The MES system is the first step towards the implementation of world-class manufacturing standards. MES-systems (manufacturing execution system, production process control system): functions, tasks, advantages and disadvantages International experience

Projects for the implementation of MES systems bring a very tangible economic effect. For example, a project at the Flender plant in Germany, where the MES system managed about 150 pieces of equipment based on heterogeneous CNC systems and was integrated with the SAP ERP system, paid off within a year, while the increase in equipment utilization reached 5%.

At first glance, the integration of IT systems for supporting the production process should not cause serious problems. Any modern system numerical control is built on the basis of an industrial computer equipped with a network card. Local area networks have been laid at many enterprises, uniting the workplaces of specialists from the level of production managers to the level of technologists and operators. It would seem that nothing prevents integrating into a single information space all services involved in the production circuit. Why are full-fledged implementations of Enterprise Resource Planning (ERP), Manufacturing Execution System (MES) and Product Lifecycle Management (PLM) so rare in Russian enterprises today.

The problems that arise in enterprises when implementing MES systems can be divided into organizational and technical ones.

Organizational reasons

"The client is not mature." Often the enterprise is not ready for implementation information system. This manifests itself in many ways: organizational turmoil, lack of infrastructure and specialists, but the main thing is the lack of motivation among staff to develop and increase efficiency.

"Rule of three nails". This rule, which existed in the times of the USSR, was told by an employee of the department of one of the universities. In the office of the authorities, three nails were hammered into the wall. A paper with the text of an order to carry out this or that order was hung on the first nail. If a reminder came, then it was hung on the next nail. As you might guess, they performed only those tasks, the reminder of which "reached" the third nail. It was about 20% of the tasks. In the context of the article, we will formulate the problem as the unwillingness of the staff to comply with the orders of the management. The reasons for this may be different - from the lack of proper explanations of management to the unwillingness to fulfill their immediate duties.

"You will never have a project in this venture." So we were told at one of the large Russian enterprises on the sidelines. It turned out that in the third shift, non-production tasks were performed on the equipment. At that time, the machines worked, but they produced products in the interests of the head of the workshop, who was engaged in commercial activities"left". Of course, with the introduction of MES, such a situation could not have developed in principle. Unfortunately, this example is not unique.

"For check". The reasons for launching MES implementation projects often have little to do with the need for process control. Such projects often serve the interests of individual decision-makers, rather than the interests of production. An example is the recent implementation of MES in a large Russian enterprise. The sensors installed on the equipment made it possible to register hundreds of states. However, within the framework of this project, only two states were recorded for each piece of production equipment - “on” and “off”. It is clear that with such primitive measurements there is nothing to talk about production management. Of course, the implementation of MES was recognized as a success, and the subsidiary that launched the pilot project received an order to expand it.

Technical reasons

Mismatch of software modules. Often, the possibility of integrating information systems, declared by the vendor, is imaginary and a serious revision of the program code is required.

The cost of integration. It is possible that the cost of integration manual machine c MES will be comparable to the cost of the machine itself.

Closed CNC systems. The high complexity of integrating MES with the CNC system cannot be ruled out, information about which is either closed by the equipment manufacturer, or lost and cannot be restored.

Equipment warranty. There are situations when everything is ready for the implementation of the project, but the equipment manufacturer forbade making changes and installing additional software into the CNC system.

Lack of functionality. It's about about the lack of an implemented solution for integrating MES with ERP and PLM systems.

Success factors

Let us formulate the necessary conditions for successful implementation MES implementation project.

First of all, analyze the need to implement an MES system in the enterprise and set the goal of implementation. The goal should have measurable criteria: increase productivity, reduce costs, improve quality and reduce downtime. Determining the overall efficiency of equipment, optimizing production, or implementing MES as such are good and useful ideas, but there must be concrete numbers and profits behind them.

Find allies - those who will help you implement the solution at all levels of production. The top manager and foreman are to a certain extent equally interested in the availability of operational information and the implementation of the production plan.

Define the scope of the project. For existing production, it is recommended to start with a pilot project for 10-12 machines. However, consider where you will be getting production orders, technology programs, tool data, etc. Keep in mind in advance how the project can scale from site to plant level, from submitting orders in Microsoft Excel format to receiving them from ERP- systems through integration.

Purchase and use completely unified equipment based on one or two control systems. Each system must be able to connect to the network based on a standard protocol. When acquiring new equipment, require the manufacturer to generate data sets for automatic data collection for subsequent automatic data collection, in addition, require maintenance procedures in in electronic format, as well as tool management functions for the subsequent collection of tool data in the MES. There may be other conditions necessary for network integration.

All of the above will significantly reduce project costs and allow you to quickly implement such important MES functions as condition monitoring and resource allocation, efficiency analysis, production process management, maintenance and repair management, etc.

Every commercial project should pay off and make a profit. Prepare a case for the project and a return on investment (ROI) calculation for management in advance.

Minimize risks - use standard products with proven processes. It is desirable to have reference projects both in Russia and abroad. The use of non-standard untested solutions is doubtful in terms of achieving results and is fraught with loss of time in the future.

Use the solution being implemented with an eye to further integration between ERP, PLM and MES systems to create a complete IT infrastructure. What seems to be an attractive guide to the future today may already become relevant tomorrow.

