of providing the status of production and the disposition of
work. Status information may include personnel assigned to the work; component materials used in
production; current production conditions; and any alarms, rework, or other exceptions related to the
product. The functionality includes the capability of recording the production information to allow forward
and backward traceability of components and their use within each end product.

5.1.2.7 Performance analysis

The control domain includes the functionality of providing up-to-the-minute reporting of actual
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manufacturing operations results along with comparisons to past history and expected results.
Performance results include such measurements as resource utilization, resource availability, product unit
cycle time, conformance to schedule, and performance to standards. Performance analysis may include

SPC/SQC analysis andmay draw from informationgathered by differentcontrol functionsthat measure

operating parameters.

5.1.2.8 Operationsanddetailedscheduling

The control domainincludes the functionality of providing sequencing based on priorities, attributes,
characteristics, and productionrules associated with specific production equipment and specific product
characteristics, such as shape, color sequencing or othercharacteristicsthat, when scheduled in
sequence properly, minimize setup. Operations and detailed schedulingis finite and it recognizes
alternative and overlapping/paralleloperations in order to calculate indetail the exact time of equipment
loading andadjustment to shift patterns.

5.1.2.9 Document
control

The control domainincludes some of the functionality of controlling records and formsthat must be
maintained with the productionunit. The records and forms include work instructions, recipes, drawings,
standard operation procedures,part programs, batch records,engineering change notices, shift-to-shift
communication, as well as the ability to edit "as planned" and "asbuilt" information. It sends instructions
down to the operations, including providing data to operators orrecipes to device controls. It would also
include the control andintegrity of regulatory, documentation, environmental, health and safety
regulations, and SOP information suchas corrective actionprocedures.

5.1.2.10Labor management

The control domain includes some of the functionality of providing status of personnel inan up-to-the
minute timeframe. The functions include time and attendance reporting, certification tracking, as well as
the ability to track indirect functions such as material preparationor tool room work as a basisfor activity-
based costing. Labor management may interact with resource allocation to determine optimal
assignments.

5.1.2.11 Maintenancemanagement

The control domain includes some of the functionality of maintaining equipment and tools. The functions
ensure the equipment and tools availability for manufacturing. They also may include scheduling for
periodic or preventive maintenanceas well as responding to immediate problems. Maintenance
management maintains ahistory of past events or problems to aid in diagnosing problems.

5.2 Equipmenthierarchymodel

The physical assetsof an enterprise involvedin manufacturing are usually organized in a hierarchical
fashion as described in Figure 4. This is an expansion of the model described in IEC 61512-1 and ANSI/
ISA-88.01-1995, and it includes the definition of assets for discrete and continuousmanufacturing. Lower
level groupings are combinedto form higher levels in the hierarchy. In some cases, agrouping within one
level may be incorporatedinto another grouping at that same level.

This model defines the

areas of responsibility for the different function levels defined in the hierarchical
model. The equipment hierarchy model additionally defines someof the objects utilized in information
exchange betweenfunctions.

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I ENTERPRISE

May contain 1 or more - Level 4 activities

typically deal with
these objects

May contain 1 or more

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Lowest Levelsof
Equipment Typically
i May contain 1 or more May contain 1 or more May contain 1 or more

Level 3 activities
typically deal with
these objects
Scheduled by
Levels 3 or 4
Must contain1 or more

AJ May contain 1 or more

” Lower level
equipment used
Lower level
equipment used
+ Lower level
equipment used
in batch in continuous in repetitive or
operations. operations. discrete operations.

Figure 4 - Equipment hierarchy

5.2.1 Enterprise

An enterprise is a collection of one or more sites and may contain sites and areas. The enterprise is
responsible for determining what products will be manufactured,at which sites they will be manufactured,
and in general how they will be manufactured.

Level 4 functions aregenerally dealing at the enterprise andsite levels. However, enterprise planning and
scheduling may involve areas,cells, lines, or units within an area.

5.2.2 Site

A site is a physical, geographical, or logical grouping determined by the enterprise. It may contain areas,
production lines, process cells, and productionunits. The level 4 functions at a site are involved in local
site management and optimization. Site planning and schedulingmay involve cells, lines, or units within
the areas.

A geographical location and main production capability usually identifies a site. Examples of site
identifications are “Dallas Expressway Plant” site, “Deer Park Olefins Plant,” and “Johnson City
Manufacturing Facility.” Sites are often used for rough-cut planning andscheduling. Sites generally have
well-defined manufacturingcapabilities.

5.2.3 Area

An area is a physical, geographical, or logical grouping determined by the site. It may contain process
cells, production units, and production lines. Most level 3 functions occur within the area. The main

production capability and geographical location within a site usually identify areas. Examples of area
identifications are “CMOS Facility,” “North End Tank Farm,”and “Building 2Electronic Assembly. ”

Areas generally have well-defined manufacturingcapabilities and capacities. The capabilities and
capacities areused for level 3 and level 4 planning and scheduling.

An area is made up of lower-level elements that perform the manufacturing functions. There are three
types of elements defined that correspond tocontinuous manufacturing models, discrete (repetitive and
nonrepetitive) manufacturingmodels, and batch manufacturingmodels. An area may have one or more of
any of the lower-levelelements depending upon themanufacturing requirements. Many areas will have a
combination of production lines for the discrete operations, production
units for the continuous processes,
and processcells for batch processes. For example, a beverage manufacturer may have an area with
continuous mixingin a production unit, which feeds a batch processcell for batch processing, feeding a
bottling line for a discretebottling process.

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Depending on the planning and scheduling strategy selected, thelevel 4 functionsmay stop at the area
level, or they may schedule the functionsof the lower-levelelements within the areas.

5.2.4 Production unit

Production units are thelowest level of equipment typically scheduled by the level 4 orlevel 3 functions for
continuous manufacturing processes. Production units are composed of lower level elements, such as
equipment modules, sensors,and actuators, but definitions of these are outside the scope
of this standard.
A productionunit generally encompasses all of the equipment required for a segment of continuous
production, that operates in a relatively autonomous manner. It generally converts, separates, or reacts
one or more feedstocksto produce intermediateor final products.

The major processing activity or product generated often identifies the productionunit. Examples of
production unit identifications are “Catalytic Cracker #1,” “Steam Cracker #59,”and “Alkylation Unit 2.”

Production units have well-defined processingcapabilities and throughput capacities and these areused
for level 3 functions. The capacitiesand capabilities are also oftenused as inputto level 4 scheduling,
even if the productionunits are not scheduled by the level 4 functions.

5.2.5 Production line and workcell

Production lines and work cells are the lowest levels of equipment typically scheduled by the level 4 or
level 3 functions for discrete manufacturingprocesses. Work cells are usually only identified when there is
flexibility in the routingof work within a productionline. Production lines and work cells may be composed
of lower-level elements, but definitions of these are outside the scope of this document.

The major processing activity often identifies the production line. Examples of production line
identifications are “Bottling Line #1,” “Capping Line #15,”CMOS Line #2,” and “Water Pump Assembly
Line #4.”

Production line and work cells have well-defined manufacturing capabilities and throughput capacities and
these are used for level 3 functions. The capacities andcapabilities are also often used as inputto level 4
scheduling, even if the productionlines and work cells are not scheduled by the level 4 functions.

5.2.6 Process celland unit

Process cells and units are the lowest level of equipment typically scheduled by thelevel 4 and level 3
functions for batch manufacturing processes. Units are usually only identified at level 3 and 4 if there is

flexibility in the routingof product within a processcell. The definitions for process cells and units are
contained in theIEC 61512-1 and ANSl/lSA-88.01-1995standards.

The major processing capability or family of products produced oftenidentifies the processcell. Examples
of process cell identifications are “Mixing Line#5,”“West Side Glue Line,” and “Detergent Line 13.”

Process cells and units have well-defined manufacturing capabilities and batch capacities and these are
used for level 3 functions. The capacities andcapabilities may also be used as inputdata for level 4
scheduling, even if the processcells or units are not scheduled by the level 4 functions.

6 Functional data flow model

This clause presents:

a) The functions of an enterprise involvedwith manufacturing.

b) The information flows between the functions

that cross the enterprise-controlinterface.

The enterprise-control interfaceis described using a data flow model. The model is defined using the
Yourdon-Demarco7 notational methodology.

Table 1 defines the Yourdon notation used in the functional model.

Table 1 - Yourdon notation used

Symbol I Definition

A function is represented as a labeled ellipse. A function is a group of tasks that can be

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Function classified as having a common objective. Functions are organized in a hierarchical

(4.0) manner and are identified with a name and a number. The number represents an
identification of the data model hierarchy level.

External An external entity is represented as a labeled rectangle. An external entity is a

component outside the model boundaries that sends data to and/or receives data from
Entity the functions.

”””
.
Data Flow Name

”””””_
A solid line with an arrow represents a grouping of data that flows between functions,
data stores, or external entities. The data are defined in the enterprise-control
integration model. All solid lines have a name for the data flows.
A data flow at one level of the functional hierarchy may be represented by one or more
flows at the lower level of the hierarchy.

A dashed line with an arrow represents a grouping of data that flows betweenfunctions,
data stores, or external entities. The data are not pertinent to the enterprise-control
integration model, but are shown to illustrate the context of functions. Dashed line data
flows without names are not identified in this model, but are defined in annex D.

Adapted from STRUCTURED

ANALYSIS
AND SYSTEM by DeMarco, 0 1978, Prentice Hall, Inc., Upper Saddle River, NJ.
SPECIFICATION

The functional model is depicted in Figure 5. The wide dotted line illustrates the boundary of the
enterprise-control interface. The line is equivalent to the level 3 - level 4 interface defined in clause 5.1.
The manufacturing control side of the interface includes most of the functions in production control and
some of the activities in the other major functions. The labeled lines indicate information flows of
importance to manufacturing control. The wide dotted line intersects functions that have sub-functions that
may fall into the control domain, or fall into the enterprise domain depending on organizational policies.

The model structure does not reflect an organizational structure within a company, but an organizational
structure of functions. Different companies will place the functions in different organizational groups.

The following subclauses in this clause list and describe each of the functions contained in the model, and
list and describe the information that flows between the functions.

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Development

Figure 5 - Functional enterprise-control model

6.1 Functions

6.1.1 Order processing (1.0)

The general functions of order processing include:

a) Customer order handling, acceptance and confirmation

b) Sales forecasting

c) Waiver and reservation handling

d) Gross margin reporting

e) Determining production orders

There is generally no direct interface between the functions of order processing and the manufacturing
control functions.

6.1.2 Production scheduling (2.0)

Production scheduling functions interface to the manufacturing control system functions through a
production schedule, actual production information, and production capability information. This information
exchange is defined in the production control functions.

Detailed scheduling, within an area, is defined as a control function.

The general functions of production scheduling include:

a) Determine production schedule

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b) Identify long-term raw material requirements

c) Determine pack-out schedule for end products

d) Determine available product for sales

The information generated or modified by the production scheduling functions includes:

a) The production schedule

b) The actual production versus the planned production

c) The production capacity and resource availability

d) Current order status

6.1.3 Production control (3.0)

The production control functions encompass most of the functions associated with manufacturing control.
The functions of production control include:

a) Controlling the transformation of raw materials into end product in accordance with production
schedule and production standards

b) Performing plant engineering activities and updating of process plans

c) Issuing requirements for raw materials

d) Producing reports of performance and costs

e) Evaluating constraints to capacity and quality

f) Self-test and diagnostics of production and control equipment

g) Creating production standards and instructions for SOPS (standard operating procedures), recipes,
and equipment handling for specific processing equipment

The main functions in production control include process support engineering, operations control, and
operations planning.

6.1.3.1 Process support engineering

The functions of process support engineering include:

a) Issuing requests for modification or maintenance

b) Coordinating maintenance and engineering functions

c) Providing technical standards and methods to operations and maintenance functions

d) Following up on equipment and process performance

e) Providing technical support to operators

f) Following up on technological developments

The functions of process support engineering generate or modify the following information for use in other
control functions:

Minor equipment and process modifications; this may include new design drawings

Instructions on how to handle equipment; this may include standard operating procedures

Instructions on how to make products; this includes production rules and the standard materials,
equipment, and other resources used

Material safety data sheets (MSDS)

Instructions on how to install equipment; this may include vendor equipment

Environmental and safety operating limits and constraints

Engineering standards for process equipment design techniques and process operational methods,
and online operating instructions

Instructions for plant trials or plant tests

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6.1.3.2 Operations control

Operations control is the collection of functions that manages all production within a site or area.

The functions of production control include:

Producing the product according to schedule and specifications

Reporting production, process, and resource information

Monitoring equipment, validating operational measurements, and determining the need for
maintenance

Preparing equipment for maintenance and returning it to service after maintenance

Performing diagnostics and self-check of production and control equipment

Balancing and optimizing production within the site or area

May include local site or area labor management and document management

The functions of production control generate or modify the following information for use in other control
functions:

Status of production requests

Selected production data, such as data to calculate production cost, and production performance

Selected process data, such as equipment performance feedback

Status of resources

Status of maintenance work order requests

Requests for maintenance

Diagnostic and self-test results

Process history

Requests for process support engineering support

Request for analysis of material

6.1.3.3 Operations planning

The functions of operations planning include:

a) Setting up a short-term production plan based on the production schedule

b) Checking the schedule against raw material availability and product storage capacity

c) Checking the schedule against equipment and personnel availability

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d) Determining the percent of capacity status

e) Modifying the production plan hourly to account for equipment outage, manpower and raw materials
availability

The functions of operations planning generate or modify the following information for use in other control
functions:

a) Material and energy inventory report

b) Material and energy requirements required to meet the production plan

c) Site or area production plan for operations control

d) Available capability of the production resources

6.1.4 Material and energy control (4.0)

The functions of materials and energy control include:

a) Managing inventory, transfers, and quality of material and energy

b) Generating requests for purchasing of materials and energy based on short- and long-term
requirements

c) Calculating and reporting inventory balance and losses of raw material and energy utilization

d) Receiving incoming material and energy supplies and requesting quality assurance tests

e) Notifying purchasing of accepted material and energy supplies

The functions of materials and energy control generate or modify the following information for use in other
control functions:

a) Material and energy order requests

b) Incoming confirmation of received materials and energy

c) Material and energy inventory report

d) Manual and automated transfer instructions for operations control

Some of the functions within material and energy control may be inside the control domain, based on local
organizational structures. Therefore, selected data flows into and out of material and energy control are
defined because they may cross the enterprise-control system boundary.

6.1.5 Procurement (5.0)

The functions of procuring resources include:

a) Placing orders with suppliers for raw materials, supplies, spare parts, tools, equipment and other
required materials

b) Monitoring progress of purchases and reporting to requisitioners

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c) Releasing incoming invoices for payment after arrival and approval of goods

d) Collecting and processing of unit requests for raw materials, spare parts, etc., for order placement to
vendors

The functions of procurement generate or modify the following information for use in other control
functions:

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a) Expected material and energy delivery schedules

6.1.6 Quality assurance (6.0)

The functions of quality assurance include:

a) Testing and classification of materials

b) Setting standards for material quality

c) Issuing standards to manufacturing and testing laboratories in accordance with requiremenIts from
technology, marketing and customer services

d) Collecting and maintaining material quality data

e) Releasing material for further use (delivery or further processing)

f) Certifying that product was produced according to standard process conditions

g) Checking of product data versus customer’s requirements and statistical quality control routines to
assure adequate quality before shipment

h) Relaying material deviations to process engineering for re-evaluation to upgrade processes

The functions of quality assurance generate or modify the following information for use in other control
functions:

a) Quality assurance test results

b) Approval to release materials, or waivers on compliance

c) Applicable standards and customer requirements for material quality

Some of the functions within quality assurance may be inside the control domain, based on local
organizational structures; for example, quality assurance requests. Therefore, selected data flows into
and out of quality assurance are defined because they may cross the enterprise-control system boundary.

6.1.7 Product inventory control (7.0)

The functions of product inventory control include:

a) Managing inventory of finished products

b) Making reservations for specific product in accordance with product selling directives

c) Generating the pack-out end product in accordance with delivery schedule

d) Reporting on inventory to production scheduling

e) Reporting on balance and losses to product cost accounting

f) Arranging physical loading/shipment of goods in coordination with product shipping administration

The functions of product inventory control generate or modify the following information for use in other
control functions:

a) Finished goods inventory

b) Inventory balances

c) Pack-out schedule

d) Release to ship

e) Confirm to ship

f) Requirements

Some of the functions within product inventory control may be inside the control domain, based on local
organizational structures. Therefore, selected data flows into and out of product inventory control are
defined because they may cross the enterprise-control system boundary.

6.1.8 Product costaccounting (8.0)

The functions of cost accounting include:

a) Calculating and reporting on total product cost

b) Reporting cost results to production for adjustment

c) Setting cost objectives for production

d) Collecting raw material, labor, energy and other costs for transmission to accounting

e) Calculating and reporting on total production cost, reporting cost results to production for adjustment

f) Setting cost objectives for materials and energy supply and distribution

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The functions of cost accounting generate or modify the following information for use in other control
functions:

a) Cost objectives to production

b) Performance and costs from production

c) Parts and energy incoming to accounting from material and energy control

6.1.9 Product shipping administration (9.0)

The functions of product shipping administration include:

a) Organizing transport for product shipment in accordance with accepted orders requirements

b) Negotiating and placing orders with transport companies

c) Accepting freight items on site and releasing material for shipment

d) Preparing accompanying documents for shipment (BOL, customs clearance)

e) Confirming shipment and releasing for invoicing to general accounting

f) Reporting on shipping costs to product cost accounting

6.1.10 Maintenance management (10.0)

The functions of maintenance management include:

a) Providing maintenance for existing installations

b) Providing preventative maintenance program

c) Providing equipment monitoring to anticipate failure, including self-check and diagnostic programs

d) Placing purchase order requests for materials and spare parts

e) Developing maintenance cost reports, and coordinating outside contract work effort

f) Providing status and technical feedback on performance and reliability to process support engineering

The functions of maintenance management generate or modify the following information for use in other
control functions:

a) Maintenance schedules that specify the plan for future work orders

b) Maintenance work orders that specify specific equipment to be taken out of service and available for
maintenance functions

c) Diagnostic and self-test requests to be performed on the equipment

Some of the functions within maintenance management may be inside the control domain, based on local
organizational structures. Therefore selected data flows into and out of maintenance management are
defined because they may cross the enterprise-control system boundary.

6.1.11 Research, development, and engineering

The general functions of research, development and engineering include:

a) Development of new products

b) Definition of process requirements

c) Definition of product requirements, as relates to the production of the products

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6.1.12 Marketing and sales

The general functions of marketing and sales include:

a) Generating sales plans

b) Generating marketing plans

c) Determining customer requirements for products

d) Determining requirements and standards for products

e) Interacting with customers

6.2 Information flows

The information flows between the functions that are labeled in Figure 5 are listed below. The information
in the information flows is defined in clause 7.

6.2.1 Schedule

The schedule information flows from the production scheduling (2.0) functions to the production control
(3.0) functions.

This contains the information, to production, on what product is to be made, how much is to be made, and
when it is to be made. Elements of the schedule information are defined in clauses 7.5.1 and 7.5.2, and
are shown in Figure 22.

6.2.2 Production from plan

The production-from-plan information flows from the production control (3.0) functions to the production
scheduling (2.0) functions.

This contains information about the current and completed production results from execution of the plan. It
contains what was made, how much was made, how it was made, and when it was made. Elements of the
production-from-plan information are defined in clauses 7.5.3 and 7.5.4, and shown in Figure 23.

6.2.3 Production capability

The production capability information flows from the production control (3.0) functions to the production
scheduling (2.0) functions.

Production capability information defines the current committed, available, and unattainable capability of
the production facility. This includes materials, equipment, labor, and energy. Elements of the production
capability information are defined in clause 7.1.1 and shown in Figure 15.

6.2.4 Material and energy order requirements

The material and energy order requirement information flows from the material and energy control (4.0)
functions to the procurement (5.0) functions.

