Engineering

The engineering team comes into position along with project management right at the first stage after order placement. At this point the team leader attends the kick-off meeting with the customer to decide on project schedule and for collection of vital inputs from the customer to enable engineering to commence work. This could include motor list, mill line diagram, P&I diagrams, process flow chart, hand of line, etc. The engineering department has to take in these inputs and convert these into basic and detailed engineering documented output.

Basic engineering comprises system design, i.e. proper selection of the system components and networks, operator stations and controls interfacing, etc. A simple error in drive rating selection for an application can create havoc in plant start up. Having obtained customer's approval, they have to carry out the detailed engineering, i.e., provide manufacturing drawings and panel layouts, G.A.s to enable the customer plan control rooms, detailed specifications, bill of materials, to the in-house manufacturing cell and vendors. P&I diagrams, plant and loop drawings and engineering of plant electrical systems including drives and control elements, cable schedules for the customer to facilitate timely procurement and layout.

This department also provides I/O list and other inputs required for the software and staging unit. The compilation of all activities and project requirements (eg. Process Controllers, HMI, sensors and instruments) into an organized, user-friendly document is also under the purview of this department.

The Engineer needs to be well acquainted with the very core of the system solution. So, this department's role is quite similar to the centre-half in hockey, whose aim is to provide scoring opportunities to other players. The engineers need thorough knowledge of applications and tools involved in manufacture, as well as an understanding of the customer's stated and unstated needs.

A perfectly engineered system may not need further interaction with other functions such as software and staging, commissioning, etc. However, that is not always the case. With changes that may be required as the project evolves, engineering department is always called upon to make adjustments in its output so that the end requirement is fully met. Thus its involvement up to project hand over stage is called for. Engineers manning this department therefore, invariably, have to be those who have field experience in commissioning such systems and are fully trained/conversant with products, applications engineering tools, standards and codes.

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Software & Staging

Most major system components today are microprocessor-based and programmable. Further, they are increasingly interconnected through networks at field, control and information level. Building application software and integrating different elements across these networks to simplify operations calls for expertise beyond engineering.

The software teams skillfully convert engineering inputs into modular, easy-to-understand Process Controller (PC) software, with descriptors to aid quick comprehension, efficient utilization of memory and productive use of all the powerful macros and function libraries available in modern process controllers. The software should meet the customer's stated - and unstated - needs efficiently and effectively.

Creation of HMI screens and controls also demand special skills. Engineering skills apart, the solution also has to consider the ergonomic aspects - eg, screen density, colour selection, icon design, etc. - to avoid operator fatigue through long hours spent before the monitor.

The software unit is like the wingers on the hockey field who work on the flanks and help score. A fast, responsive system with smooth data transfer entails perfect integration of all components like sensors, field bus drives, operator station on control bus, etc. with the PC and HMI software. Knowledge of network topology, protocols and interfacing are essential. Staging of the system to test the software output before dispatch is also required to speed up on-site commissioning and considerably reduce trouble-shooting and maintenance at subsequent stages. The software structure should be flexible enough to accommodate future expansion, upgrades and adaptations.

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Project Mangement & Procurement

The Project Management & Procurement Department is rather like the referee in a match. When the logistics of major projects becomes extremely complex, this Department ensures that all operations run smoothly. They interface with customers at all stages of project schedule, inspection and delivery, monitors the engineering department to ensure timely delivery of drawings, keeps track of manufacturing and vendors and takes timely corrective action to meet project deadlines. With procurement under the belt of project management, better control on vendor items can be exercised since the number of vendors and items ranging from instrumentation to electrical are many as compared to in-house manufacture.

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Installation & Commissioning

Once the supplies have been made, the installation and commissioning team swings into action. This team takes all the output from the engineering and software departments not only on equipment and system but also on contract commitments, basic site infrastructure, etc. This department executes the task of ensuring that what is constructed at the site is exactly what was promised to the customer in the first place. The output of this department therefore to a very large extent depends on its ability to bridge the gap between inputs it has received and the system to be finally delivered, to customer's satisfaction. The pressure on the department, therefore, could be quite high since activities generally peak at site. This department calls for the ability to be highly responsive and committed, to understand the application and the equipment in the real world at site. Site conditions are not always ideal and this department has to deliver regardless of the circumstances. If the engineering department is the centre half of the hockey team, the commissioning department is the centre forward who scores. Scoring success depends on the support from the halves and the wingers. Youth with a blend of experience is therefore an ideal composition of this team. The youth get an excellent opportunity to learn hands-on and experience lends a cool helping hand.

The head of the project execution unit has the critical task of making all the functional teams operate in co-ordination and proactively, to achieve all mission targets, motivate every team member to high levels of performance while leading from the front. The project head may be a person with long years of experience in this function familiar with applications and products. The project execution head is like the team coach. His important quality being his capability to be a great motivator.

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Systems Development & Standardisation

While the project manager will carry through the project in the time dimension in the short term, the systems development and standardization unit is an essential support function which will carry the department through to higher levels of performance in the time dimension in the long term. This unit plays a behind-the-scene role with long-term objective of upgrading the performance of the systems offered to customers. The systems development unit keeps abreast of technologies and plans for upgrading system components and networks to achieve higher levels of performance. In addition this department should function in a manner which will avoid reinventing of system engineering from job to job and accurate customization with minimum effort.

This department therefore determines the competitiveness and the cutting edge of control and automation systems in the long term.

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