Wonderware Conference. Schneider Electric confidential.global.wonderware.com/EN/SoftwareGCC15PPTs/Customer... · • Food & Beverage . ... Workflow (GUI and Business Logic) Objective:

Wonderware Conference. Schneider Electric confidential.

CUSTOMER-08 Global Collaboration At Campbell Soup and Arnott’s

Focus of presentation: Global manufacturers are deploying standardized manufacturing operations platforms. With the diversity that exists across the typical manufacturing network, local needs must be balanced with central dictates for a global solution to be successful. Most SIs do not have the global span to cost effectively support these deployments. Collaboration between SIs provides the needed local presence, while ensuring the benefits of a center-led solution and managing costs.

Brand & Verticals: Wonderware

• Food & Beverage

What you’ll take away:

1. Challenges in developing and deploying global manufacturing operations management (MOM) platforms

2. Model for SIs to collaborate in order to balance local needs with global direction

3. Success factors for the customer

Brand & Verticals: Wonderware

• Food & Beverage


Introduction Michael Hughes Campbell Soup Company Senior Director, Global Supply Chain Process Excellence

● Business Drivers ● Campbell’s Project Team ● Why two SI’s ? ● Who else is needed in the team ? ● Business Support ● Long Term Vision


Presenters

Barry Dickerson Business Development Manager Callisto Integration

Michael Kershaw Managing Director Crossmuller Technology

● North America / Europe ● Endorsed SI ● CSIA Certified ● 180+ Staff ● Long-term supplier to Campbell Soup

● Australia ● Endorsed SI ● CSIA Certified ● 20+ Staff ● Long-term supplier to Arnott’s


What we will cover

1. Campbell’s Global MES Plan, starting with a) Cornerstone Quality in Nth America b) Arnotts Quality in Australia

2. Global challenges, what we knew 3. Global, Local, Design Considerations 4. Snapshot of the solution

a) Architecture b) Technology Stack c) Interface

5. Global challenges, what we learnt 6. The balancing act, things change 7. The cookie cutter is possible 8. The paybacks 9. The foundations have been laid for other

business gains


Campbell’s Global MES Plan Pepperidge Quality (“Cornerstone”) Arnott’s Quality (“iPass”)

● Objective: ● Deliver a sustainable standard quality

data collection program, to drive continuous improvement and waste reduction

● 1st Phase of multi-phase MES program

● Scope: ● 8 North American Bakeries

● Technology Stack

● MES Quality + Operations ● System Platform ● Workflow (GUI and Business Logic)

● Objective: ● Automate sampling process and quality

data collection to eliminate paperwork and reduce labor

● 1st phased of multi-phase MES program

● Scope: ● 3 Australian Bakeries

● Technology Stack:

● MES Quality + Operations ● System Platform ● InTouch


Campbell’s Global MES Plan, Merger

Arnott’s Quality (“iPass”) Pepperidge Quality (“Cornerstone”)

● 2011, Project initiated internally ● 2013, Funding requested

● 2014, First site go-live

● 2015, First site, stack update

● 2015, 1 site live in Australia ● 2016, 2 sites live in Australia

● 2012, Project initiated internally ● 2013, Project starts in Nth America

● 2014, First site go-live

● 2015, Stack Update

● 2015, 4 sites live in Nth America ● 2016, 8 sites live in Nth America

2013/2014 Gap Analysis, then Cornerstone & iPass Projects Merge


Global Challenges, what we knew

1. Cost 2. Agility and Responsiveness 3. Localization requirements 4. Maintaining Integrity of Global Platform 5. Master Data Structural Differences 6. Perceived Functional Gaps



1. Cost 2. Agility & Responsiveness

● Travel expenses to Australia for NA SI ● Eliminate need for travel through local SI

● Multiple SIs involved in solution ● Some up-front additional costs ● Savings gained over time

● Concern from plants about a “center-led” shop floor solution ● “IT isn’t very responsive to the plants” ● Need an efficient global governance

process ● Need to adequately resource central groups ● Need local support ● Need local SI to manage local solution

extensions



3. Localization 4. Integrity of Global Platform

● Significant differences between NA and Australian automation and instrumentation ● Design ArchestrA model to allow for any

