This automation industry quiz question comes from the ISA Certified Automation Professional (CAP) certification program. ISA CAP certification provides a non-biased, third-party, objective assessment and confirmation of an automation professional’s skills. The CAP exam is focused on direction, definition, design, development/application, deployment, documentation, and support of systems, software, and equipment used in control systems, manufacturing information systems, systems integration, and operational consulting. Click this link for more information about the CAP program.

Cavitation occurs in liquid flow when:

a) gas and vapor flow become sonic, and the flow rate drops
b) mixtures of fluid and vapor cause erosion of the valve and pipe surfaces
c) fluid pressure drops below the liquid’s vapor pressure, and the vapor pressure is below the outlet pressure
d) fluid pressure drops below the liquid’s vapor pressure, and the vapor pressure is above the outlet pressure
e) none of the above

This post is an excerpt from the journal ISA Transactions. All ISA Transactions articles are free to ISA members, or can be purchased from Elsevier Press.

Abstract: This paper explores a two-level control strategy by blending a local controller with a centralized controller for the low frequency oscillations in a power system. The proposed control scheme provides stabilization of local modes using a local controller and minimizes the effect of inter-connection of sub-systems performance through a centralized control. For designing the local controllers in the form of proportional-integral power system stabilizer (PI-PSS), a simple and straight forward frequency domain direct synthesis method is considered that works on use of a suitable reference model which is based on the desired requirements. Several examples both on one machine infinite bus and multi-machine systems taken from the literature are illustrated to show the efficacy of the proposed PI-PSS. The effective damping of the systems is found to be increased remarkably which is reflected in the time-responses; even unstable operation has been stabilized with improved damping after applying the proposed controller. The proposed controllers give remarkable improvement in damping the oscillations in all the illustrations considered here and as for example, the value of damping factor has been increased from 0.0217 to 0.666 in Example 1. The simulation results obtained by the proposed control strategy are favorably compared with some controllers prevalent in the literature.

Free Bonus! To read the full version of this ISA Transactions article, click here.

2006-2019 Elsevier Science Ltd. All rights reserved.

This guest blog post is part of a series written by Edward J. Farmer, PE, ISA Fellow and author of the new ISA book Detecting Leaks in Pipelines. To download a free excerpt from Detecting Leaks in Pipelines, click here. If you would like more information on how to purchase the book, click this link. To read all the posts in this series, scroll to the bottom of this post for the link archive.

When we analyze observations of processes we think about changes in our important parameters over time. A controller finds a flow to be low and moves a valve some amount with the idea of quickly changing flow to the correct amount.

Continuous or periodic adjustments intended to steer observed parameters toward optimal values occurs continuously over time to accomplish our objectives. Generally speaking, a graph of this process would have some parameter of interest on the vertical scale, and the horizontal scale would be “time.”

When we get into analyzing processes and designing methods to eliminate problems and optimize results we use test methods such as the impulse function, and unit step function to help us categorize the deeper characteristics of the occurrences we need to understand as well as what we can do with them, and how it might be done. Such analysis involves transitioning from the “time domain” into the “frequency domain.”

A long time ago a French mathematician and physicist named Jean-Baptiste Joseph Fourier developed a mathematical process (a transform) for characterizing occurrences in the time domain into a collection of single-frequency sinusoids (in the frequency domain) so that the same result could be characterized either way.

Essentially, the process adds the contribution of each of the component frequencies to produce a different combination. Click this link to watch a video demonstration. This is essentially the musical idea between individual notes and the chord one hears when they are played together.

Knowing the frequency content of a time-domain depiction of a process variable helps expose the magnitude and frequencies of its frequency-domain component parts. The base time-domain signal structure usually results from frequencies commensurate with the time domain presentation. Rapid turns, inflection points, sharp corners and edges, and other detail-oriented stuff is usually the product of higher frequencies.