Material and energy order requirements define future requirements for materials and energy required to
meet short-term and long-term requirements based on the current availability.

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There are no object models for the material and energy order requirements, but the information may use
the definitions relating to material and energy detailed in the clause 7 object model.

6.2.5 Incoming order confirmation

The incoming order confirmation information flows from the material and energy control (4.0) functions to
the procurement (5.0) functions.

h o m i n g order confirmations are the notification that the material or energy hasbeen received.

This information is not detailed in the clause 7 object model because it does not cross the interface
between the enterprise and control domains.

6.2.6 Long-term material and energy requirements

The long-term material and energy requirements information flows from the production scheduling (2.0)
functions to the material and energy control (4.0) functions.

The long-term material and energy requirements are time-sequenced definitions of material and energy
resources that will be needed for planned production.

There are no object models for the long-term material and energy requirements, but the information may
use the definitions relating to material and energy detailed in theclause 7 object model.

6.2.7 Short-term material and energy requirements

The short- term material and energy requirements information flows from the production control (3.0)
functions to the material and energy control (4.0) functions.

The short- term material and energy requirements are requirements for resources that are needed for
currently scheduled or executing production. These may include:

a) Requests for materials that may include deadlines

b) Reservations for materials

c) Indications of actual consumption

d) Release of reservations

e) Adjustments to consumption
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Material is represented in Figure 19 in clause 7.3.4 and the material and energy requirements are
represented in Figure 22 in clause 7.5.2.

6.2.8 Material and energy inventory

The material and energy inventory information flows from the material and energy control (4.0) functions to
the production control (3.0) functions.

The material and energy inventory information flows are the currently available material and energy that
can be used for short-term planning and for production. This information deals with raw materials. Material
and energy inventory information is defined in clause 7.3.4.

6.2.9 Productioncostobjectives

The production cost objectives information flows from the product cost accounting (8.0) functions to the
production control (3.0) functions.

Production cost objectives are the production performance targets in terms of resources. This could be
related to a product or to a process. This may include materials, labor hours, energy, equipment usage, or
actual costs. Elements of the production cost objectives are defined in clauses 7.1.2 and 7.4 and shown in
Figure 21.

6.2.10 Productionperformanceandcosts

The production performance and costs information flows from the production control (3.0) functions to the
product cost accounting (8.0) functions.

Production performance and costs are the actual use and results associated with specific production
activities. This includes materials, labor hours, energy, and equipment usage. Results may be identified by
products, by-products, co-products, and scrap. This information would be in sufficient detail to identify all
costs by product, co-products, and scrap.

6.2.11 Incomingmaterialandenergyreceipt

The incoming material and energy receipt information flows from the material and energy control (4.0)
functions to the product cost accounting (8.0) functions.

h o m i n g material and energy receipt is the notification that the material or energy has been received and
additional information needed for cost accounting. This may also include the BOL (bill of lading), MSDS
(material safety data sheet), and COA (certificate of analysis). This information is coordinated with the
incoming order confirmation (clause 6.2.5) information flow.

This information is not detailed in the clause 6 object model because it generally does not cross the
interface between the enterprise and control domains.

6.2.12 Qualityassuranceresults

The quality assurance (QA) results information flows from the quality assurance (6.0) functions to the
product inventory control (7.0) functions and the production control, operations control (3.2) functions.

Quality assurance results are the results from QA tests performed on raw materials, in-process materials,
or products. Quality assurance results may concern tests performed in the product or in-process tests
performed in a particular segment of production. Quality assurance results may include granting of in-
process waivers.

A positive QA result may be required before product inventory management may ship a product. A
positive QA result may be required before production control transfers product to product inventory control.

6.2.13 Standardsandcustomerrequirements

The standards and customer requirements information flows from the marketing and sales functions to the
quality assurance (6.0) functions, and from quality assurance to production control (3.0).

Standards and customer requirements are the specific values for attributes of the product that satisfy the
customer needs. This may include specific processing specifications as well as material properties. This

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

information may result in changes or additions to material, equipment, and personnel properties and
associated tests (see clause 7.3).

6.2.14 Product and process requirements

The product and process requirements information flows from the research, development and engineering
(RD&E) functions to the quality assurance (6.0) functions.

The product and process requirements define how to make a product. This corresponds to general or site
recipes in batch manufacturing, assembly instructions and drawings in discrete manufacturing, and
process descriptions in continuous manufacturing. Information about specific equipment, personnel, and
material requirements may be specified according to the models in clause 7.4.

6.2.15 Finished goods waiver

finishedgoods waiver information flows from the order processing (1.O) functions to the quality assurance
(6.0) functions.

finished goods waivers are approvals for deviation from normal product specifications. finished goods
waivers may be negotiated customer deviations from specifications defined in the standards and customer
requirements (clause 6.2.13).

6.2.16 In-process waiver request

In-process waiver request information flows from production control (3.0) to the quality assurance (6.0)
functions.

In-process waiver requests are requests for waivers on normal production procedures due to deviations in
materials, equipment, or quality metrics, where normal product specifications are maintained. The
response to the request is in the quality assurance results.

6.2.17 Finished goods inventory

The finished goods inventory information flows from the product inventory control (7.0) functions to the
production scheduling (2.0) functions.

The finishedgoods inventory is information on the current inventory of finished goods that is maintained by
product inventory control. This may include quantity, quality, and location information that can be used for
scheduling of new production, and as feedback on previously scheduled production. This is the total
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

finished product available for distribution or shipment. This information is described in clause 7.3.4.

6.2.18 Process data

The process data information flows from the production control (3.0) functions to the product inventory
control (7.0) functions and the quality assurance (6.0) functions.

Process data is information about production processes, as related to specific products and production
requests, and is described in clauses 7.5.3 and 7.5.4. Process data may be used by quality assurance as
part of the QA functions, and may be used by product inventory control where this information is needed as
part of the finished product deliverables.

6.2.19Pack outschedule

The pack out schedule information flows from the production scheduling (2.0) functions to the product
inventory control (7.0) functions.

A pack out schedule is the consolidation of produced items of one or more SKUs (stock-keeping unit) for
delivery to customers, inventory, or others.

6.2.20 Productandprocess know-how

The product and process know how information flows from the research, development and engineering
(RD&E) functions to the production control (3.0) functions.

Product and process know-how includes standard operating procedures, recipes, critical safety limits, and
analytical methods. This may be generated in response to an operations requests or originated by RD&E
for new products and processes.

Elements of the product and process know-how information are defined in clause 7.4 and in Figure 21.

6.2.21 Productandprocessinformationrequest

The product andprocess information requestflows from the production control (3.0) functions to the RD&E
functions.

A product andprocess information request is a request for new ormodified product definitions and process
definitions.

6.2.22 Maintenance
requests

The maintenance request information flows from the production control (3.0) functions to the maintenance
management (10.0) functions.

Maintenance requests are requests for a maintenance function. This may be a planned request or an
unplanned request due to an unplanned event, such as a lightning strike on a transformer.

6.2.23 Maintenance
responses

The maintenance response information flows from the maintenance management (10.0) functions to the
production control (3.0) functions.

Maintenance responses are the logged status or completion of routine, scheduled, or unplanned
maintenance.

6.2.24 Maintenancestandardsandmethods

Maintenance standards and methods information flows from the production control (3.0) functions to the
maintenance management (10.0) functions.

Maintenance standards and methods are accepted practices and procedures that maintenance must
follow in performing its functions.

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

6.2.25 Maintenancetechnicalfeedback

Maintenance technical feedback information flows from the maintenance management (10.0) functions to
the production control (3.0) functions.

Maintenance technical feedback is information about the performance and reliability of production
equipment and may include reporting on performed maintenance. Reports on maintenance may include
scheduled, preventive, or predictive.

6.2.26 Productandprocesstechnicalfeedback

Product andprocess technical feedback information flows from the production control (3.0) functions to the
RD&E functions.

Product and process technical feedback is information about the performance of production equipment
and product. This information generally results from performance tests and study requests to operations
control.

6.2.27 Maintenancepurchaseorderrequirements

Maintenance purchase order requirements information flows from the maintenance management (10.0)
functions to the procurement (5.0) functions.

Maintenance purchase order requirements is information about materials and supplies required to perform
maintenance tasks.

6.2.28 Productionorder

Production order information flows from order processing (1.O) functions to production scheduling (2.0)
functions.

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
Production order is information about accepted customer orders that defines work for the plant.

6.2.29 Availability

Availability information flows from the production scheduling (2.0) functions to the order processing (1.O)
functions.

Availability is information about the plant’s ability to fulfill the order.

6.2.30 Release to ship

Release to ship information flows from the product shipping administration (9.0) functions to the product
inventory control (7.0) functions.

Release to ship is information about the permission to ship the product.

6.2.31 Confirmto Ship

Confirm to ship information flows from the product inventory control (7.0) functions to the product shipping
administration (9.0).

Confirm to ship is information about the actual shipment of product.

7 Object Model
Clause 7.1 is an overview of the information contained in the object model and provides a context for the
object models. It defines the general categories of information in clauses 7.3, 7.4, and 7.5.

7.1 Categories of information

Most of the information described in theclause 6 model falls into three main areas:

a) Information required to produce a product

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b) Information about the capability to produce a product

c) Information about actual production of the product

Some information in each of these three areas must be shared between the manufacturing control
systems and the other business systems, as illustrated in Figure 6. Venn diagrams are used to illustrate
the overlap of information. This standard is only concerned with the overlapping information in the Venn
diagrams, and with defining a model and common terminology for that information.

/’ & Logistics Information \

/ Plant Production Scheduling, \

Manufacturing Operations
& Control Information
Area Supervision, Producti
Reliability, Assurance, etc

Figure 6 - Areas of information exchange

7.1.1 Production capability information

There are three main areas of information about the production capability that have significant overlap.
The three areas of information are production capability information, maintenance information, and
capability scheduling information. Figure 7 illustrates the overlapping information.

Production equipment status

Scheduled production equipment availability

Preventive/predictive maintenance information

Scheduling

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Information

Production capability

Figure 7 - Production capability information

7.1.1.1 Production capability information

For each site, area, and element within the area there is a definition of the production capability of the
personnel, equipment, and materials.

The production capability information includes the current state of what is available as updated by the
production capability model in Figure 15.

7.1.1.2 Maintenance information

For each site, area, and element within the area there is a definition of the equipment as required for
maintenance. This includes maintenance records and other information that is not part of the production
capability model.

The maintenance information includes the current maintenance state of the equipment, as defined by
information in the production capability model shown in Figure 15.

7.1.1.3 Capability scheduling information

The capability scheduling information contains the process segments available for the product unit,
process cell, or production line.

For each site, area, and equipment element within the area there is a definition of the production capability
of the personnel, equipment, and materials needed for scheduling of production.

7.1.1.4 Production equipment status

Production equipment status is information shared between the equipment’s capacity and capability model
and the maintenance model. This includes the definition of the equipment, the current status of the
equipment, and the usage history of the equipment.

7.1.1.5 Production capability

Production capability is defined as theinformation shared between the production capability model and the
capacity scheduling model. This includes the definition of the capacity, and current status of the
personnel, equipment, and materials.

7.1.1.6 Scheduled production equipment availability

Scheduled production equipment availability is a dynamic interaction of production capability information,

maintenance information, and capability scheduling information that allows forecasting of scheduled
production equipment availability.

7.1.1.7 Preventive/predictive maintenance information

Preventive/predictive maintenance information is the correlation of equipment health and maintenance

requirements with capability scheduling information as to align maintenance processes and adjust the
capability scheduling information during the maintenance processes.

7.1.2 Product definitioninformation

There are three main areas of information required for production of a specific product that have significant
overlap. The three areas are information for scheduling, material information, and production rules.
Figure 8 illustrates the overlapping information.

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Product Segment

Material informationon a specific product, including

information not relatedto production (e.g. shipping
materials)

Scheduling informationon a specific product,

including information thatis not relatedto productior
(e.g. material order lead times)

Bill Of

Figure 8 - Production definition information

7.1.2.1 Product production rules

Product production rules are defined as the information used to instruct a manufacturing operation how to

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produce a product. This may be called a general, site or master recipe (IEC 61512-1 and ANSl/lSA-88.01-
1995 definition), standard operating procedure (SOP), standard operating conditions (SOC), routing, or
assembly steps based on the production strategy used.

7.1.2.2 Bill of material

The bill of material is a list of all materials required to produce a product showing the quantity of each
required. These may be raw materials, intermediate materials, subassemblies, parts, and consumables.
This list does not contain the breakdown of where the materials are used or when they are needed, but it
may be organized in a hierarchical manner that maps to some of the production steps. The bill of material
often includes material that is not related to production of the product, such as shipping materials or
included documentation. The bill of material is a subset of the bill of resources.

The manufacturing bill is the subset of the bill of material that is related to production.

7.1.2.3 Bill of resources

The bill of resources is the list of all resources required to produce a product. Resources may include
materials, personnel, equipment, energy, and consumables. The bill of resources does not contain the
specific production steps, but it may be organized in a hierarchical manner that maps to some of the
production steps.

7.1.2.4 Product segment

Product segment is defined as the overlap of information between product production rules and the bill of
resources. It describes a job or task consisting of one of more work elements, usually done essentially in
one location. A product segment is the most detailed process view for the business system to control
material, labor, resource usage, cost, and quality in order to control the production.

Product segments may correspond to:

IEC 61512-1 and ANSl/lSA-88.01-1995 process stages, process operations, unit procedures, or
operations for batch manufacturing

production unit operations for continuous manufacturing

assembly steps and assembly actions for discrete manufacturing

other types of identifiable time spans for other types of manufacturing

The example in Figure 9 illustrates product segments in a Gantt-type chart with time on the horizontal axis
and each box corresponding to a different product segment.

Production routing is the overlap of information between the product production rule information and billof
resources information without the billof material information. It represents all of the nonmaterial aspects of
production such as equipment, labor, and energy. Production routings include an ordered sequence of
product segments.

Material routing is the overlap of information between the production rule information and the bill of
material information. It represents both the production material inputs and where they are used in product
segments.

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Product segments

Time Line

Figure 9 - Example of product segments

7.1.2.5 Overlapping areas

Figure 8 illustrates the overlap of information between different areas, but is not meant to represent the
amount or importance of the information. Different manufacturing and business strategies will have
different amounts of information shared between the different areas. Figure 10 illustrates the amount of
information in two examples. The left side of the figure shows an example where the manufacturing
systems maintain most of the information required for a product. The right side of the figure shows an
example where the business systems maintain most of the information.

Figure 10 - Possible information overlaps

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

7.1.3 Production information

There are three main areas of information about actual production that have significant overlap. These
three areas are production information, inventory information, and the production scheduling information.
Figure 11 shows the overlap between the areas of information.

Production history information about actual production of products

I /
Production Material Information

- Information on all inventoried material

and equipment.

Production schedule and performance

1
/
Production
Segment
I( Scheduling
Information .+ Scheduling
information
on
production

Information

Figure 11 - Production information

7.1.3.1 Production history information

Production history information is all of the information recorded about production of a product. This may
be called by many names, such as the batch journal, product log, or traveler.

7.1.3.2 Production inventory information

Production inventory information is all of the information about inventoried materials, including the current
status of the materials. Typically all consumed and produced materials are maintained in the production
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

inventory information, and sometimes intermediates are maintained if they are needed for financial
evaluation. In some industries this may include energy information.

7.1.3.3 Production scheduling information

The scheduling model contains all of the information about the execution of scheduled production runs.

7.1.3.4 Production segment information

The production segment information is the part of the production history information that contains
information on the segments of production and is used for scheduling.

7.1.3.5 Production material information

The production material information is the part of the production history information that contains
information on material that is used by inventory.

7.1.3.6 Production schedule and performance

Production schedule and performance information is shared among production information, inventory
information, and scheduling information. This includes the definition of the raw materials consumed,
materials produced, and materials scrapped. It also includes the definition of how long segments of
production actually took and how much material was produced and consumed by specific segments of
production. This information is generally used to track actual production against production requests and
as feedback to the scheduling cycle.

7.1.4 Process segment

Given the previous definitions, a process segment is defined as the collection of capabilities needed for a

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segment of production, independent of any particular product. This may include material, energy,
personnel, or equipment capabilities. The capabilities may specify specific capabilities or the class of
capability (such as class of equipment) needed for the process segment. Figure 12 illustrates how
capabilities relate to process segments.

a) A manual segment may define the class of materials and class of personnel needed for production

b) A semi-automated segment may define the class of materials, personnel, and equipment needed

c) A non-material segment, such as an equipment setup segment, may define the class of equipment
and personnel used

d) An automated segment may only define the material and equipment classes needed

All material available for production

nual process segments, such as repack

All available personnel capabilities

Semi-automated process segments

Non-material segments, such as equipment setup

All available equipment capabilities

segments

Figure 12 - Process segment capabilities

There is a relationship among the collection of process segments, the product segment definitions for each
product, and the segment requirements for any specific production request. This concept is illustrated in
Figure 13. A product segment must reference a process segment known to production, and a segment
requirement must reference a known product segment of the product being manufactured.

Collection of Product segments Segment requirements

process for a single product for a specific
segments definition, with routing production request
(e.g. Product YYY) (e.g. Lot 123 of Product YYY
................
........
x.:*+:.>
............

reference
Segment

Production Parameters
Equipment Requirement
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Material Requirement
Parameters t Personnel'specifications Personnel Requirement
Equipment
Material
Personnel

Figure 13 - Segment relations

7.2 Object model structure

The object models are depicted using the Unified ModelingLanguage8 (UML) notational methodology.
The diagramshave been kept simple andas a result objects may appear on multiplediagrams.

The general model for allowing extensibility to the information exchangeis through the additionof
properties to the objects. There may be sets of extensions that are businessspecific; for example, the food
and beverage businessmay have commonly understoodextensions that relate to nutritional content and
caloric content.

Table 2 defines the UML notations used in the object diagrams.

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Table 2 - UML notation used

Symbol Definition

Defines a package, a collection of object models, state models, use

l l
classes, and other UML models. In this document a package is used to
specify an external model, such as a production rule model, or a reference
to another part of the model.
PACKAGE

Defines a class of objects, each with the same types of attributes. Each
object must be uniquely identifiable or enumerable. No operations or
methods are listed for the classes. Attributes with a “ - ” before their name
indicate attributes that are generally optional in any use of the class.

An association between elementsof a class and elementsof another or the

Role 1..l same class. Each association is identified. Can have the expected number
O,,n Association Name Role
or range of members of the subclass, when ‘n’ indicates an indeterminate
number. For example, O,n means that zero or more members of the
subclass may exist.

!J
I s A T eOf
Generalization (arrow points to the super class) shows that an elementof
the class is a specialized typeof the super class.

Dependence (tightly bound relationship between the items) shows that an

Depends On > element of the class depends on an elementof another class.

Aggregation (made up of) shows that an elementof the class is made upof
Is Made Up Of o elements of other classes.

0 1999 by Addison Wesley Longman, Inc.

J. J. RumbaughA. Jacobson, THE UNIFIED MODELING LANGUAGE REFERENCE
MANUAL,
Reprinted by permission of Addison Wesley Longman.

7.3 Production capability information

The production capability information is the collection of information about all resources for production for
selected times. This information corresponds to the overlap of information depicted in Figure 7. This is
made up of information about equipment, material, personnel, and process segments. It describes the
names, terms, statuses, and quantities of which the manufacturing control system has knowledge. The
production capability information contains the ‘vocabulary’ for capacity scheduling and maintenance
information.

7.3.1 Production capability

Production capability is the collection of available capability, committed capability, and unattainable
capability, as depicted in Figure 14. The production capability is the theoretical maximum capability
available for use in production.

Committed capability defines resources that are committed to future production, usually due to existing
schedules and/or materials in production.

Unattainable capability defines resources that are not attainable given the equipment condition (such
as equipment out of service for maintenance), equipment utilization (such as 75% of a vessel filled and
the other 25% not available for other products), personnel availability (such as vacations), and material
availability.

