In the last post I mentioned that you probably had lots of data that you might not even know about all over the place just waiting to be collected and put into your historian. I suggested that if you collected that data you could put the data to work and would probably find out that the data was actually very valuable and quite worth it to have collected. In this post, I’d like to suggest another idea to get more out of your historian.
Management of change (MOC) can apply to nearly anything from organizations to projects to IT infrastructure. But does it apply to plant control systems? Considering that control systems need to change over time - process optimization drives changes in control logic and software updates occur on at least a monthly basis – the answer is: MOC is essential for plant control systems.
Here are the final suggestions to get the most out of a leadership role by creating an enjoyable and productive experience for you and your team.
I’ve said this before- any system, be it MES or MOM or even ERP, if it’s going to be considered successful it has to meet the needs of the organization. It has to actually bring value to the company and do something that the company needs doing and is valuable to the company.
They say that some are born to lead, but to paraphrase Mr. Orwell’s wonderful line from Animal Farm, “Some leaders are more born than others.” Here are some suggestions of things you can do should you find yourself in a project or team leadership position that will make the experience an enjoyable one for you and your team.
You probably already have a data historian of some kind. And, if you don’t, get one! The data historian collects some data and probably gives you some reports and what not and that’s probably about it. It works pretty well. No one ever thinks about it. It just does its job and not much else.
"Reports that say that something hasn't happened are always interesting to me, because as we know, there are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns -- the ones we don't know we don't know."
Over the range of projects we work on, we find ourselves constantly shifting focus from very distant overhead views to the minutest details. For the most part, we tend to relate the big picture information effects to big picture decisions. After all, little detail oriented decisions really only affect a component level change. While we certainly do not hold these guidelines to be law, these concepts oftentimes cloud our judgment and narrow our view of root cause options. Sometimes something small can have a big picture effect.