There are various motives for introducing information systems in production. Regardless of them, you need to be aware that the MES system will effective tool increase productivity and reduce costs only if the goals and objectives of implementation and use are clear and supported at all levels of production. The received figures and data should be analyzed, organizational problems should not only be identified, but also solved, and, if necessary, escalated. Remember: success is in your hands.

Arkady Dilman, project manager at Siemens; [email protected]

PROJECT OBJECTIVES

The strategic goal of the project is to provide the heads of enterprises and the management company with a unified system for obtaining objective information and daily operational management of rolled metal production at enterprises.

Project objectives:

• To bring accounting methods of all enterprises to uniform standards;
• Implement accounting of metal processing operations at all operations from the receipt of raw materials to the delivery of finished products - from pure metal ingots to the delivery of rolled metal with a deep degree of processing from more than 50 alloys;
• Redesign batch traceability systems for planning purposes and subsequent automation of the traceability system;
• Develop organizational and methodological measures to control the correctness and timeliness of entering information. Automate control functions in the information system;
• Completely get rid of paper workflow and "patchwork" automation systems in the shops of all enterprises - eliminate duplication of information in information systems and on paper;
• Connect the existing weighing equipment to the system to automate data acquisition;
• Implement end-to-end batch traceability systems - from the output quality certificate to the batch of incoming raw materials;
• Implement a system for accounting and monitoring the availability of personnel in the workshop;
• Implement daily automatic piece rate calculation wages;
• Develop end-to-end control systems for compliance with the output of workers, processed metal, spent resources, generated waste;
• Develop a reporting system for all users - from the site foreman at the enterprise to CEO management company on the basis of a single array of information;
• Implement control of enterprises over the operational activities of the enterprise at the level of daily operations of the movement of stocks, labor resources.

Situation before implementation

Under the management of UMMC-OTsM LLC, enterprises specializing in the production of non-ferrous metal products of KZ OCM OJSC, RZ OCM PJSC, Kolchugtsvetmet CJSC (2007-2017) are united. Along with the products of these enterprises, the company sells rolled products from JSC Fabrika Bakarnih Cevi (Serbia, Majdanpek).

All enterprises have a long history of independent development and did not have management systems before the start of the project production processes- at best, some functions were automated in the form of local automated places. Paper accounting systems at enterprises differed significantly from each other, were at qualitatively different levels. Reporting by enterprises was prepared daily in manual mode with significant errors and multiple duplication in various reports. Payroll calculation, accounting of losses was carried out manually on a monthly basis. The enterprises did not carry out end-to-end labeling of products, often the workshops were a “black box” for all other services.

Project uniqueness

As part of the project, the project team was given complex task to improve the culture of production, identify weaknesses in production, supply managers at all levels with reliable and up-to-date information on the state of production processes in the workshop, and prepare for the centralization of the production planning system. Without the introduction of MES systems, it is impossible to solve the assigned tasks at territorially disparate enterprises (from the Ural Region to Eastern Europe). The fact that the enterprises did not have the beginnings of automated control systems added particular complexity to the project, which required significant organizational, motivational and psychological aspects project.

The project revised metal accounting methodologies, developed one system traceability of metal and barcoding, methods for accounting for processing operations, etc. have been developed. The methodology takes into account the great instability of production - storage losses, errors in measuring instruments, marking errors, failure of parts of the information system - all these factors should not stop the system. In addition, the project coincided with a significant reconstruction of the enterprises themselves - old technological chains collapsed, new ones were created, the composition of workshops was constantly changing. Participation in the project of both Russian and foreign enterprises added to the project the need for internationalization of the system, taking into account local features of management, legislation and mentality.

The project team consisted of business analysts, technologists, 1C:Enterprise developers, administrators, production service specialists - no more than 30 people in total, who were located in various regions of Russia and abroad.

As part of the project, a unified specialized workplace- metal metering point, taking into account work in aggressive conditions - from street places to places near melting furnaces with strong gas contamination and pollution. All batches of devices were manufactured at Shtrikh-M. To facilitate the work of employees working on equipment in a continuous mode, it was developed mobile app working in offline and online modes. Measuring devices (stationary and crane scales) are connected to the system through self-developed controllers.

The system works in real time - all operations immediately after their execution are reflected by their direct executor - a worker or foreman. Retroactive fixing of transactions is impossible, including corrections, and the metal itself does not move at enterprises without being reflected in the system. The very methodology of metal movement, marking, maintenance regulations contain all sorts of options for the appearance of uncertainties, employee errors, and deliberate distortion of information. On the project, the system of management and motivation of working personnel was revised to reflect all operations immediately after reflection.

Transferring the system to real-time also required multiple hardware and software redundancy.

Publications about the project

• UMMC-OCM: OPERATIONAL ACCOUNTING COVERS ALL STAGES OF PRODUCTION
• The information system has become an integral part of the production process

Additional information to the project description

Additional information information about the project can be found in the attached video files and presentation materials (see p. ADDITIONAL FILES and p. PUBLICATIONS ABOUT THE PROJECT).

