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Embracing the Connections of Automation Projects

The ECS Solutions (ECS) team works on all manner of automation projects, from small to large and from very simple to highly complex. Many of these projects have a major impact on the success of their clients but few are more satisfying than when a project’s results are a dramatic streamlining of plant operations tied in seamlessly with new or upgraded automation.

The most effective manufacturing companies enjoy a harmonious tie-in between the automation that exists, regardless of the level or magnitude, and the other systems that complete the plant operations. Standardized procedures, reduced waste & increased quality, compliance with contracts and regulations, and better employee contribution are all hallmarks of the best manufacturers, and all lead to increased profits.

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Read More | Posted In: Case Studies, Food Industry, SCADA

DVR Module for Troubleshooting and Continuous Improvement

Effective mass production manufacturing operations involve both monitoring of production processes and continual improvement. ECS Solutions, Inc (ECS) has developed an innovative, powerful tool to help their clients develop peace of mind that their products are being manufactured accurately and efficiently while providing a platform to easily improve future interactions. The Process DVR tool satisfies the modern expectation that anything that can be observed visually should be recorded and easily viewed later. When used effectively, the result is truly optimized production control where the best-trained operators deliver accurate results with the least possible waste.

Data Historian capabilities have been built into many vendors’ SCADA systems for a long time. Astute process engineers can call up trending information that illustrates the states and conditions within an automated system, the multitude of lines crisscrossing an HMI terminal in a way their trained eyes can discern. This is an excellent tool by itself, provided that an operation has personnel who are trained to read and interpret the cryptic information that is returned from a standalone Historian. ECS believed that this was conceptually sound but that a more manageable solution would help to bring wider benefits to their processing clients.

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How to Identify, Quantify, and Mitigate Risk in Industrial Operations

A key responsibility of executives and managers in manufacturing is that of risk management. This refers to the obvious risk of physical operations and staff protection, but it also includes quite a bit more: risk to contracts, availability of brands of the direct employer and those of other clients, reputation(s), regulatory, and risk to public safety and health are all increasing concerns with the operating level of a senior executive or manager.

Risk identification is a critical first step; without which, corrective actions cannot be undertaken or could possibly be misguided. Because risks evolve constantly, it is rare that they can be spelled out in a succinct and comprehensive volume. One obvious solution is to install the correct staff in the tiers immediately below the executives but that often raises questions about the specific qualifications of these employees, their tenure and familiarity with every facet of their role within that organization, and whether an overarching net has been cast to identify and compartmentalize relative risks. Further concerns arise around whether an internal team is free of groupthink and whether they possess the proper experience, qualifications, and motivations. (more…)

The Process Functional Ecosystem

Companies that operate in multi-step, multi-ingredient batch processing operations employ a combination of complex procedures, business and operational systems, and communications. The range of tools and machinery used to process a potentially vast array of ingredients and process steps are what it takes to make processors successful. Entire working cultures emerge from these operations that foster a focus and achieve positive outcomes.

The more specialized the market and operation, the lower number of people who operate within that domain. This doesn’t always allow for regular interaction with a broad spectrum of manufacturing peers, which can leave individuals and organizations feeling they are so unique that they are relatively isolated. They frequently feel little confidence that people outside their close-knit internal group can effectively understand, let alone support them. The possibility exists that they are rare, but they are not entirely unique and there are outside firms that are also closely aligned and, in fact, true peers as well.