Available capability defines the resources that are available for additional production and not
committed to production.

A capability may be identified as current, or may be identified for future times, as depicted in
Figure 14.

Production capability may change over time as equipment, material, and personnel capability is
added, modified, or removed.

The capability includes the capacity of the resource.

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Current Production Capability

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
t
Current Capabilities
Time-

Figure 14 - Current and future capabilities

Figure 15 illustrates the model for production capability. A production capability is defined as a collection of
personnel capabilities, equipment capabilities, material capabilities, and process segment capabilities, for
a given segment of time (current or future), and defined as committed, available, and unattainable.

Capability

Y
Is defined as a collection of

O..n O..n O..n O..n

Personnel Equipment Material Process

Capability Capability Segment
Capability
Capability

rial Equipment
of

I n..;l
Personnel
of

II
Has properties

n..;l
of

II
Has properties

n..;l I
Has properties

r Ir Ir
bility Capability Capability
Property Property

I
O..n Corresponds O..n Corresponds O..n Corresponds
to element in to element in to element in

Personnel Equipment Material

Model Model Model

Figure 15 - Production capability model

7.3.1.1 Personnel capability

Personnel capability is defined as a set of references to persons or personnel classes committed,

available, or unattainable for a defined time. Personnel capabilitycontains references to persons or
personnel classes. Persons and personnel classes are defined in the personnel model in clause 7.3.2.

Personnel capability will usually identify:

a) the capability type (available, unattainable, committed)

b) the time associated with the capability (for example, third shift on a specific date)

Specific personnel capabilities are defined in personnelcapability properties. The personnelcapability

property may include the quantity of the resource referenced, such as 3 horizontal drill press operators
available for the third shift on February 29, 2000.

7.3.1.2 Equipment capability

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Equipment capability is defined as a set of references to equipment or equipment classes committed,

available, or unavailable for a defined time. Equipment capabilitycontains references to equipment or
equipment classes. Equipmentand equipment classes are defined in the equipment model, clause 7.3.3.

Equipment capability will usually identify:

a) the capability type (available, unattainable, committed)

b) the time associated with the capability (for example, third shift on a specific date)

Specific equipment capabilities are defined in equipment capability properties. The equipment capability
properties may include the quantity of the resource referenced, such as 3 horizontal drill presses currently
available.

7.3.1.3 Material
capability

Material capability is defined as a set of references to material lots or sublots committed, available, or
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

unavailable for a defined time. This includes information that is associated with the functions of material
and energy control (4.0) and product inventory control (7.0). The currently available and committed
material capability is the inventory. WIP (work in progress) is a material capabilitycurrently under the
control of production.

Material capability will usually identify:

a) the capability type (available, unattainable, committed)

b) the time associated with the capability (for example, third shift on a specific date)

Specific material capabilities are defined in material capabilityproperties. The material capability
properties may include the quantity of the material referenced, such as 3 sublots in building 3 of material
starch lot #12345 committed to production for February 29, 2000.

7.3.1.4 Process segment capability

A process segment capability is defined as a logical grouping of personnel resources, equipment

resources, and material that is committed, available, or unavailable for a defined process segment for a
specific time (see Figure 16).

A process segment capability is related to a product segment that can occur during production, as defined
in the product information model, clause 7.4. A process segment capability may relate to one or more
products.

Process segment capability will usually identify:

a) the capability type (available, unattainable, committed)

b) the time associated with the capability (for example, third shift on a specific date)

Process segment capabilities are made up of:

a) Personnel segment capabilities, which may define specific properties required in personnel segment
capability properties

b) Equipment segment capabilities, which may define specific properties required in equipment segment
capability properties

c) Material segment capabilities, which may define specific properties required in material segment
capability properties

I I l
Process Process
Segment Capability Segment

Y Is defined as a collection of

O..n O..n O..n

Segment Material Segment Personnel

Capability

properties
Has
properties
Has
properties
Has
of of of

[o..n [o..n [o..n

4
Personnel Segment Equipment
Segment
Material
Segment
Capability
Capability Capability
Property

O..n I Corresponds
I to element in I
element
to in I
element
to in

Personnel Equipment Material

Model Model Model

Figure 16 - Process segment capability model

7.3.2 Personnel model

The personnel model contains the information about specific personnel, classes of personnel, and
qualifications of personnel. Figure 17 illustrates the personnel model.

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Personnel
O..n
Class Person
O..n Defined by

Haso Haso
properties values for
of

O..n O..n

Personnel Person
Maps to
Class Property +_________________ Property

O..n Is tested 1..n

by a Qualification
Qualification
”””””

O..n O..n Records the Result

Test
execution of
Specification Defines a
procedure for
obtaining a

Figure 17 - Personnel model

7.3.2.1 Personnel class

A personnel class is a means to describe a grouping of persons with similar characteristics for purposes of
scheduling and planning. Any person may be a member of zero or more personnel classes.

Examples of personnel classes are “cook machine mechanics,” “slicing machine operators,” “cat-cracker
operator,” and “zipper line inspectors.”

7.3.2.2 Personnel class property

Each personnel class may have zero or more recognized properties. Examples of personnel class
properties for the personnel class “operators” may be “class 1 certified,” “class 2 certified,” “night shift,”
and “exposure hours.” Production requests may specify required personnel class property requirements
for a product segment.

7.3.2.3 Person

A person represents a specifically identified individual. A person may be a member of zero or more
personnel classes.

a) Person will include a unique identification of the individual

7.3.2.4 Person property

Each person may have zero or more person properties. These specify the current property values of the
person for the associated personnel property. For example: a person property may be “night shift” and its
value would be “available,” and a person property may be “exposure hours available” and its value would
be “4.”

Person properties may include the current availability of a person and other current information, such as
location and assigned activity, and the unit of measure of the current information.

7.3.2.5 Qualification test specification

A qualification test specification may be associated with a personnel class property or person property
This is typically used where a qualification test is required to ensure that a person has the correct training
and/or experience for specific operations. A qualification test specification may test for one or more
properties.

A qualification test specification will usually include:

a) an identification of the test

b) a version of the test

c) a description of the test

7.3.2.6 Qualification test result

A qualification test result records the results from a qualification test for a specific person.

A qualification test result will usually include:

a) the date of the test

b) the result of the test (passed, failed)

c) the expiration date of the qualification

7.3.3 Equipment model

The equipment model contains the information about specific equipment, the classes of equipment,
equipment capability tests, and maintenance information associated with equipment. Figure 18 illustrates
the equipment model.

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Maintenance

”””””
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

execution of

obtaining a

Figure 18 - Equipment model

7.3.3.1 Equipment class

An equipment class is a means to describe a grouping of equipment with similar characteristics for
purposes of scheduling and planning. Any piece of equipment may be a member of zero or more
equipment classes. Examples of equipment classes are “reactor unit,” “bottling line,” and “horizontal drill
press.”

7.3.3.2 Equipment class property

Each equipment class may have zero or more recognized properties. Examples of equipment class
properties for the equipment class “reactor unit” may be “lining material,” “BTU extraction rate,” and
“volume.” Production requests may specify required equipment property requirements for a product
segment.

7.3.3.3 Equipment

Equipment represents the elements of the equipment hierarchy model defined in clause 4.2. Equipment
may be definitions of sites, areas, production units, production lines, work cells, process cells, or units.

Equipment may be made up of other equipment, as defined in the equipment hierarchy model. For
example, a production line may be made up of work cells.

Examples of equipmentare “reactor unit #1,” “bottling line #1,” and “horizontal drill press #4.”

7.3.3.4 Equipment property

An equipment may have zero or more equipment properties. These specify the current property values of
the equipmentfor the associated equipment class property Equipment properties may include a unit of
measure.

For example, an equipment class property may be “volume” and its value would be “50000 with a unit of
measure of “liters,” an equipmentproperty may be “lining material” and its value would be “glass.”

Examples of equipment properties are:

a) the current availability of equipment

b) other current information, such as when calibration is needed

c) maintenance status

d) the current state of the equipment

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

e) performance values

7.3.3.5 Equipment capability test specification

An equipment capability test specification may be associated with an equipment property This is typically
used where a test is required to ensure that the equipment has the rated capability. An equipment
capability test specification may test for one or more equipment properties.

An equipment capability test specification will usually include:

a) an identification of the test

b) a version of the test

c) a description of the test

7.3.3.6 Equipment capability test result

An equipment capability test result records the results from a qualification test for a specific piece of
equipment.

An equipment capability test result will usually include:

a) the date of the test

b) the result of the test (passed-failed or quantitative result)

c) the expiration date of the test

7.3.3.7 Maintenance information

The overlap of information between manufacturing control and maintenance is in the equipment area. This
is represented as maintenance requests, maintenance responses, and work orders associated to specific
equipment.

A maintenance request is made against specific equipment. There may be many outstanding
maintenance requests against a piece of equipment. A maintenance request may result in a maintenance
work order against the equipment. Zero or more maintenance work orders may be generated from a
maintenance request. A maintenance response is made against a maintenance work order.

Maintenance requests will usually include:

a) who made the request

b) the date and time of the request

c) the needed data and time of resolution

d) the equipment associated with the request

e) a description of the request

f) a priority

Maintenance work orders will usually include:

a) the associated person or personnel class assigned

b) the assigned priority of the work order

c) the status of the work order (for example, pending, in process)

Maintenance responses will usually include:

a) the date and time of the response

b) who responded to the work order

c) a description of the response

d) the result of the work order

7.3.4 Material model

The material model defines the actual materials, material definitions, and information about classes of
material definitions. Material information includes the inventory of raw, finished, and intermediate
materials. The current material information is contained in the material lot and material sublot information.
Material classes are defined to organize materials. Figure 19 illustrates the material model.
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7.3.4.1 Material definition

A material definition is a means to describe goods with similar characteristics for purposes of scheduling
and planning. Examples of these may be "city water," "HCI," and "grade B aluminum." The materials may
be identified as raw, intermediate, or final and may have other state information, such as availability of
safety information.

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Any material lot is defined by one material definition.

Material definitions may also be related to a production request. The same material may have different
definitions for different production requests, depending on specific customer requirements.

7.3.4.2 Material definition property

A material definition may be further characterized through zero or more material definition properties.
Examples of material definition property include density, pH factor, or material strength. These define the
nominal or standard values for the material.

7.3.4.3 Material class

A material class isa means of defining groupings material definitions for use in production scheduling or
processing. An example of a material class is "sweetener," with members of "fructose," "corn syrup," and
"sugar cane syrup." Another example of a material class is "water," with members of "city water," "recycled
water," and "spring water."

A material definition may belong to zero or more material classes.

7.3.4.4 Material class property

A material class maybe further characterized through zero or more material class properties. Examples of
material class properties include density, pH factor, and material strength. The material class properties
usually define the nominal, or standard, values for the material. A material property does not have to match
a material class property.

7.3.4.5 Material lot

A material lot object uniquely identifies a specific amount of material, countable or weighable. This
describes the actual total quantity or amount of material available, its current state, and its specific property
values.

Materials may be made up of other materials but that association is not described in this model.

A material lot mayinclude:

a) a unique identification of the lot

b) the amount of material (count or weight)

c) the unit of measure of the material (for example, parts, kg, tons)

d) a location for the material

e) any committed status of the lot

Material lots and material sublots may be used for traceability when they contain unique identifications.

7.3.4.6 Material lot property

Each material may have unique values for zero or more material lotproperties, such as a specific pH value
for the specific lot of material, or a specific density for the lot of material.

7.3.4.7 Material sublot

A material lot may be stored as a separate identifiable quantity. Each separate identifiable quantity of the
material is identified in a material sublot object. All material sublots must contain the same material lot, so
they use the material lot element’s property values. A material sublot may be just a single item.

Each material sublot also contains the location of the sublot and the quantity or amount of material
available in the sublot.

Material sublots may contain other sublots. For example, a sublot may be a pallet, each box on the pallet
may also be a sublot, and each material blister pack in the box may also be a sublot.

A material sublot may include:

a) a unique identification of the sublot

b) the packing mode of the material

c) the unit of measure of the material (for example, parts, kg, tons)

d) any committed status of the sublot

7.3.4.8 QA test specification

A QA test specification may be associated with a material class property. This is typically used where a
test is required to ensure that the material has the required property value. A QA test specification may

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

identify a test for one or more material class properties. Not all properties need to have a defined QA test
specification.

QA test specifications may also be related to a production request. The same material may have different
specifications for different production requests, depending on specific customer requirements.

A QA test specification will usually include:

a) an identification of the test

b) a version of the test

c) a description of the test

7.3.4.9 QA test results

A QA test result records the results from a QA test for a specific piece of material lot. QA test results will
usually have the following characteristics:

a) They are related to a material lof

b) They may be related to a production request

c) They may be associated with a specific production response

d) They may be related to a specific process segment

e) They generally include a pass/fail status of the test

f) They may include quantitative information of the tests

g) The result may be the granting or refusing of an in-process or finished goods waiver request

h) They may be related to a product characteristic

QA test results may be associated with a specific production response.

7.3.5 Process Segment Model

The process segment model contains information about the commonly defined process segments.
Figure 20 illustrates the process segment model.

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Figure 20 - Process segment model

7.3.5.1 Process segment

A process segment is a logical grouping of personnel resources, equipment resources, and material
required to carry out a production step. Process segment usually defines the needed classes of
personnel, equipment, and material, but it may define specific resources, such as specific equipment
needed. Process segment usually defines the quantity of the resource needed.

A process segment is related to a product segment that can occur during production, as defined in the
product information model in clause 7.4. A process segment may relate to one or more products. --``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Process segment will usually identify:

a) the time duration associated with the capability (for example, 5 hours, or 5 hours/l00 kg),

b) and may include constraint rules associated with ordering or sequencing of segments

A process segment may be made up of other process segments, in a hierarchy of definitions. Figure 20
illustrates the elements of a process segment.

Process segments may contain specifications of specific resources required by the process segment.
Process segments may contain parameters that can be defined in specific production requests.

7.3.5.2 Process segment parameter

Process segment parameters define specific parameters required for the segment. Examples of
parameters are product colors, quality requirements, assembly options, and packaging options.

7.3.5.3 Personnel segment specification

Personnel segment specifications define what personnel resources are required for the process segment,
such as three lathe machine operators, or a certified inspector. Specific properties that are required are
specified in personnel segment specification properties.

7.3.5.4 Equipment segment specification

Equipment segment specifications define what equipment resources are required for the process segment,
such as three lathe operators, or a certified test chamber. Specific properties that are required are
specified in equipment segment specification properties.

7.3.5.5 Material segment specification

Material segment specifications define what material resources are required for the process segment, such
as distilled water or HCI. Specific properties that are required are specified in material segment
specification properties.

7.4 Product definitioninformation

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The product definition information is information shared between production rules, bill of material, and bill
of resources. These three external models are represented by packages in Figure 21; their definitions are
outside the scope of this document. The model in this clause defines the information shown in the shaded
areas of Figure 8.

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Figure 21 - Product definition model

7.4.1 Product segment

A product segment identifies, references, or corresponds to a process segment. A product segment is

related to a specific product, while a process segment is product independent. The product segment
specifies the values needed to quantify a segment for a specific product, such as specific number of
operators with specific qualifications.

The collection of product segments for a product defines the sequence and ordering of segments required
to manufacture a product in sufficient detail for production planning and scheduling. The corresponding
production rule defines the additional detail required for actual production.

A product segment may use zero or more resources, which may correspond to anequipment specification,
a personnel specification or a material specification. A product segment may have parameter values for
parameters specified in the corresponding process segment.

7.4.1.1 Product parameter

The production rule definition is outside the scope of this document, but a production rule will have an
associated set of zero or more product parameters per product segment for each product defined. The
product parameters define the names and types of the values that may be sent to thecontrol system to
parameterize the product. Examples of product parameter specifications are “pH of 3.5,” “pressure limit of
35 psi,” and “flange color = orange.” Product parameters may include:

a) An identification of the parameter

b) A default value for the parameter

c) The units of measure of the parameter value

d) Possible ranges of the parameter value--may include alarm or quality ranges

e) Tolerances for acceptable parameter values

7.4.1.2 Personnel specification

A personnel specification identifies, references, or corresponds to a personnel capabilityand usually

specifies personnel class but may sometimes specify a person. This identifies the specific personnel
capability that is associated with the identified product segment. A personnel specification may include:

a) An identification of the personnel capability needed

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
b) The quantity of the personnel capability needed

c) The unit of measure of the quantity

Specific elements associated with a personnel specification may be included in oneor more personnel
specification properties. Examples of personnel specification properties are training level required,
specific skill required, and exposure availability.

7.4.1.3 Equipment specification

An equipment specification identifies, references, or corresponds to an equipment capabilityand may

specify either an equipment class or a piece of equipment. This identifies the specific equipment capability
that is associated with the identified product segment. An equipment specification may include:

a) An identification of the equipment capability needed either as the equipment class needed or specific
equipment

b) The quantity of the equipment capability needed

c) The unit of measure of the quantity

d) The production performance target

Specific elements associated with an equipment specification may be included in one or more equipment
specification properties. Examples of equipment specification properties are material of construction,
maximum material capacity, and minimum heat extraction amount.

7.4.1.4 Material
specification

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A material specification identifies or corresponds to a material capabilityand usually specifies a materialor
a material class. This identifies the specific material specification that is associated with the identified
product segment. A material specification may include :

a) An identification of the material capability needed

b) The quantity of the material capability needed

c) The unit of measure of the quantity

d) Alternate materials or material classes that could be used in place of the primary material specified

e) The production performance target

Specific elements associated with a material specification may be included in one or more material
specification properties. Examples of material specification properties are color range, density tolerance,
and maximum scrap content.

7.4.2 Manufacturing
bill

A manufacturing bill identifies a material or material class that is needed for production of the product.

The manufacturing bill includes all uses of the material in production of the product, while the product
segment’s material specification defines just the amount used in a segment of production.

For example, a manufacturing bill may identify 55 Type C left-threaded screws, where 20 are used in one
product segment, 20 inanother product segment, and 15 in a third product segment.

7.5 Production information

Production information is defined in two models, shown in Figure 22 and Figure 23. These correspond to
requests for production and responses to the requests.

A request for production is defined in a production schedule.

7.5.1 Production schedule

The production schedule shown in Figure 22 defines the shaded information shown in Figure 11. A
production schedule is made up of one or more production requests.

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Figure 22 - Production schedule model

7.5.2 Production request

A production request defines a request for production for a single product identified by a production rule.
A production request contains the information required by manufacturing to fulfill scheduled production.
This may be a subset of the business production order information, or it may contain additional information
not normally used by the business system.

A production request might identify or reference the associated production rule. A production request must
contain at least one segment requirement, even if it spans all production of the product. If not uniquely
defined by the production rule, then a segment requirement will contain at least one material produced
requirement with the identification, quantity, and units of measure of the material to be produced.

A production request may also include:

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

When to start production, typically used if a schedulingsystem controls the schedule

When the productionis to be finished, typically used if the manufacturing system controls
its internal
schedule tomeet deadlines

The priority of the request,typically used if exact ordering of production is not externally scheduled

A pack out schedule

A pre-assigned lot identification for the produced material

A production request may be reported onby one or more productionresponses. In some situations, the
material identification, production rule identification, and material quantitymay be allthat is needed for the
manufacturing. Other situations may require additional information. The additional information may be
described in the production parameters, personnel requirements, equipment requirements, and material
requirements.

7.5.2.1 Segment requirement

A production request is made up of one or more segment requirements. Each segment requirement must
correspond to, or reference, an identified process segment. The segment requirement identifies or
references the segment capability to which the associated personnel,equipment, materials, and
production parameters correspond.

The personnel requirement property, equipment requirement property and product parameter must align

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
with the personnel property, equipment property, and product parameters sent as part of a production
request. If the scheduling functionsends information that is not understood by the receiving control
function, then that information cannot beused within the controlfunction. Likewise the scheduling function
must be able to determine what information can be accepted by the control function.