Project results

The tasks assigned to the project team were completed - with the help of the MES system, the management of the workshops, the enterprise and the management company receive comprehensive information about the work of all workshops of all enterprises in real time, an analysis of the actions performed is made - decisions are made to implement improvements in production.

From the point of view of the MES system, the following tasks have been solved:

• An integrated production system has been developed - methodology, accounting information system, maintenance and supply regulations;
• A reliable information system has been developed that is easily adaptable to changes in technological processes and has several levels of redundancy;
• Implemented regulations for the maintenance of information systems;
• The paper systems of traceability and accounting in the workshops were completely eliminated and replaced with data in the information system - route sheets, route maps, work orders, product suitability certificates, waybills for the transfer of metal between sites;
• For stationary and crane scales (of various types and manufacturers), controllers have been developed to connect to the information system;
• Duplication of input data is excluded;
• The batch route can be controlled using mobile devices;
• End-to-end barcoding of all metal is performed - from receipt to the plant to shipment of products;
• Processing operations are registered in the system by the workers themselves after the actual processing of the metal;
• Reporting to company management and management company provided online;
• Accounting for the attendance of workers and the calculation of piecework wages for workers has been implemented;
• Automated collection of analyzes and quality control services;
• Records are kept of the production of equipment and large tooling.

After reaching a certain level of development of the system, the managers realized that by changing the MES system it is possible to introduce new trends into production, to influence the culture of production. The information system has become an integral part of the production process and paper systems such as route maps, performance reports have already been eliminated. Just by introducing an information system, such tectonic shifts cannot be achieved, but in our conditions the system is the basis through which many innovations are already carried out in the life of factories.

As the system is implemented, developers receive an increasing stream of user wishes - is this not a sign that the system has become an integral part of production system. And the system is constantly evolving - for example, the mobility of workers is actively increasing: mobile terminals are being introduced, options for switching to electronic tags are being considered, etc.

The increasing relevance of the issues of production process and quality management, dispatching and optimization of production routes is evidenced by the fact that the members of the CIO Club of Metallurgy decided to devote their third meeting to the problems of production automation at the MES level. The bright speeches of CIOs of metallurgical enterprises force us to draw a bleak conclusion: the trends in this market strongly resemble the situation that we already had 10 years ago with ERP systems. The round table was organized with the participation of the company "Optima-integrator".

Round table participants:

Round table leader Konstantin Zimin.

Where to shoot?

Intelligent Enterprise: It seems to me that, first of all, we need to talk about where, in the words of Igor Sukovatin, "to shoot." The functionality of MES, at least according to the definition of MESA, is very wide: the MESA association identifies 11 main functions of MES class systems. But you cannot do everything at once, it is obvious that some tasks should take priority over others. What are the immediate production management challenges for your businesses?

Lyubov Perepelitsyna
Although specific tasks may be different, production problems must be looked at as a whole. Of course, for the management of the enterprise, the solution of some problems is a higher priority. However, at the same time, it is necessary to consistently deal with complex documentation and formalization of the production process. And when an MES project begins, it is necessary to consider the entire production processes of a particular workshop. Yes, it is impossible to solve all the problems at the same time, but one must at least see all the potential areas of application of the production management system under construction.

Moreover, it is necessary to think about this already at the stage of inspection of production. Only a survey carried out at the proper methodological level makes it possible to understand not only where to "shoot", but also, in a certain way, how and when to do it. The question of where to "shoot" is the identification of problematic areas of production and its management system as a result of the survey. Unfortunately, today we mostly "shoot" where the leadership tells us. By and large, he correctly indicates - based on his experience, knowledge of business processes, the ability to see and accumulate problems. But still, the survey should give an answer to this question, it should become the basis for substantiating approaches and methods for solving a particular problem and at the same time provide a comprehensive vision of the entire set of issues related to the feasibility of building an MES system.

MES and ERP

The functionality of MES and ERP-systems partially duplicates each other. For example, personnel management, quality management, production assets and maintenance are both there and there. What is the reason for this - a real need or marketing aspirations of software manufacturers? Which tasks are more logical to solve in MES, and which ones - in an ERP system?

Lyubov Perepelitsyna
Indeed, the MES system is built this way because it meets the requirements of a particular enterprise. This functionality, in principle, is logically integrated into shop floor solutions. At the shop floor level, it is necessary to understand how the staff is deployed and what quality characteristics processes depend on each individual employee. However, in my opinion, the applicability of a particular system depends on whether the MES is centralized for the entire enterprise. If it is centralized, then its use for personnel management is logical. If not, and the enterprise has different MES in different industries, then it makes no sense. Because the enterprise needs centralized systems of personnel management, fixed assets and funds management. And then the centralized solution should be integrated with MES.

Yuri Sarapulov
Note that the absence of MES-level solutions in the enterprise greatly affects the functionality of the ERP system. If your ERP system is integrated with a dozen shop floor systems - this is one case, but if not, then you will have to quality control, and even traceability in the ERP system. There is nothing else. And this ERP-system vendors shamelessly use.

Lyubov Perepelitsyna
Another sign of the separation of MES and ERP systems is temporary. ERP is not a real-time system, which does not allow it to be optimally used to solve production management problems. This is a fundamental watershed between MES and ERP systems.

