HP March 2022 eBook—Energy Transition - 12

Digital Transformation
pushes standardization down to the production
processes, differentiating itself
through a three-stage manufacturing
process (cold forging, heat treating and
finishing process) that is standard in each
facility. Beyond quality, this degree of process
standardization lays a foundation for
agility in this producer's manufacturing
network. Because each factory produces
the product the same way, regardless of
different production equipment, the company
can shift production from site to site
to mitigate variable costs or similar risks.
The standardization conundrum is not
confined to business processes only. Standardization
is a challenge, let alone managing
the heterogeneous manufacturing
information technology (IT) system landscape.
Heavily emphasizing IT integration-driven
standards like ANSI/ISA-95
(IEC/ISO 62264) for plant-to-business
integration is not getting the job done
fast enough. Although these standards are
valuable for defining a common vocabulary
that IT and operational technology
(OT) stakeholders can use when devising
manufacturing system architecture,
they do not reflect the dynamic nature
of manufacturing today. These standards
perpetuate the belief that a generally accepted
and well-defined boundary exists
between global standardization and local
execution, but that is not actually the case.
Individual factories that house manufacturing
applications spanning different activities
and tasks with various underlying
data models are the norm for many global
manufacturers-and this has intensified
for those that have grown through mergers
and acquisitions. In addition, the actual
maturity and depth of system functionalities
can vary from process to process and
from site to site. Beyond packaged applications,
the business and capital cases for
standardization across the multiple forms
of OT found in manufacturing (such as
data historians, programmable logic controllers
(PLCs) and other plant equipment
and devices) are difficult to accomplish.
Smart manufacturing centers of excellence
(CoEs). Progressive organizations
have created smart manufacturing
CoEs to handle the coordination of scaling
global process standards across their
manufacturing networks. These CoEs are
designed to enable operators to:
* Document existing practices across
the manufacturing network
FIG. 3. Framework for manufacturing standardization.
* Create a best-practice library
* Establish a baseline on which
process improvement work is
required
* Ensure consistent results.
These CoEs will develop the appropriate
approaches or methodologies (e.g.,
total quality management) that will most
effectively scale standards, so that multiple
projects can happen simultaneously. Most
manufacturing CoEs are virtual and are
often dispersed within specific regions to
best handle the coordination of local functions
to achieve targeted milestones and
outcomes. This approach is designed for:
* Using a library of commonly defined
business process templates vs.
relying on individual projects that
are developing " in their own way "
* Establishing consistency across
multiple projects, thereby enabling
meaningful sharing of best practices
for reducing complexity and
redundancy
* Complying with governmental
regulations.
Although they feature a top-down approach,
CoEs also capture feedback from
those responsible for executing best practices
to identify process innovations that
will improve manufacturing to drive better
results from the bottom up. The result
is a CoE that is a cornerstone for moving
an organization from simply conducting
individual lean or Six Sigma projects at
sites to scaling larger programs with more
impact that are part of the systematized
and supply-chain-wide continuous improvement
program.
Smart manufacturers realize that the
standards that define them and the best
practices that support them must evolve.
If anything, the standards are just a baseline,
and moving toward a way of working
across multiple geographies and cultures
requires more than control- and maturity-based
process improvement. Cultural
readiness is critical, and, in some organizations,
the CoEs feature innovative ways
to drive the acceptance of standards.
Takeaway. The need to link detailed-
and diverse-manufacturing operations
with supply chains requires product
supply architecture that supports both
global standardization and local execution.
Smart manufacturers must develop
a targeted strategy that can systemically
balance repeatability, standardization and
continuous improvement with the paradox
of innovation, agility, digitalization
and constant change. Companies may
find success with " locus " of control-
which is a level of abstraction and interface
that lets the enterprise manage assets
the same way, where all production units
look the same, accept the same kinds of
data and orders, and produce the same
information results-even though their
details may be very different.
Hydrocarbon Processing | FEBRUARY 2021 | HydrocarbonProcessing.com
http://www.HydrocarbonProcessing.com

HP March 2022 eBook—Energy Transition

Table of Contents for the Digital Edition of HP March 2022 eBook—Energy Transition

Contents
HP March 2022 eBook—Energy Transition - Cover1
HP March 2022 eBook—Energy Transition - Cover2
HP March 2022 eBook—Energy Transition - 3
HP March 2022 eBook—Energy Transition - Contents
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HP March 2022 eBook—Energy Transition - Cover3
HP March 2022 eBook—Energy Transition - Cover4
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https://www.nxtbook.com/nxtbooks/gulfpub/hp_200903
https://www.nxtbook.com/nxtbooks/gulfpub/hp_200902
https://www.nxtbook.com/nxtbooks/gulfpub/hp_200901
https://www.nxtbookmedia.com