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Evolution of Integrated Automation Approach
Edgar CHACON
Universidad de Los Andes, Fac.Ingenier´
ıa
Dpto.de Computaci´
on, EISULA,
Av. Alberto Carnevalli, Edf B La Hechicera
M´
erida-VENEZUELA
echacon@ula.ve
Juan CARDILLO
Universidad de Los Andes, Fac.Ingenier´
ıa
Dpto. Sistemas de Control, EISULA,
Av. Alberto Carnevalli, Edf B La Hechicera
M´
erida- VENEZUELA
ijuan@ula.ve
Abstract: In the industrial automation have been taken as references various approaches and architectures in the
search for integration into the production process. From 5-level pyramid model associated with the hierarchical
structure of decision-making processes to holonic approaches, they have pursued the ideal of integrating data,
aplication In this paper we show the evolution, contributions and weaknesses of the most outstanding approaches
to integration in industrial processes from the pyramid approach to the holonic approach.
Key–Words: Integration in production processes, Holonic Approach
1. Introduction
The need for integration of decision-making pro-
cesses, information, control mechanisms and ulti-
mately the production process of a company is wide-
ly discussed in the literature of the area. Existing ef-
forts to achieve this integration are part of the area
known as “ Modelling and Integration of the Enter-
prise”. Modeling and Integration of the Enterprise is
a very recent body of knowledge that includes con-
cepts, models, methods and techniques for the identi-
fication, analysis, redesign and business process inte-
gration with the process data and knowledge, software
applications and systems information within a compa-
ny, with the aim of improving the overall performance
of the organization.
One of the most important results of the Mod-
eling and Integration of the Enterprise are the refer-
ence architectures, which describe, in a generic way
as to achieve integration of the processes and ele-
ments mentioned above. An architecture is a model
or pattern that provides the most important aspects to
be considered during the modeling process and inte-
gration of the enterprise. Three architectures widely
known are the open systems architecture CIMOSA,
the reference model GRAI-GIM and the Purdue enter-
prise reference architecture PERA [3]. Although these
architectures and their corresponding methodologies
claim to be generic - applicable to any type of busi-
ness, in the practice your orientation and applicability
has been demonstrated in manufacturing companies.
Continuous process industries such as refineries
and oil companies and gas production, have their own
characteristics which are not considered in the above
architectures. Viewed as systems, these companies
are composed of a set of production units or semi-
autonomous subsystems that transform inputs into in-
termediate or final products through a continuous pro-
cess. These subsystems must work in a coordinated
manner to ensure optimal production under various
conditions, including changes in production require-
ments (eg, volume and quality), equipment failures,
plant shutdowns, changes in the market, etc.
In this article we intend to show the different in-
tegration approach used in production processes. We
start with an introduction to the approach to decision-
making pyramid. In Section 1 CIM-CIMOSA model.
In section 2, a reference model for computer integrat-
ed manufacturing (MRAI). In Section 3, a methodolo-
gy for development of integrated systems,METAS. In
section 4 the model of Purdue University, PERA. In
section 4 the scope of a standard of integration such as
ISA95. Section 6 of paradigm change hierarchical de-
cisions and describe the appointment process holonic
production through PABADIS and finally give conclu-
sions
The complete pyramid model consists of six lev-
els of decision-making and three special interface.
These interface have very clear concepts and defined
elements and devices that generate and allow the flow
of information, integrating the automation systems in
floor plant with the computer systems the other lev-
els. Show figure 1. This model and its variations with
lower levels are well described in literature [referen-
cias cim]
The select which applications and networks are
needed at each level leads to the proposal from the
wheel-CIM and its variations. this is show in section
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Figura 1: Pyramid Hierarchical Model
2
2. CIM-CIMOSA
Between decades 70 and 80, Joseph Harrington
created the model CIM (Computer Integrated Man-
ufacturing). This is how the manufacturing CIM is
defined as the use of technology through computers
to integrate the activities of the company. According
to this, computer technology is technology that inte-
grates all other CIM technologies. Computer technol-
ogy includes the full range of hardware and software
employed in the CIM environment, including the need
for telecommunications.
CIM is a concept fthat complete the optimization
and the integration of the company, there are no pre-
determined patterns to bring the integration of people,
functions, information and business needs in specific.
The management needs a shared vision for your com-
pany that shows all the value added, interrelationships
and interdependencies. Usually the problem is not the
availability of technology, but to implement the ap-
propriate technology, know its advantages, know the
power of this technology inside the company, because
people generally resist change.
So, arises the wheel-CIM for the total integration.
This makes emphasis on two aspects:
1. An architecture to support integration.
2. A strategy that links the organization and compa-
ny information management and data.
The CIM model presents a substantial improve-
ment and renaming with the name wheel-CIM by the
Society of Manufacturing Engineers (SME) in 1985,
as shown in Figure 2 and his philosophy is based on
the Architecture of Integrated Systems. In 1993 there
is a new philosophy as it is the client and the CIM
model changed again by the wheel-enterprise also of
SME, see figure 3.