Note that the growth of interest in MES depends on the requirements that management places on production information. Five years ago, top-level managers did not claim to receive real-time data. The production workers existed separately - they had their own systems that controlled the units, and in order to manage, they had enough data from the process control system. To date, new management requirements for production management have been formed, and as a result, funds are allocated for MES projects.

Organization of the MES implementation project

Let's now move on to organizing the MES implementation project. The practical advice that MESA provides is voluminous, and several features can be distinguished in them. Firstly, quite a long time - the first four stages - is actually devoted to pre-project analysis and the development of clear project goals. And secondly, in fact, two lists of advantages are formed and two presentations are held, for top management and production workers. How justified are these approaches?

Boris Slavin
It seems to me that the approaches to the implementation of MES projects are the same as in the case of ERP systems. This also applies to the need to determine the goals of the project, and the gradation of key users of the system. If you are implementing an ERP system, then it is clear that the manager will have one interest, and the sales department will have a completely different one. In my opinion, MES should be implemented in the same way as any other systems, and there are no special features here.

Gilel Glazer
The fact that MESA pays a lot of attention to the pre-project stage is quite understandable and correct. It is clear that, speaking in general, without going into specifics, the introduction of a multifunctional MES allows you to have reliable, prompt, relevant information about production. Of course, timely received, objective and sufficiently complete information makes it possible to more purposefully and effectively solve the problems of production management, in particular, improving product quality and reducing costs. But in each case, you must definitely see if the game is worth the candle. Is it necessary for this production and at this stage MES, and if needed, what kind?

Experience suggests that it is necessary to start with the development of the concept of building MES and process control systems, covering all stages from pre-project inspection of production to operation. That is, start with understanding the problem as a whole. First of all, you need to understand what MES is, what we mean by it, since in the literature this concept is interpreted in different ways. Then -- define the goals and objectives of building MES. Further - consistently at all stages of creating systems, consider approaches to creating functionality and supporting parts (software, information, organizational and legal support).

Let's take, for example, pre-project survey. For its implementation, it is necessary to decide what and how to examine. It is clear that it is necessary to examine the control object, but this can be done in different ways. Here you need to think about how to classify this object, according to what components, in order to ensure the maximum formalization of the survey process without compromising its completeness and depth.

Having outlined approaches to obtaining an idea about the control object by means of its certain decomposition, it is necessary to determine approaches to obtaining information about how the object is currently being managed. And here again a certain classification is needed. Why do all this? In order to compare the results of the survey of the facility and the survey of the control system, identify bottlenecks, comprehend the feasibility of a particular MES, select the key problems of a particular production, outline the sequence of their solution and the possibility of using standard solutions.

Such a conceptual approach makes it possible to develop a standard survey methodology that will reduce its time without sacrificing completeness and quality. Without considering what should be reflected in the concept for the rest of the stages of creating MES and process control systems, I only want to note the expediency of using GOSTs and RPD for the design and implementation of information systems, the same, for example, process control systems. Developed in the USSR in the 80s of the last century, they, in my opinion, have largely not lost their relevance today. Of course, the concept should not include their texts, but should contain indications at what stage, which GOSTs and to what extent should be followed.

Role and place of consultants

Then let's talk about the role of consultants in MES projects. What is it and is it possible to use them to speed up various stages of work, for example, pre-project surveys?

Dmitry Glushich
In almost every project, we first carry out technical audit, whose task is precisely to examine the object and describe its current state. An external survey allows you to somewhat speed up the work. But there are also a number of problems here. Firstly, customers are not too willing to do this: "For what, in fact, do we pay? For the fact that you walk around the plant and write something there?" Secondly, the assessment of the cost of this work from the point of view of the customer and from the point of view of the contractor is very different. For the contractor, this work is extremely costly, it requires considerable time and the most qualified specialists with a broad vision of tasks. And for the customer it is not at all obvious whether this work will give a practical result, and he is not inclined to adequately evaluate it in terms of cost. Nevertheless, we have experience in increasing the pace of pre-project work. The most important thing is that the customer and the contractor work together on the project. In this case, a joint understanding of the problems and a vision of solutions for both is formed much faster.

Gilel Glazer
Yes, probably, it is possible to speed up the pre-project work somehow. However, in my opinion, it makes sense to work with a contractor after the concept has been written, when the company has understood for itself what and why it needs in terms of production management. In the absence of teaching materials And domestic experience for the creation of MES-systems (there is only a fragmentary one), it is the creation of the concept that allows both speeding up the work and ensuring their certain quality.

Yuri Sarapulov
Unfortunately, according to my observations, not only in the field of MES, but also in the IT market in general, there are a lot of, as I call them, "Trepology from IT". It seems to me that today's ERP and MES systems market is filled with such "trepologists" - people who know and can do everything, but have never done anything. Consultants who have no experience in metallurgy come in and start offering universal solutions without appeal. This happens very often. But I think that this "trepology" will end soon and in four or five years really experienced specialists will appear.

Lyubov Perepelitsyna
In my opinion, we have already gone through this with ERP systems, everything was the same there. After all, consultants also need to gain experience, and, unfortunately, it does not accumulate for months, but for years. And then for MES, industry specifics are still very important. Moreover, even within the industry there are some peculiarities - for example, pipe production. Besides, in last years universities did not pay enough attention to engineering specialties. As a result, the level of knowledge of specialists is very far from the practice of enterprises. It means that practical experience can be recruited only in specific projects. And in order to gain this experience, a certain time must pass. I think that industry system integrators will gradually form, which can be involved in such projects.

