Presenting the Digital Data Infrastructure Project to the Entire Company

"I like what I see here," Bill said. He noted how the two feedback loops would enable the refinery to make important improvement gains. In addition, using the systems to analyze data and events at the refinery and to monitor the flow of production processes represented a chance to bring greater visibility to the operations and production teams.

Bill said they would have the opportunity to test this new approach at Proclndustries within the next couple of weeks. He asked the digital transformation team to repeat this presentation to the entire company using the corporate video conferencing system.

Bill noted that Peter already built a few examples of templates containing data that the team can model to share as a prototype with Monica. "Monica has defined a base process unit template to get the team's feet wet," Bill said. "She created the templates from the data models used in the team's plant LP applications." Peter presented a series of illustrative examples to demonstrate how a new digital data infrastructure system would benefit Proclndustries refinery operations.

Peter and Monica showed that they could configure a data object model to generate results for the entire refinery (Figure 2.4). They were able to present the object model that takes inventories, quality data, process data, and equipment data, and organize the data into a model they can manage to view operational metrics. The data associated with these variables are configured in the unit template in a standard way. The unit production targets are read by the system into a production table. The production table generates the time-interval events when the units are running OK, in trouble (such as below the production target), when the units are idle (no production but the equipment is available), when the unit is down (the equipment failed), or when the unit equipment is offline for scheduled maintenance.

Figure 2.5 illustrates how the digital data infrastructure system captures the refinery digital transformation team's knowledge about operations. In this example, the model gives Peter and his colleagues an illustration for everyone to reference—including executives at Proclndustries who must buy into the digital data infrastructure project.

FIGURE 2.4

Smart process unit template schematic—condition-based maintenance (CBM).

FIGURE 2.5

Generalized continuous improvement and innovation for an enterprise.

 
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