Each of these component frequencies is characterized in a Fourier analysis by its magnitude and its frequency. A unit step pulse is a time domain signal that rises instantly above a baseline to a finite value, continues for a time, and then returns instantly to baseline. The basic shape of the time domain depiction is usually the result of a low frequency sinusoid of commensurate wavelength. Sharper features (steep rise and fall times, sharp corners, and greater detail) involve contributions from higher frequencies. Essentially, a pulse without high frequencies in its spectrum looks more like a sinusoid.

Suppose one wanted to filter the time-domain signals in a precise way. The time domain stream could be transformed to the frequency domain, specific frequency components mathematically removed, and the result converted back to the time domain.

This is the idea behind digital filtering. A low-pass filter, for example, could assign the magnitude of all frequency components above some cut-off frequency to zero, eliminating them. When the processed signal is transformed back to the time domain the result will be apparent from the smoothing away of the sharp and fast-response characteristics.

Similarly, a high pass filter can be created by assigning coefficients below some cut-off frequency to zero while preserving all the others. A band pass filter, of course, results from high-pass and low-pass filters, each with a cut-off frequency at the desired filter edge.

Filtering data can be very elucidating about process conditions and sources of noise in the measurement signals. Obviously, the process itself has some finite bandwidth so frequency components greater than that aren’t really there or aren’t the result of things in which we are interested.

Eliminating them (filtering them) can improve clarity and reduce processing time. Shifts in baseline can be eliminated by setting the zero Hertz frequency amplitude to zero – all the dynamic characteristics of the process remain visible without shifting bias. A step function test produces a pulse in the various outcomes and the frequency domain transforms disclose the effective bandwidth involved in each of them.

Rounded and indistinct results indicate low-pass filtering, for example. When a control loop involves a measurement that is a long distance from the control device there is often dead-time between a change in the control device and seeing it in the measurement. This dead time introduces oscillation in the control system that has a frequency related to the dead time. In the frequency domain this shows up as a large component with stable frequency that is occurring for no understandable reason. Seeing such a thing, and relating its frequency to wavelength provides evidence about the location and behavior of the precipitating equipment.

In pipeline work, it becomes apparent long runs of line pipe tend to low-pass filter the fluid transport process. Changes that are seen as fast and abrupt near an event become less distinct and smoother as distance from the event increases.

What might be seen as a fast rise when observed near the event will look gradual and smooth as distance from the event increases. The shape difference between such response curves can exacerbate accurate timing which can affect control loop operation and time-interval dependent calculations such as leak location.

Again, resolving the stochastic nature of such happenings and the conditions in which they occur emphasizes the importance of focusing on the underlying process nature and characteristics, not just the way the signals “wiggle” at different places. Once upon a time I patented an algorithm that estimated distance from a measurement to the event’s precipitating location based, essentially, on waveform degradation.

While it worked when enough things about the fluid and the pipe were known the stochastic nature of precipitating events, location, wave travel differences, changes in fluid characteristics resulting from the event and simultaneous random events made it difficult to count on commercially accurate and specific results.

The world we observe happens in the time domain but a lot of its secrets and idiosyncrasies are easier to imagine and observe in the domain of frequency.

This automation industry quiz question comes from the ISA Certified Control Systems Technician (CCST) program. Certified Control System Technicians calibrate, document, troubleshoot, and repair/replace instrumentation for systems that measure and control level, temperature, pressure, flow, and other process variables. Click this link for more information about the CCST program.

A controller is being tuned for a fast control loop. It has proportional action and the gain has been adjusted for a value by the technician.

As reset action is added to the loop, which of the following will need to take place?  

The technician will need to:

a) add derivative
b) increase the gain
c) decrease the gain
d) increase the dead time
e) none of the above

During the 19th century, settlers saw it as their Manifest Destiny to settle the American West. But they found their lands under attack by the cattlemen surrounding them.

The “Manifest Destiny” of industrial process and power generation companies is under similar assault. Bands of outlaws, or hackers, are cutting down perimeter-based defenses and successfully infiltrating process control networks. They are aided by growing attack surfaces created by the Industrial Internet of Things (IIoT) adoption; it is why IIoT is often referred to as the Industrial Internet of Threats. These and other factors put the highly complex, proprietary, and heterogeneous cyber assets in the plant at risk.