Natalya Sarapulova
From my point of view, the role of consultants is knowledge of the tools of the implemented system. When a consultant comes and carries out standard business processes -- sorry, I don't need him. How can you implement the standard functionality of a particular system in a particular enterprise? It is possible, of course, but only to the detriment of the enterprise, since each is unique. But when a consultant tells what capabilities the system has, how it is possible to solve this or that problem with the help of this tool - this is a completely different matter. We have experience working with consultants who knew both the system and the object in detail, and have always been able to find solutions to problems that arise in huge numbers during implementation. But, unfortunately, experience shows that there are only a few such consultants.

Therefore, in my opinion, only the consultant who knows the tool perfectly is in demand. Of course, he must know the standard business processes, but the main thing is the tools and joint creativity with the company's specialists.

Tool selection

And what are the criteria for choosing a tool for implementing MES?

Gilel Glazer
Now the situation with the creation of MES is similar to what we had in the country with ERP systems about ten years ago, with the exception of one "but". At that time, at the very least, some ERP systems were already functioning at individual enterprises, which made it possible to understand how the tool works, not only by its description, but also by observing, evaluating its functioning in specific conditions. When you see the work of the tool, it is easier to evaluate its advantages and disadvantages. But as far as MES is concerned, we don't have the opportunity to see the tool in operation, to evaluate it, to "feel" it. We do not have implemented, implemented in enterprises MES, with the exception of individual fragments. To see the practical implementation of MES systems in metallurgical and pipe production, we are offered to go to Brazil, Germany or Italy…

Natalya Sarapulova
In my opinion, the inspection of a working system also does not give an answer to all questions. Around 2002, we went to the Czech Republic to an enterprise where one system was successfully working. They showed it to us, and I saw a half-rewritten typical product. Everything we were shown was non-standard processes. It turns out that it is impossible to draw conclusions about the tool, even after looking at the working system.

Secondly, I think that in this case the tool is the tenth thing. Remember: some time ago, all metallurgists chose a tool with which you can automate accounting processes at the enterprise. Some went the way of implementing SAP R/3, others went the way of implementing Oracle e-Business Suite. Well, what's the difference now?

Gilel Glazer
However, we need to make sure it's the right tool. We need to know why it is poorly used, why it is necessary to add functionality and other things. This is just necessary so as not to repeat the mistakes of others.

Effects from the introduction of MES

What are the expected effects of MES? According to MESA, the introduction of MES has the following effects:
productivity growth of 5-20%; decline total cost processing of raw materials 12-20%; decrease in marriage by 10-30%; reduction in the volume of work in progress 30%; increase in the productivity of managers (before implementation, 80% of the time is spent on data collection, after - 20%); inventory reduction 20-40%; increasing the accuracy of cost accounting by 15-30%; no waiting for the receipt of material, raising the degree of awareness and the introduction of paperless circulation - savings of 30-40%; increase in equipment utilization by 45%; reduction of maintenance and repair costs by 15-30%; reduction of downtime by 10-20%; increase in service life of 10-30%; reduction in stocks of spare parts 15-20%.
According to AMR Research, changeover times are reduced by 35%, pre-production times by 22%, and waste and defective products by 22%. Do you agree with these estimates of the future effect? Are the integral MESA assessments, made on the basis of world experience, applicable to your situation? What effects do you expect from the introduction of MES?

Lyubov Perepelitsyna
I believe that such quantitative effects are possible. This is confirmed by the experience of Igor Sukovatin at NTMK. Another thing is that everyone has a different production and the results may vary. Especially in the pipe industry, where there are fewer redistributions, it is impossible to expect a 20% reduction in stocks in the shops and "work in progress".

Yuri Sarapulov
In my opinion, the real effect is much less. I would divide the given figures by ten. If, for example, a company came to us and offered to make MES for their own money, and we would allocate a certain percentage of the effect obtained (an honest approach), then, I assure you, the figures of the planned effect would be much less.

Boris Slavin
I wouldn't fetishize MESA information at all. The fact is that the members of this association primarily promote their decisions. They believe that the MES level is the core of the information system, and therefore the functions of ERP systems also got into it. The evaluation of the planned effects should also be treated calmly. I think many CIOs know that during the boom of ERP systems, integrators also called huge numbers of effect from implementation. Such marketing is understandable and should be taken lightly.
On the other hand, today's metallurgical market in Russia is developing very rapidly. And many plants in terms of capacity have not yet reached 100% of their maximum. There are serious reserves: we can and must use them effectively. And if we now open some projects in the field of MES, then we must take into account how to properly use the capacities and reserves that are already available. Whoever can do this will win, and the effect can be very high. But almost all metallurgical enterprises are now carrying out projects to modernize their equipment, and in two or four years there will be many new production facilities. And here it is desirable to immediately do so in order to optimally use new capacities. Then we will already move to the level of units, and not tens of percent of the effect of solving MES-level problems. Therefore, I believe that we can talk about large percentages of efficiency, but taking into account the realities of today's market.

Dmitry Glushich
I agree: alas, in most cases this is exactly the case. Issues of production management at the stage of designing new production capacity are often simply ignored. Meanwhile, investments in IT infrastructure are also capital costs, which can reach 10% of the cost of design and construction (if we take into account such issues as instrumentation and automation, process control systems, ASODUE, ASKUE, MES, LIMS, ERP, etc.).

As for efficiency, I will give an example. The management of the enterprise believes that production is working to the maximum. However, our survey showed that shop managers artificially reduce productivity by 8-10% in order to have a reserve in case of an accident, and keep an abnormal stock of finished products so that accidents do not affect the plan. The production director tells me: "I have a dispatcher's report, which indicates that the furnace is operating at full capacity, and I reliably know from other sources that this furnace was idle on such and such a date and there was an accident on it." And in the shop report there is a figure showing that everything is fine. In such an enterprise, 10% efficiency in terms of productivity is an achievable value.

Boris Slavin
I note that, in my opinion, it is easier to calculate the economic justification for MES projects than for other process automation systems, for example, for the implementation of an ERP system. In particular, if we are talking about the traceability and identification of pipes, then with insufficient automation in this area, cases of “loss” of a pipe in a warehouse are not uncommon. Of course, it is lying somewhere, and then we will find it and sell it, but that extra time while it was lying is money that was diverted from production. You can always make a feasibility study and understand what effect we will get from the implementation. And this is the specificity of the tasks of the MES level - as a rule, we can calculate the planned effect. For the implementation of ERP systems, the calculation of the feasibility study of the effect is complex and may not always be necessary. But at the MES level, we need to know what kind of return we will get from this project. It can and should be done.

Lyubov Perepelitsyna
I do not quite agree, it still depends on the specific project. For example, in ongoing project at the Vyksa Metallurgical Plant, there are no quantitative estimates of the reduction in raw material reserves, because these tasks are solved in our other application. In the MES project, there are only planning and management tasks, and we could not accurately calculate and evaluate the economic effect.

Gilel Glazer
In general, the given indicators of the effect of the introduction of MES are highly controversial. But as far as savings through quality improvement and cost reduction, it seems to me quite real. Knowing the parameters of work technological equipment and parameters of the product at each stage of its manufacture, it is possible to meaningfully manage the quality, pointwise influencing processes and technology. Yes, it is difficult to quantify the effect a priori, and yet a rough estimate is possible. By improving quality, we reduce costs by reducing scrap, second-rate products. Direct cost reduction is associated with ensuring accurate and total accounting as a result of the introduction of MES and process control systems. For example, with the actual assessment of waste by equipping the production with certain weighing equipment, which allows obtaining accurate data before and after heating the workpiece, that is, to accurately assess the amount of waste. And not theoretically, throwing at him, if I'm not mistaken, 3-5%. And the difference in percentage, correlated to tons of products, is far from a small value.

The article provides an exampleimplementation of the MES system production managementat the industrial site of JSC Dielectric Cable Systems (DKS) in Tver usingindustrial computers IFC.

In July of this year, DKS launched a project to implement the MES system (Manufacturing Execution System). Modern automated system management and optimization of production in real time was developed and implemented by L-CLASS on the basis of the Technoclass program using IFC FAM-Electric industrial computers.

To date, the company DKS produces more than 27 thousand items of various products. These are cable support systems, and electrical equipment, and products for the air conditioning, heating and water supply markets. Since 2001, the company's business has increased approximately 44 times. In 2010, it grew by 58%, in 2011 - by 51%, in 2012 - by 29%, in 2013 - by 24%.

“Every year we grow about twice as fast as the electrical market as a whole, “eating off” shares from competitors and mastering adjacent niches thanks to the release of new products,” says DKC Marketing Director Dmitry Abramov.

The introduction of the MES system was necessary to maintain high rates of development, optimize production in the face of increasing competition.

The MES system, in which the functions of production management are implemented, covers 56 production lines. Industrial controllers, special terminals with IFC industrial computers, including mobile ones, magnetic card scanners, measuring instruments(electronic calipers), weighing equipment, OPC servers, databases and PCs.

The MES system receives planned orders and BOMs from the ERP resource management system. Based on them, specific workshop orders are formed, which are sent to the means of control and data collection. The latter, in turn, transmit operational status data production line, the number of products and defects, the parameters of products, information about personnel.

IFC-615RF: All Inclusive

“These cabinets were made and assembled in the nearby Sistema-5 workshop. An industrial computer was installed in each. With the help of a pass, the operator enters the shell of the MES system,” says Sergei Seredin, technologist JSC "Dielectric cable systems".

Six identical terminals with reader, wifi router etc. are located in workshop No. 2, where they produce corrugated pipes based on LDPE / HDPE and PVC for electrical wiring, as well as double-walled pipes for sewerage, electricity and drainage. In the same place, an ordinary rigid pipe based on PVC is made. The terminals were purchased based on the number of production processes located in the production shops of the DCS.

Also, five stationary terminals are located in workshop No. 1, where cable channels and a perforated box are produced.