CIMOSA represents the Open Systems Archi-
tecture for Computer Integrated Manufacturing, is a
Figura 2: Wheel-CIM
model Figura 3: Wheel-CIM
model 1993
working reference framework for modeling enterprise
which aims to support integration of the enterprise,
the computers and personnel. The frame of reference
work is based on the concept of system life cycle and
provides a modeling language, methodology and tech-
nological support to meet production targets. It was
developed in the 90’s by the AMICE Consortium for a
project. The principle CIMOSA Association is a non-
profit association established to create specifications
of CIMOSA, promote and support its evolution with
the possibility of doing a standard.
The original goal of CIMOSA (1992) has been
developing an open system architecture for CIM and
define a set of concepts and rules to facilitate the
building of future CIM systems. One of the main idea
of CIMOSA is the categorization of manufacturing
operations, this is
The generic functions: The generic parts of a
enterprise or business areas, this is to identify
the independent companies of its organizational
structure.
Specification (partial and particular) of the func-
tions: specific fopr each companies individualy.
Two important results in the development and
evolution of CIMOSA are::
Modeling framework: This framework supports all
phases of the life cicle CIM system, this is, from
the requirements definition to the design specifi-
cations, the descriptions of implementation and
the execution of daily operations in the company
Integrated Infrastructure: This infrastructure pro-
vides specific services for information technol-
ogy for the implementation of Particular Imple-
mentation Model, which is conceived as an inde-
pendent supplier.
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Figura 4: Cube-CIMOSA
This modeling framework also provides event
management, a modeling approach based on process-
es with the goal of covering essential aspects of the
company in an integrated model. The main aspects are
the functional, behavioral, resources, information and
human aspects . Thus, the basic reference architecture
including CIMOSA life cycle shown in Figure 4.
CIMOSA can be applied in the simulation and
analysis of the process. The models of CIMOSA-
standardized can also be used in the manufacturing
enterprise to establish calendars (agendas),dispatch ,
monitoring and to provide information of the process.
One of the standards based on CIMOSA is GERAM,
this is Methodology and Architecture of Reference
Generals for enterprise, [12], [13], [14], [15], [16],
[17], [18], [19], [20].
2.1. CAD-CAM consequences of CIMOSA
One of the direct consequences of these approach-
es to integration was the different ways to gener-
ate models of assembly in these systems, which in-
clude: models in models,components o figures and
intelligent assembled. Everything depends on which
software and hardware available, giving rise to the
Computer Aided Design then be reproduced on the
Computer Aided Manufacturing. The basis of any
CAD/CAM system is the software platform used to
generate and document the model of a part (the doc-
ument) and is called the heart of the system. What
would become the soul of the system are the applica-
tions that can be added. It is by mean of the application
can be a real efficiencies of the CAD/CAM in terms
of savings in production and cost related to the pro-
cess. Environmental applications CAD / CAM can be
separated into three types: functions, disciplines and
industrial applications, namely:
Functions . They are usually those operations, tools
and actions supported by the software platform,
such as wireframe geometry or surface modeling.
Disciplines . They are created with the addition of
specialized application software, libraries, user
interfaces and tools on the basic functions to cre-
ate applications schematics d iagram of wire-
frames ap´plications or surface modeling soft-
ware applications.
Industrial applications . They are created with spe-
cific software for disciplines or industry, and the
addition of libraries and special tools for each
particular process.
The creation and basic documentation of the mod-
el CAD/CAM is part of the software platform, while
the applications are the tools used to automate com-
pletely the design process. The use of CAD/CAM
makes that the engineering analysis can be divided in
several areas, however, one clasification more general
is:
Solve closed: Made with particular equations for
that type of problems.
Logical analysis and of simulation: Computa-
tional analysis to check adjustment in the form
and in the function.
Finite elements and analysis of finite differences:
Computational analysis for particular systems:
Structural analysis, mechanic and thermal.
The cinematic analysis. Virtually one can ob-
serve the operation of one component.
The above-mentioned makes the concept Com-
puter Aided Engineering.
Most of carried out development based so much
on the pyramidal approach as the architectures associ-
ated to this approach was carried out on manufactur-
ing processes. An effort to extend these prerogatives
and to capture it in a reference model for systems of
continuous production is the denominated Model of
Reference of Integral Automation (MRAI for its ini-
tials in Spanish). MRAI was developed in the Uni-
versity of the Andes through the project called CEN-
TAUR. MRAI provides a reference mark to achieve
the integration of data, information, control and tak-
ing of decisions in industries of continuous processes.
3. Model of Reference of Integral
Automation: MRAI
This model represents a reference architecture
oriented toward the systems of continuous production,
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Figura 5: MRAI Model
Figura 6: MRAI model with levels
which provides a reference mark to achieve the inte-
gration of data, information, control and taking of de-
cisions in industries of continuous processes. The fig-
ure 5 illustrate the architecture MRAI which is based
on the automation pyramid show previously.