Watch this webinar learn more about landscape of ICS cybersecurity solutions. We will share how ISA advises companies to proceed and discuss “gotchas” that can derail an ICS cybersecurity initiative.

Cybersecurity incidents will have serious ramifications if today’s workforce is not better trained to deal with them. The Automation Federation thinks this issue is even more acute in the operational technology (OT) world.

Despite widespread awareness of cybersecurity issues and the availability of training courses on the topic (e.g., ISA’s IC32 course Using the ISA/IEC 62443 Standards to Secure Your Control Systems), competency and preparedness remain varied throughout the industrial landscape.

The electricity sector is strictly regulated, and the oil and gas industry has spent a decade improving its cybersecurity posture. The water industry is generally less well prepared than those industries, with neither the regulatory requirements of the electricity industry nor the funding and resources of the oil and gas industry.

Even in industries where cybersecurity has been tackled, awareness is still not what it should be. Statistics show that there is a problem with cybersecurity awareness and adoption. Many generally still either do not believe there is an issue or do not believe they themselves need to worry about it.

One of the possible causes for this complacency is cybersecurity fatigue. The National Institute of Standards and Technology (NIST) found in a 2016 study that respondents had “a general weariness or reluctance to deal with computer security.” In the paper “Security Fatigue” in IT Professional, one of the study’s research subjects said, “I don’t pay any attention to those things anymore …. People get weary from being bombarded by ‘watch out for this or watch out for that.’”

Organizations need to do more than just issue policies and procedures. They also need to provide clear guidance and support to help users make the right decisions and to make it easy for them to do the right thing. This is a key aspect of training that is often overlooked in favor of technical or procedural issues.

An example of the problem, according to the NIST researchers, is how a person today is expected to remember 25-30 passwords, compared to just one not long ago. There is a lack of good guidance on how to manage cybersecurity. While there are standards and guidelines that tell you to have complex passwords and to ensure you do not write them down, often there is little or no guidance on how to manage this. Remembering 25-30 complex passwords is not practical, so there is a temptation to either record them somewhere insecure or to try to bypass some of the complexity or update rules (e.g., use the same password for multiple applications). However, using a secure password manager tool, which can store everything and even generate new, complex passwords, will not only be more secure but also save time.

With this in mind, The Automation Federation is continuing to raise awareness across industry sectors, in business and academia, and around the world. Key activities in 2017 include:

• National Rural Water Association (NRWA): NRWA is a nonprofit organization dedicated to training, supporting, and promoting more than 31,000 water and wastewater professionals serving small communities across the U.S. NRWA members are eager to learn more about cybersecurity threats and how to defend against them. An Automation Federation-delivered webinar in November 2016, covering basic cybersecurity concepts, received record registrations and live attendance. The Automation Federation plans to work with NRWA, an Automation Federation member since 2016, during 2017 to provide more awareness training at regional and national meetings.
• Northern Virginia Community College (NOVA): NOVA is the second-largest community college in the U.S., comprised of more than 75,000 students and 2,600 faculty and staff members. The Northern Virginia region has a very high concentration of mission-critical operations, particularly 24/7 data centers. NOVA is developing, with the support of The Automation Federation, a mission-critical operations program. In addition, The Automation Federation and NOVA are hosting a high-profile one-day seminar on mission-critical cybersecurity to raise awareness with regional industry leaders.
• British government: The Automation Federation is working with the British government on an OT-specific cybersecurity seminar to take place in London immediately following the Security Innovation Network 2017 annual conference. This event will bring together many key stakeholders from U.K. and U.S. government and industry leaders with an interest in OT.

In addition, The Automation Federation continues to contribute to industry-wide cybersecurity and workforce development initiatives. The NIST Cybersecurity Framework has recently received an update (to version 1.1). Changes include a section on cybersecurity measurement, a more detailed description of applying the framework to supply-chain operations, more clarifications on authentication and authorization, and a better explanation of implementation tiers and profiles.

