Adoption of ISA-95 by Dow Chemical

Approved for Release
Copyright 2004 The Dow Chemical Company

Adoption of ISA-95 as the foundation for an
Automation Architecture
Eric C. Cosman
Engineering Services Functional Architect
The Dow Chemical Company
0clooer, 2001
Page 1
Abstract
Cors|slerl ard ellecl|ve acqu|s|l|or, deve|oprerl ard app||cal|or ol Varulaclur|rg lrlorral|or
syslers requ|re a We|| del|red lurcl|ora| ard lecrr|ca| arcr|leclure. Ar arcr|leclure lral |s oased
or eslao||sred slardards ra|es |l eas|er lo |derl|ly opporlur|l|es ard lo corpare lurcl|ors
across supp||ers ard orgar|zal|ora| oourdar|es. A|lrougr lrere are severa| approacres or
relrods lral ray oe used lo del|re ard |rp|ererl sucr ar arcr|leclure, a|| deperd or c|ear|y
arl|cu|aled pr|rc|p|es ard a sel ol cors|slerl sel ol corcepls ard rode|s.
Pr|rc|p|es rusl rel|ecl lre va|ue sysler ol lre orgar|zal|or ard as sucr W||| vary lror ore
corpary lo arolrer. 0r lre olrer rard, lrere are rea| oerel|ls lo rav|rg corror corceplua|
rode|s lral car oe app||ed across rary corpar|es ard |rduslr|es. Trese |rc|ude |rproved
corrur|cal|or ell|c|ercy ard lre rore rap|d adopl|or ol oas|c lurcl|ors lral prov|de lre oas|s lor
rore va|ue-added so|ul|ors.
Tr|s preserlal|or descr|oes lre approacr la|er oy Tre 0oW Crer|ca| Corpary |r adopl|rg lre
AN3l/l3A-95 slardard as a oas|s lor a Varulaclur|rg 3yslers arcr|leclure. A|lrougr arcr|leclure
deve|oprerl |s ar orgo|rg process, acl|v|l|es corp|eled lo dale rave resu|led |r rea| oerel|ls
Wr||e |derl|ly|rg cra||erges |r severa| areas, rarg|rg lror spec|l|cal|or deve|oprerl ard
procurererl lo sysler supporl.
0clooer, 2001
Page 2
The 0ow 6hem|ca| 6ompany
Fourded |r 189Z oy leroerl l. 0oW |r V|d|ard,
V|cr|gar
0|ooa| sc|erce ard lecrro|ogy corpary W|lr
arrua| sa|es ol over S30 o||||or
3erves cuslorers |r rore lrar 1Z0 courlr|es
ard a W|de rarge ol rar|els lral are v|la| lo
rurar progress
V|ss|or - 'To corslarl|y |rprove Wral |s
esserl|a| lo rurar progress oy rasler|rg
sc|erce ard lecrro|ogy.
0clooer, 2001
Page 3
|ntegrated Eng|neer|ng 8erv|ces
3erv|ce lurcl|or W|lr|r Varulaclur|rg & Erg|reer|rg
0e||vers re||ao|e, cosl-ellecl|ve, va|ue-added erg|reer|rg
so|ul|ors lo 0oW 8us|resses
3cope |rc|udes process des|gr, process auloral|or ard process
salely
0el|r|l|or ol 'Process Auloral|or gerera||y cors|slerl W|lr
|rduslry slardards
Varulaclur|rg 0peral|ors p|us Process Corlro|
0clooer, 2001
Page 1
Re|ated Patents
Tre 0oW Crer|ca| Corpary ro|ds lre lo||oW|rg u.3. palerls or
lre suojecl ol |rlegral|or ol Varulaclur|rg ard 8us|ress
|rlorral|or syslers:
,315,259 (3ysler ard relrod lor |rlegral|rg ous|ress ard
rarulaclur|rg erv|rorrerls)
5,13,555 (3ysler ard relrod lor |rlegral|rg a ous|ress
erv|rorrerl W|lr a process corlro| erv|rorrerl)
,111,1Z (3ysler ard relrod lor |rlegral|rg a ous|ress
erv|rorrerl, a process corlro| erv|rorrerl, ard a |aooralory
erv|rorrerl)
0clooer, 2001
Page 5
Hessages
3lardards are ralur|rg ard corverg|rg lo prov|de a so||d oas|s
lor a Varulaclur|rg 3yslers Arcr|leclure, oul.
Trey are rol erougr oy lrerse|ves.
va|ue |s lrere roW.
8ul rayoe rol |r lre lorr lral you Wou|d expecl
0el lrvo|vedl
0ec|s|ors are rade oy lrose Wro sroW up
Trere are ro srorlculs.
Prepare lor lre jourrey ard la|e lre l|re lo del|re lurdarerla|s
0clooer, 2001
Page
Where we have been
Guiding philosophy
Strategic intent
Principles
Architecture in Dow
Where we have been
Guiding philosophy
Strategic intent
Principles
Architecture in Dow
Top|cs
Fourdal|or
Currerl Acl|v|ly
P|ars ard 0|recl|ors
va|ue Rea||zed
Cra||erges
0clooer, 2001
Page Z
Cu|d|ng Ph||osophy
0o ouls|de lo gel lre oesl lr|r||rg or oas|c slardards ard
so|ul|ors
3lardard|ze processes ard pracl|ces across lre corpary - |l
saves l|re, e||r|rales errors ard s|rp||l|es everylr|rg
3ave va|uao|e |rlerra| resources lo locus
or opl|r|z|rg lrese oas|c so|ul|ors across
spec|l|c ous|resses ard processes
0clooer, 2001
Page 8
8trateg|c |ntent
0es|gr ard |rp|ererl |oWesl ||le-cyc|e cosl auloral|or so|ul|ors
lral rax|r|ze assel ul|||zal|or ard producl|v|ly W|lr ro urp|arred
process everls.
Correrc|a| producls rave lre polerl|a| lor s|gr|l|carl producl|v|ly
ga|rs:
Fasler projecl |rp|ererlal|or oy us|rg slardard|zed oojecl-
or|erled erg|reer|rg
Fasler |everag|rg ol lecrro|ogy W|lr reusao|e oojecls
Correrc|a| p|allorrs |oWer sysler deve|oprerl ard supporl
cosls lo 0oW
0clooer, 2001
Page 9
Pr|nc|p|es
Coro|re supp||er ard |rduslry d|recl|ors W|lr currerl assessrerl
(|rsla||ed syslers ard requ|rererls).
use |rduslry rode|s as r|gr |eve| o|uepr|rls
Eslao||sr corlracls W|lr 8us|resses or palrs lo reW so|ul|ors.
8ase so|ul|ors or a oa|arce ol slraleg|c re|al|orsr|ps W|lr croser
supp||ers (recogr|z|rg lral lre|r v|s|ors are rol lola||y corp|ererlary)
lrveslrerl ard projecl dec|s|ors are oased or a lu|| ecoror|c ||le
cyc|e ara|ys|s
Producl ard lecrro|ogy d|recl|ors descr|oed |r lerrs ol lre
Tecrro|ogy ||lecyc|e rode|
0clooer, 2001
Page 10
A 8o||d Foundat|on
Dow Values, Knowledge and Experience in Automation
Industry Standards
Products & Technology from
Strategic Suppliers
P
r
o
c
e
s
s

