Selection and decision-making criteria for a Distributed Control Systems in the process industry

Instructions

To partial fulfilment of the requirements for the degree of Master of Business Administration in Information Management at the Newport Business Academy and Newport International University, I (Willem Hazenberg) decided to work out a research proposal with the title:
�Selection and decision-making criteria for a Distributed Control Systems in the process industry�.

The project framework
For the control of the chemical processes in the process industry Distributed Control systems (DCS) are applied. These systems are the heart- and nerve system within these factories. The choice of DCS for a concern is a matter of strategic importance.
High demands are made to the availability of a DCS and if the concern made a choice, she is committed to it for a lengthy time. Replacing a DCS is a very valuable matter because of the arisen production loss at a reconstruction for example. The service costs of a DCS could be a multiple amount of the initial investment during the life span.
The process industry in the world for approximately spends 45.8 billion dollar per year at the top 50 suppliers on process control systems (included DCS).

Study

Define the core selection criteria and their priorities for the purchase of a Distributed Control system (DCS) in the chemical industry and a design a decision-making model so that the decision-making for new systems more balanced more consequent and faster can be carried out.
The goals of this research is
The improvement of model-based consideration concerning a selection of a new distributed control system (DCS), by making an analysis of selected criteria within the �Process� industry to choose a DCS and to establish an investment/ selection model with these insights/ ideas.
So that future investment can be bought faster and the decision-making will be more transparent.
The areas of the study
� What is the business case of your investment in a new DCS system?
� What is the reason for this investment (migration, replacement or a new installation) and what are consequences of the choice of system?
� Which DCS supplier knows the person who is concerned in the company purchase of a new system?
� What decides whether the DCS supplier comes on the Big List for further evaluation?
� What decides whether the DCS supplier comes on the Short List for further evaluation?
� Which staff functions are involved in the selection?
� At which components do these people pay attention and which priority do they give to the different components?
� Is there a difference between the ideas of DCS suppliers and users concerning these criteria?

Your response is accumulated with others to chart the results and identify best practices. Only aggregated information is published.

People who did give input to this survey can receive free of charge the results.

Please provide the following (*required)

First Name

Last Name

Title

Company

City

Email*

Country*

Survey filled in by information en feedback

1.	Do you work for a central organization?

	YES
	NO

2.	What is your primary JOB title?

	Control engineer
	System engineer
	Chief Finance Officer (CFO)
	Chief Information Officer (CIO)
	Operator
	Quality control department manager
	Shift leader
	Technology department
	Training officer
	Consultant from Head Quarter
	Plant owner
	Engineers firm
	Maintenance supervisor
	Maintenance manager
	IT department manager
	Maintenance technician
	Process Automation manager
	Project manager
	Purchasing manager
	DCS vendor Account manager
	DCS Vendor Marketing or Sales
	DCS vendor Vice President
	DCS Vendor Consultant
	DCS Product manager
	System Integrator Manager
	System Integrator consultant
	System Integrator engineer
	Solution provider
	Other:

3.	Are you involved in the selection process for a DCS system?

	YES (Skip to Q. 5)
	NO (Skip to Q. 4)

4.	If not can you give me contact name in your organization?

5.	Do you want to receive to outcomes of this study?

	YES (Skip to Q. 6)
	NO (Skip to Q. 9)

6.	If you want to receive to outcomes of this study What is the Postal Address?

7.	What is your organization relation to DCS

	DCS end user (Skip to Q. 9)
	DCS supplier (Skip to Q. 8)
	system Integrator (Skip to Q. 10)
	Engineering's Company (Skip to Q. 10)
	Press (Skip to Q. 10)
	Supplier to DCS supplier (Skip to Q. 10)
	Other (Skip to Q. 10)