We continue to review and update of the Automation Competency Model. The Automation Federation first started working on this model in 2007. Reviews involve subject-matter experts and the U.S. Department of Labor, will ensure that the latest thinking on knowledge and skills required for the automation professional, including the crucial element of OT cybersecurity, is incorporated.

The Automation Federation will continue to work, with its member organizations, to raise awareness of OT cybersecurity throughout government and industry around the world.

A version of this article also was published at InTech magazine. 

This automation industry quiz question comes from the ISA Certified Automation Professional (CAP) certification program. ISA CAP certification provides a non-biased, third-party, objective assessment and confirmation of an automation professional’s skills. The CAP exam is focused on direction, definition, design, development/application, deployment, documentation, and support of systems, software, and equipment used in control systems, manufacturing information systems, systems integration, and operational consulting. Click this link for more information about the CAP program.

A return on investment (ROI) ratio is used to evaluate the purchase price for an automation system and all other initial costs associated with the project against the accumulated cash inflows.

What is the primary pitfall in using this ROI ratio to make a decision as to whether or not to invest in an automation project?

a) it fails to capture the qualitative benefits derived from automation systems
b) it relies on vendor estimates of useful life
c) it ignores equipment reliability and system maintainability costs
d) it ignores the time value of money
e) none of the above

At the core of systems integration, what do we do? Systems integrators make machines talk to each other and move data. Clients pay systems integrators for knowledge of existing and available resources to design or, perhaps more appropriately, to piece together solutions. The systems integrator relies on industry buzzwords like “virtualization,” “thin clients,” and “high availability” to describe some of the technically complex frameworks available as potential solutions. Systems integrators build a reputation by being experts in controls integration, but the reality is they are only middlemen between complex hardware/software and the end user.

Systems integrators do not build virtual machines (VMs), but rather deploy them. Systems integrators do not create thin clients, but rather configure workstations. Systems integrators do not engineer high-availability systems, but rather integrate the pieces to achieve them. Everything done relies on using tools that the systems integrator “programs” with ladder logic or function blocks. If the client has a problem for which traditional programmable logic controller (PLC) suppliers have not already done the actual heavy lifting of developing a solution—which a systems integrator can in turn configure—the client is probably out of luck and will have to accept lower expectations. And because this is how it is and always has been, we have become complacent in our assumption that this is how it always will be.

Internet of Things

A buzzword has come along that old-school integrators seem to universally scoff at, as though it is a contrived novelty that is somehow below them: the Internet of Things (IoT). Let us say this very clearly, the Internet of Things poses the greatest threat to systems integration status quo since the invention of the PLC. It has turned millions and millions of normal day-to-day consumers into systems integrators. Let that sink in for a minute. What you as a systems integrator do for a living—those special skills that pay your bills—has very quietly and very rapidly become not that special and unique. Sure, these in-home integrators are not working on hardened industrial or commercial systems, but they are working on the same problem: making machines talk to each other successfully.

Large-scale networks of interconnected devices now exist at the hobby level as an affordable reality, and normal people are connecting all variety of machines and making them talk without ladder logic and without a professional systems integrator. Not only are they doing it without a professional systems integrator, they are doing it in more technically complex ways.

Every integrator knows what SQL is, but how many can write it? How many systems integrators can write a select query, or do they rely on other experts to build GUIs that take care of all the hard work? How comfortable are you with Linux and writing low-level code? You know what a VM is, because you are up on your jargon and there is a great host of VM software out there, but how many of you understand the step beyond virtualization and can speak to the value of a server-less architecture? If these examples seem above the ability of an average systems integrator or outside the traditional scope of our services, let me assure you that they are certainly not above the ability of people connecting Ethernet cameras and digital thermostats in their homes.

Our industry primacy is largely the result of people not understanding what we do, because honestly, how a variable frequency drive controls a solids centrifuge at a wastewater treatment plant is not very interesting or glamorous. Doing it in a different way violates the “if it ain’t broke, don’t fix it” rule. All of that is changing right now, and systems integrators need to be proactive so we do not wake up one day to find we have been left behind.

