MIMOSA’s Open Systems Architecture for Enterprise Application Integration (OSA-EAI) specification and the ISA-95 standard are powerful tools for achieving improvements in operations and maintenance of manufacturing facilities. While each set of work was developed independently, MIMOSA and the ISA’s SP95 committee are now working as part of the OpenO&M initiative to harmonize them and share work going forward.

The first step in harmonization was the OpenO&M whitepaper on Condition Based Operation which showed the value that could be realized by using OSA-EAI and ISA-95 together to include real-time maintenance capability forecasts as part of production planning and scheduling activities. This whitepaper continues that work by explaining how the data models in OSA-EAI and ISA-95 can be used together. There can be some confusion in this area as each data model uses different terminology and relationships due to their independent histories.

This whitepaper addresses technical audiences who need to map data between OSA-EAI and ISA-95/B2MML systems. The mapping is discussed at both a high level using the UML models in OSA-EAI and ISA-95 as well as at an implementation level using OSA-EAI XML Schemas and the WBF’s B2MML (Business To Manufacturing Markup Language) XML Schema implementation of ISA-95. This whitepaper only addresses the use of ISA-95 Parts 1 and 2 which are focused on production management interfaces between enterprise and control systems. On-going work by the SP95 committee will broaden the standard’s coverage to maintenance, inventory and quality data interfaces; those will be addressed in later whitepapers.

Managing the Operate & Maintain asset lifecycle phase remains a major challenge for manufacturers and other asset intensive organizations. Assets are expected to generate their returns and justify the investment decision during this phase. Disruptions to effective asset use limit returns, extend payback periods and, in many cases, impact corporate bottom lines and customer/supplier relations. Despite the importance of high asset performance, maintenance budgets are frequent targets of cost cutting initiatives. Balancing performance requirements against budget constraints is a daily challenge for asset managers that demands close coordination between operating and maintenance organizations. Asset management strategies like preventive maintenance (PM), reliability-centered maintenance (RCM) and total productive maintenance (TPM) have contributed significantly to higher asset availability in recent years. Predictive maintenance (PdM) or Condition-based Maintenance (CBM), using on-line condition monitoring and other asset health sensors, is the next step in improving overall asset performance. Recognizing problems before they become functional failures allows organizations to use scheduled downtime for the most important repairs, reduce parts inventories, and optimize use of limited labor. But the inability to share information between multi-vendor products and between operating and maintenance departments continues to hamper implementation of these newer strategies. MIMOSA, the OPC Foundation and ISA-SP95 recently formed a joint working group to address this very challenging issue. They are collaborating on a new standard, OpenO&M, for integrating diagnostic, prognostic, control and maintenance applications within an enterprise. ARC applauds this effort and sees this as key step towards enabling the many benefits we have discussed in our Collaborative Asset Lifecycle Management (CALM) and Multi-Site CALM strategies.

Multisite CALM is an emerging asset management strategy that can extend the benefits of Collaborative Asset Lifecycle Management (CALM) for organizations faced with the challenges of managing similar asset bases across multiple, possibly geographically separated sites. CALM, or Collaborative Asset Lifecycle Management, has been described in previous ARC reports as a cradle-to-grave strategy for effectively managing capital assets. CALM considers all classes of assets, all stages in an asset’s lifecycle, and all stakeholders involved in the asset management process. CALM benefits are well recognized and reflect the significant process improvements that can be achieved when appropriate information technology is applied to individual asset management activities. Multisite CALM addresses a somewhat different aspect of asset management. It uses collaboration across sites, or “multisite collaboration” to exploit the knowledge and practices developed at individual sites for the betterment of the entire organization. Benefits of Multisite CALM are different and add to those already being derived from individual CALM programs. Based upon ARC’s recent survey on this subject, Multisite CALM is already gaining popularity in many organizations. Over 80% of the respondents indicated that their organizations recognize the significant benefits of Multisite CALM and over 40% already have such programs underway. The growing interest in Multisite CALM is also reflected in the fact that almost 60% of surveyed organizations plan to increase spending in this area over the coming year. Multisite CALM technology selection and project management present new challenges for asset management professionals. Solutions must be evaluated by how well they enable best practices across the entire organization, not how they improve a specific plant or functional activity. Organizationwide analysis and planning becomes essential for reconciling shared needs with individual plant constraints and team dynamics play a central role in project success. This strategy report presents a model for Multisite CALM and recommendations as to how an organization can implement this strategy. In the process we identify the key issues that must be addressed by Multisite CALM solutions, describe how some organizations are already addressing these issues and discuss the benefits they have received. We also provide benchmarking information regarding the current state of organizations with respect to Multisite CALM so that the reader can assess their own organization’s position.