7.5.2.2 Personnel requirement

A personnel requirement and the associated personnel requirement property elements refer to the
number, type, duration, and schedulingof specific certifications and jobclassifications needed to support
the current production request. Examples of job classification types include "mechanics," "operators,"
"health & protection," and "inspectors."

For example, there may be a requirement for one operator with a specifiedlevel of certification available
two hours after production starts. There would be one personnel requirement for the requirement for the
operator and twopersonnel requirement properties, one for the certification level and onefor the time
requirement.

A personnel requirement typically includes:

a) The identification of the personnel capability needed, such as "milling machine operator"

b) The quantity of personnel capability needed

Specific elements associated with each personnel requirement may be includedin one or morepersonnel
requirement properties.

Examples of personnel requirement property elements are training and certification, specific skill, physical
location, seniority level, exposure level, training certification, security level, experience level, physical
requirements, and overtimelimitations and restrictions.

7.5.2.3 Equipment requirement

The production request may include one or more requirements for, orconstraints upon, the equipment that
the facility will use in the production process for the scheduled item. Requirements can be as generic as
materials of construction, or as specific as a particular piece of equipment. Each of these requirements is
an instance of the equipment requirement class.

Each equipment requirement identifies a general class of equipment (such as “reactor vessels”), a specific
class of equipment (such as “isothermal reactors”), or a specific piece or set of equipment (such as
“isothermal reactor #F).The specific requirements on the equipment, or equipment class are defined in
equipment requirement property objects.

An equipment requirement typically includes:

a) The identification of the equipment capability needed, such as “milling machine”

b) The quantity of equipment capability needed

c) The product segmentthe equipment requirement is needed in, such as “first-step rough shaping”

Specific elements associated with each equipment requirement may be included in one or more equipment
requirement properties.

Examples of equipment requirement properties are material of construction and minimum equipment
capacity.

7.5.2.4 Material produced requirement

A material produced requirement is an identification of a material to be produced from the production

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
request. A material produced requirement may include:

a) The total quantity of the material to be produced and unit of measure, such as 5000 lbs

b) An acceptable range for the quantity of material

Specific elements associated with each material produced requirement may be included in one or more
material produced requirement properties.

Examples of material produced requirement properties are:

a) fat content

b) octane rating

c) delivery locations

d) material lot identification (such as “starch lot #45663)to be assigned to the material

e) identification of sublots

7.5.2.5 Material consumed requirement

A material consumed requirement is an identification of a material to be used in the production request. A

material consumed requirement may include:

a) The total quantity of the material to be used and unit of measure, such as 5000 lbs

b) An acceptable range for the quantity of material

Specific elements associated with each material consumed requirement may be included in one or more
material consumed requirement properties.

Examples of material produced requirement properties may include:

a) Material lot (such as “starch lot #45663”)

b) A list of possible material lots that can be used in production, where the production system or
operators may select the lot from the list, as described in clause 7.3.4.5

c) A material definition, such as “starch,” where the actual lot of material is not specified

d) A material class, such as “starch alternates,” so that any material lot of that class can be used for
production

7.5.2.6 Consumable expected

Consumable expected includes resources that are not normally included in bills of material or are not
individually accounted for in specific production requests. Depending on the industry these may include
water, catalysts, common chemicals, and utilities, such as electricity and steam. These items will often
result in direct charges that will usually be considered in costing the product segment. Consumables are
often materials that do have an inventory balance.

In some industries consumable expectedare not used and the information is included in material
consumed requirement.

Consumables do not have lot identifications. Consumables with lot identifications are typically treated as

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
material consumed requirements.

Consumable expected usually include the following information:

a) The identification of the resource expected to be consumed

b) The total quantity of the resource expected to be consumed and the unit of measure of the quantity

Specific elements associated with each consumable expected may be included in one or more
consumable expected properties.

Examples of consumable expected properties may include:

a) A unique identification of the consumable, such as “river water O1-01-2001”

b) A definition of the consumable, such as “rubber gloves” or “cotton balls”

7.5.2.7 Production parameter

A production parameter is information contained in the enterprise system that is required by the operation
system for correct production.

Examples of production parameters are:

a) quality limits

b) setpoints

c) targets

d) specific customer requirements (such as “purity = 99.95%”)

e) final disposition of the produced product

f) transportation information

g) other information not directly related to control (such as a customer order number required for labeling
or language for labels)

A production parameter may include:

a) An identification of the parameter that matches the productparameterof the product’s production rule,
such as “target acidity”

b) A value for the parameter, such as 3.4

c) The type of the parameter, such as “pH”

d) A set of limits that apply to any change to the value, such as quality limits and safety limits

Production parameters may be either product parameters that define some characteristics of the product
(such as paint color), or process parameters that define some characteristics of the production process
(such as bake time).

7.5.2.8 Requested segment response

A requested segment response is the definition of the information that must be sent back as a result of the
production request. This information is of the same form as a segment response, but without containing
actual values.

A requested segment response may include required information, which defines information that must be
reported on from production, such as the actual amount of material consumed.

A requested segment response may include optional information, which defines information that may be
reported on from production, such as operator-entered comments.

7.5.3 Production performance

The performance of the requested manufacturing requests is the production performance. Production
performance is a collection of production responses (see Figure 23).
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

7.5.4 Production response

Production responses are the responses from manufacturing that are associated with a production
request. There may be one or more production responses for a single production request if the production
facility needs to split the production request into smaller elements of work. For example, a single
production request for the production of “200 gears” may be reported on by ten production response
objects of “20 gears” each because of manufacturing restrictions.

A production result may include the status of the request, such as the percentage complete, a finished
status, or an aborted status.

Production

Is made up of

Production

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Is made up of

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Figure 23 - Production performance model

Production responses contain the items reported back to the business system, at the end of production or
during production. The business system may need to know intermediate production response statuses,
rather than waiting for the final production response status, because of cost accounting of material
produced or intermediate materials.

7.5.4.1 Segment response

The production response for a specific segment of production is defined as a segment response. A
segment response may be made up of zero or more sets of information on production data, personnel
actual, equipment actual, utilities actual, materials consumed actual, materials produced actual, and
consumables actual. A segment response may include:

a) An identification of the associated process segment

b) The actual starting and stopping time of the segment

c) The duration of the segment

The response actuals may contain attributes that define if the response was required or optional.

7.5.4.2 Production data

Production data is information related to the actual products made. Examples of production data are:

A customer order number associated with the production request

Specific commercial notes from operations related to the customer order, such as “order complete,”
“order incomplete,” or an anticipated completion date and time

Quality information

Certification of analysis

Procedural deviations, such as an identification of an event defined in another system and alarm
information

Process behavior, such as temperature profiles

Operator behavior, such as interventions, actions, and comments

7.5.4.3 Personnel
actual

The personnelactuals ina production response identifies a personnel capability used during a specified
product segment. Production functions often require people as a resource to carry out tasks. Personnel
actuals may include the following information:

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
a) The identification of each resource used, usually identifying a specific personnel capability or
personnel class, such as “end point transmission assembly operators,” or personnel IDSsuch as “Jean
Smith” or “SS# 999-123-4567”

Specific information about personnel actuals is defined in personnel actual properties. Examples of
personnel actual properties are:

a) The actual duration of use of the personnel during the product segment, such as “2 hours”; this
information is often needed for actual costing analysis

b) Actual monitored exposure times by the personnel during the product segment

c) The location of the personnel after use in the product segment, such as “area 51”; this information is
often used for short-term scheduling of personnel resources

7.5.4.4 Equipment actual

The equipment actual in a production response identifies an equipment capability used during a specified
product segment. Production functions often require equipment as a resource to carry out tasks.
Equipment actual may include the following information:

a) The identification of the equipment used, usually identifying a specific piece of equipment

Specific information about equipment actuals is defined in equipment actual properties. Examples of
equipment actual properties are:

a) The actual duration of use of the equipment during the product segment; this information is often
needed for actual costing analysis

b) The equipment condition, after use in the product segment, such as a status of available, out-of-
service, or cleaning; this information is often used for short-term scheduling of equipment resources
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

c) The equipment setup procedures used for the product segment; this information is often needed for
actual costing analysis and scheduling feedback

d) Other equipment attributes, such as percentage of available capability used

7.5.4.5 Material produced actual

The material produced actual in a production response identifies the material produced during a defined
product segment. The material may be the final product, an intermediate product that must be identified
for costing or scheduling purposes, or a scrapped product or material. Material produced actuals may
include the following information:

a) The identification of the material produced, usually identifying the material; examples include “resin-
89-B”, “motherboard MP667a”

b) The quantity of the material produced and the unit of measure of the quantity produced, such as “500
parts,” “50000 liters”

Specific information about material produced actuals is defined in material produced actual properties.
Examples of material produced actual properties are:

a) An identification of the material lot or material sublot produced

b) Type of material, such as final, intermediate, or co-product

7.5.4.6 Material consumed actual

The material consumed actual in a production response identifies the material used during a specified
product segment. This material may be identified in the bill of materialand may be a raw material or
purchased material. Material consumed usually includes the following information:

a) The identification of the material consumed

b) The quantity of the material consumed and the unit of measure of the quantity

Specific information about material consumed actuals is defined in material consumed actual properties.
Examples of material consumed actual properties are:

a) The material lot or material sublot consumed

b) Comments about the use from operations

7.5.4.7 Consumable actual

Consumable actuals include resources that are not normally included in bills of material or are not
individually accounted for in specific production requests. These include water, catalysts, common
chemicals, and utilities, such as electricity and steam. These items will often result in direct charges that
will usually be considered in costing the product segment. Consumables are often materials that do have
an inventory balance.

Consumable actuals usually include the following information:

a) The identification of the resource consumed

b) The quantity of the resource consumed and the unit of measure of the quantity

c) Specific information about consumable actuals is defined in consumable actual properties

7.6 Model cross reference

Figure 24 provides an informative illustration of how the object models inter-relate. The production
information defines what was made and what was used. Its elements correspond to information in
production scheduling that defined what to make and what to use. The production scheduling elements
correspond to information in the product definition that defines what must be specified to make a product.
The product definition elements correspond to information in the process segment definitions that define
what can be done with the production resources.

The slanted rectangles in Figure 24 represent any of the resources (personnel, equipment, or material) or
properties.

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
I

Figure 24 "Object model inter-relations

Table 3 provides a cross-reference between the elements of the information flows in the data flow model
and the corresponding clause describing the object model.

Table 3 - Model cross reference

Data Flow Model

Information
From Function
I To Function Object Model clause

6.2.1 Schedule Production scheduling (2.0) Production control (3.0) 7.5.1 and 7.5.2

6.2.2 Production from plan Production control (3.0) I Production scheduling (2.0) 7.5.3 and 7.5.4

6.2.3 Production capability Production control (3.0) I Production scheduling (2.0) 7.3

6.2.4 Material and energy Defined in terms of the

order requirements Production control (3.0)
I Material Model, 7.3.4

6.2.5 Incoming order Material and energy control Defined in terms of the
confirmation (5,0) Material Model, 7.3.4
(4.0)

6.2.6 Long-term material Defined in terms of the

and energy requirements Material Model, 7.3.4

6.2.7 Short-term material

and energy requirements Production control (3.0)
I P G r i a l and energy control Defined in terms of the
Material Model, 7.3.4

6.2.8 Material and energy 7.3.4

inventory

6.2.9 Production cost

7.4
objectives

6.2.10 Production
performance and cots Production control (3.0) Product cost accounting (8.0) 7.5.3 and 7.5.4

6.2.11 Incoming material Material and energy control <Not detailed in object
and energy receipt (4.0) model>

6.2.12 Quality assurance

Quality assurance (6.0) Production control (3.0) 7.3.4.9 and 7.5.4
results

6.2.13 Standards and

Marketing and sales I Quality assurance (6.0) 7.3 and 7.5.2
customer requirements
Quality assurance (6.0) Production control (3.0)

6.2.14 Product and process

requirements 7.4

<Not detailed in object

model>
6.2.15 Finished goods Typically unstructured
waiver
information handled on an
ad-hoc basis

6.2.16 ln-process waiver Defined in terms of the

request Production control (3.0) Quality assurance (6.0) Material Model, 7.3.4 --``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

6.2.17 Finished goods Product inventory control

inventory Production scheduling (2.0) 7.3.4 and 7.5.4
(7.0)

6.2.18 Process data Production control (3.0) Quality assurance (6.0) 7.5.3 and 7.5.4

6.2.19Pack out schedule Production scheduling (2.0) I Ttuc:; inventory control 7.5.2

6.2.20 Product and process 7.4

know-how

Table 3 (continued)

Data Flow Model

Information
From Function
I To Function Object Model clause

6.2.21 Product and process Research, development, and <Not detailed in object
information request Production control (3.0) engineering model>

6.2.22 Maintenance Production control (3.0) Maintenance management 7.3.3

requests

6.2.23 Maintenance
7.3.3
responses (10.0)

6.2.24 Maintenance Maintenance management <Not detailed in object

standards and methods Production control (3.0) (10.0) model>

6.2.25 Maintenance management Production control (3.0) 7.1.1 and 7.3

technical feedback (10.0)

6.2.26 Product and process Research, development, and <Not detailed in object
Production control (3.0)
technical feedback engineering model>

6.2.27 Maintenance Maintenance management (5,0) <Not detailed in object

purchase order requirements (10.0) model>

6.2.28 Production order Functions Production scheduling (2.0) <Not detailed in object
Order processing (1.O) model>

<Not detailed in object

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
6.2.29 Availability
model>

6.2.30 Release to ship

Product shipping
administration (9.0)
I p;Tuct inventory control <Not detailed in object
model>

6.2.31 Confirm to ship Product inventory control Product shipping <Not detailed in object
(7.0) administration (9.0) model>

Annex A (informative)- Bibliography and abbreviations

A.l Bibliography
Cox III, James F., Blackstone Jr, John H., A P E S Dictionary Ninth Edition, APICS - The Educational
Society for Resource Management, Alexandria VA. ISBN 1-55822-1 62-X,1998.

DeMarco, T., Structured Analysis and System Specification, Prentice Hall Inc., Upper Saddle River, NJ
(1978).

MESA International, MES Functionality and MRP to MES Data Flow Possibilities - White Paper Number 2
(1994).

Motard, R., Blaha, M., Book, N., Fielding, J., “Process Engineering Databases - from the PDXl
Perspective,” Foundations of Computer-Aided Process Design (FOCAPD), American Institute of Chemical
Engineers, New York, NY (1994).

PDXl - The Process Data exchange Institute (PDXI) represents an initiative of the Computing and
Systems Technology (CAST) Divisionof the American Institute of Chemical Engineers,New York, NY.

Sitton, O., Motard, R., Blaha, M., Goldstein, B., Hendrick, J., Fielding, J., “The Road To A Common Byte”,
Chemical Engineering, September (1994). [Contains alist of published references related to PDXI.]

Williams, T., The Purdue Enterprise Reference Architecture--A Technical Guide for CIM Planning and
Implementation, ISA, Research Triangle Park, NC (1 992).

A.2
Abbreviations
CIM - Computer Integrated Manufacturing

CGMP - Current Good ManufacturingPractices - defined in the UnitedStates Code of Federal

Regulations 21 CFR.

COA - Certificate of Analysis

ERP - Enterprise Resources Planning

KPI - Key Performance Indicator

LlMS - Laboratory Information Management System

METL - Mission Essential Task List

MO&C - Manufacturing Operations and Control

MRP - Materials Requirements Planning

MRP II - Manufacturing Resources Planning

MSDS - Material Safety DataSheet

PRM - Purdue Reference Model

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

QA - Quality Assurance

RD&E - Research Development & Engineering

SCM - Supply Chain Management

SKU - Stock-Keeping Unit

SOC - Standard Operations Conditions

SOP - Standard Operating Procedure or Standardized Operational Procedure

SPC - Statistical Process Control - a set of techniques based on statistical principles and methods used to
regulate the quality of products and processes. Also call SQC.

SQC - Statistical Quality Control - a set of techniques based on statistical principles and methods used to
regulate the quality of products and processes.

UML - Unified Modeling Language

WIP - Work in Process

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Annex B (informative) - Business drivers and key performance indicators

This clause contains a collection of business drivers and KPls (key performance indicators) or issues that
have been defined, and used as the potential touch points into the business processes of the users of the
standard. These are also called Critical Success Factors. The drivers were used to test the informational
content included within the standards. They determined if the communications model adequately
addressed the business issue associated with integration.

These business drivers are identified as being critical to the success of the operations of manufacturing
companies across a variety of industries. The drivers have been clarified and validated with operating
companies and vendors companies. The drivers provide users with the basis from which to determine the
usage of the standard based on their particular industry and information system needs.

B.l History
Key business drivers are the areas of performance that are most critical to an organization’s success. Key
business driver is a term used in connection with strategic planning and related goal setting. Key business
drivers refer to principal organization-level requirements (similar to Mission Essential Task List, or METL, in
tactical units), derived from short- and long-term strategic planning. They include customer-driven quality
requirements and operational requirements such as productivity, cycle time, deployment of new
technology, strategic alliances, supplier development, and research and development. In simplest terms,
key business drivers are those things the organization must do well for its strategy to succeed. (Sources:
How to interpret the Malcolm Baldrige 1995 Award Criteria by Mark Graham Brown and Malcolm Baldrige
National Quality Award 1995 & 1996 Award Criteria, National Institute of Standards and Technology, US
Department of Commerce.)

B.2 Drivers and issues

Business drivers, in a manufacturing facility, generate the need for information to flow between the
executive offices and the process or manufacturing floor. Enterprises focus on these business drivers to
meet competitive requirements in the marketplace. Business drivers subsequently influence information
sent to the production floor or are influenced by information gathered from the production floor.

Business drivers and some information demands have been identified. Additional research and work may
be required to clarify the scope and definition of the drivers and information demands for particular users
requirements.

There is always some business process that needs information from production, or needs to exercise
control of production that drives the need for integration. Integration requires that the production
information can be mapped back to the business information.

B.3 Value of standard to business

Manufacturing enterprises are typically dynamic entities. There are continual changes in business
processes to meet changing business and legal environments. There are also usually continual changes in
production processes, as new technologies and advances in production capabilities emerge. The purpose
of this standard is to aid in the separation of the business processes from the production processes. The
standard describes information in a way that is business-process independent and production-process
independent. Figure B-1 illustrates this concept of a common model that bridges the different business and
production processes.

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Alternate Logistics Strategies

Continuous Batch Discrete

Manufacturing Manufacturing Manufacturing
Models Models Models
Alternate Manufacturing Strategies
Figure B-I - Multiple business and production processes

B.4Vendor-independentexchange
Another value of the standard to businessis the separationof exchanged information fromspecific
implementations of manufacturing controlsystems and specific implementationsof business management
systems. Manufacturing controlsystems change when the production processeschange, when factories
are bought or sold, or when control equipment is updated or replaced. Likewise, businessmanagement
systems change dueto corporate mergers,sell-Offs, technology changes,or business or legal changes.

This standard provides vendor-independent

methods of describing the information exchanged
that can be
consistent across changes to manufacturing
systems and IT business systems.

B.5Business drivers
Some terms or labels that describe suchbusiness drivers include:

B.5.1 Available to promise

Automated available-to-promiseis achieved by giving order takersaccess to inventory and capacity

information, andin some cases even vendor information, so that they are ableto commit to reliable
delivery dates while the customer is still on thetelephone.

Information needed for automated available-to-promise:

a) current finished goods inventory

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

b) current production plan for that product

c) realistic capacities of the production facility of that product

d) raw material inventories

e)raw material purchasing capability

B.5.2 Reduced cycle time

Cycle time is defined as the time it takes to produce a product from the time the order is placed.

Cycle time refers to responsiveness and completion time measures -- the time required to fulfill
commitments or to complete tasks. (Source: Malcolm Baldrige 1996 Award Criteria, National Institute of
Standards and Technology, US Department of Commerce.)