I/O required ● Put I/O objects in “local controlled” portion

of model to avoid global governance

● Concern about historical practice of “common” plant solutions diverging over time ● Define and adhere to a governance

program ● Centralized control of solution ● Well-defined integration points for local

extensions ● Common vision between Supply Chain, IT,

and Engineering



5. Master Data Structural Differences 6. Perceived Functional Gaps

● Different legacy PLM systems with different data structures

● Implemented NA corporate quality system in Australia ● ISA-95 based data model ● Create new products according to new

model ● Manage legacy products with data

transformations ● WEI provides ability to manage other

enterprise to MES data transformations

● Arnott’s corporate engineering worked with NA plants to understand how they were applying Cornerstone Quality

● Crossmuller worked with Callisto to understand the Cornerstone solution and its flexibility and configurability

● Crossmuller performed gap analysis and worked with Callisto to address ● Configuration ● New core functionality ● Eliminate local requirement


Global, Local, Design Considerations

● Solution Partitioned ● “Core”

●Solution Architecture – Wonderware components and their roles and integration strategies

●Structural Metadata – Standard ISA-95 Process Segments for product families – Enterprise Quality Data Structures – Integration to Enterprise Systems

● “Local” ●MES Model Details

– Within pre-defined process segments ●I/O Connectivity

– Including device specific communications


Global, Local, MES Model Segmentation


Global, Local, ArchestrA Model

Design Pattern ● Global

Discovery ● Local

Implementation ● Local


Global, Local, ArchestrA Object Derivations Equipment Derivation SRO Derivation


Global, Local, Implementation Considerations

●Discovery & Gap Analysis ● Local SI COE

● Feature Requests ●COE Global SI

●Model Implementation ● Local SI

●Deployment ● Local SI backed by COE

●Support ● Local SI backed by COE / Global SI


Snapshot of Solution

1. Architecture 2. Technology Stack 3. Interface


Solution, Architecture CoE Global Data Center

Site Based Production VM’s

CoE based DEV & UAT VM’s Thin Clients


Solution, Technology Stack

SAP

Workflow Forms

WW MES

WW SP

WW WEI

Workflow Engine


Solution, Process Order Interface

Process Orders

Operation

Active Orders


Solution, Sample Data Interface

Sample Data

SPC Chart

Operation


Global Challenges, what we learnt

Be prepared to discover new information during rollouts. Don’t worry, you eventually get most of it


Global Rollouts, the Balancing Act

Campbell’s

Microsoft SQL

Versions

Site Existing Learnings

Schneider

System Integrators Skills Sets

Arnotts

Microsoft Operating Systems

Wonderware Road Map

2014

2016

2012

When is the best time to upgrade ?


Global Rollouts, the Balancing Act

2014

2016

2012


Global Rollouts, the cookie cutter is possible


Identifying payback early is important

The project must communicate ROI early for ongoing management support


Cornerstone Quality has created a framework for Campbell’s

●Functionality Rollout #2: ●Cornerstone Quality adopted as MES platform for Soup & Juice

●Functionality Rollout #3: ●Cornerstone Quality expanded to WIP tracking capability

●Functionality Rollout #4: ●Cornerstone Quality expanded to manage material Validation

●Functionality Rollout #5: ●Pattern for success has been established


Lessons Learned

What Worked Well Opportunities for Improvement

● Leveraging existing trusted local relationship to drive global program

● MES and ArchestrA Model Design ● Local Needs within Global Standard

● Local application knowledge without travel costs

● Increased combined rate of delivery ● Reduced TCO for Campbell’s

● Sufficient learning curve for local SI ● Sufficient learning curve for Arnott’s IT ● Product knowledge almost important as

solution knowledge ● Delta in documentation and training

requirements for local SI as versus new Callisto resources

● Managing various players timelines


Keys To Success

●Strong Global and Local SIs ●Product and solution knowledge is critical ●Knowledge transfer from Global SI to Local SI

●Strong Global and Local Leadership ●Global MOM/MES platform has significant cost

and business benefits, but is challenging to implement

●Need a local champion ●Clear Implementation Process and

Delineation of Roles

Wonderware Conference. Schneider Electric confidential. ©2015 Schneider Electric. All Rights Reserved. All trademarks are owned by Schneider Electric Industries SAS or its affiliated companies or their respective owners.

Thank you!


Documents

Wonderware Conference. Schneider Electric confidential.global.wonderware.com/EN/SoftwareGCC15PPTs/Customer... · • Food & Beverage . ... Workflow (GUI and Business Logic) Objective: