Controls News 13
11
Main theme: Lean automation |
Structure
The transition from the lean
system to lean automation-
solutions has been com-
pleted by over 600 system
integrators transition world-
wide. A suitable partner can
be readily linked up with, or
unlinked if necessary.
SI
System
Integrator
Operator/
Investor
Saia®
SI
Operators
SI
Operators
User
Saia®
SI
Supplier
Provides
Value
Generated
Return
Human
Ressources
The use of proprietary technology
prevents the supply chain from be-
ing linked up and separated again
at any time. «Fully integrated and
ready-made» automation solutions
prevent simple customization and
process optimization.
The big manufacturers of auto-
mation technology are only too
willing to help cost-pressured
planners with basic standard solu-
tions, which then find their way
into tenders. These basic solu-
tions are prefabricated as a black
box and stored in an engineering
workshop. The phenomenon of
repetition means the basic solution
can be made and sold at a low
cost. This is a real coup for manu-
facturers.
Lean structuring of the automation pyramid
Clear structures;
but full transparency and openness
in every respect
Fully integrated Automation:
Prefabricated «cast in concrete»
solutions from a manufacturer.
Management
level
Field
level
Automation
level
Management
level
Field
level
Automation
level
The picture of the lean automation struc-
ture differs substantially from the traditional
pyramid structure of automation levels. On the
inside it is permeable to products, manu-
facturers and systems. Furthermore, it lends
transparency and consistency to the extended
automation world, such as office, service, ERP
and so on. The optimization phase with lifelong
adaptability is achieved through maximum
modularity in hardware, software and func-
tionality. That is lean automation as applied to
property. Black boxes and fully integrated solu-
tions from a single source have no place here.
Every brand, product and function is techni-
cally transparent, modifiable and modular. Each
individual module is based on the same uni-
versally recognized and applicable standards
without any proprietary components. Manage-
ment and control software is also open. It can
be supplied by any manufacturer and replaced
if necessary. The technical background of the
ideal structure of lean automation and how it
translates in practice is described in the next
chapter: «Lean Technology».
Following delivery of the project, changes
are inevitable sooner or later. For the most
part, such changes are complex and expen-
sive. Why? The «fully integrated» system is
a rigid system that is not oriented towards
flexibility and adaptability. Furthermore,
over the life cycle the supplier will want to
recuperate the insufficient margin of the
initial contract with lucrative additional
contracts.
The problem gets even worse when con-
tracts are regularly awarded to the cheapest
bidder and after a while there are several
brands of automation devices running in
parallel in the building. This is particularly
the case when each manufacturer takes a
proprietary approach with inflexible, prefab-
ricated automation solutions. The result is an
unmanageable constellation of automation
solutions. Operators and owners become
frustrated and operation is experienced as
expensive and problematic. Accordingly,
they minimize their investment in automa-
tion.
This is the picture when several manufacturers
take a «fully integrated automation» or proprietary
technology approach when supplying products
to a single building. The result is a colourful
jumble of self-contained worlds.