Proactive action

So, what are some solutions or ideas on how to wind up on the right side of history? For starters, integrators should not fear text-based programming. Function block and ladder logic are legacy ways of describing relay logic. It is a terminal dead end, and the IoT/IIoT will never be ladder logic programmable. While the barrier for entry to this level of computer programming is beyond the skill set of traditional integrators, it is not beyond the skill set of the millions of over-educated millennials working in coffee shops and tooling around on GitHub for fun in their spare time. These same people are the ones filling our hiring pool. Although we typically just want somebody who understands ladder logic, we have to be open to and accommodating of the multitude of programming perspectives these workers provide, even if it is outside our comfort zone.

The tools that we use are incredibly complicated in their construction. We as integrators do not need to be PhDs in computer science, writing custom Linux kernels, but we absolutely need to get on board with the fact that structured text is not just for the occasional tricky math calculation. Programming languages like Java, Python, and C/C++ are becoming a standard for anybody worth their salt at connecting devices. The only barrier to learning the most basic level of scripting language required is having a passion for making things work and knowing how to use Google.

A version of this article also was published at InTech magazine. 

As a member of ISA you automatically belong to a local section. Sections represent a geographical grouping of members. Some sections represent a city (e.g., Birmingham, Houston). Others are spread out enough to represent an entire state (e.g., Alaska, Greater Oklahoma). The same applies internationally for both cities (e.g., Curitiba, Delhi) and countries (e.g., Argentina, Italy).

ISA has more than 100 sections, led by hundreds of volunteers. Sections offer their members (and industry in general) local networking opportunities, monthly educational meetings, fundraising and social events, training, table-top shows, newsletters, web sites, and more. As should be expected, some sections are stronger and more active than others. The majority of members are only familiar with and experience their local section, and there’s nothing wrong with that.

Sections are combined into districts. Districts are a grouping of sections or states in the US, or a combination of countries outside the US. There are 14 districts in all, with eight located in the US. Each district has a vice president and a vice president-elect. These volunteer leaders (over two dozen in all) exist to help make their respective sections strong, share best practices, and facilitate yearly section leader training. Districts support ISA’s internal structure and have no direct bearing or impact on any member.

All members have interests in technical areas that are not restricted to their locale. ISA satisfies these members’ needs through our 16 divisions (e.g., Chemical & Petroleum, Power, Analysis, Water & Wastewater, Construction & Design, etc.). Divisions offer their members (and industry in general) industry networking opportunities, conferences, newsletters, and web sites. The technical tracks at most ISA conferences are coordinated by division volunteers. It takes hundreds of volunteer leaders to run all the divisions. While your membership dues include belonging to two divisions at no extra charge, a significant number of members don’t select any divisions when joining. Unfortunately, these members don’t even know or realize what they’re missing. After all, you can’t miss what you don’t even know about. If you’re not a division member, I strongly encourage you to join one; they exist to make you and your employer more successful!

In case you weren’t aware, ISA is also a standards development organization, certification body, and publisher. ISA has more than half a dozen departments to support such efforts, all led by more than 100 volunteers. For example, the Standards & Practices Department oversees over 100 standards that ISA has produced, with more always in the works. The Publications Department oversees our journals and books. The Professional Development Department oversees our licensing, certifications, and training efforts. Like districts, departments comprise ISA’s internal structure and they have no direct bearing or impact on any member.

ISA also has many committees that have existed for decades (e.g., Finance, Investment, Honors & Awards, Nominating, Conference & Exhibit Oversight, Officer Search, Web & Social Media, and many more). While these groups are not visible to most members, they are necessary for ISA to properly function. They are all led by volunteers.

More than 1,000 ISA volunteer leaders recently participated in a survey. Of those who responded, 88 percent said they would volunteer again, 96 percent encourage others to volunteer, and 92 percent would still volunteer even if their company did not provide support. While I was initially surprised by the overwhelmingly positive feedback, it really does match my own experience. My employers and I have benefited from my involvement with ISA. I have grown, learned, and matured along the way. I would say the overall experience has been both positive and enjoyable.