ECS Solutions (ECS) operates upon this landscape. They have established a collective corporate consciousness that is aligned with the DNA of their core clients: batch processors. ECS is immersed in the behaviors and characteristics of these clients, and it is reflected in nearly every aspect of their operation. (more…)

Dynamic Perspective Objects with Sepasoft’s Batch Module

One of the most exciting things about Sepasoft’s Batch and Procedure module is that it enables tight integration between the process cell (as it is functionally defined) and the graphical interface (how it is presented to the user). By using the various tools in the Ignition toolbox (creative scripting, querying, and binding), it is possible to create dynamic views that represent the ISA-88 objects of a process cell. As the process cell definition changes (new units, new phases, etc) these dynamic objects automatically update as needed. This allows for less development time, a consistent user experience, and a lower maintenance control system. (more…)

ECS Eliminates Bottlenecks with Flexible Packaging Solution

Industrial systems are generally designed with a perfect balance between product manufacturing and packaging output. Changes to output requirements, product makeup, or packaging requirements frequently create imbalances known as process bottlenecks. The job of process and industrial engineers is to identify the slow points within the complete process and develop solutions to eliminate obstructions. Today’s solutions to a slow point in the middle of the line, for example, solve not only the current issue, but often highlight the next weakest link in the manufacturing chain and the process then repeats.

This situation is particularly prevalent in large-scale food manufacturing where systems designed to create one product are frequently adapted for future needs. Simple changes to ingredient makeup or quantities can upset the balance within processing systems or require the insertion of process steps that are outside of the equipment’s original intent. Perhaps just as frequent are changes in packaging that mandate the addition of new primary or secondary packaging machines to be used in conjunction with or instead of a line’s original machinery. All of these are good problems to have in that they indicate a flexible level of operation, and they create opportunities for manufacturers to support more customers with more products. (more…)

Surviving the Great Resignation

A rapidly decreasing number of technical personnel are available who can install and maintain the higher-end equipment used in manufacturing today. “The great resignation and/or retirement” movement, along with changes associated with the recent pandemic landscape, has sent many highly qualified workers to the exits in search of new and often altogether different opportunities. The stage has been set for decades with the wave of baby boomer retirements churning towards manufacturers. Parallel to this has been the increased reliance on high-tech manufacturing machines and processes. These two situations pair well with the idea of future-proofing low-to-mid complexity manufacturing but, in an interesting juxtaposition, amplify the core problem. (more…)

Batch Forensics: Class-based Unit Coordination Utilizing Link Groups

Take advantage of product functionality to coordinate activities between units.

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Case Study: Process Lines to WIP Bins

The plant of a large, packaged food manufacturer contains multiple processing lines and a series of transfer lines to move the finished products into storage bins. Presently there are six process lines in operation but only four transfer lines, which limits the transfer from processing to storage. For example, if all four processing lines are running different products, it is impossible with the existing shared-transfer arrangement to simultaneously transfer all the products to the storage bins. The addition of two new transfer lines would establish one transfer line per process line, increasing flexibility in routing and ultimately increasing production capacity.

ECS undertook the project to install two new transfer lines, this project being carried out in three phases. Phase 1 added a transfer line dedicated to Process Line 5, Phase 2 added a transfer line dedicated to Process Line 6, and Phase 3 removed the shared functionality of the existing Process Lines and Transfer Lines 1-5. The installation of the new transfer lines included adding new conveyors, elevators, sifters, weigh scales, and slide gates for routing.

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Read More | Posted In: Case Studies, Food Industry

Case Study: Taking the Bottleneck out of the Packaging Line

With continually increasing demand, a large, packaged food manufacturer sought to increase the capacity on their 15 packaging lines. Already producing 24/7, the packaging lines were restricted at the back end with palletizing and stretch wrapping. The existing configuration in the plant had four stretch wrappers and four palletizers being shared by the packaging lines and the company wanted a dedicated stretch wrapper and palletizer for each packaging line. Material handling conveyors would be installed to move the product from the packaging lines, through the palletizers and stretch wrappers, and to common offloading areas.

ECS was requested to provide controls on the entire system as well as establishing communications with the stretch wrappers and the palletizers. The bulk of the work was the transfer of the pallets either down the line or into the line and onto two different areas where they could be picked up by fork trucks. The project was implemented in phases to limit any interference with production. The entire project required 73 conveyor sections, as well as turntables, driven by an Allen-Bradley ArmorStart VFD (variable frequency drive). In total there were 84 ArmorStart VFDs.

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