The reason that businesses concentrate on minimizing the total cycle time is generally to increase
inventory turns. This has the net result of increasing a business's ROA (return on assets).

To reduce cycle time a business must identify areas where most of the delay and waiting occurs and
address them appropriately. In most cases, the time needed to plan and react to changes is much longer
than the time to build. Response time improvement requires all aspects of the planning, scheduling and
execution to be taken into account. Reducing the time to plan allows more frequent analysis of forecasts
and less dependence on forecasting data (Source: K. Cyrus Hadavi, CEO, Paragon Management
Systems).

B.5.3 Asset efficiency

Asset efficiency is a focus on maximizing the effective and cost-effective use of assets in the production of
products. The information obtained from the production environment will deliver to an enterprise realistic
information on the production capabilities of the plant, train, unit, work cell, etc. Asset efficiency is the
desire to better utilize the assets of a company. It usually involves all assets of a company, production,
service, administration, support, sales, and marketing. Asset efficiency improves a company's ROA.

Asset efficiency may imply:

a) operating to capacity, with timely maintenance

b) operating equipment efficiently in terms of its operating parameters and its maintenance

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
c) measurements such as counter readings per operating hours

d) time, temperature, pressure/vibration, status or other detailed data

e) maintenance schedules, operating/maintenance specifications, procedure times

B.5.4 Agile manufacturing

Agile manufacturing is the ability to reconfigure production assets to quickly meet market demand. This
requires the ability to change production using existing plants and equipment.

Agility in manufacturing is the ability to thrive in a manufacturing environment of continuous and often
unanticipated change and to be fast to market with customized products. Agile manufacturing uses
concepts geared toward making everything "reconfigurable."

Agile enterprises may be supportedby a networked infrastructure that can link multi-company teamsinto
an integratedvirtual corporation.

Agile manufacturing requires that production canquickly respond to changes in product definition, and
sometime even change product production processes in mid-stream.

B.5.5 Supply chain optimization

The aim of supply chainmanagement (SCM) is for each player in the supply chain to conduct business
with the latest and best information from
everyone else in the chain, guiding supply and demandinto a
more perfectbalance. The purposeis to move product from the pointof origin to that of consumption in the
least amount of time andat the smallest cost.

Supply chain management helps managersdo such thingsas integrate retail channels with manufacturing,
drive demand from the pointof sale, or eliminate inventory buffers in the distribution chain. SCM extends
beyond thewalls of the enterprise to suppliers and distributors.

Supply chain management moves to supply chain optimization when the supply chain is used to maximize
the effectiveness of the whole, as well as maximizing theeffectiveness of the individual parts.

Supply chain optimization involvesmaking complex tradeoffs tosatisfy business objectivesof reducing
operational costs andinventory, improving deliveryreliability and response time, and service to the
customer.

B.5.6 Quality &traceability

Quality and traceability can be a business driver in some

businesses. This may be requiredby factors
such as regulatory compliance, service costmeasurement per product improvement,reliability to
customers, and human resources tracking of exposure to hazardous items.

Quality and traceability requires that information that is typically kept within a manufacturing system be
made available to other parts of an enterprise. This often requiresintegration of production control and
quality assurance, with a corporatequality system.

B.5.7 Operator empowerment

Moving more decision-making to operations sometimes provides a competitive advantage,where operator

decisions canhave directly measurable financial impacts. The operationsfloor thus requires asignificant
increase in information that was accessible only from businessoffices in the past.

Empowerment: A conditionwhereby employees have the authority to make decisions and take actionin
their work areas withoutprior approval. The actof vesting appropriate authority in the
hands of the people
nearest the problems to be solved. (Source: Leadership for Total Army Quality, US Department of
Defense.)

B.5.8 Improved planning

Improved planningis a key business driver for companies with expensive inventory, time-consuming
production but fast customer changes, and variabledemand. Improved planning requires access and use
of information fromthroughout the corporation tomove planning output from productionrequests and
closer to productionschedules.

Improved planning requires continual feedback on actual production and material consumption,
as well as
continual feedbackon demand andinventories.

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

B.5.9 Summary

The business driver list is not all-inclusive. Any business driver that impacts cost, capacity, compliance,
time, or analysis could be added to the list. Additionally, informational components of one business driver
will also often be required when addressing other business drivers. The example in clause B.6 is a basic
situation that may provide a starting point for various business drivers.

B.6 Example business driver and information flow

An example of how business drivers and associated production functions generate the need for
information flow throughout the business enterprise is described as follows.

The first business driver, available to promise, is a basic business driver. We assume a manufacturing
business. In this business, there are certain functional steps that generate information flow between the
business enterprise (office) and the production floor (control systems).

We will consider this business to be a general manufacturing facility. In a typical business day, we have
customers who are requesting to buy our product. Armed with information from our sales personnel, we
progress to the manufacturing floor. Here, information generation may be outlined in the following steps:
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Current State: Where are we right now? Every business requires knowledge of its current
manufacturing and business situation. This information is defined as production from plan and
production performance and costs in thestandard’s data flow model.

Target State: Where do we want to go? In the normal course of business, new orders may be
received, legal requirements change, even the weather may have an informational impact through the
business. So, there is information that flows between the business practices and manufacturing
practices. This information is defined as schedule and pack out schedule in the standard’s data flow
model.

Transition State: Prior to a change, there is a significant amount of information generated to

anticipate how the changes will be managed. And when things actually change, there is history
gathering of how the changes actually occur. This information is defined as production performance in
the standard’s object model.

Planning/Scheduling: For this business, the need for information regarding current state, target state
and transition environment may occur may times per week, day or operations shift. The frequency of
schedule update and thefrequency of information uploads will depend on industry needs. A grouping
or series of steps A, B, and C may be described as a schedule for the manufacturing floor. Or, the
business offices may regard this as a plan. Either way, there is information that must flow between the
two to reconcile issues. This information is defined as production schedule in the standard’s object
model.

Planned vs. Actual: At certain times, a typical business must review the actions in steps A through C
to see if the business requires adjustments.

This is one method of describing steps that generate information flow between the business offices and the
production floor in an available-to-promise enterprise.

Regardless of the specific business driver and associated functions identified, some of the steps described
in the make-to-order example above are required to meet all business drivers. For example, many
business drivers require the business to know what the current state of its business is.

B.7 Definitions
This clause defines terms sometimes used in describing key business drivers.

B.7.1 Current state reporting

Current state reporting is a collection of information that characterizes the current activity and conditions
that exist in the manufacturing environment. This information is collected for the purpose of decision
support. This information allows you to understand where you are in relationship to current commitments.
This information is described in the standard in the current production capability information. Some other
terms often used in current state reporting include:
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Production request: Information on the current production schedule with respect to the actual product
that has been requested for production

Production quantity: How much of the current production request has been completed (cumulative
versus request)

Current rate: What is the instantaneous rate of production of the product requested.

Quality: Measure of the effectiveness of production - this measurement of product quality, yields data,
waste, loss, yield, material and energy balance.. .)

Physical equipment status: information on the maintenance state of the equipment, work cells, trains,
etc. to determine the current and future availability of that equipment for the production of the next
product.

Predictive maintenance: a predictive determination of when equipment will need maintenance, and a
mechanism to perform maintenance on the equipment at or before its expected error or failure time.

Preventative maintenance: performing maintenance before an error or failure occurs, and a

mechanism to perform maintenance, usually on a fixed time or run-time schedule.

Inventory status: Data on materials that will impact the decision to proceed with the next product’s
production.

B.7.2 Turnaround time

Turnaround time is the time required to change a production mechanism for the purpose of producing a
different product or the same product with different characteristics. The information that will determine the
turnaround time includes:

a) The current state of all items and current state of the production facility

b) Historical transition times, given the current state of the production facility

c) Standard operating procedures required for switch over

d) Resource requirements versus available (labor, material, equipment)

B.7.3 Campaigning

Campaigning is the planning of the execution of production based on the existing capacity, raw material,
resources and production request. A campaign is usually a limited run of product through the production

process. Campaigns can last from days to months depending on the products, processes, and production
requirements. Control strategy and physical process changes may accompany campaigns.

One important aspect of campaigning is letting production know the sequence of events or scheduled runs
ahead of time.

Campaigns generally deal with a single product, or a set of products with compatible processing or product
requirements. Campaign planning must also address previous product characteristics to maximize the
agility of the change.

Campaigning is addressed in the standard through production schedules and production requests.

B.7.4 New targets

New targets define what to make in the next time sequence and when to start it--mainly an information
demand that the control system places on the enterprise for a production order. New targets are handled
in the standard through the production parameters in a production request.

The type of information required for new targets depends on the industry. New targets can be fixed
numbers in a discrete environments and can be variable values, such as tables or functions, in continuous
environments.

New targets may include the product quality characteristics.

B.8 Data reconciliation

Data reconciliation is a serious issue for enterprise-control integration. The data have to be valid to be
useful for the enterprise system. The data must often be determined from physical measurements that
have associated error factors. This must usually be converted into exact values for the enterprise system.
This conversion may require manual, or intelligent reconciliation of the converted values. Additional
problems occur when the type of physical measurement, such as volume, must be used to calculate
information based on a related value, such as weight. For example, in the refining industry the operations
floor changes the density of products, but measures by volume, then uses inference to calculate density
and weight.

Systems must be set up to ensure that accurate data are sent to production and from production.
Inadvertent operator or clerical errors may result in too much production, too little production, the wrong
production, incorrect inventory, or missing inventory.

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Annex C (informative) - Discussion on models

As noted in the introduction this

to standard, it has long been thegoal of the industrial systems engineer to
integrate the operatingunits of a plantin order to be able to produce
that plant’s products at minimum unit
cost and at maximum overall profit for the company involved. Early work in this field was based on plant
design techniques that:

a) closely coupled production units,

b) minimized in-process inventories and work in progress, and

c) made maximum use of in-plant energy sources to supply plant energy needs.

While excellent in initial concept, thesetechniques floundered becauseof lack of :

a) unit coordination,

b) dynamicresponse, and

c) marketsensitivity.

Lack of unit coordination is exemplified by the presenceof unpredictable plant interruptions and
breakdowns in plant production processesthat occur randomly in time and location, thus wreaking havoc
with the productivityof such a close-coupled, low-inventoryplant. Unforeseen changes in customer
requirements, oftenmaking obsolete aninflexible manufacturing system, characterize thelack of dynamic
response. A lack of market sensitivity is exhibited throughlimited flexibility in responding to changesin
competition, in production costitems (such as energy and raw materials), and in regulatory requirements,
any of which can invalidate the initial optimization criteria of a plant’s design.

More recently, the trendin systems integration has been toward theuse of automatic controlin its broadest
sense (including dynamiccontrol, scheduling and the closure of information loops) to integrate all aspects
of the plant’s operations including closing the informationloops within the plant. This latter trend then
allowed a plant to compensate for unforeseen interruptions andbreakdowns in its production processes
and also allowedit to modify its product mix and its production rate as its customer’s needs and desires
changed. All of this must be done while continually minimizingoverall production costs to match the
current plant condition.Thus we have the substitutionof control and management techniques for initial
design procedures in an attempt to counteract the forces that invalidated theoriginal concept, and
therefore tostill accomplish theoriginal goals.

It has long been known which tasks such a system had to be able to carry out to accomplish these goals.
Only since theadvent of advanced computer technology has it been possible to handle the enormous
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
computational load involvedin carrying out these functions in real time and thus hopingto compensate for
all of the factorsaffecting plant productivity andeconomic return.

Current technology is providing the technicalcapability to greatly facilitate the development of integrated
automated systems. These trends include: (1) distributed, digital, microcomputer-based,first-level
dynamic control systems; (2) standard real-time programminglanguages and configurable programming
systems; (3) standard high-speedcommunications; and (4) corresponding major developments in
database management techniques. These have resulted in computer systems that are ableto integrate
plant management, plant production scheduling,inventory management, individual process optimization,
and unit process controlfor all of a plant’s operating units treated as awhole.

However, to accomplish the design and development of such large-scale systems, the aidof overall design
and operational standards and accompanying models of such systems are vitally necessary, as also
pointed out in the introduction to this standard.

Requirements for the Models

It is necessary in such a model to be able to show clearly all of the major operational characteristics of the
relationships of the functions involved in a plant management and control system. These include the
following, among others:

1) Subordination and aggregation: Which of the functions (a) are dependent upon others for direction
(instructions) in carrying out their assigned tasks; and which of them (b) have the major function of
supplying information necessary for other functions to help carry out the other’s assigned tasks?

Prime examples of subordination in Item 1(a) are those of:

a) Customer Order Processing

b) Overall Production Scheduling

c) Detailed Production Scheduling

d) Production Planning

e) Process Control of Production Unit

A prime example of aggregation in Item 1(b) is the continued collection, averaging and smoothing of
process control operational data to achieve the information that management needs for overall operational
management of the plant and thecompany.

Connectivity and progression: How does data flow in the plant production system? Where does each
item of data originate; through what intermediate functions does it flow; and where does the resulting
information have its ultimate use?

Automatability and innovation: Can the function be automated or mechanized through electronic
devices; that is, can the function be mathematically described? Or, does the function require
innovation by a human for its ultimate successful completion?

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
Genericity To the extent possible, the model developed to explain the scheduling and control system
necessary for enterprise integration studies should be generic--that is, it should be able to be used to
model the control system of any factory or plant, in any industry, anywhere, if at all possible. Each of
the models presented here will be generic to the extent possible.

Semantics: It is also extremely important that the semantics or meaning of the various terms used in
describing the concepts of the model(s) used be interpreted by all readers in exactly the same way. A
powerful way to accomplish this is to use an object modelto accomplish the required concept
definition. Clause 7.0 of this standard presents such a capability.

A popular and effective way of illustrating Item 1(a) above in a model is through the use of a hierarchical
layered model, with each of the items of Item 1(a) being subordinate, or below that above it in the list, in
the model. At the same time, the aggregation of Item 1(b) occurs naturally, going upward in the same
layered fashion.

Unfortunately, it has not been possible to date to show all of the required capabilities listed above in one
graphical representation of the system. Particularly difficult has been the representation of subordination
and aggregation (hierarchical layers) and connectivity and progression (data flow) together. Thus, two
separate representations are necessary and the coordination of the resulting two forms has been difficult.

Annex D presents a major table (Table D-XII) that points out the coordinate between both models in the
PRM. Such a procedure appears to be necessary whenever a system is modeled from widely different
aspects or views as occurs here.

The concepts of automatability versus innovation (that is, human input required) were handled in the PRM

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
by the concept of external entities. External entities are those functions that are not included in the
automated scheduling and control system, but for which a complete data transfer interface is provided.
Thus, there are enterprise functions that require human input but cannot be part of the model since the
functions involved cannot be modeled. However, they can take part in the plant integration since all
needed communications are established.

Figure C-1 illustrates the concept for the PRM. Those functions above the dashed line in this diagram
require human involvement. Hence, they are considered external, but contributing, entities in the PRM.
Functions below the dashed line are part of the management and control system that can be automated.

All parts of the Purdue Reference Model for CIM that are concerned with the scope of this standard are
presented in annex D.

EXTERNAL ENTITIES

FINANCE
BUDGET
MARKETING
<.” _/

SALES
POLICY
PRODUCT

_/-
__/ THE
R&D ORDER
”e-
”
__.-I PRODUCTION
RESEARCH,
REQL
IREMENTS
DEVELOPMENT 4
_/-
r”. FACTORY SYSTEM
””
& ENGINEERING

PRODUCT
INFORMATION RE

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
SHIP
STATUS

I I I I REQUEST
I
PRODUCTION
STATUS

nMAINTENANCE
MANAGEMENT
i
’
Shadedarea is
I scope of PßM for i
manufacturing
,

Figure C-I - Scope for Purdue Reference Model (PRM) for manufacturing

Annex D (informative) - Selected elements of the Purdue Reference Model

This annex contains selected portions of the complete published version of the Purdue Reference Model,g
thereby providing a brief description of the PRM. The annex is included so that the models in this standard
may be better understood in the context of the complete plant reference model. Some non-pertinent
clauses and tables have been removed. References in the original document have been replaced with
footnotes. The figures and tables have also been consecutively numbered.

Figure D-4 has been modified to show a different split between the production scheduling & management
information systems and the control computation and control enforcement than in theoriginal publication.
The split is nowshown between levels 3 and 4, based on planned changes to thePurdue model as a result
of the SP95 analysis, rather than between levels 2 and 3 of the original.

Generic List of Macro-Functions

The overall applicability of the concepts of enterprise integration depends to a great extent on the
development of a set of generic tasks, functions and macro functions to describe an enterprise integration
system or indeed any enterprise. The Purdue Reference Model for CIM developed two such lists, one
based on the Scheduling and Control Hierarchy View and another based on the Data Flow Diagram View
of the Reference Model. It then proceeded to show the correlation of these two apparently widely different
lists by cross-referencing the task titles used and their point of application in each view. For the sake of
completeness, that material will be reproduced here, along with considerable related material on the
architecture.

One of the most important graphical representations is the Scheduling and Control Hierarchy View from
the Reference Model as mentioned above. The hierarchy view that is shown in Figure D-1 categorizes the
tasks carried out by the industrial control system for a complete plant or company. Figure D-2 shows that
this same diagram with modifications only for the names of the functions involved will characterize the
control tasks of either a continuous or discrete manufacturing industry plant. Figure D-3 expands the
earlier diagrams to cover a company with multiple plants.
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Williams, T.J., ed., A Reference Model for Computer Integrated Manufacturing (CIM), A Description From the Viewpoint of Industrial
Automation, Minutes, CIM Reference Model Committee, International Purdue Workshop on Industrial Computer Systems, Purdue
University, West Lafayette, IN (1988) ISA, Research Triangle Park, NC (1989). While out of print at ISA, the complete document is
available under: http://www.pera.net/Pera/PeraReferenceModel/ReferenceModel.html.

LEVEL 4B

PLANT MANAGEMENT b v
r; )
:
MANAGEMENT DATA
PRESENTATION
‘ INFORMATION
35

(LEVEL 4)
v)
LEVEL 4A 2

OPERATIONAL AND
PRODUCTION
SUPERVISION

S
v)
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

INTRA-AREA
(LEVEL 3)
COORDINATION SUPERVISOR’S
CONSOLE 4 (SHOP 4
COORDINATOR)
S

WORK (DIRECT
CELL
(LEVEL 2) SUPERVISOR’S
NUMERICAL
CONSOLE 4 CONTROL) 4

R’S
O P ERATO
CONSOLE
CONTROL)

(LEVEL 1)

DEDICATED PROGRAMMABLE LOGIC

CONTROLLERS

Figure D-I - Assumed hierarchical computer control structure for alarge

manufacturing complex (computer integrated manufacturing [CIM])

MANAGEMENT PLANT
MANAGEMENT
PRESENTATION INFORMATION

(LEVEL 4) I t
4 v)
Z
O K

OPERATIONAL AND
PRODUCTION
SUPERVISION

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
(LEVEL 3)
INTRA-AREA SUPERVISOR’S
b
CONSOLE 4 COORDINATION 4

8
v)
Z

SUPERVISOR’S
b SUPERVISORY
(LEVEL 2)
CONSOLE 4 CONTROL 4

8
f & I

DIGITAL DIRECTOPERATOR’S

J
CONTROL CONSOLE

(LEVEL 1)

SPECIALIZED DEDICATED DIGITAL

CONTROLLERS
I I
L

Figure D-2 - Assumed hierarchical computer control system structure foran

industrial plant (continuous process such as petrochemicals)

INFORMATION
I ’
LEVEL5B

COMPANY
MANAGEMENT DATA
PRESENTATION
.
I
b COMPANY
MANAGEMENT

.
(LEVEL 5)
LEVEL 5A
COMPANY PRODUCTION
ASSIGNMENT
SCHEDULING SCHEDULING
ASSIGNMENT SUPERVISION

L
I t
(LEVEL 4)

(LEVEL 3
I

I
OPERATIONAL AND
PRODUCTION
SUPERVISION

SUPERVISOR’S CONSOLE
I

I -
l
PLANT PRODUCTION
SCHEDULING AND
OPERATIONAL
MANGEMENT

I
INTRA-AREA
COORDINATION
T v,

Figure D-3 - Assumed hierarchical computer control structure for an industrial

company (multi-plant) to show level 5 and its relationship to the revised level 4

One Form of Generic Tasks in a Plant-Wide Hierarchy

Overall automatic control of any large modern industrial plant, regardless of the industry concerned,
involves each of the requirements listed in Table D-l.