MRAI considers five faces also denominated ar-
chitectures, which represent the structures that should
have the elements of data, information, control and de-
cision of a enterprise with the purpose of reaching a
high grade of integral automation. These five architec-
tures are projected on the productive process or phys-
ical process. Their pyramidal character associates to
the hierarchical structure of the processes of taking of
decisions, which divides these processes in three ar-
eas: 1) strategic management, located in the top of the
pyramid; 2) tactical management or managerial con-
trol, located in the means of the pyramid; and 3) op-
erational management or production control, located
directly on the physical process. Just as it shows it the
figure 6.
The physical process represented in the base of
the pyramid, this constitute basic processes of trans-
formation or continuous production of products, from
row material or products semi-elaborated in semi-final
or final products.
The processes of taking of decisions of the com-
pany, required for management the business at differ-
ent hierarchical levels, they are modeled in the archi-
tecture of processes of decision.
The technologies that are used to transform mat-
ter in products are represented in the architecture of
production technologies. This architecture is closely
bound to the physical process, because the activities
or functions of the physical process are carried out
with the aid of these technologies. The separation be-
tween the physical process and its technologies allows
to reach a bigger grade of independence technology -
process, which is fundamental in changing companies
or in evolution.
The elements of data, information and control, al-
ready used by the three architectures mentioned, they
are modeled through the architecture of objects, of
applications and of technologies of information and
communications. The architecture of objects repre-
sents the types of entities of the business that par-
ticipate in its different processes in an or another
way. The materials, the products, the suppliers, the
clients, the employees, the teams represent, among
other, types of entities that commonly form part of a
business of continuous production. This architecture
defines the databases and it dates warehouses required
by the enterprise to support its different software ap-
plications.
The architecture of applications describes all and
each one of the software applications that integrate the
business and that they are vital to support the so much
execution of the physical process, as of the processes
of decisions.
The information required to carry out these pro-
cesses executes it the components of this architec-
ture, which is structured in several levels of complex-
ity. The highest level in the architecture contemplates
each one the systems of information that it possess-
es the business and the relationships that exist among
them. At an intermediate level the tools of planning of
resources are identified, such as ERP (Enterprise Re-
source Planning) and MRP (Manufacturing Resource
Planning). In the lowest level they are defined the
packages of applications of specific purpose, employ-
ees to satisfy very particular necessities or you sum
up of the business, so much of the physical process
(for example, controllers, analyzers and virtual tools)
as of the processes of taking of decisions (for exam-
ple, word processors, graphic packages and calcula-
tion leaves). The integration among these applications
that are usually heterogeneous, is also a very impor-
tant aspect that this architecture takes in considera-
tion.
Finally, the pyramid MRAI includes, under the
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architecture form, all the technologies of information
and communication on which the architectures of ap-
plications and objects are implemented. The nets of
computers, the computers and the software of oper-
ation and development are the fundamental compo-
nents of this last architecture. The base and the five
faces of the automation pyramid that we have de-
scribed in this section, are the conceptual base on
which was designed METAS [9].
So, the integration in a enterprise can see as the
integration:
Between processes It contemplates basically two
types of integration : (a) the integration betweeen
processes of decision located in different levels
of the pyramid and (b) the integration between
productive processes. In both cases, the basic
mechanisms of integration are the information
provided by the systems of information and the
automated flows of works (workflow).
Of applications It consists on integrating the differ-
ent components of the architecture of applica-
tions. The technology web, the technology of
agents and the bases of meta-data are two pos-
sible mechanisms that can be applied to solve
this problem. An schema of integration of appli-
cations based on intelligent agentsis presented in
[5]. The integration of applications by means of
interfaces web is broadly discussed in [8].
Of data , The databases defined in the architecture of
applications require to be integrated to be able
to be used by the systems of information. Two
important mechanisms of integration of data are
the bases of meta-data and them date warehous-
es. These mechanisms you discusses in [8].
4. A Method for Integrated Automa-
tion Systems: METAS
An essential resource in the automation of a con-
tinuous production process is the strategic plan for au-
tomation. This plan describes the activities the enter-
prise must make to achieve a high level of automa-
tion and integration in their process. To develop a plan
of this nature requires a methodology that takes in
considerations the fundamentals elements of automa-
tion and integration, as defined MRAI (by its span-
ish acronym). METAS is a method for the automation
of continuous production companies based in MRAI
model described in the previous section. The main re-
sult to applied METAS is a strategic plan for integral
automation by one continuous production process.
4.1. METAS objetives
The main objective of this method is to guide the
development process of integration of strategic plans
or master plans of Automation (PMA) by the specifi-
cation or design of each of the faces or architectures
contemplated in the model MRAI. This is
Decision-making process architecture
Production technology architecture
Data objects architecture
Application architecture and integration mecha-
nisms
Technology architecture I&C: Hard-
ware/Software/Nets
The strategic plan developed through METAS de-
scribes the company must do to implement these ar-
chitectures, as well as the time it should be used and
the human , economic, technological and material re-
sources for its implementation.
