Control system implementation and programming can vary in complexity, ranging from simple automation of a single machine to the intricate Smart Manufacturing solutions. It is crucial to have a qualified Control System programmer and SCADA engineer, along with a comprehensive process description, to efficiently accomplish a straightforward system at a low cost. However, when undertaking a new plant construction and implementing a Smart Manufacturing solution with Control, SCADA, MES/MIS functionality, and ERP interface, the project becomes considerably more intricate. In such cases, achieving consensus among the operation staff and establishing a detailed process description often necessitate extensive discussions, consuming time and resources.
Challenges on the Information (MES, MIS) Side
The challenges become even more pronounced on the information side, involving MES (Manufacturing Execution System) and MIS (Management Information System). Workflows and information flows typically lack documentation, and there is a lack of agreement within the operation team(s). Attempting to decipher these intricacies often leads to numerous meetings, discussions, arguments, and even despair. Unfortunately, these efforts seldom yield satisfactory results. It is not uncommon for MES projects to surpass the initially estimated time and cost, sometimes even resulting in failure. In large companies, executives may remain unaware of these issues as the operations department finds ways to circumvent the system and maintain the illusion of success. Given the political nature of these projects and the consequences of failure, it becomes understandable why such measures are taken.
Team Dynamics and Management Considerations
Furthermore, the collaboration between the MES, IT, and Control teams, whether within the same company or not, can present significant challenges. These teams often lack familiarity, understanding, and even mutual liking, leading to a tumultuous journey if the structure of their responsibilities, accountability, and overall project management is not carefully addressed. The scope of work chosen for the project also heavily influences its success or failure. This topic will be further discussed in subsequent articles.
Building the Ideal Team
Ideally, when implementing a Smart Manufacturing system with combined MES and Control scopes, it is advisable to view the project as a unified “Smart System” project rather than separate entities. Often, two distinct teams are involved, each with its own Project Manager and Engineering Leads. These teams operate with their specific scope of work, project deliverables, and milestones. However, lack of communication can result in poorly defined interfaces, leading to misunderstandings halfway through the project. This discovery necessitates significant modifications to one or both systems, resulting in costly rework and escalating disagreements between the teams, further jeopardizing the project’s success. While the data interface is often well-defined, it is the functionality interface that tends to be overlooked. In some instances, the MES team incorporates excessive Control-related functionality into their system, essentially transforming the MES into a PC-based control system. This approach brings numerous drawbacks, such as production interruptions when the MES system is down, inability to run the control and MES systems independently, and disruptions caused by delays in one part of the project affecting the other.
Effective Project Management and Collaborative Team Structure
To mitigate these challenges, it is recommended to have a single Project Manager overseeing the entire project, ideally with experience in implementing both types of systems. If the Project Manager possesses more expertise in Control systems, a “deputy PM” specializing in MES can be appointed to manage that aspect of the project. The technical management of the two parts should be handled by Engineering Leads who possess high proficiency in their respective fields and have some cross-disciplinary experience. Collaboration between these team leads is of utmost importance. Project meetings and reviews should involve both parties, and solutions to any issues should be jointly resolved, with the success of the overall project as the common objective.
Finding individuals with these skills may prove challenging due to their scarcity. Therefore, it becomes necessary to either nurture talent by providing them with responsibilities and projects beyond their core expertise or recruit individuals who have already acquired such experience.
Conclusion
It may seem like a straightforward approach, but in practice, most companies, including suppliers and customers, tend to have segregated IT, MES, and Control teams with limited cooperation. These teams often compete with each other for the same projects, which ultimately undermines their own success and that of the customer. Though hard to believe, this observation has been witnessed on numerous occasions.
Completing Smart Manufacturing projects successfully requires assembling a team with the right skills, organized in a suitable manner, and with clearly defined responsibilities and accountability. The risks associated with neglecting these factors are substantial.