K
n
o
w
l
e
d
g
e
C
o
n
n
e
c
t
i
v
i
t
y

T
h
r
o
u
g
h

S
t
a
n
d
a
r
d

N
e
t
w
o
r
k
s
W
o
r
k

P
r
o
c
e
s
s

I
n
t
e
g
r
a
t
i
o
n
A
u
t
o
m
a
t
e
d

B
e
s
t

P
r
a
c
t
i
c
e
s
B
u
s
i
n
e
s
s

S
y
s
t
e
m

I
n
t
e
g
r
a
t
i
o
n
I
n
f
o
r
m
a
t
i
o
n

A
c
c
e
s
s

&

P
r
e
s
e
n
t
a
t
i
o
n
A
d
v
a
n
c
e
d
,

B
a
s
i
c

&

S
a
f
e
t
y

C
o
n
t
r
o
l

S
t
r
a
t
e
g
i
e
s
D
e
f
i
n
e
d

M
i
g
r
a
t
i
o
n

P
a
t
h
s
I
n
t
e
g
r
a
t
e
d

E
n
g
i
n
e
e
r
i
n
g

D
a
t
a
Best Automation Solutions
Operational Excellence
(Asset Utilization, etc.)
0clooer, 2001
Page 11
AR6 6o||aborat|ve Hfg Hode|
(*}
Lifecycle
Domain
Lifecycle Domain
Value Chain Domain
Enterprise Domain
Lifecycle Domain
Value Chain Domain
Enterprise Domain
P
r
o
d
u
c
t