Preliminary activities of the previous method to
the application of the METAS requires to carry out
preliminary activities to ensure the effective applica-
tion of the method and give start to the study of au-
tomation. These activities are described below:
1. Determining the objectives and reach of the
study. Before starting the implementation of the
method is necessary to clearly establish the ob-
jectives of the study of integrated automation and
its reach within the enterprise. The objectives of
the study are obviously related to the problems
the company due to the absence of integration
between processes and applications. The analy-
sis of these issues is needed to determine the ex-
tent of automation. In this method, we use the
term .enterprise systemrefer to the reahc of the
study, this ,is, all business areas in which to be
held on process automation and enterprise inte-
gration. The study can be conducted in one of
three different levels, namely:
Enterprise level: Covers the entire produc-
tion organization.
Plant level: It covers a specific plant that the
company has.
Production unit level: Covers a particular
production unit.
The enterprise system consists of two closely re-
lated sub-systems:
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Business System: Frame all management
processes, business objects and items re-
lated to organizational asociate to decision
making enterprise system. The business
system covers the three hierarchy levels of
the automation pyramid and is responsible
for conducting the planning, scheduling,
organization, resource management, busi-
ness management and management control
of the production process.
Productive process: its refers to the prop-
erly this processes of continuous produc-
tion, that is, those activities that is support
of the technologies of transforming matter
or intermediate products in final products.
This process is commonly referred as phys-
ical process and it is planned, programmed,
directed and controlled by the System of
Business.
2. Organization of the work group. The application
of the method requires the previous conformation
of a group of multi-disciplinary work in charge of
carrying out the different activities that she de-
scribes. This group to which we will refer as the
automation group, should be integrated by engi-
neers or specialists in systems and calculation,
control engineers and key users of the compa-
ny, such as plant managers, production managers
and supervisors who will know the problem suf-
ficiently well, as well as the managerial system
and their two components: system of business
and productive process.
3. Elaboration of the work plan. This plan deter-
mines the specific activities that the automation
group should carry out to leave the study of in-
tegral automation. These activities are based on
those established by the METAS method. The
plan includes, also, an estimate of the cost of
the study and the human resources, materials and
computacional required to realize.
4. Approval of work plan. Once developed the plan
of work, this is presented for management to ob-
tain approval and resources needed to start the
study according to the activities set out in the
next section.
5. Description of the activities of METAS. METAS
has a hierarchical working structure composed of
three types of activity: phases, steps and tasks.
This structure is inspired by the method of strate-
gic planning of information systems Steven Spe-
wak EAP [6]. In the first level of our work struc-
ture are the following phases:
a) Preliminary modeling business
b) Modelling the production process
c) Definition of information requirements, au-
tomation and enterprise integration
d) Architectural Design Management Process
e) Architecture Design Data Objects
f) Design Application Architecture
g) Definition and specification of Systems In-
tegration
h) Architectural Design Information Technol-
ogy and Communications
i) Automation Development Plan
Cada una de estas fases se divide en pasos y estos,
a su vez, en tareas, ver como se presenta en las sub-
secciones siguientes.
4.2. Phase 1: Preliminary Modeling System
Business
This first phase is intended to help the automation
group to obtain a global understanding of the business
under consideration. This phase involves identifying
and documenting business system objectives, func-
tions, business objectives and organizational structure.
The steps required in this activity are:
1. Definition of the objectives of the business sys-
tem and business system,
2. Definition of the value chain of the enterprise
3. Preliminary description of business functions
4. Identification of the organizational structure
framed in enterprise system
5. Identification of principal business objects
6. Documentation and validation of preliminary
business model
The aims of the enterprise are established first time.
These purposes are classified based on their reach,
in four groups: mission, values, objectives and goals.
The value chain represents the logical sequence lead-
ing production processes and their decision-making
or management support, seen from a very general or
global. Figure 7 illustrates the structure of this type of
model.
Based on the value chain is building a business
model more detailed processes, which represents sev-
eral levels of abstraction, the different management
processes in the value chain and their relationships,
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Figura 7: Value chain of production process
inputs, outputs and information flows . Activity dia-
grams of UML [1] are an excellent tool to carry out
this modeling activity.
The different organizational units involved in the
business system are identified from the charts of the
company. These units bring together the actors of the
system, this is, people that participate in the business
system executing their decisions.
The business objects are all those entities in-
volved in the business system and whose data are
needed to produce the information required by the
business system. Customers, products, raw materials,
equipment, employees are, among others, some of the
business objects most representative of a business sys-
tem of continuous production. These objects and their
relationships can be modeled using UML class di-
agrams. The set of diagrams obtained in this phase
relate to and assembled to produce the preliminary
business model, a document that describes the current
state of the business and in particular its business sys-
tem. A meta-business model can form the basis for
building the business model is introduced in [7]. The
details of how to develop a business model for contin-
uous production companies is presented in [8].
4.3. Phase 2: Modeling of Continuous Man-
ufacturing Process
The purpose of this phase is to obtain an overview
of all plants, that is, a comprehensive knowledge of
the production process itself, its technologies and pro-
duction methods. By this stage the planning group
identifies the following aspects of the production pro-
cess:
1. structure, topology, relationships, performance
model, autonomy and physical distribution of the
production process;
2. control methods, evaluation of performance,
measuring the state of the process and depen-
dence of assets, and
3. the hierarchical control architecture and commu-
nication that requires the production process, in-
cluding production plannig, assigning tasks by
units of production and supervision of the direct
control.
The steps referred to in this phase are:
1. Collecting information about the production pro-
cess
2. Functional and structural description (s) of
plant(s)
3. Identification of monitoring and evaluation
methods
4. Identification of hierarchical control architecture
5. Establishing relationships between business
model and the model of the production process
6. Documentation and validation of the model of
the production process
4.4. Phase 3: Definition of information re-
quirements, automation and enterprise
integration
The objective of this phase is to establish the re-
quirements that the business system stakeholders ex-
pect the comprehensive automation process meets.
These requirements are divided into three types:
Information requirements. Describes the infor-
mation needs of decision-making processes of
the business model. That is, the information re-
quired to perform each of the business processes
of the enterprise system.
Automation requirements. They relate to au-
tomation and control of production processes.
Among these requirements are the mechanisms
of control of production processes and informa-
tion requirements for these mechanisms to oper-
ate.
Integration requirements. This type refers to the
relationships of information, control and deci-
sion between the business system and the pro-
duction process. The flow of information that
must exist between the business system and the
production process is one of these requirements.
Similarly, the integration between applications
that support automation is another of these types
of requirements.
The steps in this phase are the following:
Definition of information requirements for the
business system.
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Defining automation requirements of the produc-
tion process.
Requirements definition system integration busi-
ness.
Validation of requirements with the main actors
in the enterprise system.
4.5. Phase 4: Designing the Architecture of
Decision Processes
The models produced in Phases 1 and 2 describe
the business system that currently has the company.
All process of integral automation require and neces-
sarily involves changes in this system. These changes
are aimed at solving the problems of the system inte-
gration business has until now.
The decision process architecture, as other archi-
tectures, a new business model that solves the prob-
lems that led to the comprehensive automation effort
that meets the requirements established in Phase 3.
This phase is as objectives: modeling, relate and doc-
ument the decision processes that drive the production
process of the new system. The result of this phase is
the Architectural Decision Processes of new system
business, as defined in the Reference Model for Inte-
grated Automation (MRAI) described in Section 2.
The architecture of decisionincludes, at least, four
hierarchical levels of decision from the level of direct
(regulatory) control at the base of the pyramid, up the
levels of coordination and optimization to the level of
planning at the top of the pyramid. The development
phase is done by executing the following steps:
1. Scheduling interviews and meetings with key
personnel
2. Description of the level of control (regulatory)
3. Description of the level of coordination (control
centers)
4. Description of optimization level
5. Planning level description
6. Description of the processes of support adminis-
trative
7. Modeling decision-process
8. Documentation and validation of the Architec-
ture Management Process.
These steps are carried out by applying process
reengineering and functional modeling. The inter-
views and meetings with key personnel are the funda-
mental mechanism to achieve an architecture of deci-
sion processes that actually meets the requirements of
stakeholders in the enterprise system. When the reach
of automation is at a business level, steps 2 to 4 are
performed in each of the production plants involved
in the process automation
4.6. Step 5: Designing Object Architecture
By this stage the automation group must identi-
fy, classify, relate and document the types of business
objects that constitute or are related to the enterprise
system. The result of this phase is the architecture of
data objects must have the new business system, as
described in the Reference Model for Integrated Au-
tomation (MRAI).
For the development of this phase the group
should follow the following steps:
1. Identification of classes for each business process
of the preliminary model.
2. Definition of the structure, behavior and relation-
ships of generalization, association and aggrega-
tion for the classes identified.
3. Development of class diagrams of business ob-
jects.
4. Integration of class diagrams and define the bases
of objects or databases required by the enterprise
system.
5. Identification of the relationship between archi-
tecture and process objects.
6. Documentation and validation of the architecture
of Business Objects.
4.7. Phase 6: Design of Application Architec-
ture
This phase determines the set of software appli-
cations that will be used to support decision-making
process architecture and the production process itself.
The term .application¨
ıncludes three types of software
systems:
1. The information systems,
2. The application development tools including, in-
ter alia, the ERP tools (Enterprise Resource Plan-
ning), MRP (Manufacturing Resource Planning),
DBMS (Data Base Management Systems) and
CASE (Computer Aided Software Engineering);
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3. Productivity tools such as systems, spreadsheets,
word processing, charting systems, virtual instru-
mentation systems, etc.
Information systems are the main components of the
architecture of applications since they provide the in-
formation that the enterprise system requires to per-
form its decision process and production. The applica-
tion development tools and productivity tools are the
technological support or software on which to develop
and / or base business information systems. The steps
followed in this phase are listed below:
1. Identification and definition of information sys-
tems required by the enterprise system.
2. Identification of development and productivity
tools.
3. Selection of providers of development and pro-
ductivity tools.
4. Preliminary specification of information systems
and their interrelationships (network application)
5. Establishing relationships between the architec-
ture of applications and processes and objects.