Another 24 stationary terminals have been installed at the Sistema-5 production facility, where metal trays (mesh, perforated) are produced. There is also a workshop for the production of cabinets and an assembly area for plastic products and accessories. For every two System-5 lines, there is one terminal process with an IFC industrial computer.

15" industrial panel computer with Atom D525 (2 cores) 1.8 GHz processor has a display with a resolution of 1024x768 and a resistive sensor. It is completely ready to work, as the hard disk and RAM. On the frontal plane it has dust and moisture protection IP65.

“We settled on because they are versatile. They can be used for almost any task. There are additional inputs and outputs, but the problem is the same as with all computers: they need to be handled with care, ”says Oleg Protopopov, Head of the I&C Group of Dielectric Cable Systems JSC.

IFC is a professional industrial panel computer manufacturer in China that has been in the market for over ten years. It is developing dynamically and the quality of its products is constantly improving.

"On the Russian market RF is the most technologically advanced and optimal series of panel computers, says Denis Melnikov, Head of the Automation Department of FAM-Electric LLC, the exclusive distributor of IFC computers in Russia.

“Sensitive bright resistive touch display, 1.8GHz dual core D525 processor, 2GB RAM, 32GB SSD (Solid State Hard Disk Drive) are excellent options for industrial panel computers in the RF series,” he adds.

All computers already have SSD and RAM installed. Also included are mounting hardware and a 12 VDC power supply. RF Panel Computers are fully operational from the moment they are received. In this case, you can install any of the operating systems - Windows XP, Windows 7, Linux Ubuntu.

“At first glance, the panel computer looks like an industrial monitor, but it is not. In a fairly compact case with a depth of up to 90 mm, there is a full-fledged computer with a touch monitor, ”notes Denis Melnikov.

Panel computers are equipped with two to four RS232 serial ports, one RS-485 hardware port, which is important for connecting peripheral devices to the panel computer (there is no need to use USB-RS232 or USB-RS485 adapters). IFC panel computers are also equipped with two Ethernet ports.

“In the case of DKC JSC, it was important for us that there were a sufficient number of USB connectors, the choice of installing the operating system, the availability of drivers, and also the issue of price. It is quite acceptable compared to analogues, ”says Oleg Protopopov.

Production under control

Connection of terminals to the server is carried out by WI-FI networks, information is sent to the server from the controllers of each production line. The IFC industrial computer display shows the status of the machine, records downtime and production speed, as well as the ability to analyze the operation of the line during the shift in the form of diagrams. The controller transmits equipment parameters in real time.

“We have a list of signals from the extruder, from the corrugator, etc. If the specified signal conditions are present, then everything is working. If there is not enough, then this is a setting, downtime or an accident, depending on what conditions are missing, ”explains Sergei Seredin.

Also, using an industrial computer, you can see the speed of production. Every 15 minutes you can display a chart, thus controlling technological process and analyzing it. Based on this, the planning and economic department prepares planned orders and sends them to the shift supervisors. They analyze them and then transfer them to the workshop, where they are hired.

The terminal displays the product code, the required quantity of finished products, the planned lead time for the order in which it must be manufactured. You can also see which employee took this or that order to work, his personnel number.

In addition, quality control parameters and sketches of the finished product can be entered into the industrial computer, which will then be required for the analysis of the quality of the products. If you need any product documentation, or instructions, for example, how to set up the winder correctly, how to start the extruder, the terminal has technical documentation. Thus, the terminal is a capacious database that is gradually filled and used. And the main role of the operator is full control of manufactured products, timely fixation of possible malfunctions for a more correct analysis of performance and their elimination in the future.

“As far as the information is provided correctly by the operator, so in the future we will be able to analyze the production process and take further actions,” says Sergei Seredin.

Human factor

Each employee who works with the MES system has his own account, where he logs into the industrial computer using a card reader. Production directors, shift supervisors and operators who work on the production line have access.

Information about planned orders, product code, quantity, due date, and production line is enough for the shift supervisor to determine the number of employees in the process/site and correctly distribute labor capacities. Also, tasks are created for shift supervisors in the "status machines" task, where the necessary information is collected: the real status of the machine in this moment, line speed, product code, which is currently being produced, employees working on the line who fulfill this or that order, possible accidents, downtime or defects are recorded.

“Essentially, it’s real-time shop floor management,” says Sergei Seredin. “We can see that an accident has occurred, take corrective actions to eliminate it, the concerned services of the chief mechanic and chief power engineer are notified, thereby eliminating the problem or accident faster.”

As part of the MES production management system, there is a MRO module (maintenance and repairs), which allows you to more accurately and efficiently plan Maintenance and take into account the resource of the equipment.

Analysis of production efficiency is carried out according to a complex indicator of the overall equipment efficiency - Overall Equipment Effectiveness or OEE for short. It is calculated based on information about the availability of the line, its speed and product quality. OEE allows you to evaluate the performance of the line and link it to the employee's bonus.

“The MES system is a huge analyzer that has everything,” says Sergei Seredin. “This is a universal program that includes a huge range of possibilities.”

“We are constantly upgrading and adding something new to the software that is installed in the terminals at production sites, so that it is convenient and understandable for shift personnel to work. Everything is done for the convenience of employees,” he adds.

MES as it is

Despite the fact that the implementation of the MES production management system took place at the enterprise for only a few months, the indicators have already improved significantly. According to data provided by Andrey Belyakov, director of the production department at DCS, downtime decreased by 2.8% compared to last year, external complaints decreased by 44%, and productivity increased by 8.8%.

Also, according to Andrey Belyakov, with an increase in efficiency by 2-6%, it is planned that the payback period of the project will be from several days to several months. He calculates that the actual increase will vary from 5 to 10%.

"I can not imagine large industries where everything is still on paper, - says Sergei Seredin. “The introduction of MES not only improves the company's rating, but also sets a fundamentally new, high production standard.”

Konstantin Belyakov:
“The choice is not the MES itself, but its functions”

Manufacturing Execution System (MES), a manufacturing process management system, is a specialized application software(Software) designed to solve the problems of synchronization, coordination, analysis and optimization of output in the framework of any production. MES-systems belong to the class of shop-level control systems, but can also be used for integrated production management in the enterprise as a whole.

In general, how do you assess the development of MES-systems?

The dynamics of implementation is, but not very big. In enterprises where they talk about the introduction of MES systems, the following functions are mainly implemented: OEE calculation, product genealogy or dispatching (task management). Comprehensive MES solutions, with integration of ERP, MES, quality management system, equipment maintenance and repair system (EAM), - units.

The functionality of MES and ERP-systems partially duplicates each other. For example, personnel management, quality management, production assets and maintenance are both there and there. What is the reason for this - a real need or marketing aspirations of software manufacturers?

If we consider these systems as separate, then the presence of additional functionality is more of a marketing aspiration. When deciding on the implementation of one or another option, a system with more functionality will look preferable. Again, if this functionality is in demand. But if we say that both systems (ERP and MES) are installed at the enterprise and functionality is duplicated in them, then this is a design error. At the project stage, it is necessary to define and delimit the functionality by systems. And, by increasing the degree of integration of systems, to avoid duplication of functions.

Which tasks are more logical to solve in MES, and which ones - in an ERP system?

ERP systems can have many functions, but the main task that should be solved by ERP system, is a centralized financial management: planning, registration and distribution of the fact, control. The ERP system should reflect all the company's actions (tangible and intangible) related to finance, in whatever system they are recorded. MES allows you to solve problems factor analysis execution of production, evaluate the efficiency of equipment use, take into account energy consumption, carry out task scheduling and, of course, build a genealogy (traceability) of processes, etc.

What economic effect can be obtained by implementing MES? What effects have you observed in your enterprise?

The use of MES allows you to reduce energy costs and waste of materials in production, as well as increase the efficiency of equipment and overall operational efficiency in the company. Before starting the implementation of the “pilot project” at Baltika, we were faced with the following tasks: increasing the efficiency of equipment use and reducing extract losses during production.

These goals were achieved, which was confirmed by the management and experts of the plants. Additional effects were also confirmed, one of which is energy savings in one of the production processes.

Is there a methodology for implementing MES and what are the typical problems that arise during implementation?

Preparation for the implementation of the project is no different from the usual project activities: defining the boundaries and composition of the project, fixing the tasks to be solved, describing the processes, studying the environment (systems, integrations), writing terms of reference, architecture formation, solution selection, implementation. But at the stage of implementation (commissioning) atypical problems arise. As MES replaces the existing data collection and reporting processes, a showdown with the old system begins. And if there is no support and understanding of these processes at the manager level, then the probability of launching the system will tend to zero. The system can be “compromised” by claims like: “the system does not work”, “the system constantly hangs”, “the system does not display correctly”, “the system does not do this”, etc. Here you need a complete understanding of the manual, what these or those are connected with. claims, how justified they are, etc.

Does the choice of MES depend on the type of production and the specifics of the industry? What could be the selection criteria?

I would say that it is not the choice of the MES itself that is important, but the choice of functions for implementation that the MES provides. There is a dependence on the specifics, and quite serious. For example, for production and assembly enterprises, the “order dispatching” function integrated with production planning is relevant. For bottling equipment - a function for recording downtime and calculating efficiency. For industries with a significant share of materials in the cost - registration of the fact of release, genealogy and integration with the quality accounting system.

The main selection criterion is the identification of a process in which there is a problem or potential for improvement, and the selection of a function that can most effectively influence this process.

How can one briefly define the advantages and disadvantages of Western and domestic developments?

Among Russian developments, I have not seen ready-made "boxed" solutions. This is usually a product that is the result of the development of companies involved in process automation. Hence the main disadvantages: the systems are most often configured for one or two production specifics. Due to the fact that the “roots” of the system go to automation, replication is likely to be equal to the cost of a new project. You will hardly find alternative system integrators for these systems.

Of the advantages, I would note the simplicity of developing non-standard functionality built into the system, since you are in direct contact with the developer. Whether the cost of the solution will be an “advantage” - I can’t say, since I haven’t implemented such systems.

Western companies provide "boxed versions" of the product. There are quite a lot of system integrators on the market who offer their services for configuring these products.

Among the shortcomings, I would note the cost of licenses, as well as the limitations of functions imposed by the product itself. If you need a solution that goes beyond the capabilities of the purchased software, then you will either have to negotiate with the developers for implementation, or make it "on the side", free programming tools.