&

P
r
o
c
e
s
s

S
u
p
p
o
r
t
Internal
Collaboration
Value Chain Domain
Enterprise Domain
Business
Operations
Plant/Factory
Operations
Supply-Side
Materials
Management
Customer
Order
Fulfillment
P
r
o
d
u
c
t

&

P
r
o
c
e
s
s

D
e
s
i
g
n
,

N
P
I
(*)
Source: ARC Used with permission
Our
Current
Focus
0clooer, 2001
Page 12
(*}
Suppliers
D
e
s
i
g
n
S
u
p
p
o
r
t
Business
Customers
Production
Systems &
Applications
Network & Systems
Infrastructure
Business
Processes
Process Model
A Collection of Business
Processes - Operations Model
Resources Model
People, Plants, Systems, etc.
Business Model
Financials, Shareholder Value, Global
Initiatives, Acquisitions, Partners,
Channels, etc.
Performance
Metrics,
Targets,
operational &
costing data
M
a
n
a
g
e
m
e
n
t
M
o
d
e
l
Process Model
Resources Model
Business Model
Channels, etc.
Performance
Metrics,
Targets,
operational &
costing data
M
a
n
a
g
e
m
e
n
t
M
o
d
e
l
Service Based
Infrastructure
Business
Processes
Role-Based
Workspaces
Automated
Integrations
Service
Based Apps
Role
Mgmt Service
Registry
Security
Mgmt
Manage Exposed
Services
Business
Processes
Role-Based
Workspaces
Automated
Integrations
Service
Based Apps
Role
Mgmt Service
Registry
Security
Mgmt
Manage Exposed
Services Plant/Factory
Operations
Systems
Supply-Side
Materials
Management
Systems
Customer &
Order
Fulfillment
Systems
Product &
Process
Design, NPI
Systems
Product &
Process
Support
Systems
Business
Operations
Systems
Plant/Factory
Operations
Systems
Plant/Factory
Operations
Systems
Supply-Side
Materials
Management
Systems
Supply-Side
Materials
Management
Systems
Customer &
Order
Fulfillment
Systems
Customer &
Order
Fulfillment
Systems
Product &
Process
Design, NPI
Systems
Product &
Process
Design, NPI
Systems
Product &
Process
Support
Systems
Product &
Process
Support
Systems
Business
Operations
Systems
Business
Operations
Systems
(*)
ISA-95 Touches on ALL of these elements
0clooer, 2001
Page 13
A New Perspect|ve
Business Planning & Operations
Production Management
Collaborative Process Automation System
Batch Continuous Logic
Production
Definition
Production
Capability
Production
Plan
Production
Performance
Sensors, Actuators and Logical Devices
T
T
P
F
F
F
L
F
L
L
F
L
L
L
To th|s. From th|s.
0clooer, 2001
Page 11
What are we doing?
Basis
Method
Process
Areas of Focus
What are we doing?
Basis
Method
Process
Areas of Focus
Top|cs
Fourdal|or
Currerl Acl|v|ly
va|ue Rea||zed
Cra||erges
0clooer, 2001
Page 15
Production Management Production Management
Production
Definition
Production
Capability
Production
Plan
Production
Information
Batch
Continuous Discrete
Sensors, Actuators & Logical
Devices
Manufacturing
Operations
Process
Control
as|s
ISA-95
Levels
3
.
.
2
.
.
1
.
.
0
0clooer, 2001
Page 1
Hethod
Prov|de ous|ress scerar|os lo ser|or raragererl as a oas|s lor
|rveslrerl dec|s|ors.
A||gr lecrro|ogy |rlroducl|or W|lr ous|ress dr|vers (rol verdor's
producl cyc|es)
Pos|l|or |rduslry lrerds W|lr a 0oW perspecl|ve
3e|ecl opl|rur l|re lo adopl reW lecrro|ogy
l|gr va|ue - Ear|y Adopl|or
LoW Cosl - Lale Adopl|or
lderl|ly opporlur|l|es / dr|vers lo e||r|rale ooso|ele lecrro|ogy
0clooer, 2001
Page 1Z
Program
Plan
Business
Scenarios
Portfolio
Plan
Program
Plan
Program
Plan
Supplier
Technology
Process
Business
IT
Strategies
Business
Solutions
Plans
Business
Implementation
Plans
Overall
IT Strategy
for Mfg
Architecture
update
feedback loop
feedback loop
Business
Planning
Process
S
t
a
g
e