6. Documentation and validation of the Application
Architecture.
4.8. Step 7: Defining and Specifying Systems
Integration
This phase aims at identifying, selecting, defining
and specifying the mechanisms or systems that inte-
grate enterprise system architectures. Integration into
the model MRAI can be done in three ways:
Integration processes involves two types of integra-
tion:
1. The integration of decision processes locat-
ed at different levels of the pyramid, and
2. The integration of decision procees and
production processes. In both cases, the ba-
sic mechanisms of information integration
are provided by information systems and
automated work flows (workflow).
Integraci´
on de aplicaciones Consist in integrate the
various components of application architecture.
Web technology, agent technology and meta-data
bases are two possible mechanisms that can be
applied to solve this problem. An application in-
tegration system based on intelligent agents is
proposed in [5]. Application integration through
web interfaces is widely discussed in [8].
Data Integration Databases defined in the applica-
tion architecture need to be integrated in order
to be effectively used by information systems.
Two important mechanisms for data integration
are the basis of meta-data and data warehouses.
These mechanisms are discussed in [8].
The steps below:
1. Identification of alternative integration.
2. Selection of process integration systems, appli-
cations and data.
3. Definition of each system integration.
4. Draft specification for each system integration.
5. Validation of systems integration.
4.9. Phase 8: Define the Architecture of In-
formation and Communications Tech-
nologies
Having defined the object architectures and appli-
cations, automation group must now determine how,
where and with what technologies these architectures
will be implemented. This phase consist to identi-
fy the information and communications technologies
that will support these two architectures. Specifical-
ly, it is necessary to define the hardware, software and
network support and data communications that imple-
ment the solution specified in the other architectures.
At this stage the group should perform the following
steps:
1. Identify different strategies and information and
communication platforms
2. Select the platforms I&C for direct control, su-
pervisory, management and integration
3. Relate the architecture of I&C with the process,
objects and applications
4. Document and validate the architecture of Infor-
mation and Communications Technologies
4.10. Phase 9: Development of Integrated
Automation Plan
The final step of the proposed method is the devel-
opment of integrated automation strategic plan, which
determines the activities required to implement the
different architectures and components of the new en-
terprise system and the financial, human and techno-
logical required for the implementation process plan.
The phase followed to develop the strategic plan are:
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1. Establish the overall activities required to imple-
ment each architecture.
2. Defined development projects or implementation
of new enterprise system architectures.
3. Sequencing the development and deployment ar-
chitectures (schedule of activities).
4. Estimate the costs, time and resources needed to
implement and deploy architectures.
5. Define critical success factors for implementa-
tion.
6. Identify strategies for implementation and op-
eration of new business systems (including the
redesign of organizational structure, staff train-
ing, conversion strategies from the current sys-
tem again, etc.).
7. Document and validate the strategic plan for full
automation
The integral automation plan is the main prod-
uct of METAS. Like any strategic plan, its purpose
is to define long and medium term the way forward
to achieve more comprehensive automated business
system. This plan identifies a set of projects that de-
scribe the implementation of the components of the
architecture designed. The level of specification and
design of the architecture, which is achieved through
the implementation of METAS, is quite general, it is
assumed that the details of specification and design
of each component of these architectures are executed
during implementation and are defined in their respec-
tive tactical plans.
5. PERA:Purdue Enterprise Refer-
ence Architecture
The following integrated vision of the problem is
related to the functional decomposition of the deci-
sion tree. The functions are divided into control func-
tions, programming and planning by different authors.
In [10], an analysis of their integration needs and dif-
ficulties of implementation. In this case, management
decisions is fully hierarchical structure. Another hier-
archical scheme of separation of business functions,
is given by the structure of corporate assets, which
are grouped according to CIM: Company, Plant, Unit
Cell, Computer.
In the case of continuous production processes,
the model is given by the Automation Pyramid di-
rect control functions (regulatory, sequential), super-
vision (involving the handling of the parameters of
the drivers) and coordination (between processes in
ensure consistency in operations). The next level is
associated with the optimization of operations within
a plant, and to select the best alternatives for a pro-
duction process under given conditions. In this case,
system dynamics is expressed in terms of a discrete
system, which allows to evaluate alternatives. This or-
ganization with a vertical decomposition of the func-
tions of management in the enterprise can be summa-
rized in the proposal known as Purdue University Pur-
due Enterprise Reference Architecture (PERA) and
supports the development of an integration scheme of
SP-95 ISA. currently ISA 95. At the time the solution
of the problems at each level of the pyramid in the
industry have been using techniques that range from
stationary models based algorithms to select optimal
process operation, such as HYSYS (Aspentech,), the
use of heuristics as those used by GENSIM in G2 and
Neuron-Line. (GENSIM, a and b). Different compa-
nies are beginning to use object orientation to describe
the functional units found in different plants. (GEN-
SIM, c) and the Working Group proposal - World
Batch Forum for describing business objects via XML
(WBF).