Thus the automation of any such industrial plant becomes the managingof the plant’s information systems
to assurethat the necessary information is collected andused wherever it can enhance the plant’s
operations -- true informationsystems technology in its broadest sense.

Another major factor should also be called to our attentionhere. It has been repeatedly shown that one of
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

the major benefits of the use of digital computer controlsystems in the automationof industrial plants has
been in the role of a controlsvstems enforcer. In this mode, one of the controlcomputer’s main tasks isto
continually assurethat the control system equipment is actually carrying out the job that it wasdesigned to
do in keeping the units of the plant productionsystem operating at some best (near optimal) level. That is,
to be surethat in the continuous processplant, for instance, thecontrollers have not been set on manual,
that the optimalset points are being maintained, etc. Likewise, it is the task of dynamic control to assure
that the plant’s production scheduleis carried out, ¡.e., to enforce the task set by the production scheduling
function.

Often the tasks carried out by these control systems have been ones that a skilled and attentive operator
could have readily done. The difference is the degree of attentiveness to the task at hand that can be
achieved over the long run.

As stated earlier, all of this must be factored into the design and operation of the control system that will
operate the plant, including the requirements for maximum productivity and minimum raw material and
energy usage. As the overall requirements, both energy and productivity based, become more complex,
more sophisticated and capable control systems are necessary.

While the above tasking list is truly generic for any manufacturing plant -- continuous or discrete -- it is
necessary to rearrange it in order to come up with a more compact set of tasks for further discussion.

Therefore, what is needed is an overall system for any manufacturing plant which has the capabilities
shown in Table D-Il.

In view of Item 2 of Table D-Il, Table D-Ill presents some observations of the differences in process
improvement technologies (Le., near optimization) for continuous versus discrete optimization.

Because of the ever-widening scope of authority of each of the first three requirements in turn, they
effectively become the distinct and separate levels of a superimposed control structure, one on topof the
other. Also in view of the amount of information which must be passed back and forth among the above
four "tasks" of control, a distributed computational capability organized in a hierarchical fashion would
seem to be thelogical structure for the required control system. This must be true of any plant regardless
of the industry involved.

As just noted, a hierarchical arrangement of the elements of a distributed, computer-based control system
seems an ideal arrangement for carrying out the automation of the industrial plant just described. Figures
D-1, D-2and D-3 lay out one possible form of this distributed, hierarchical computer control system for
overall plant automation.

In thecontext of large industrial plants or of a complete industrial company based in one location, the
detailed tasks that would be carried out at each level of the hierarchy can be readily described. These
tasks are easily subdivided into those related to production scheduling, control enforcement, systems
coordination and reporting, and reliability assurance (Table D-IV).

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Table D-I - Duties (functional requirements) of all integrated information

and automation systems, a generic list

An extensive system for the automatic monitoring of a large number of different plant variables operating over a very
1 wide range of process operations and of process dynamic behavior. Such monitoring will detect and compensate
for current or impending plant emergencies or production problems.

2 The development of a large number of quite complex, usually nonlinear, relationships for the translation of some of
the above plant variable values into control correction commands.

The transmission of these control correction commands to another very large set of widely scattered actuation
3 mechanisms of various types.

Improvement of all aspects of the manufacturing operations of the plant by guiding them toward likely optima of the
4 appropriate economic or operational criteria. Results may be applied to the control correction commands of Item 2

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
above and/or to the plant scheduling functions of Item 8 below.

Reconfiguration of the plant production system and/or of the control system as necessary and possible to assure the
5 applicable production andor control system for the manufacturing situation at hand.

6 Keeping plant personnel, both operating and management, aware of the current status of the plant and of each of its
processes and their products including suggestions for alternate actions where necessary.

Reduction of plant operational and production data and product quality data to form a historical database for
7
reference by Plant Engineering, other staff functions and Marketing.

Adjusting the plant’s production schedule and product mix to match its customers’ needs, as expressed by the new
order stream being continually received, while maintaining a high plant productivity and the lowest practical
8 production costs. This function must also provide for appropriate plant preventive or corrective maintenance
functions.

Determination of and provision for appropriate inventory and use levels for raw materials, energy, spares, goods in
9
process and products to maintain desired production and economics for the plant.

Assuring the overall availability of the control system for carrying out its assigned tasks through the appropriate
10 combination of fault detection and fault tolerance, redundancy, and fail-safe techniques.

Maintaining interfaces with the external entities which interact with the plant production system such as Corporate
11 Management; Marketing; Accounting; Corporate Research, Development and Engineering; External Transportation;
Suppliers and Vendors; Purchasing; Customers; and Contractors.

rable D-Il - An overall plant automation system must provide

An effective dynamic control of each operating unit of the plant to assure that it is operating at its maximum
efficiency of production capability, product quality andor of energy and materials utilization based upon the
1 production level set by the scheduling and supervisory functions listed below. This thus becomes the Control
Enforcement component of the system. This control reacts directly to compensate for any emergencies which
may occur in its own unit.

A supervisory and coordinating system which determines and sets the local production level of all units working
together between inventory locations in order to continually improve (¡.e., optimize) their operation. This system
assures that no unit is exceeding the general area level of production and thus using excess raw materials or
energy. This system also responds to the existence of emergencies or upsets in any of the units under its control
2 in cooperation with those units’ dynamic control systems to shut down or systematically reduce the output in
these and related units as necessary to compensate for the emergency. In addition, this system is responsible
for the efficient reduction of plant operational data from the dynamic control units, described just above, to assure
its availability for use by any plant entity requiring access to it as well as its use for the historical database of the
plant.

An overall production control system capable of carrying out the scheduling functions for the plant from customer
3 orders or management decisions so as to produce the required products for these orders at the best (near
optimum) combination of customer service and of the use of time, energy, inventory, manpower and raw
materials suitably expressed as cost functions.

A method of assuring the overall reliability and availability of the total control system through fault detection, fault
4 tolerance, redundancy, uninterruptible power supplies, maintenance planning, and other applicable techniques
built into the system’s specification and operation.

Table D-Ill - Some notes regarding optimization (improvement)

of manufacturing efficency

In discrete manufacturing optimization (improvement) is generally carried out in scheduling.

I In continuous manufacturing optimization (improvement) is generally carried out both in control and scheduling. I

Table D-IV - Summary of duties of control computer systems

I. Production Scheduling

II. Control Enforcement

111. Plant Coordination and Operational Data Reporting

IV. System Reliability and Availability Assurance

Item I of the above list (Production Scheduling) corresponds to Item 3 of the list of Table D-Il.

Item II of the above list corresponds to much of Items 1 and 2 of the list of Table D-Il.

Items 111 and IV of the above list require the cooperative operation of all items of the list of Table D-Il
The Plant Coordination part comprises the detailed interpretation and expansion of the overall
Production Schedule of Item 3 of Table D-Il.

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

It is our contention that such lists can outline the tasksthat must be carriedout in any industrial plant,
particularly at the upper levels of the hierarchy. Details of how these operations are actually carriedout
may vary drastically,particularly at the lowest levels, because of the nature of the actual process being
controlled. We all recognize that a distillation column will never look like or respond like an automobile
production line. But the operations themselves remain the same in concept, particularly at the upper levels
of the hierarchy.

Thus it is our further contentionthat despite thedifferent nomenclature indifferent industries the major
differences in the controlsystems involved is concentrated in thedetails of the dynamic control
technologies used at Level 1 and the details of the mathematicalmodels used for optimization at Level 2.

The differences are thus concentrated in the details of the control and operationof the individual
production units (the application entities) of the factory. Commonality is in the support functional entities

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
(computational services, communications, database technology, management structure, etc.). Sensing
and communication techniques are exactly the same in both systems. The same optimization algorithms
can be used. Computer systems technology and programming techniques should be the same and
production schedulingtechnology should beidentical to name only afew.

Thus the duties of the hierarchicalcomputer system can be establishedas outlined in Table D-IV andin
figure D-4. Therefore Levels 1 and 2 will concentrate on performingTask II of Table D-IV, Levels 3 and 4
will carry out Task I and all will be involved in assuring the implementation
of Task III and the integrity of
Task IV, overall reliability and availability.

Possibilities of major reduction in the costs, development manpower effort, and time required to produce
an integrated industrial control system then devolves upon the factors listed in Table D-V.

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

(LEVEL4)

(LEVEL3)
INTRA-AREA SUPERVISOR'S
COORDINATION CONSOLE

(LEVEL2) SUPERVISORY

(LEVEL 1)

11
(LEVELO)
PROCESS

Figure D-4 - Definition of the real tasks of the hierarchical computer control
system (as modified in ISA-95.00.01-2000)

Table D-V - Potential factors for facilitating integrated control system

development and use
1. Potential commonality of control system structure in terms of the:

A. Computer systems

B. Communications systems

C. Database organization

D. Relationship to plant management and operational structure (personnel)

2. Commonality of the techniques of application of:

A. Software engineering and programming

B. Communications

C. Database management

D. Control systems engineering

E. Production scheduling

F. Operations research and optimization

Table D-VI - Required tasks of the intracompany management information

system (level 4B of figure D-I or 2 or Level 5 of Figure D-3)

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
111. System Coordination and Reporting

l. Maintain interfaces with:

A)Plant and company management

B) Sales and shipping personnel

C) Accounting, personnel and purchasing departments

D) Production scheduling level (Level 4A)

2. Supply production and status information as needed to:

A)Plant and company management

B) Sales and shipping personnel

C) Accounting, personnel and purchasing departments

D) This information will be supplied in the form of:

1) Regular production and status reports

2) On-line inquiries

3. Supply order status information as needed to sales personnel

IV. Reliability Assurance

4. Perform self-check and diagnostic checks on itself

Note: l. There are no production scheduling or control actions required at this level. This level is solely for use as
an upper management and staff level interface.

2. Roman numeral subdivisions of Tables D-VI to D-X correspond to the same headings in Table D-IV.

Table D-VI1 - Duties of the production scheduling and operational

management level (levels 4A or 5A)
I. Production Scheduling

l. Establish basic production schedule.

2. Modify the production scheduling for all units per order stream received, energy constraints, power demand levels, and
maintenance requirements.

3. In coordination with required production schedule develop optimum preventive maintenance and production unit
renovation schedule.

4. Determine the optimum inventory levels of raw materials, energy sources, spare parts, etc., and of goods in process at
each storage point. The criteria to be used will be the trade-off between customer service (¡.e., short delivery time)
versus the capital cost of the inventory itself, as well as the trade-offs in operating costs versus costs of carrying the
inventory level. This function will also include the necessary material requirements planning (MRP) and spare parts
procurement to satisfy the production schedule planned. (This is an off-line function.)

5. Modify production schedule as necessary whenever major production interruptions occur in downstream units, where
such interruptions will affect prior or succeeding units.

111. Plant Coordination and Operational Data Reporting

6. Collect and maintain raw material and spare parts use and available inventory and provide data for purchasing for raw
material and spare parts order entry and for transfer to accounting.

7. Collect and maintain overall energy use and available inventory and provide data for purchasing for energy source order
entry and for transfer to accounting.

8. Collect and maintain overall goods in process and production inventory files.

9. Collect and maintain the quality control file.

10. Collect and maintain machinery and equipment use and life history files necessary for preventive and predictive
maintenance planning.

11. Collect and maintain manpower use data for transmittal to personnel and accounting departments.
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

12. Maintain interfaces with management interface level function and with area level systems.
IV. Reliability Assurance

13. Run self-check and diagnostic routines on self and lower level machines.
Note: There are no control functions as such required at this level. This level is for the production scheduling and overall plant
data functions.

Table D-VIII - Duties of the area level (level 3)

I. Production Scheduling

l. Establish the immediate production schedule for its own area including maintenance, transportation and other
production-related needs.

2. Locally optimize the costs for its individual production area while carrying out the production schedule established by
the production control computer system (Level 4A) (¡.e., minimize energy usage or maximize production for example).

3. Along with Level 4A modify production schedules to compensate for plant production interruptions which may occur in
its area of responsibility.

111. System Coordination and Operational Data Reporting

4. Make area production reports including variable manufacturing costs.

5. Use and maintain area practice files.

6. Collect and maintain area data queues for production, inventory, and manpower, raw materials, spare parts and
energy usage.

7. Maintain communications with higher and lower levels of the hierarchy.

8. Operations data collection and off-line analysis as required by engineering functions including statistical quality
analysis and control functions.

9. Service the madmachine interface for the area.

1O. Carry out needed personnel functions such as:

A)Work period statistics (time, task, etc.)

B) Vacation schedule

C) Work force schedules

D) Union line of progression

E) In-house training and personnel qualification

IV. Reliability Assurance

11. Diagnostics of self and lower-level functions

Note: No control actions are required here. This level handles detailed production scheduling and area coordination for the
major plant subdivisions.

Table D-IX - Duties of the supervisory level (level 2)

II. Control Enforcement

l. Respond to any emergency condition which may exist in its region of plant cognizance.

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
2. Optimize the operation of units under its control within limits of established production schedule. Carry out all
established process operational schemes or operating practices in connection with these processes.

111. System Coordination and Operational Data Reporting

3. Collect and maintain data queues of production, inventory, and raw material, spare parts and energy usage for the
units under its control.

4. Maintain communications with higher and lower levels.

5. Service the madmachine interfaces for the units involved.

IV. Reliability Assurance

6. Perform diagnostics on itself and lower level machines.

7. Update all standby systems.

Note: This level and those below it carry out the necessary control and optimization functions for the individual production units t
enforce the production schedule set by Levels 4A and 3.

Table D-X - Duties of the control level (level 1)

II. Control Enforcement

l. Maintain direct control of the plant units under its cognizance.

2. Detect and respond to any emergency condition which may exist in these plant units.

111. System Coordination and Reporting

3. Collect information on unit production, raw material and energy use and transmit to higher levels.

4. Service the operator’s madmachine interface.

IV. Reliability Assurance

5. Perform diagnostics on itself.

6. Update any standby systems.

Notes: It has repeatedly been shown that one of the major benefits of the use of digital computer control systems in the
automation of industrial plants has been in the role of a Control Svstems Enforcer. In this mode, one of the control
computer’s main tasks is to continually assure that the control system equipment is actually carrying out the job that it

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
was designed to do in keeping the units of the plant production system operating at some best (near optimal) level.

That is, to be sure that in the continuous process plant, for instance, the controllers have not been set on manual, that
the optimal set points are being maintained, etc. Likewise, it is the task of dynamic control to assure that the plant’s
production schedule is carried out, ¡.e., to enforce the task set by the production scheduling function.

In the Purdue Reference Model definition there are no Informational Transformations at Level O.

Sensors determine the state of the physical equipment or the material being transformed therein. All operations on
the resulting data are informational. Sensor outputs are considered part of Level l .

Actuators are considered part of Level O - commands to them are considered Level l .

Tasks of Each Level of the Hierarchy

In thecontext of any large industrial plant, or of a complete industrial company based in one location, the
tasks that would be carried out at each level of the hierarchy are as described in Tables D-VI toD-X. Note
that these tasks are subdivided within each table into those related to production scheduling, control
enforcement, systems coordination and reporting, and reliability assurance (Table D-IV). As was
mentioned above, these tables outline the tasks which must be carried out in any industrial plant,
particularly at the upper levels of the hierarchy.

Figures D-5 to D-1O show the application of the Scheduling and Hierarchy View to a variety of industries
showing also that the computer control system discussed here is pyramidal as well as hierarchical. Figure
D-10 is an entirely different appearing diagram as originally developed by the Cincinnati-Milacron
Company. However with the current CIM hierarchy levels imposed it can be readily seen that this diagram
converts directly to theothers.

Figures D-5 to D-10also bring out an important aspect of this model in relation to those proposed by some
other developers, that is, inventories and associated material handling equipment in relation to the
manufacturing processes themselves are treated just like any other process. Thus they are considered to
have process control inputs and outputs and their dynamic behavior can be modeled mathematically in
order to develop the appropriate overall control system for the functions served by the inventory and its
associated material handling equipment.

The Data-Flow Graph, a Functional Network View of the CIM Reference Model

There is need in the Reference Architecture to have a mechanism to show the interconnection and
precedence of the several tasks assigned to theoverall mill-wide control system which is notshown by the
Scheduling and Control Hierarchy view. An excellent method for showing this is the so-called Data-Flow
Graph or Information-Flow Graph using a technique known as Structured Analysis,1° also known as the
Yourdon-DeMarco technique.

This clause will develop such a representation as derived from the CIM Reference Model. The basis for
this work will be a Data-Flow Model entitled, Information Flow Model of Generic Production Facility,
contributed to the Purdue Reference Model for CIM project by The Foxboro Company in August 1986.11
The original document has been considerably modified by the Workshop CIM Committee to match the
nomenclature, etc., of other parts of the model's documentation.

As noted above, this method diagrams the interconnection of the several tasks carried out by the control
system and allows the potential for an ever greater detailing of these tasks in the form of sub-tasks and the
resulting interconnections of these sub-tasks with each other and the main tasks. These diagrams are
restricted to the model as defined in the Purdue Reference Model for CIM (Le., the definable scheduling
and control system for the manufacturing facility and including only interfaces to the external influences),
¡.e., the Integrated Information Management and Control System of Figure D-11 and the Information
Systems Architecture of this text.

The set of diagrams begins with the interconnection of the influencing external entities on the factory itself
(Figure D-12). In the present model one very important external influence on the factory is the company
management itself. As noted in Figure D-13 management interfaces through the staff departments who
provide services to the factory itself orexpress management's policies in sets of requirements to befulfilled
by the factory.

It will be immediately noticed by the reader that the twolists of tasks and functions we are developing here
look entirely different even though each is a complete listing within itself. This is because these two
different models of the Information Architecture show different ones of the task and function relationships.
The Scheduling and Control Hierarchy shows subordination, precedence, time horizon and span of
control, while the Data Flow Diagram shows connectivity and precedence. Thus since there is no layering
in the Data Flow diagram (subordination) and no connectivity in the Scheduling and Control hierarchy, their
views of the tasks and functions are greatly different. This results in a different definition of each task in
many cases particularly because of a difference in span of concern. Therefore the description and labels
may be (and are) different between the two models.