G
a
t
e
Staging
&
Approval
Planning
0clooer, 2001
Page 18
Areas of Focus
Rea|-T|re Perlorrarce Varagererl
Process 3yslers 3ecur|ly
lrlegral|or ol Erg|reer|rg 0|sc|p||res
3lardard|zal|or ol Corlro| P|allorrs
lrlegral|or W|lr Erlerpr|se 3yslers
0clooer, 2001
Page 19
Agenda
Next Steps?
Views on Integration
Convergence
Next Steps?
Views on Integration
Convergence
Fourdal|or
Currerl Acl|v|ly
va|ue Rea||zed
Cra||erges
0clooer, 2001
Page 20
(*}
Suppliers
D
e
s
i
g
n
S
u
p
p
o
r
t
Business
Customers
Production
Systems &
Applications
Network & Systems
Infrastructure
Business
Processes
Process Model
Resources Model
Business Model
Channels, etc.
Performance
Metrics,
Targets,
operational &
costing data
M
a
n
a
g
e
m
e
n
t
M
o
d
e
l
Process Model
Resources Model
Business Model
Channels, etc.
Performance
Metrics,
Targets,
operational &
costing data
M
a
n
a
g
e
m
e
n
t
M
o
d
e
l
Service Based
Infrastructure
Business
Processes
Role-Based
Workspaces
Automated
Integrations
Service
Based Apps
Role
Mgmt Service
Registry
Security
Mgmt
Manage Exposed
Services
Business
Processes
Role-Based
Workspaces
Automated
Integrations
Service
Based Apps
Role
Mgmt Service
Registry
Security
Mgmt
Manage Exposed
Services Plant/Factory
Operations
Systems
Supply-Side
Materials
Management
Systems
Customer &
Order
Fulfillment
Systems
Product &
Process
Design, NPI
Systems
Product &
Process
Support
Systems
Business
Operations
Systems
Plant/Factory
Operations
Systems
Plant/Factory
Operations
Systems
Supply-Side
Materials
Management
Systems
Supply-Side
Materials
Management
Systems
Customer &
Order
Fulfillment
Systems
Customer &
Order
Fulfillment
Systems
Product &
Process
Design, NPI
Systems
Product &
Process
Design, NPI
Systems
Product &
Process
Support
Systems
Product &
Process
Support
Systems
Business
Operations
Systems
Business
Operations
Systems
(*)
0clooer, 2001
Page 21
Response by 6ategory
Rev|s|ors lo rel|ecl recerl
corso||dal|ors
Focus or Vlg ard 3upp|y Cra|r
L|r|s
Business
Processes
Process Model
Resources Model
Business Model
Channels, etc.
Performance
Metrics,
Targets,
operational &
costing data
M
a
n
a
g
e
m
e
n
t
M
o
d
e
l
Process Model
Resources Model
Business Model
Channels, etc.
Performance
Metrics,
Targets,
operational &
costing data
M
a
n
a
g
e
m
e
n
t
M
o
d
e
l
Service Based
Infrastructure
Business
Processes
Role-Based
Workspaces
Automated
Integrations
Service
Based Apps
Role
Mgmt Service
Registry
Security
Mgmt
Manage Exposed
Services
Business
Processes
Role-Based
Workspaces
Automated
Integrations
Service
Based Apps
Role
Mgmt Service
Registry
Security
Mgmt
Manage Exposed
Services
lderl|ly corror serv|ces
Address v|a corporale projecls
0clooer, 2001
Page 22
Response by 6ategory
Systems &
Applications
Plant/Factory
Operations
Systems
Supply-Side
Materials
Management
Systems
Customer &
Order
Fulfillment
Systems
Product &
Process
Design, NPI
Systems
Product &
Process
Support
Systems
Business
Operations
Systems
Plant/Factory
Operations
Systems
Plant/Factory
Operations
Systems
Supply-Side
Materials
Management
Systems
Supply-Side
Materials
Management
Systems
Customer &
Order
Fulfillment
Systems
Customer &
Order
Fulfillment
Systems
Product &
Process
Design, NPI
Systems
Product &
Process
Design, NPI
Systems
Product &
Process
Support
Systems
Product &
Process
Support
Systems
Business
Operations
Systems
Business
Operations
Systems
Network & Systems
Infrastructure
lderl|ly & e||r|rale over|aps
L|le cyc|e approacr lo rarage
slardard so|ul|ors
Address lurcl|ora| gaps
