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Implementation Strategy for an EBR-Solution

Johnsson, Charlotta LU (2009) ISA Expo 2009
Abstract
During the last decades, the level of automation has constantly increased in all types of manufacturing processes; discrete, continuous and batch. In addition to already existing automation systems, new and/or updated ones are being introduced at many production sites, e.g., various types of MES-systems. Today, the companies’ challenge is no longer to find the relevant automation/MES system, but rather to coordinate and synchronize all the various systems that they have.



This was exactly the challenge that a pharmaceutical company was facing. The company wanted to introduce yet another automation/MES system, in this case an EBR-system (Electronic Batch Record system). Within their production site, there were several... (More)
During the last decades, the level of automation has constantly increased in all types of manufacturing processes; discrete, continuous and batch. In addition to already existing automation systems, new and/or updated ones are being introduced at many production sites, e.g., various types of MES-systems. Today, the companies’ challenge is no longer to find the relevant automation/MES system, but rather to coordinate and synchronize all the various systems that they have.



This was exactly the challenge that a pharmaceutical company was facing. The company wanted to introduce yet another automation/MES system, in this case an EBR-system (Electronic Batch Record system). Within their production site, there were several areas and process cells. Each process cell had a different set of automation and MES systems already in use, some older and some newer ones, implying that the integration effort was going to vary between the process cells. Each process cell also produced its own set of products with different volumes and volume trends, and the standard of units in the various process cells were very different.



The company was seeking an implementation strategy indicating the realtive order among the process cells for introducing the EBR system, i.e., which process cell is most suitable for an EBR-introduction?

Four selection criterias were used; product criteria, equipement criteria, economic criteria and risk criteria. By evalutaing these four criterias a suitable implementation strategy could be found. This paper presents the implementation strategy and the selection criterias along with some metrics for evaluating the benefits and/or detriments of the implementation . The complete work was performed as a master thesis project during a time period of 20 weeks, and under supervision of representatives from the company and from the university. (Less)
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Contribution to conference
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1 pages
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ISA Expo 2009
language
English
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yes
id
c3b7e3ba-fcd5-458f-968a-a99f6bb8f00a (old id 7761224)
date added to LUP
2015-08-19 09:37:07
date last changed
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@misc{c3b7e3ba-fcd5-458f-968a-a99f6bb8f00a,
  abstract     = {During the last decades, the level of automation has constantly increased in all types of manufacturing processes; discrete, continuous and batch. In addition to already existing automation systems, new and/or updated ones are being introduced at many production sites, e.g., various types of MES-systems. Today, the companies’ challenge is no longer to find the relevant automation/MES system, but rather to coordinate and synchronize all the various systems that they have. <br/><br>
<br/><br>
This was exactly the challenge that a pharmaceutical company was facing. The company wanted to introduce yet another automation/MES system, in this case an EBR-system (Electronic Batch Record system). Within their production site, there were several areas and process cells. Each process cell had a different set of automation and MES systems already in use, some older and some newer ones, implying that the integration effort was going to vary between the process cells. Each process cell also produced its own set of products with different volumes and volume trends, and the standard of units in the various process cells were very different. <br/><br>
<br/><br>
The company was seeking an implementation strategy indicating the realtive order among the process cells for introducing the EBR system, i.e., which process cell is most suitable for an EBR-introduction? <br/><br>
Four selection criterias were used; product criteria, equipement criteria, economic criteria and risk criteria. By evalutaing these four criterias a suitable implementation strategy could be found. This paper presents the implementation strategy and the selection criterias along with some metrics for evaluating the benefits and/or detriments of the implementation . The complete work was performed as a master thesis project during a time period of 20 weeks, and under supervision of representatives from the company and from the university.},
  author       = {Johnsson, Charlotta},
  language     = {eng},
  pages        = {1},
  title        = {Implementation Strategy for an EBR-Solution},
  year         = {2009},
}