ISA TR106 00 02-2017 Procedure Automation for Continuous Process Operations C Work Processes.pdf

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1、 TECHNICAL REPORT ISA-TR106.00.02-2017 Procedure Automation for Continuous Process Operations Work Processes Approved 3 May 2017 ISA-TR106.00.02-2017 Procedure Automation for Continuous Process Operations Work Processes ISBN: 978-1-945541-52-0 Copyright 2017 by ISA. All rights reserved. Not for resa

2、le. 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 Alexand

3、er Drive P. O. Box 12277 Research Triangle Park, North Carolina 27709 USA 3 ISA-TR106.00.02-2017 PREFACE This preface, as well as all footnotes and annexes, is included for information purposes and is not part of ISA-TR106.00.02-2017. This document has been prepared as part of the service of ISA, th

4、e International Society of Automation, toward a goal of uniformity in the field 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 t

5、he 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: standardsisa.org. The ISA Standards and Practices Department is aware of the growing need for attention to the metric system

6、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 pr

7、ofessional 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):

8、The Modern Metric System, published by the American Society for Testing and 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 co

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15、SUES ASSOCIATED WITH USE IN HAZARDOUS CONDITIONS. THE USER OF THIS DOCUMENT MUST EXERCISE SOUND PROFESSIONAL JUDGMENT CONCERNING ITS USE AND APPLICABILITY UNDER THE USERS ISA-TR106.00.02-2017 4 PARTICULAR CIRCUMSTANCES. THE USER MUST ALSO CONSIDER THE APPLICABILITY OF ANY GOVERNMENTAL REGULATORY LIM

16、ITATIONS AND ESTABLISHED SAFETY AND HEALTH PRACTICES BEFORE IMPLEMENTING THIS DOCUMENT. THE USER OF THIS DOCUMENT SHOULD BE AWARE THAT THIS DOCUMENT MAY BE IMPACTED BY ELECTRONIC SECURITY ISSUES. THE COMMITTEE HAS NOT YET ADDRESSED THE POTENTIAL ISSUES IN THIS VERSION. ISA (www.isa.org) is a nonprof

17、it professional association that sets the standard for those who apply engineering and technology to improve the management, safety, and cybersecurity of modern automation and control systems used across industry and critical infrastructure. Founded in 1945, ISA develops widely used global standards

18、; certifies industry professionals; provides education and training; publishes books and technical articles; hosts conferences and exhibits; and provides networking and career development programs for its 40,000 members and 400,000 customers around the world. ISA owns A, a leading online publisher o

19、f automation-related content, and is the founding sponsor of The Automation Federation (www.automationfederation.org), an association of non-profit organizations serving as “The Voice of Automation.“ Through a wholly owned subsidiary, ISA bridges the gap between standards and their implementation wi

20、th the ISA Security Compliance Institute (www.isasecure.org) and the ISA Wireless Compliance Institute (www.isa100wci.org). The following served as leaders of the ISA106 committee in the development of this technical report. NAME AFFILIATION Yahya Nazer, Co-Chair Consultant William D. Wray, Co-Chair

21、 Consultant David Lee, Co-Managing Director User Centered Design Services Chris Monchinski, Co-Managing Director Automated Control Concepts David Emerson, Editor Yokogawa Charles Green, Secretary Consultant 5 ISA-TR106.00.02-2017 The following served as members of the Standards and Practices Board a

22、nd approved this document on 3 May 2017: NAME AFFILIATION M. Wilkins, Vice President Yokogawa D. Bartusiak ExxonMobil Research this is done for purposes of clarity in this document. Organizations may decide to perform some work processes and activities in parallel in order to decrease the time requi

23、red to automate procedures. 19 ISA-TR106.00.02-2017 The selection of participants to each activity in the lifecycle is critical to the success of a project. Participants should represent all stakeholders of the procedures and overall process. The early and continuous involvement of operations person

24、nel is often a critical success factor in procedure automation projects. Also, groups such as HSE and maintenance may need to be included in order to make the full knowledge of the process and operations goals available to the project team. ISA-TR106.00.02-2017 20 5 Procedure automation strategy The

25、 procedure automation strategy work process covers the development and maintenance of two key deliverables: 1. Procedure automation philosophy 2. Toolkits This work process is performed outside of a lifecycle instance in order to provide a stable foundation for each project to build upon. The detail

26、ed activities in this work process are determined by each organization or operating entity. The procedure automation strategy work process includes a continuous improvement activity in order to keep the deliverables current and to refine them to better support the lifecycle instances. This is illust

27、rated in Figure 3 where the feedback arrow from Figure 1 is shown providing input to the procedure automation strategys continuous improvement activity. The continuous improvement activity also receives feedback from standards developments, industry proceedings and corporate groups. The procedure au

28、tomation strategy should be periodically audited against industry guidelines and standards. Figure 3 Feedback from each lifecycle instance to the procedure automation strategy 5.1 Procedure automation philosophy The purpose of the procedure automation philosophy is to provide consistency of automate