NelWor| zore rode|
secur|ly ard operal|ora| supporl
Corror lecrro|ogy
co||aooral|or oelWeer Vlg ard lT
0clooer, 2001
Page 23
0oma|ns of |ntegrat|on
Transaction
Oriented
Document &
Business
Process
Oriented
Services
HR
Freight
Procurement
EPCs
eMarket
Surplus
Equipment
MRO
& Supplies
Non-Strategic
Indirect
Service Oriented Architecture
Transaction Oriented Architecture
R
e
q
u
e
s
t
R
e
p
ly
D
a
t
a
ERP
CRM
SCM
Bus Reporting
R
e
p
ly
R
e
q
u
e
s
t
External Enterprise Integration Layer
Internal Enterprise Integration Layer
Enterprise Core Applications
Domain Integration
Application Application
Maintain
Data Focused
Data Focused
Domain Integration
Process Control
XML
Domain Integration
Application App||cal|or
Mfg Operations
Domain Integration
Build
Data Focused
Outsourced
Process
Performance Focused
0clooer, 2001
Page 21
0perat|ona| Exce||ence
Continuous Improvement
Benchmarking - Best Practices
Performance
Business - Plant - Process
Maintenance
Quality
LIMS
History
Performance Management (Latent)
Manufacturing
Strategy
Benchmarking
Operator
Training
&
6Sigma
Work
Process
Mgmt
Facility
Abnormal
Condition
Explicit Control
& Transitioning
Performance
Monitoring
Procedural
Best Practices
Operational
Perspective
Event
Monitoring
Production Supervision (Real-Time)
Progress &
Performance
Visualization
Trouble
Shooting &
Correction
Process Control & Monitoring
Balanced
Scorecard
Targets
Source: ARC Advisory Group (used with permission)
0clooer, 2001
Page 25
Common Information & Processes
Corl|gural|or Varagererl
Esl. / 3credu||rg
P|arl Vod|l|cal|or
Preverl|ve / Pred|cl|ve Va|rl.
Rea|-T|re 0ala Caplure
Regu|alory Corp||arce
Corl|gural|or Varagererl
Esl. / 3credu||rg
P|arl Vod|l|cal|or
Preverl|ve / Pred|cl|ve Va|rl.
Rea|-T|re 0ala Caplure
Regu|alory Corp||arce
3|ru|al|uor
Cosl Esl.
P&l0's
lrle|||gerl
3creral|cs
3|ru|al|uor
Cosl Esl.
P&l0's
lrle|||gerl
3creral|cs
0ata |ntegrat|on
Corlro|
slralegy
Corlro|
slralegy
3credu||rg
3lalus
lrverlory
3credu||rg
3lalus
lrverlory
Process
0es|gn
Process
Automat|on
6onstruct|on 0perat|ons & Ha|ntenance
P|ant Hod|f|cat|ons
Corslrucl|or
Apps
Corslrucl|or
Apps
0peral|ors & Va|rlerarce
P|arl Vod|l|cal|ors
Apps
0peral|ors & Va|rlerarce
P|arl Vod|l|cal|ors
Apps
Process
0es|gr
Apps
Process
0es|gr
Apps
P&l0's
Equ|p. Layoul
3lrucl. 0es|gr
Cao|e Trays
3lress Ara|ys|s
P&l0's
Equ|p. Layoul
3lrucl. 0es|gr
Cao|e Trays
3lress Ara|ys|s
0eta||ed
0es|gn
Auloral|or
Apps
Auloral|or
Apps
0ela||ed
0es|gr
Apps
0ela||ed
0es|gr
Apps
0clooer, 2001
Page 2
Business Planning &
Supply Chain Mgmt
Business Process
transactions
Manufacturing
Work
Processes
Process Automation
Business
Work
Processes
Production
Definition
Production
Capability
Production
Plan
Production
Information
Production
Management
transactions
Real-Time
Control & Events
Batch Continuous Logic
Sensors, Actuators & Logical Devices
6onvergence
Source: ARC Advisory Group
(used with permission)
0clooer, 2001
Page 2Z
Production
data
collection
Production
execution
Production
resource
management
Production
dispatching
Production
tracking
Production
performance
Detailed
production
scheduling
Production
schedule
Product
definition
management
Level 0-1-2 Process Control
Production
Performance
analysis
Production
capability
Product
definition
8-95 Act|v|ty Hode| (0perat|ons}
Equipment 8 Process
Specific Production
Rules
Equipment 8 Process
Specific Data
Operational
Commands 8
Responses
0clooer, 2001
Page 28
A "|ended" Act|v|ty Hode|
Operator
Actions
Field Network
Communication
Control
Strategy
Development
!nter-Controller
Communication
Production
Data
Reporting
Control Strategy Execution
Control
Strategy
Simulation
BPCS S!S
Production
data
collection
Production
execution
Production
dispatching
Production
tracking
Product
definition
management
Production
Performance
analysis
Batch
Exec
0clooer, 2001
Page 29
0bservat|ons
Basic Process Control is a commodity,
but the information is not effectively applied
Enterprise Resource Planning is a given,
but information flow externally is largely manual
Advanced manufacturing solutions and supply chain optimization
opportunities:
Manufacturing Execution Systems
Logistic Systems
Advanced Process Control
Process Driven On-Line Analysis
Performance Monitoring
Supply Chain Optimization
0clooer, 2001
Page 30
Agenda
Where is the Value found?
Where is the Value found?
Fourdal|or
Currerl 3lale
va|ue Rea||zed
Cra||erges Faced
0clooer, 2001
Page 31
8ources of Va|ue
8us|ress Process lrprovererls
ll deperds or Wrere you are slarl|rg lror
Porllo||o Varagererl
E||r|ral|or ol over|aps ard redurdarcy
A corererl |rveslrerl p|ar over l|re
P|arr|rg ard Coord|ral|or
A corror |arguage ard d|recl|or
Less l|re sperl argu|rg corcepls
Access lo 'oesl lr|r||rg
Tre |ey |s roW you use |l
0clooer, 2001
Page 32
Agenda
What are we struggling with?
Internal Challenges
External Challenges
Responses Required
What are we struggling with?
Internal Challenges
External Challenges
Responses Required
Fourdal|or
Currerl 3lale
va|ue Rea||zed
Cra||erges Faced
0clooer, 2001
Page 33
|nterna| 6ha||enges
0|vers|ly |r currerl |rsla||ed oase
rered|al|or, coex|slerce, r|gral|or or rep|acererl?
Eslao||sr|rg ellecl|ve re|al|orsr|ps
|rlerra| ard exlerra|
'Re|al|orsr|p raragererl
lradequale resporse lo reW r|s|s |rlroduced oy l|grler |rlegral|or
'0|s|rlegral|or lral ray resu|l lror ous|ress process
reass|grrerls
0clooer, 2001
Page 31
Externa| 6ha||enges
Evo|ul|or ol slardards
'oroad erougr lo erorace; spec|l|c erougr lo |rp|ererl
acce|erale lre process
rove lror lreory lo pracl|ce
Evo|ul|or ol 3o|ul|ors ard Tecrro|ogy
address lre '||le cyc|e d|scorrecl
'0per oul secure
0clooer, 2001
Page 35
Responses Requ|red
0per syslers ard slardard lecrro|ogy
Eacr corporerl rusl oe ao|e lo corrur|cale W|lr ary olrer
corporerl.
'lu|| corpel|l|or |r pr|ce ard lecrro|ogy
3ecur|ly
Vodu|ar corporerls
|rcrererla| |rp|ererlal|or, ease ol r|gral|or
lrroval|or cyc|es adjusled lo lre ||lel|re ol lre producl|or ur|ls
Tecrro|ogy rusl corcerlrale rore or operal|ora| reeds
leWer lealures ard rore locus
0clooer, 2001
Page 3
Hessages
3lardards are ralur|rg ard corverg|rg lo prov|de a so||d oas|s
lor a Varulaclur|rg 3yslers Arcr|leclure, oul.
Trey are rol erougr oy lrerse|ves.
va|ue |s lrere roW.
8ul rayoe rol |r lre lorr lral you Wou|d expecl
0el lrvo|vedl
0ec|s|ors are rade oy lrose Wro sroW up
Trere are ro srorlculs.
Prepare lor lre jourrey ard la|e lre l|re lo del|re lurdarerla|s
0clooer, 2001
Page 3Z
Eric C. Cosman
Engineering Services Functional Architect
The Dow Chemical Company
eccosman@dow.com
Thank you

Adoption of ISA-95 by Dow Chemical

Uploaded by

Copyright:

Available Formats

Adoption of ISA-95 by Dow Chemical

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Adoption of ISA-95 by Dow Chemical

Uploaded by

Copyright:

Available Formats

What are the main challenges discussed in the document?

What solutions are proposed to address these challenges?

Approved for Release

Copyright 2004 The Dow Chemical Company

You might also like