PERA indicates that the most basic way to struc-
ture the business model is ”phases.as indicated by the
diagram. During each phase of the company different
diagrams are used to reflect the detail of the devel-
opment of how the company evolves from the initial
definition phase operation until the dissolution. The
purpose of PERA is to make the process of imple-
menting enterprise systems a little more understand-
able and predictable. This can be achieved by apply-
ing some basic principles that relate to any business.
Reference Architecture for Enterprise at the Univer-
sity of Purdue or PERA model consists of a generic
model which takes as its enterprise integration princi-
ples for the company three basic components.
1. Production facilities or physical plant.
2. People / Organization.
3. Control and Information Systems.
PERA offers a life cycle model, which clearly de-
fines the roles and relationships between the physical
plant, people and information systems.
These are described as three ”pillars”that begin
with the definition of business and end with the disso-
lution of companies, as shown in figure 9.
Each company can be divided into ”phases”, as
shown in Figure 10, this corresponds to a matrix
where the rows are given by Production and Equip-
ment, Human Roles, Control and Information Sys-
tems and columns: Disposition of Assets, Operation
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Figura 8: Purdue Reference Model,part A
Figura 9: Purdue Reference Model,part B
and Maintenance, Detail Engineering, Engineering
Concept and definition of the enterprise, linking each
of them as: policies, requirements, functions, flow
charts. Overall, defines the complete business model
Although formats for documenting each of the three
model components (Services, People and Information
Systems) vary, the intent is the same: to provide a co-
herent and coordinated the company during this phase.
It is also true for the three components of the mod-
el, this additional detail is added in each successive
phase based on the information defined in the previ-
ous phase.
The diagram 11 shows a typical form of ”sup-
plies”, or, the documents produced at each stage of the
Company. These documents define the architecture of
each component of the company during this stage, this
is, component manufacturing facilities, human and or-
ganizational components and control components and
systems of information.
Since PERA represent the full life cycle of the
Company, all existing company documents and tools
can be tailored to its structure. As the company grew,
and increasing levels of detail are defined, you can see
how each of the groups and their ”findingsrelate to
others.
PERA offers a formal methodology of the Mas-
ter Planning of the Company, however, the method-
ologies for use in later stages are not defined PERA,
but complements existing methodologies for the engi-
neering design, construction, operations, etc.
With the generic model provided by PERA are
beginning to see what should be the roles and func-
Figura 10: PERA Methodology
Figura 11: Application example
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Figura 12: ISA 95 model
tions that are performed in a production process and
that due to the natural evolution of companies every
day are, or more specialized or more products man-
ufactured, this leads to the dilemma of having to be
more flexible in settings (configurations) of the pro-
duction process based on the compressed production
on open architectures of production units in Red An
attempt to define clearly which is an integrated en-
terprise under the previous approach proposed by the
ISA in the ISA 95 standard.
6. ISA 95
The integration scheme is supported by ISA 95
communicate efficiently control systems with enter-
prise systems. The model is based on a hierarchical
model or sample levels that the activities involved in
a manufacturing company. This includes a hierarchi-
cal model of equipment and systems, which conceives
a general model of the functions in a enterprise. Are
given in greater detail the functions of control, that
is, the management decision-making, coordination /
monitoring and control loop process, and in less de-
tail of business functions in order to establish a com-
mon terminology for the functions involved in the ex-
change of information. This will define the interfaces
that connect the exchange of information between en-
terprise systems with control systems at levels 3 and
4, see Figure 12.
As we see there is a stratification of three stages
that correspond to the 3 stages of planning a distribut-
ed enterprise. Each stage is comprised of levels. Thus
the plant floor activities between levels 0, 1, 2, 3 for
Stage 1, Level 4 Phase 2 and level 5, 6 for Stage 3 as
Figura 13: Functional relationship between control
systems and enterprise systems according to ISA 95
Figura 14: Areas of Exchange of Information accord-
ing to ISA 95
shown in the hierarchical functional figure 14.
The most significant developments in the ISA 95
model set up between the levels of tactical planning
and operations defined in levels 0, 1, 2, 3 and 4 respec-
tively. This displays the functional relationships be-
tween enterprise systems belonging to the tactical lev-
el such as business planning and logistics and control
systems belonging to the operational level, as shown
in Figure 12.
Thus, integration is given through areas of ex-
change of information between control systems of
manufacturing and business systems as shown in Fig-
ure 14
One of the most significant is the establishment
of the functions, see figure 15, among which we high-
light
1. Order Processing
2. Production Scheduling
3. Production control
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a) Process Engineering Support
b) Operations Control
c) Operations planning
4. Energy and Material Control
5. Procuradur´
ıa
6. Ensuring Quality
7. Product inventory control
8. Production Cost Accounting
9. Shipping Management Products
10. Maintenance Management
11. Research, Development and Engineering
12. Marketing and Sales
And the information flows between functions are
shown below
1. Programming
2. Production Plan
3. Production capacity
4. Orders energy and material requirements
5. Confirmation of the order of entry
6. Long-term requirement of energy and material
7. Short-term requirement of energy and material
8. Energy and material inventory
9. Costs of Production Objectives
10. Performance and Production Costs
11. Receiving incoming material and energy
12. Ensure quality results
13. Customer requirements and standards
14. Requerimientos del proceso y de productos
15. Finished goods waiver
16. In-process waiver request
17. Finished goods inventory
18. Data Processing
19. Pack out schedule
Figura 15: Data flow model between functions
20. Knowledge of processes and products
21. Maintenance requirements
22. Maintenance responses
23. Maintenance methods and standards
24. Maintenance techniques feedback
25. Feedback techniques of processes and products
26. Purchase order requirements for maintenance
27. Production orders
28. Viability
That establishing the basis of object model.
