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Jason Laberge Honeywell ASM ® Consortium Outreach Seminar June 13th, 2008 Kuala Lumpur, Malaysia

Operations Outreach Seminar. Introduction to ASM. Jason Laberge Honeywell ASM ® Consortium Outreach Seminar June 13th, 2008 Kuala Lumpur, Malaysia.

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Jason Laberge Honeywell ASM ® Consortium Outreach Seminar June 13th, 2008 Kuala Lumpur, Malaysia

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  1. Operations Outreach Seminar Introduction to ASM Jason Laberge Honeywell ASM® Consortium Outreach Seminar June 13th, 2008 Kuala Lumpur, Malaysia This document and the information contained herein are confidential to the ASM Consortium and the property of Honeywell International, and are made available only to ASM Consortium member company employees. This document, and any copy thereof, and the information contained herein shall be maintained in strictest confidence; shall not be disclosed or distributed (a) to persons who are not ASM Consortium employees, or (b) to ASM Consortium employees for whom such information is not necessary in connection with their assigned responsibilities. When the employee in possession of this document terminates employment with the ASM member company, this document and any copies thereof shall be returned to the employee’s manager. There shall be no exceptions to the terms and conditions set forth herein except as authorized in writing by the responsible ASM Program Manager in accordance with the provisions of the ASM Consortium Agreement. ASM® and Abnormal Situation Management® are registered trademarks of Honeywell International Contains ASM Consortium Proprietary Information

  2. Presentation Overview • What is the ASM Consortium • The ASM Problem • ASM History and Program Periods • Organizational Structure • ASM Website • Discussion/Questions

  3. Abnormal Situation Management®A Joint Research and Development Consortium Founded in 1994 Creating a new paradigm for the operation of complex industrial plants, with solution concepts that improve Operations’ ability to prevent and respond to abnormal situations. www.asmconsortium.org Human Centered Solutions Helping People Perform

  4. Product Quality Equipment Damage Personal Injury What is an Abnormal Situation? • An industrial process is being disturbed and the automated control system can not cope... • Consequently, the operations team must intervene to supplement the control system. • Impacts profitability in multiple ways: Loss of Life Job Satisfaction Product Thruput

  5. ASM Normal Operating Target Profit Lost Profit Break-even Plant Production Level Loss Incident (Lost Revenue) Shutdown (Lost Capital) Time Accidents, while rare, add Costs$10B annually in US alone

  6. The Paradox of Automation… Better automation leads to more sophisticated processes More sophisticated processes leads to more opportunities for error We “fix” the increasing errors with still more automation When things go wrong, people have difficulty intervening to correct the problem! Fundamental ASM Problem Poor User Centered Automation

  7. Unexpected Events Cost 3-8% Capacity> $10B annually in Lost Production Source: ASM Consortium Research 5.8% 24.2M 38.5M Plant Operating Target 33.5M Operational Constraints Summarized Production Data Plant Incidents Optimization efforts Days per Year Plant Capacity Limit < 60% 95% 100% Daily Production Level

  8. ASM Solutions Minimize Impacts$MM Added to the Bottom Line (Higher) Plant Operating Target Operational Constraints ASM Efforts Recovery of 3-8% of Capacity Days per Year Plant Capacity Limit < 60% 95% 100% Daily Production Level

  9. ASM Consortium History • 1990- Formed an Alarm Management Task Force • 1992 - Asserted need to go beyond alarm management • 1993 - Project to understand abnormal situation management with 4 of Honeywell customers • 1994 - Generated ASM problem statement and solution requirements document • 1994 - Founded the ASM Joint R&D Consortium - 10 companies • 1995 - Started NIST ASM Collaborative Decision Support Program • 1998 - Established ‘Designed for ASM’ products/services • 1999 - Decided on 3-year short-term research to field concepts • 2002, 2005 - 3-year programs with emphasis on closing gaps on effective operations, development, and deployment • 2008 – New 3-year program with focus on metrics and communications to increase the Consortium role in industry

  10. ASM Organizational Structure Leadership Team ASM Director Peggy Hewitt (HON) Prog. Mngmt Liana Kiff (HON) Development Doug Metzger (HON) Communications Peggy Hewitt (HON) Research Jason Laberge (HON) Honeywell Funds Development Subcommittee Incorporating ASM into Products, Services Research Subcommittee Understanding ASM, Solution Concepts Communications Subcommittee Dissemination of ASM Knowledge ASM Funding Member Dues User Member Reps Associate Member Reps University Member Reps

  11. ASM Website (External)www.asmconsortium.org

  12. ASM Website (External)www.asmconsortium.org

  13. ASM Website (External) www.asmconsortium.org

  14. ASM Website (Internal) www.asmconsortium.org

  15. ASM Website (Internal) www.asmconsortium.org

  16. ASM Website (Internal) www.asmconsortium.org

  17. ASM Website (Internal) www.asmconsortium.org

  18. ASM Website (Internal) www.asmconsortium.org

  19. Discussion/Questions • Thank You! • Questions and/or Comments • How does ASM related to existing improvement programs like OPI?

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