29、d procedures between lifecycle instances. Consistency has many facets, including: 1. Behavior from an operator1 perspective 2. Operator interface 3. Software and configuration design 4. Reuse of components and entire procedures _ 1 As defined in ISA-TR106.00.01, the operator is the person who monito

30、rs and makes changes to the process; in this technical report it is assumed that the control room operator is the primary user of automated procedures. 21 ISA-TR106.00.02-2017 5. Architecture of the hardware and software 6. Automation styles used Consistency is important since it reduces: 1. The tim

31、e required for operators to learn how to use new automated procedures 2. The opportunity for confusion and errors during operations 3. The engineering costs to develop and maintain the automated procedures The philosophy content is independent of any system or specific equipment. This allows greater

32、 applicability on each project. The philosophy is typically a controlled document; it may be the result of the informal re-use of instance generated procedure automation philosophies or a purpose written and continuously maintained document generated by a central or corporate engineering group. 5.1.

33、1 Alignment with business goals While the procedure automation philosophy is a technical document targeted to project engineers and managers, it is aligned with an organizations business goals in order to be successful and deliver the business impact expected. Those responsible for creating and main

34、taining the procedure automation philosophy document work with business leaders to understand the business goals. They also provide input to the business planning process so business decisions such as plant location, process to be used, operations and maintenance staffing levels, and risk management

35、 can factor in the impact automating procedures can have on the construction and operation of a plant. These exchanges are typically done as an iterative process. A well-documented procedure automation philosophy can help reduce the number of iterations by making data available to the business plann

36、ing process early in the timeline. Example 1 Typical business drivers are to reduce cost by X%, reduce product variability, make safe operation #1 and have high unit availability. Automated procedures can be used to help achieve these goals. Example 2 Cost is an important driver keep it simple to ke

37、ep costs down. Example 3 Safety is critical it drives the automated procedure philosophy. 5.1.2 Selection of standards and guidelines The procedure automation strategy is based upon industry, organization and business unit standards and guidelines. Some of these standards and guidelines directly add

38、ress automated procedures while others address the project and operating environment automated procedures exist in. The creation of a procedure automation strategy involves surveying, studying and selecting the standards and guidelines the strategy will follow. This list is documented within the phi

39、losophy and used by each lifecycle instance. During the selection activity, typical criteria used are: 1. Constraints like environmental and safety that may drive additional automation 2. Decision as to whether each referenced standard or guideline is mandatory or optional 3. The degree to which a s

40、tandard or guideline addresses automated procedures 4. The degree to which an automated procedure, or the work processes related to it, impacts the work processes or deliverables addressed in a standard or guideline Typical types of standards and guidelines considered in this activity are: 1. Govern

41、ment regulations, industry standards, organization standards, and pre-existing contracts 2. Corporate philosophy regarding safety and reliability ISA-TR106.00.02-2017 22 3. Business unit philosophy (more detailed than a corporate philosophy) regarding expectations for procedure automation, such as p

42、rotecting workers from hazards, protecting the facility and protecting the public 4. Corporate or business unit procedures for project execution/audit, quality/change management, and system governance 5.1.3 Process control objectives Within the envelope set by the business goals, a procedure automat

43、ion philosophy is measured by how automated procedures meet the philosophys process control objectives. Process control objectives are aligned with the projects or plants operating discipline and provide high level guidance and metrics. Process control objectives are both specific to each process an

44、d applied on a corporate or business unit basis. Example 1 Expectation at the corporate level is to use automated procedures to start fired heaters or to transition between grades. Example 2 Use automated procedures to minimize complexity for the operator and associated risks. Example 3 Use automate

45、d procedures to achieve consistency of product and operation. Example 4 Classifications of automated procedures based upon their function and the impact if they malfunction or become unavailable Example 5 Requirements for operational resiliency to, and recovery from, abnormal events by using automat

46、ed procedures Example 6 Portability of procedure automation to other similar process units within the enterprise. Example 7 Maintain the units safety envelope to ensure safe facility operation in all conditions. 5.1.4 Roles and responsibilities Managing an active procedures program requires particip

47、ation of personnel serving in different roles within an organization. Each role is responsible for different tasks within an automated procedures lifecycle. While each organization will set the role names and responsibilities within their domain, they should map back to this list of roles and their

48、responsibilities as described in this section. An organization may designate a single individual to perform one or more roles, or designate a team of people to perform one or more roles. This technical report is directed toward procedure automation. Organizations will benefit from aligning roles def

49、ined for all teams defined for any procedures that may exist within the organization. The following roles are recommended to create, use and maintain automated procedures: 1. Facility/Functional Manager 2. Operations/Technical Manager 3. Technical Reviewer 4. System Technical SME 5. Shift Technical Advisor 6. Procedure Team Manager 7. Procedure Writer 8. Operating Staff 9. Process Control Engineer 10. Safety System Engineer 23 ISA-TR106.00.02-2017 11. Independent Engineering Reviewer(s) 12. Independent Tester 13.