ISA 95, makes a clear description of the func-
tions, features and exchange of information between
control systems and enterprise systems and integra-
tion scheme does not solve the problems of flexibil-
ity and reconfiguration which has led to pass a new
paradigm in the structure of decision making, rang-
ing from model-based hierarchical heteraquico as pro-
posed by PABADIS.
7. PABADIS: Plant Automation
Based on Distributed Systems
PABADIS systems based on product-oriented
manufacturing companies reconfigurable. One of the
concerns of manufacturing companies is that high
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flexibility/adaptability and speed with respect to or-
ganisation of production and supply-chain manage-
ment and require an increasing amount of services
and inter-company collaboration. These future re-
quirements especially concern control and network-
ing of embedded control systems of manufacturing
enterprises at ERP (office), MES (factory control)
and production level. PABADIS, extends the idea
of distributed control to an innovative architecture
which incorporates both resource and product. With
the projects new paradigm The Order is the Appli-
cation which stipulates a correspondingly innovative
control and networking architecture across all three
levels, PABADIS combine European and international
forces to provide this architecture allowing European
companies to cope with the mentioned future needs
[13].
As designated outcome the PABADIS develop a
new control architecture based on distributed intelli-
gence, a new manufacturing ontology, a first embed-
ded Real-Time agent platform for control, a new gen-
eration of RFIDs, a new generation of field control
devices, and building blocks for a new generation of
Enterprise Resource Planning systems. At ERP lev-
el new functions together with new interfaces will be
developed, enabling direct access from ERP level to
the field control system following the new PABADIS-
PROMISE ontology, which provides a framework for
product and production process description and com-
parison.
Both Manufacturing Execution System (MES)
level and Field Control level will be completely de-
centralised. Innovative to current practice and re-
search, the MES level will be decentralised into Mo-
bile Software Agents which are located (stored) in
smart Tags which are attached directly to the prod-
uct (Agent on RFID). Once the product arrives at a
processing station, the Agent is read out of the RFID
Tag and invoked to ensure product processing, further
planning based on the ontology based descriptions,
and further necessary transport steps. For this, a first
Embedded Real-Time Agent Platform will be devel-
oped.
To be flexible with regard to the logical usage of
the plants machinery, the product dependent control
part (for which a new manufacturing ontology will be
developed) has to be provided individually for each
product in the moment of production and is also locat-
ed within the Mobile Software Agent, respectively in
the RFID Tag. The Field Control level, corresponding-
ly, is reduced to Residential Software Agents, which
represent the physically possible production process.
Only these fine grained control building blocks are
permanently located on the resource control devices.
They will behave as drivers for the physics of the re-
sources similar to drivers for PC periphery systems
like printers and modems.
PABADIS provide basic architectures, method-
ologies and technologies for the long term innova-
tion of manufacturing systems. By providing a new
manufacturing control paradigm - and proofing it by a
demonstrator the project will have an economical im-
pact both on Europes manufacturing industry by pro-
viding it with better means for production but also for
Europes control equipment industry by providing new
products and services. The main impact is expected
for single piece production as given in automotive in-
dustry, aircraft industry, machining tool industry, elec-
tronics industry, and furniture industry.
By these means it will be possible to reach the
following benefits:
Dynamic reconfiguration of assembly, produc-
tion, and transport systems (integrate new ma-
chines, replace machines, or extract old ma-
chines) in a plug-and-participate way,
Dynamic design of control applications on de-
mand related to the intended products,
High degree of control code flexibility which en-
ables an all-round plant, only limited by its phys-
ical parameters,
Integration of customer demands until their ulti-
mate point of no return by physical/machine rea-
sons, and
Cross company wide co-operation over the
whole supply chain.
So we can say that this paradigm, particularly for
European companies, is based on automation using
distributed systems to reduce the hierarchy to two lay-
ers, the dissolves the supervision ˜
nayers and splits his
function in a part that can be centrally located inside
the planning system and other part that can be decen-
tralized implemented by mobile agents as shown in
Figure 16.
8. Conclusion
In this work, we present different visions of how
to deal with the problem of integration in produc-
tion processes. The evolution presented ranging from
the use of computers as an element of integration
through information (CIM, CIMOSA), happening by
the definition of function and functionalities required
in all production process including their interactions
en ISA95 , as well as eliminating the gap between
the plant floor systems with enterprise systems by
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Figura 16: PABADIS
the incorporation of systems which provide synergy
(ISA95), up to define intelligent production units that
interact through negotiation (PABADIS).
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