Why am I telling you all this? Theodore Roosevelt said something over 100 years ago that is just as relevant today for ISA. “Every person owes part of their time and money to the business or industry in which they are engaged. No person has a moral right to withhold their support from an organization that is striving to improve conditions within their sphere.”

Do your part and get involved. As everyone so far has reported, not only will you enjoy it, you, your employer and ISA will benefit from it! 

Disruptive innovations create new value, so users can achieve better results and, in many cases, more functionality. These innovations may be new applications or may replace traditional methods and solutions. In addition, disruptive innovation can change organizational structure, including roles and responsibilities that are not initially obvious.

Amazon, Uber, iTunes, and Airbnb are well-known disruptive examples that are not directly related to industrial manufacturing and automation, but do illustrate the creative application of technology and new concepts that have dramatically changed commerce. Industrial examples include the use of hydraulics to replace mechanical methods (i.e., cable, pulley) and mechatronics to replace gearboxes and mechanical camming with programmable coordinated motion.

The subtle part of disruptive innovation is that many times it is the combination and creative use of current off-the-shelf technology with innovations and creative thinking to build new and better solutions that result in significant improvements, ease-of-use, and added functions. Many times, established suppliers see the disruptive innovations as unattractive for a range of reasons and try to ignore them.

An example in the industrial automation industry is the initial resistance of traditional suppliers to replacing proprietary human-machine interface (HMI) hardware and software with PCs and Windows-based software. A recent example related to industrial automation and manufacturing is a “smart helmet” that is a combination safety helmet and goggles that also gives the wearer virtual instructions, safety information, and mapping with information displayed on its safety screen.

Why should you care?

Companies that do not take advantage of the appropriate disruptive innovations are likely to become uncompetitive at some point and be leapfrogged by their competitors. Conversely, companies that leverage disruptive innovations position themselves to become leaders in their industry. There are numerous examples of companies using innovative thinking and technology to become industry leaders.

Ford dominated the early automotive industry. More than 100 years ago, Henry Ford and his team at the Highland Park assembly plant launched the world’s first moving assembly line. It simplified the production of the Model T’s 3,000 parts by breaking production into 84 distinct steps performed by groups of workers as a rope pulled the vehicle chassis down the line.

Andrew Carnegie built his steel-making business leveraging technology with new processes, such as the Bessemer process. He installed new material-handling systems, including overhead cranes and hoists to speed up the steel-making process and boost productivity. Carnegie was relentless in his efforts to drive down costs. He would tear out and replace equipment at his mills if a better technology was developed to reduce costs and make his mills more efficient.

Federal Express Corporation, founded in 1971, leveraged bar code and computer technology to achieve dramatic growth. One of FedEx’s great contributions was the tracking system launched in the 1970s, which has become standard in shipping. It was initially an internal process for quality control. When the system went online, it included early prototypes of handheld computers that scanned package bar codes with wands.

The DAQRI (pronounced like the drink) Smart Helmet incorporates audio, a video camera, and a see-though computer display.

Disruptive innovations

These are my thoughts of elements that have the potential to be innovations that create disruption in the near future. 

Architectures

Today Industry 4.0, Industry 4.0 for Process, and Industrial Internet of Things applications, testbeds, and concepts are illustrating new industrial automation and control architectures for more flexible and efficient manufacturing. They drive computing to field devices that leverage embedded computing, Internet of Things (IoT), and communications technologies.

Smartphones and tablets drive mobile process innovation

Smartphones and tablet computers are already becoming a major user interface of choice for manufacturing systems, allowing people to remain connected when not in a control room. Manufacturers of all sizes can transform the ways in which they operate production and use personnel more efficiently.

Big data and analytics

Big data and analytic software has improved dramatically to provide overall visibility and insights for making better decisions. Cloud services and high-speed data communications are a cost-effective means to ascertain actionable insights to improve operations and efficiency.