Table D-XI presents the functions and tasks listed on the diagrams of Figures D-16 to D-28. Table D-XII
makes a comparison of the tasks listed in Tables D-VI to D-Xversus those on Figures D-16 to D-28 as
discussed just above.
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

loDeMarco, T., StructuredAnalysis andsystem Specification, Prentice-Hall, Inc., Upper Saddle River, NJ (1978)

l1Pampel, Albert., lnformation Flow Model o f a Generic Production Facilitx The Foxboro Company, Foxboro, MA (1986)

OVERALL

A
(MELTING) W O R (KC
RI O
N
OGLL D
)L I (NHGO) T

(2)
--
IRON-
MAKING
-ST-E E L-
MAKING

REHEAT
ROUGHING-FINISHING-DOWN
COILERS

I
FURNACE AND
INVENTORY

STAND CONTROL

NORMAL COMMUNICATION PATH

-"- "ASNEEDED"COMMUNlCATl0NPATH

Figure D-5 - Hierarchy arrangement of the steel plant control to show relationship
of hierarchy to plant structure

LEVEL 4 OVERALL

LEVEL3 AREA 1 AREA 2 AREA 3 AREA 4

MANAGEMENT)
(ENERGY
ROLLING)
(COLD
ROLLING)(HOT
(MELTING)

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
BANDS BANDS

ELECTRIC PLANT
AND GASEOUS MAKING PLANT STEAM AND ELECTRIC
LIQUID
FUEL DISTRIBUTloN POWER
DISTRIBUTION
SYSTEM

SYSTEM

Figure D-6 - Hierarchy arrangement of the steel plant control system as

studied for energy optimization

OVERALL

U
/ I \ U

HEAD BOX REELING

I '"ING ANDROLL
HANDLING
SLICE
CONTROL

NORMAL COMMUNICATION PATH

---- "AS
NEEDED"COMMUNlCATl0N
PATH

Figure D-7 - Hierarchy arrangement of the paper mill controlto show relationship
of hierarchy to plant structure

I
INDIVIDUAL
EXTRACTION

COLUMN
CONTROL

NORMALCOMMUNICATION PATH
---- "ASNEEDED"COMMUNlCATl0NPATH
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Figure D-8 - The hierarchy control scheme as applied to a petrochemical plant

PREPARTION OF FINAL PELLETIZING ANDOTHER

INGREDIENTS AND PREPARATIONS OF UNIT

INTERUEDIATES
PREPARATION
MYPOUNDING OF

E(
, rs,
DOSAOE DUANTITIES,

PACKAGING ANO )
MW-
MATERIALS
-REACTIONS
NECESSARY
---- .LETIZING, -PACKAOlNGWAREHOUSING
ETC.
HANDLING FOR

m OR EXTRACTION
I
INDIVIDUAL
COLUMN
CONTROL

NORMAL COYYUNlCAllON PATH

--- -AS NEEDED" COYUUNICATION PATH

Figure D-9 - The hierarchy control scheme asapplied to a pharmaceuticals plant

CENTRAL
LEVEL 4
D ATA
BAS E

PROCESS PRODUCTION
PLANNING SCHEDULING
SYSTEM AND
CONTROL
S HOP
LEVEL COORDINATOR 3

I I
COMPUTER COMPUTER
CONTROLLED
c~~',",~~D
FUNCTIONAL CELLULAR ASSEMBLY
LEVEL 1 SYSTEM SYSTEM
SHOP MANUFACTURING (CCMS)

MANUFACTURING SERVICES
STORAGE AND RETRIEVAL
WORKPREPARATION
MATERIAL HANDLING

Figure D-I O - Computer integrated manufacturing system (CIMS)

(Cincinnati-Milicron proposal)

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Table D-XI - Information flow model of generic production facility mini-specs

(definition of functions)
FIRST ORDER ENTITY DIVISIONS

O. FACILITY MODEL CONTEXT - Figure D-16

External Entities
Marketing and Sales
Corporate R. D. & E.
Supplier
Vendor
Customer
Transport Company
Accounting
Purchasing

1. ORDER PROCESSING - Bubble 1 of Figure D-16 and Figure D-17

Customer order handling, acceptance and confirmation
Sales forecasting
Waiver and reservation handling
Gross margin reporting
Determine production orders

2. PRODUCTION SCHEDULING - Bubble 2 and Figure D-18

Determine production schedule
Identify long term raw material requirements
Determine packout schedule for end products
Determine available product for sales

3. PRODUCTION CONTROL - Bubble 3 and Figure D-19

Control of transformation of raw materials into end product in accordance with production schedule and
production standards
Maintenance of processing equipment
Plant engineering and updating of process plans, etc.
Issue requirements for raw materials
Produce reports of performance and costs
Evaluate constraints to capacity and quality
Self test and diagnostics of production and control equipment

4. MATERIALS AND ENERGY CONTROL - Bubble 4 and Figure D-23

Keep stock of raw materials
Reorder raw materials according to production Requirements
Accept delivery of raw materials, request QA tests and release for utilization after approval
Reporting on RM and energy utilization
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Reporting on RM inventory to production

5. PROCUREMENT - Bubble 5 and Figure D-24

Place orders with suppliers for RM supplies, spare parts, tools, equipment and other required materials
Monitor progress of purchases and report to requisitioners
Release incoming invoices for payment after arrival and approval of goods

6. QUALITY ASSURANCE - Bubble 6 and Figure D-25

Testing and classification of incoming material and end products
Set standard for production QA in accordance with market and technology requirements
Assist production with exceptional and effective QA tests

7. PRODUCT INVENTORY - Bubble 7 and Figure D-26

Keep stock of produced end products
Make reservation for specific product on list in accordance with product selling directives
Pack-out end product in accordance with schedule
Report on inventory to production scheduling
Report on balance and losses to product cost accounting
Arrange physical loadinglshipment of goods in coordination with product shipping administration

8. COST ACCOUNTING - Bubble 8 and Figure D-27

Calculate and report on total product cost
Report cost results to production for adjustment
Set cost objectives for production

9. PRODUCT SHIPPING ADMINISTRATION - Bubble 9 and Figure D-28

Organize transport for product shipment in accordance with accepted orders requirements
Negotiate and place orders with transport companies
Accept freight items on site and release material for shipment
Prepare accompanying documents for shipment (BOL, customs clearance)
Confirm shipment and release for invoicing to general accounting
Report on shipping costs to product cost accounting

(10.0 MAINTENANCE (Defined as a FIRST ORDER ENTITY in the ISA-95.00.01-2000 model)

Table D-XI (continued)

SECOND-ORDER ENTITY SUBDIVISIONS

1.1 PRODUCTION FORECASTING (LONG RANGE) - Bubble 1.1, Figure D-17

The orders expected within the next period of time are predicted
The prediction is based on the sales history and function of the market expectation
Forecasting makes use of the traditional statistical techniques (smoothing, seasonal indices, etc.)
The forecasting period is set by the confidence of market expectations
Market expectations are influenced by outside factors, e.g., economical or political situation, or by inside factors, e.g.,
long term contracts, production problems

1.2 HISTORIAN - Bubble 1.2, Figure D-17

Create and update a sales history file with clarification of product, customer, shipping method

1.3 ORDER ENTRY - Bubble 1.3, Figure D-17

Main interface with customer for inquiries and orders
Supply product price and availability
Handle order entry and amendments
Give confirmation and progress of entered orders

1.4 PRODUCTION ORDER - Bubble 1.4, Figure D-17

Based on active and forecasted orders determine the required production

1.5 ORDER ACCEPTANCE - Bubble 1.5, Figure D-17

Handle the acceptance for delivery of entered orders
Acceptance is based on ability to manufacture and availability of product customer credibility is checked
In specific cases the product specifications can be waived in accordance with marketing policies to ratify a particular
customer or market need

2.1 PROCESS PRODUCTION ORDERS - Bubble 2.1, Figure D-18

Produce detailed production requirements from sales production orders
Highlight specification requirements for non-standard requests
Produce production order entry in scheduling file and append shipment requirements

2.2 BALANCE IN PROCESS AND PRODUCTION INVENTORY - Bubble 2.2, Figure D-18
Identify ordered quantities against produced products and initiate packout of specific shipments
Identify availability of on-hand product
Highlight variance in production schedule
Maintain capacity estimates for production facility in terms of products

2.3 PRODUCTION FORECASTING (SHORTTERM) - Bubble 2.3, Figure D-18

From existing production orders and known capacity, produce specific schedule entries for production rates and
specifications
Set long term raw material order rates to meet production schedule
Produce a long term forecast report

2.4 PRODUCTION SCHEDULING - Bubble 2.4, Figure D-18

Produce formal production schedule
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Modify production schedule to account for production variances and interruptions

Modify production schedule to account for inventory and shipments

3.1 PROCESS SUPPORT ENGINEERING - Bubble 3.1, Figure D-19; Figure D-20
Issue request for modification or maintenance
Coordinate maintenance and engineering activities
Provide technical standards and methods to maintenance function
Follow-up on equipment and process performance
Provide technical support to operators
Follow-up on technological developments
Provide specifications for purchase order requests

3.2 MAINTENANCE - Bubble 3.2, Figure D-19; Figure D-21 (70.0 in the ISA-95.00.07-2000 Model)
Provide maintenance for existing installations
Provide preventative maintenance program
Provide equipment monitoring program to anticipate Failure including self-check and diagnostic programs
Place purchase order request for materials and spare parts
Develop maintenance cost reports
Coordinate outside contract work effort

3.3 OPERATIONS CONTROL - Bubble 3.3, Figure D-19; Figure D-22

Supervise the operations of production process
Keep track and report on production costs and performance
Interpret the production plan in terms of the setpoints to individual units
Diagnostics and self-check of production and control equipment

Table D-XI (continued)

3.4 OPERATIONS PLANNING - Bubble 3.4, Figure D-19
Set up a daily production plan as function of the production schedule
Check schedule against raw material availability and product storage capacity
Determine percent of capacity status
Modify production plan hourly to account for equipment outage, manpower and raw materials availability

4.1 MATERIAL AND ENERGY REQUIREMENT CONTROL - Bubble 4.1, Figure D-23
Determine supplier of new materials based on short andor long term requirements from planning or manufacturing
taking existing inventory into account
Set up transfers of materials and energy to manufacturing
Issue purchase request for new material and energy supplies
Notify incoming material and energy control on expected incoming orders

4.2 OPTIMUM MATERIAL AND ENERGY INVENTORY LEVELS - Bubble 4.2, Figure D-23
Continuously calculate and report inventory balance and losses of RM and energy utilization

4.3 INCOMING RAW MATERIAL AND ENERGY CONTROL - Bubble 4.3, Figure D-23
Receive incoming material and energy supplies and request QA tests
Transfer material and energy to storage andor classify for use after QA approval
Notify purchasing of accepted material and energy supplies to release payment

4.4 RAW MATERIAL AND ENERGY ROUTING - Bubble 4.4, Figure D-23
Set up and monitor the movement of material and energy in storage
Update inventory of all movements and changes

4.5 RAW MATERIAL AND ENERGY INVENTORY REPORTING - Bubble 4.5, Figure D-23
Reporting of inventory to production

4.6 RAW MATERIAL AND ENERGY MOVEMENT CONTROL - Bubble 4.6, Figure D-23
Control and monitor transfer of materials

4.7 DRAW MATERIALS AND ENERGY MEASUREMENT VALIDATION - Bubble 4.7, Figure D-23
See 3.3.4

5.1 ORDER PLACEMENT - Bubble 5.1, Figure D-24

Order preparation for raw materials, spare parts, etc., for presentation to the vendors based on procurement contracts
negotiated by company purchasing
Updating of vendor library and purchasing files of vendors performance on orders

5.2 PROCESS REQUESTS - Bubble 5.2, Figure D-24

Collection and processing of unit requests for raw materials, spare parts, etc., for order placement to vendors
Checking of requests for those materials versus historical files and budgets to assure correctness of requests

5.3 COST CONTROL - Bubble 5.3, Figure D-24

Certification of invoices on raw materials and spare parts based on satisfactory receipt of requested materials or parts

6.1 SET STANDARDS AND METHODS - Bubble 6.1, Figure D-25

Issue standards to manufacturing and testing laboratories in accordance with requirements from technology, marketing
and customer services

6.2 RAW MATERIALS EVALUATION - Bubble 6.2, Figure D-25

Testing of incoming raw materials and approval for use if in accordance with set standards
Collect and maintain quality control file for data for quality control analysis

6.3 EVALUATION OF PRODUCT - Bubble 6.3, Figure D-25

Test of final product and report results to classification
Collect and maintain quality control file for data for quality control analysis

6.4 CLASSIFICATION AND CERTIFICATION - Bubble 6.4, Figure D-25

Classify quality and properties of end product in accordance with set marketing standards
Waiver classification on exceptional basis as per request from product selling
Report QA results and classification to finished product inventory control
Certify that product was produced according to standard process conditions
Report process data and certification to finished product inventory control

6.5 QA MEASUREMENT VALIDATION - Bubble 6.5, Figure D-25

Checking of product data versus customer’s requirements and statistical quality control routines to assure adequate
quality before shipment
Maintenance of quality statistics on each item checked for continuing quality control studies.

6.6 LABORATORY AND AUTOMATIC ANALYSIS - Bubble 6.6, Figure D-25

Conduct of metric, chemical and physical tests on sample product items to obtain data for on-going quality control tests
Transmission of this data to analysis facilities and quality control systems to assure future quality of product

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Table D-XI (continued)

6.7 ANALYZE PROCESS CAPABILITY - Bubble 6.7, Figure D-25
Use SQC methodology to examine product data to determine process capability of meeting product specifications
Relay process deviations to process engineering for reevaluation to upgrade process
Relay methods deviation to standards and methods group for corrective action

7.1 INVENTORY SUPERVISION - Bubble 7.1, Figure D-26

Coordinate all activities in product inventory control
Set up transfers of material to packing unit in accordance to packout schedule
Request replenishment of packing materials
Handle reservations and update inventory accordingly

7.2 LOSS CONTROL - Bubble 7.2, Figure D-26

Continuously calculate and report on inventory balance and losses

7.3 INVENTORY REPORTING - Bubble 7.3, Figure D-26

Generate daily, weekly ... reports on actual amounts of materials in storage

7.4 PRODUCT SHIPPING - Bubble 7.4, Figure D-26

Set-up and monitor transfers of products to customer in accordance with requirements from shipping administration
Report confirmation of shipment for release of invoicing

7.5 PRODUCT ROUTING - Bubble 7.5, Figure D-26

Set-up and monitor the routes of product transfer and update inventory on changes

7.6 PHYSICAL PRODUCT MOVEMENT CONTROL - Bubble 7.6, Figure D-26

See 4.6

7.7 INVENTORY MEASUREMENT VALIDATION - Bubble 7.7, Figure D-26

See 3.3.4

8.1 COSTS BALANCING AND BUDGET - Bubble 8.1, Figure D-27

Establishment of criteria and tests to assure that operational budget is being followed
Collection of raw material, labor, energy and other costs for transmission to accounting

8.2 RAW MATERIAL AND PARTS COSTS (ACCOUNTS PAYABLE) - Bubble 8.2, Figure D-27
Collection of cost data on all raw materials and spare parts in inventory or procured for the plant

8.3 PRODUCT INCOME (ACCOUNTS RECEIVED) - Bubble 8.3, Figure D-27

Collection of data of product shipped or in inventory
Release invoice data to cost accounting at standard cost

8.4 PRODUCTION COSTS - Bubble 8.4, Figure D-27

Collection of data on costs of production in the plant - labor, energy, raw material usage, spare parts usage, etc.

9.1 SHIPMENT SCHEDULING - Bubble 9.1, Figure D-28

Classify accepted order and produce shipping schedule

9.2 SHIPPING COSTS - Bubble 9.2, Figure D-28

Calculate and report cost of shipping

9.3 SHIPMENT CONFIRMATION - Bubble 9.3, Figure D-28

Update shipping schedule to indicate that shipping has been done and configuration of shipments

9.4 RELEASE FOR INVOICING - Bubble 9.4, Figure D-28

Notify accounting of shipment in order to release invoice
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

9.5 RELEASE SHIPMENT - Bubble 9.5, Figure D-28

Send information for shipment to product shipping

9.6 PREPARE SHIPPING DOCUMENTS - Bubble 9.6, Figure D-28

Issue bill of lading, customer clearance, documents that are required with shipment

THIRD-ORDER ENTITY SUBDIVISIONS

3.1.1 PROJECT MANAGEMENT - Bubble 3.1.1, Figure D-20
Management of engineering function
Coordination of equipment and process modification
Cost and progress reporting
Project planning
Design follow-up with corrective action

3.1.2 EQUIPMENT AND PROCESS DESIGN MODIFICATION - Bubble 3.1.2, Figure D-20
Establish design basis of new project
Supply necessary information to allow cost estimating
Report and Coordinate Specialists’ Assistance
Provide Technical Information to Operators

Table D-XI (continued)

3.1.3 ENGINEERING SPECIALISTS - Bubble 3.1.3, Figure D-20
Provide support and advice in special area
Follow-up on state of the art in technology
Assess plant process and equipment performance
Adjust standards and methods to needs and progress
Monitor the interpretation of design basis during detailed engineering

3.1.4 STANDARDS AND METHODS - Bubble 3.1.4, Figure D-20

Establish standards for process equipment, design techniques and process operational methods (practice files)
Promulgate such standards within the process support engineering functions and within the operational groups of the factob

3.1.5 PROJECT COST CONTROL - Bubble 3.1.5, Figure D-20

Provide cost estimates of planned projects
Follow-up and report on costs of projects in execution

3.1.6 PROCESS ANALYSIS AND PROJECT DETAILED ENGINEERING - Bubble 3.1.6, Figure D-20
Conduct plant performance studies
Provide details for the construction of equipment or process modification project in accordance to design basis
Issue report for ordering of new equipment
Issue specifications to vendor
Report on engineering and committed equipment costs

3.1.7 EQUIPMENT MODIFICATION CONSTRUCTION - Bubble 3.1.7, Figure D-20

Provide for construction of project
Report on cost and labor

3.1.8 DRAFTING DOCUMENTATION - Bubble 3.1.8, Figure D-20

Maintain master copies of all plant drawings for units under its cognizance
Responsible for updating drawings and associated documentation as units are modified
Supply copies as needed

3.2.1 MAINTENANCE PLANNING - Bubble 3.2.1, Figure D-21

Organization and supervision of requested maintenance
Reporting on performed maintenance
Coordinate planned work with operators and plant supervision
Monitor and update maintenance history file

3.2.2 MAINTENANCE COST CONTROL - Bubble 3.2.2, Figure D-21

Follow-up on used spare parts, report maintenance labor and report on maintenance costs

3.2.3 SPARE PARTS - Bubble 3.2.3, Figure D-21

Supervise spare parts warehouse
Supply necessary parts to maintenance crews
Report on inventory to planning for reordering
Report to cost control on used parts
Accept and control new delivered parts from vendors

3.2.4 MAINTENANCE CREW SUPERVISION - Bubble 3.2.4, Figure D-21

Perform requested maintenance work
Supervise and coordinate with outside contractors
Report on technical activities to files
Report on installation and equipment performance to engineering

3.2.5 DOCUMENTATION - Bubble 3.2.5, Figure D-21

See Item 3.1.8

3.3.1 OPERATIONS SUPERVISION - Bubble 3.3.1, Figure D-22

Set objectives for process operation
Supervise people in operation of the process and equipment
Deal directly in the resolution of exception conditions
Issue modification or maintenance requests
Set and report production capacity limits
Monitor and report on production cost and performance

3.3.2 OPERATIONS COST CONTROL - Bubble 3.3.2, Figure D-22

Calculate total operating costs
Maintain short term economic balances of energy and materials
Capture maintenance and engineering costs chargeable to operations

3.3.3 PHYSICAL PROCESS CONTROL - Bubble 3.3.3, Figure D-22

Stabilize process variables to defined operating setpoints
Alarming of operating variables for exceptional conditions
Maintain operation against constraints or at specifications
Response to operators and process engineers requests
Response to emergencies

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Table D-XI (continued)

3.3.4 OPERATIONAL MEASUREMENT VALIDATION - Bubble 3.3.4, Figure D-22
Assess the validity of the measurements for further use within their limits of confidence
Tag measurement data with quality and time

3.3.5 EQUIPMENT MONITORING - Bubble 3.3.5, Figure D-22

Assess the operating performance and limits of process equipment
Alarming of equipment status variables against constraints
Indicate performance against expected equipment life cycles

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
3.3.6 PRODUCTION BALANCING AND OPTIMIZATION - Bubble 3.3.6, Figure D-22
Optimization of production process to set objectives within equipment constraints
Maintain material and energy balance to indicate exceptional conditions
Perform performance tests where necessary to determine capacity
Monitor product quality against specifications and standards

MODEL PRESENTS NEEDED

INTERFACES HERE
EXTERNAL INFLUENCES

""""""""""""""""""
STATUS AND HISTORY
INFORMATION
T
I
""""_ 1
T
REQUIREMENTS SALES
ORDERS PLANS

-1
INTEGRATED
INFORMATION FOUNDATION
MANAGEMENT AND FUNCTIONAL
SCHEDULING AND AUTOMATION SYSTEM
ENTITIES
CONTROL HIERARCHY
(THE PRESENT CIM MANUFACTURING
REFERENCE MODEL SPECIFIC FUNCTIONAL

SENSOR
1J
ACTUATION
ENTITIES

READllNGS

PLANT
LEVEL O HANDLING
MATERIAL PRODUCTION
MEDIA ENTITIES

Figure D - I I - Relationship of the several classes of functional

entities which comprise the CIM reference model
and computer integrated manufacturing itself

INFORMATION FLOW MODEL OF GENERAL

PRODUCTION FACILITY

MARKETING
& SALES
SERVICES (E.G.
CONTRACTORS,
CORPORATE
TRANSPORTATION,
R,D&E
JANITORIAL, COMPANIES,
ETC.)