Artificial intelligence and machine learning

Advances in artificial intelligence (AI) and machine learning, coupled with networked intelligent sensors, are in the early stages of creating a giant leap forward in optimization of manufacturing and predictive maintenance. AI and machine learning will increasingly become embedded in equipment and processes.

Knowledge technology

Knowledge technology can be used to capture the experience and know-how of experienced operations people, which can be integrated into automation systems. This helps meet the growing challenge of experienced people retiring and the lack of people to replace them.

Augmented reality and virtual reality

Augmented reality is starting to add just-in-time information to the physical world. For example, there are applications where the user aims a smartphone or tablet camera at a machine, and a range of information is displayed, including alarms, operating parameters, and service manuals.

Embedded edge control

Advancements in technology allow complete controllers to be embedded in sensors and other end devices. For example, a complete IEC 61131-3 programmable logic controller can now run on a single-chip processor inside a sensor or actuator. These devices can also be “things” in the IoT, communicating directly with enterprise and cloud systems.

Internet of Things

Machine-to-machine communications using embedded single-chip systems on a chip and sensors with wired or wireless communications join networked sensors to perform diagnostics and make virtual repairs without human intervention. By 2020, there will be well over 50 billion “things” talking to each other, performing tasks, and making decisions based on predefined guidelines using artificial intelligence.

Communications

There has been an explosion of communications that can make industrial automation systems and controls more valuable, including cellular communications, Wi-Fi, Bluetooth, and protocols (MQTT, MQ Telemetry Transport, and Time Sensitive Networking).

Contextual data standards

Monitoring and collecting more data (big data) brings the context of information to the sensor and actuator, simplifying systems. With context at the source, the functional meaning of the data is known. Big data has limited value if the data captured does not have context. Traditionally, raw data collected from sensors and actuators was given context by an application engineer programming the contextual relationship in HMI, a historian, or distributed control system operator station software.

Cloud computing

Cloud computing is making on-demand information storage and remote processing available. For many applications, the functions traditionally done by dedicated historian software can be done more efficiently and cost effectively by cloud services. For example, I have talked with large users that are adding historical data collection using commercial cloud services rather than investing in additional dedicated historian software. The reasons given are the flexibility and lower cost of open architecture solutions.

Drones

The number of applications for drones will continue to expand rapidly. Drones have already proven to be of high value for search and rescue, and are quickly being applied to many industries. At a recent industry conference, a power company described how it uses drones with video cameras to inspect high-tension power lines for physical connection deterioration, avoiding regular on-site inspections by personnel. This saves money and allows service personnel to focus on more productive tasks.

Investment considerations

Investment in disruptive innovations must be carefully considered to maximize the benefits. The new technology needs to be stable and supported such that it does not become overly expensive. Small pilot projects with a limited investment are a good way to test the value in your organization. Stakeholders need to understand that if this does not work, the project will be abandoned and not pursued further.

Innovators

Disruptive innovations tend to be produced by outsiders and entrepreneurs, rather than existing suppliers. The business environment of market leaders does not normally allow them to pursue disruptive innovations when they first arise. They are not profitable enough at first, and development can take scarce resources away from supporting existing systems.

Action plan

When technology that has the potential for revolutionizing an industry emerges, typically only a few companies with vision see it as attractive and leverage it. The role of the industrial automation professional is to continually be on the lookout, evaluating new innovations that can improve quality, productivity, and efficiency.

Automation professionals are uniquely positioned to explain and recommend how technology should be utilized as part of an organization’s overall corporate manufacturing strategy now and into the future. The goal is to have a technology strategy that is aligned with overall business objectives. External forces should be researched and communicated to management, including a summary of changes driven from outside the organization and disruptive automation innovations that could cause the organization to become less profitable or competitive.

Small and incremental innovations are additive and lead to superior manufacturing performance, enabling companies to be more competitive. In the long run, high (disruptive) technology bypasses, upgrades, or replaces the outdated support network.

A version of this article also was published at InTech magazine.