SUPPLIERS
ACCOUNTING
AND VENDORS

-7PURCHASING (E.G.
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

SUPPLIERS,
CONTRACTORS,
, ETC.)
HUMAN
RESOURCES
MANAGEMENT

Figure D-I2 - Major external influences as used in the data flow model

EXTERNAL Corporate
Management
ENTITIES
Policies

Marketing
Human
Purchasing and RD&E Accounting
Resources
Sales

Manu-
Vendor Know Require- Man- Requirements
Contracts How ments facturing
+ ‘Ower
+ Policies +
FACTORY LEVEL 0.0

Figure D-I3 - Requirements interfacing of corporate management and

staff functional entities to the factory

* In succeeding diagrams, personnel Corporate

requirements are all pervasive and
can not be specifically shown. They are
collectively addressed here
Corporate
Ah
EXTERNAL
ENTITIES
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Raw Material Request for Status of Manpower cost

Energy, and Information, production performance reporting
Spare Parts plant tests, orders data and
Orders
L L

I FACTORY LEVEL 0.0 1

.
Figure D-I4 - Report interfacing to corporate management and staff functional
entities from the factory

REGULATIONS
GOVERNMENTAL
REQUIREMENTS (SAFETY
REGULATIONS, ETC)

CORPORATE
RD&E

FACTORY LEVEL 0.0

Figure D-I5 - Interface of government regulations, etc.,to the factory

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Figure D-I 6 - 0.0 facility model

Figure D-I7 - 1.O order processing

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Figure D-I 8 - 2.0 production scheduling

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Figure D-I 9 - 3.0 production control

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Figure D-20 - 3.1 process support engineering

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Figure D-21 - 3.2 maintenance

* Sub-Function 3.2, Maintenance, is defined as a separate major function (10.0, Maintenance) in the
ISA-95.00.01-2000 model. This wasto simplify the representationof the Level 3-4split in the discussion
and associatedfigures.

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
d

Figure D-22 - 3.3 operations control

F
d

Figure D-23 - 4.0 materials and energy control

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Figure D-24 - 5.0 procurement

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Figure D-25 - 6.0 quality assurance

Figure D-26 - 7.0 product inventory

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Figure D-27 - 8.0 cost accounting

Figure D-28 - 9.0 product shipping administration

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Table D-XII - Correlation of information flow tasks with the tasks of the
scheduling and control hierarchy

Data Flow Diagram Listing Scheduling and Control Hierarchy Listing

Figure No. and Location Title Table No. and Entry Title

Figure D-16 Order Processing Table D-VI, D-VI1 Production Scheduling

Task 1.O Item l(2)

Figure D-16 Production Scheduling Table D-VI, D-VII, D-VI1 Production Scheduling
Task 2.0 Item l(1-3,5)
Table D-VI, D-VII. D-VIII Same
Item 1(1,3)

Figure D-16 Production Control Table D-VI, D-VII, D-VIII Area Optimization
Task 3.0 Item l(2)
Table D-IX Control Enforcement
Item II
Table D-X Same
Item II

Figure D-16 Raw Material Control Table D-VI, D-VI1 Optimum Inventory Levels
Task 4.0 Item l(4)
Item 111 Procurement Order Entry
(6,7)

Figure D-16 Procurement Table D-VI, D-VI1 Procurement Order Entry

Task 5.0 Item 111 (6,7)

Figure D-16 Quality Assurance Table D-VI, D-VII, D-VIII Quality Control File
Task 6.0 Item lll(9)
Table D-VI, D-VII, D-VIII Statistical Quality Analysis
Item lll(8) and Control Functions

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
Figure D-16 Product Inventory Control Table D-VI, D-VI1 Optimum Inventory Levels
Task 7.0 Item l(4)
Item lll(8) Goods in Process Inventory

Figure D-16 Product Cost Accounting Table D-VI, D-VI1 Production and Raw Material,
Task 8.0 Item lll(6-8) Energy Source and Spare
Parts Use Data Plus
Table D-VI, D-VII, D-VIII Inventory Data
Item 111(4,6)

Table D-X Same

Item lll(3) Same
Table D-X Same
Item lll(3)

Figure D-16 Product Shipping Adm. Table D-VI Product Inventory and
Task 9.0 Item lll(1 B,2B) Production Status and Data
Table D-VI, D-VII. D-VIII Same
Item lll(8)

Figure D-17 Production Table D-VI, D-VII, D-VIII Basic Production

Task 1.1 Item I(1) Scheduling
Forecasting

Figure D-17 Historian Table D-VI, D-VII, D-VIII Basic Production

Task 1.2 Item I(1) Scheduling

Figure D-17 Order Entry Table D-VI, D-VII, D-VIII Basic Production
Task 1.3 Item I(1) Scheduling

Figure D-17 Production Order Table D-VI, D-VII, D-VIII Basic Production
Task 1.4 Item I(1) Scheduling

Figure D-17 Order Acceptance Table D-VI, D-VII, D-VIII Sales Coordination
Task 1.5 Item I(1)

Table D-XII (continued)

Figures 18, 19, 20
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Data Flow Diagram Listing Scheduling and Control Hierarchy Listing

Figure No. and Location Title Table No. and Entry Title

Figure D-18 Process Production Table D-VI, D-VII, D-VIII Production

Task 2.1 Orders Item I (1,2) Scheduling

Figure D-18 Process Production Table D-VI, D-VII, D-VIII Inventory Management
Task 2.2 Orders Item I (1,2)

Figure D-18 Process Production Table D-VI, D-VII, D-VIII Basic Production
Task 2.3 Orders Item I (4) Scheduling

Figure D-18 Process Production Table D-VI, D-VI1 Production

Task 2.4 Orders Item I (1-3,5) Scheduling

Table D-VI, D-VII, D-VIII Same

Item I (1,3)

Figure D-19 Process Support Engineering Table D-VI, D-VII, D-VIII Engineering Functions
Task 3.1 Item 111 (8)

Figure D-19 Maintenance Table D-VI, D-VII, D-VIII Maintenance

Task 3.2 Item I (3) Scheduling

Item 111 (10) Maintenance Data

Table A7-Vlll Immediate Production

Item l(1) Schedule

Figure D-19 Operations Control Table D-VI, D-VII, D-VIII Area Optimization
Task 3.3 Item I (2)

Table D-IX Control Enforcement

Item II

Table D-X Same

Item II

Figure D-19 Operation Planning Table D-VI, D-VII, D-VIII Production

Task 3.4 Item I (1,3)
Scheduling

Figure D-20 Project Management Table D-VI, D-VII, D-VIII Engineering Functions
Task 3.1.1 Item 111 (8)

Figure D-20 Equipment and Process

Task 3.1.2 Design Modification

Figure D-20 Engineering Specialists

Task 3.1.3

Figure D-20 Standards and Methods

Task 3.1.4

Figure D-20 Project Cost Control

Task 3.1.5

Figure D-20 Project Detailed Engineering

Task 3.1.6

Figure D-20 Equipment Modification

Task 3.1.7 Construction

Figure D-20 Drafting Documentation

Task 3.1.8

Table D-XII (continued)

Figures 21,22

Data Flow Diagram Listing Scheduling and Control Hierarchy Listing

Figure No. and Location Title Table No. and Entry Title

Figure D-21 Maintenance Planning Table D-VI, D-VII, D-VIII Maintenance Scheduling
Task 3.2.1 Item I (3)

Item 111 (10) Maintenance Data

Table D-VI, D-VII, D-VIII Immediate Production

Item I(1) Schedule

Figure D-21 Cost Control Table D-VI, D-VI1 Cost Reporting

Task 3.2.2 Item 111 (10,ll)

Table D-VI, D-VII, D-VIII Same

Item 111 (6,lO)

Figure D-21 Spare Parts Table D-VI, D-VI1 Procurement

Task 3.2.3 Item I (4)

Item 111 (6) Same

Figure D-21 Maintenance Crew Table D-VI, D-VII, D-VIII Personnel Functions
Task 3.2.4 Scheduling Item 111 (10)

Figure D-21 Documentation Table D-VI, D-VI1 Maintenance Data

Task 3.2.5 Item 111 (10)

Table D-VI, D-VII, D-VIII Same

Item 111 (6)

Figure D-22 Operations Supervision Table D-VI, D-VI1 Maintenance Data

Task 3.3.1 Item I, 111

Table D-VI, D-VII, D-VIII Same

Item I, 111

Figure D-22 Operations Cost Control Table D-VI, D-VI1 Maintenance Data
Task 3.3.2 Item 111

Table D-VI, D-VII, D-VIII Same

Item 111 (4, 6-10)

Figure D-22 Physical Process Control Table D-IX Maintenance Data

Task 3.3.3 Item II

Table D-X Same

Item II

Figure D-22 Operational Measurement Table D-IX Maintenance Data

Task 3.3.4 Validations Item II

Table D-X Same

Item II

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Table D-XII (continued)

Figures 22,23,24

Data Flow Diagram Listing Scheduling and Control Hierarchy Listing

Figure No. and Location Title Table No. and Entry Title

Figure D-22 Equipment Monitoring Table D-VI, D-VI1 Maintenance Data

Task 3.3.5 Item 111 (10)

Table D-VI, D-VII, D-VIII Immediate Production

Item 111 (1) Schedule

Table D-IX Emergency Response

Item II (1)
Reliability Assurance
Table D-X
Item II (2) Emergency Response

Item IV Reliability Assurance

Figure D-22 Production Balancing Table D-VI, D-VI1 Production

Task 3.3.5 Optimization Item I Optimization

Table D-VI, D-VII, D-VIII

Item I (2)

Table D-IX
Item II (2)

Figure D-23 Raw Material Requirement Table D-VI, D-VI1 Raw Material Procurement
Task 4.1 Control Item I (4)

Item 111 (6) Raw Material Use Data

Table D-VI, D-VII, D-VIII Same

Item 111 (6)

Table D-IX Same

Item 111 (3)

Table D-X Same

Item 111 (3)

Figure D-23 Inventory Balancing

Task 4.2

Figure D-23 Incoming Raw Material

Task 4.3 Routing

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
Figure D-23 Material Routing
Task 4.4

Figure D-23 Inventory Reporting

Task 4.5

Figure D-23 Material Movement Control

Task 4.6

Figure D-23 Raw Material Measurement

Task 4.7 Validation

Figure D-24 Order Replacement Table D-VI, D-VI1 Procurement

Task 5.1 Item I (4)

Figure D-24 Process Requests

Task 5.2

Figure D-24 Cost Control

Task 5.3

Table D-XII (continued)

Figures 25-26

Data Flow Diagram Listing Scheduling and Control Hierarchy Listing

Figure No. and Location Title Table No. and Entry Title

Figure D-25 Set Standards and Methods Table D-VI, D-VI1 Quality Control Analysis
Task 6.1 Item 111 (9)

Table D-VI, D-VII, D-VIII Quality Control Analysis

Item 111 (8)

Figure D-25 Raw Material Evaluation

Task 6.2

Figure D-25 Evaluation of Product

Task 6.3

Figure D-25 Classification

Task 6.4

Figure D-25 QIA Measurement Validation

Task 6.5

Figure D-25 Lab and Automatic Analysis

Task 6.6

Figure D-25 Analyze Processing

Task 6.7 Capability

Figure D-25 Inventory Supervision Table D-VI, D-VI1 Product Inventory

Task 7.1 Item I (4)

Item 111 (8) Same

Table D-VI, D-VII, D-VIII Same

Item 111 (6)

Table D-IX Same

Item 111 (3)

Table D-X
Item 111 (3)

Figure D-26 Loss Control

Task 7.2

Figure D-26 Inventory Reporting

Task 7.3

Figure D-26 Product Shipping

Task 7.4

Figure D-26 Product Routing

Task 7.5

Figure D-26 Product Movement

Task 7.6

Figure D-26 Inventory Measurement

Task 7.7 Validation

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Table D-XII (continued)

Figure 27-28

Data Flow Diagram Listing Scheduling and Control Hierarchy Listing

Figure No. and Location Title Table No. and Entry Title

Figure D-27 Cost Balancing and Budget Table D-VI Cost Reporting
Task 8.1 Item 111 (2C)

Table D-VI, D-VI1 Same

Item I (4)

Table D-VI, D-VI1 Same

Item 111

Table D-VI, D-VII, D-VIII Same

Item 111 (4, 6-10)

Table D-IX Same

Item 111

Table D-X Same

Item 111

Figure D-27 Raw Materials and Parts

Task 8.2 (Costs and Accounts
Payable)

Figure D-27 Product Income (Accounts

Task 8.3 Receivable)

Figure D-27 Production Costs

Task 8.4
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

Figure D-28 Shipping Scheduling Table D-VI Product Inventory and

Task 9.1 Item 111 (lB, 2B) Availability

Table D-VI, D-VI1 Production Scheduling

Item I

Table D-VI, D-VI1 Product Inventory and

Item 111 (8) Availability

Table D-VI, D-VII, D-VIII Same

Item 111 (6)

Table D-IX Same

Item 111 (6)

Table D-X Same

Item 111 (3)

Figure D-28 Shipping Costs

Task 9.2

Figure D-28 Shipment Configuration

Task 9.3

Figure D-28 Invoicing

Task 9.4

Figure D-28 Release Shipments

Task 9.5

Figure D-28 Prepare Shipping Documents

Task 9.6

Annex E (informative) - PRM correlation to MESA International

model and ISA-95.00.01-2000 models

The description of the scheduling and control hierarchy in the standard has been taken directly from that
described in the Purdue Reference Model for CIM. As noted earlier, there are many such descriptions in
the literature, all somewhat different based on theviewpoints of the authors and the organizations they
represent.

One particularly popular description is that developed by MESA International, a consortium of vendor
companies in the manufacturing control field. The publication, “MES Functionality and MRP to MES Data
Flow Possibilities”,12develops and describes their listing of the functions at level 3. The MESA
International listing of functions is presented below with a reference in each case to the corresponding
function in the PRM.

E.l Resource allocation and control

These functions are handled in the PRM by Function 3.0, Production Control, and in particular Functions
3.2, Operations Control, and 3.3, Operations Planning. See clauses 6.3.2 and 6.3.3 and Table D-XI of the
PRM.

E.2 Dispatching production

These functions would be handled in the PRM by “establishing the immediate production schedule,” as
given in Item 5.1.2 here and by the same functions as listed under Item 5.2.1 above.

E.3 Data collection and acquisition

The PRM in Table D-IV, Item III, Plant Coordination and Operational Data Reporting, of annex D covers
this function. Its applicability in each level of the hierarchy is presented in Tables D-VI to D-Xof the PRM.

E.4 Quality management

The PRM includes the Quality Assurance function in clause 6.6 of this standard and Item 6.0 and
subsidiary functions of Table D-XI and Figure D-25 of the PRM.

E S Process management
The PRM defines this function under its concept of Control Enforcement, the carrying out of production
scheduling and other upper-level directives by the control application functions of levels 1 and 2 of the
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

hierarchy (Tables D-IX and D-X of the PRM).

Reporting of pertinent data on system and equipment status would be handled by Item 111.4, “Service the
man/machine interface,” of the above tables.

E.6 Production planning and tracking

In the PRM this function is split between Item I, Production Scheduling, and Item III, System Coordination
and Operational Data Reporting, for levels 3 and lower of the hierarchical model. It is presented in Items
2.0 and 3.0 of the Data-Flow Model and particularly Sub-Item 2.1, along with 3.2 and 3.3.

l2MESA International, MES Functionality andMRP to MES Data Flow Possibilities - White PaperNumberZ(1994)

E.7 Performance analysis

It can be seen here that the PRM handles this functionality, like many others of MESA International,
through a mixture of its stated functions. Here we consider Systems Coordination and Control (Item III of
Table D-IV and Tables Vlll to X of the PRM); Control Enforcement (Item II); and System Reliability and
Availability Assurance (Item IV).

E.8 Operations and detailed scheduling

In terms of the PRM, this function would be considered a combination of most of the tasks from MESA
International functions 5.2.1, Resource Allocation and Control, and 5.2.2, Dispatching Production, and
would involve those functions from the PRM listed in those locations.

E.9 Document control

In the PRM document control as described here is a combination of Plant Coordination and Operational
Data Recording plus System Reliability and Available Assurance for document data collection and report
preparation. It would involve Product Scheduling and Control Enforcement for document use to assure
reliable plant operation. The corresponding data flow operations would be involved as well.

E.l O Labor management

While most personnel functions in the manufacturing plant involve human input and therefore would be
considered external entities and thus external to the PRM and to this standard, those specifically
mentioned in the MESA International function appear to all be automatable and thus would be
encompassed in the hierarchical model function of Plant Coordination and Operational Data Reporting
(Item III, Table D-IV and subsidiary listings in Tables D-VIII to D-X).

E.ll Maintenance management

Maintenance Management is carried out in the PRM through the hierarchical category of System Reliability
and Availability Assurance and by theData Flow listing of Bubble 10.0, Maintenance Management (Bubble
3.2 in the original PRM listing).

E.12 ISA-95.00.01-2000 models

The ISA-95.00.01-2000 Equipment Hierarchy Model gives an application implementation flavor to the
hierarchy model of the PRM that is itself strictly functional in nature. The present model is particularly
applicable to larger plants as is ably illustrated by Figures D-5 to D-10 of annex D.

The PRM Figure D-4 has been modified to show a different split between the production scheduling and
management information systems and the control computation and control enforcement than in the original
publication. The split is now shown between level 3 and 4, based on planned changes to the Purdue
model as a result of the analysis by the ISA SP95 committee.

Sub-Function 3.2 (Maintenance) in the PRM is included as a separate major function (10.0, Maintenance)
in theISA-95.00.01-2000 model. This is to simplify the representation of the level 3-4 split in the discussion
and associated figures.

--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---

COPYRIGHT 2003; The Instrumentation, Systems, and Automation Society Document provided by IHS Licensee=INSTITUTO MEXICANO DEL PETROLEO/3139900100,
User=, 03/06/2003 08:39:09 MST Questions or comments about this message: please
call the Document Policy Management Group at 1-800-451-1584.
--``,,,,`,,,,,,`,,``````,`,``-`-`,,`,,`,`,,`---
Developing and promulgating technically sound consensus standards, recommended practices, and
technical reports is one of ISA's primary goals. To achieve this goal, the Standards and Practices
Department relies on the technical expertise and efforts of volunteer committee members, chairmen,
and reviewers.

ISA is an American National Standards Institute (ANSI) accredited organization. ISA administers
United States Technical Advisory Groups (USTAGs) and provides secretariat support for
International Electrotechnical Commission (IEC) and International Organization for Standardization
(ISO) committees that develop process measurement and control standards. To obtain additional
information on the Society's standards program, please write:

ISA
Attn: Standards Department
67 Alexander Drive
P.O. Box 12277
Research Triangle Park, NC 27709

ISBN 1-55617-727-5
COPYRIGHT 2003; The Instrumentation, Systems, and Automation Society Document provided by IHS Licensee=INSTITUTO MEXICANO DEL PETROLEO/3139900100,
User=, 03/06/2003 08:39:09 MST Questions or comments about this message: please
call the Document Policy Management Group at 1-800-451-1584.

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