8.	I work for this DCS supplier

	ABB
	Emerson
	GE
	Honeywell
	Invensys
	Metso
	RTP Corporation
	Siemens
	Yokogawa

9.	I work in the Industry segment (end user):

	Bulk Chemicals
	Cement & Glass
	Consumer goods
	Fine Chemicals
	Food en Beverage
	Oil & gas exploration
	Oil & gas refining
	Pharmaceutical & Cosmetics
	Electric Power (Generation, T&D)
	Pulp & Paper industry
	Refining & Hydrocarbon Processing
	Water treatment
	Engineering
	Other Industry:

Project type:

10.	What was the project type and reason that you did the last DCS project?

	Migration
	Extension
	Replacement
	Green field project

11.	Project DCS size

	Small (1-2 workstations, 1-2 controllers, Analog I/O points 0-599, digital I/O points 0-299)
	Medium (3-8 workstations, 3-8 controllers, Analog I/O points 600-1499, digital I/O points 300-799)
	Large(> 8 workstations, > 8 controllers, Analog I/O points 1500+, digital I/O points 800+)

Involved people in the selection process

Which people in your company are involved in the selection process of a DCS, and what is there influence on the selection (Not /Minor/Major/Veto).

Not

Minor

Major

Veto

12.	Control engineer involved by big list

13.	Control engineer involved by shortlist

14.	Control engineer involved by final selection

15.	Chief Finance Officer (CFO) involved by big list

16.	Chief Finance Officer (CFO) involved by short list

17.	Chief Finance Officer (CFO) involved by final selection

18.	Chief Information Officer (CIO) involved by big list

19.	Chief Information Officer (CIO) involved by short list

20.	Chief Information Officer (CIO) involved by final selection

21.	Operator involved by big list

22.	Operator involved by short list

23.	Operator involved by final selection

24.	Quality control department involved by big list

25.	Quality control department involved by short list

26.	Quality control department involved by final selection

27.	Shift leader involved by big list

28.	Shift leader involved by short list

29.	Shift leader involved by final selection

30.	Technology department (chemicals) involved by big list

31.	Technology department (chemicals) involved by short list

32.	Technology department (chemicals) involved by final selection

33.	purchasing manager involved by big list

34.	purchasing manager involved by short list

35.	purchasing manager involved by final list

36.	Training officer involved by big list

37.	Training officer involved by short list

38.	Training officer involved by final selection

39.	Consultant from Head Quarter involved by big list

40.	Consultant from Head Quarter involved by short list

41.	Consultant from Head Quarter involved by final selection

42.	Plant owner involved by big list

43.	Plant owner involved by short list

44.	Plant owner involved by final selection

45.	Plant manager involved by big list

46.	Plant manager involved by short list

47.	Plant manager involved by final list

48.	Engineers firm involved by big list

49.	Engineers firm involved by short list

50.	Engineers firm involved by final selection

51.	Solution provider involved by big list

52.	Solution provider involved by short list

53.	Solution provider involved by final selection

54.	EPC involved by big list

55.	EPC involved by short list

56.	EPC involved by final selection

57.	Maintenance manager involved by big list

58.	Maintenance manager involved by short list

59.	Maintenance manager involved by final selection

60.	IT department involved by big list

61.	IT department involved by short list

62.	IT department involved by final selection

63.	Maintenance technician involved by big list

64.	Maintenance technician involved by short list

65.	Maintenance technician involved by final selection

66.	Project manager involved by big list

67.	Project manager involved by short list

68.	Project manager involved by final list

69.	Others involved by big list

70.	Others involved by short list

71.	Others involved by final selection

Overall supplier evaluation distribution Max. 100%

Please distribute up to 100 points (total sum should be 100%)

72.	Business Case importance in % of total evaluation

	0%
	1%
	2%
	3%
	4%
	5%
	6%
	7%
	8%
	10%
	12%
	15%
	20%
	25%

73.	Functionality ----Seamless integration between all control functions .Integrated support. Industry-specific application templates and industry process flows. importance in % of total evaluation

	0%
	1%
	2%
	3%
	4%
	5%
	7%
	9%
	10%
	12%
	15%
	20%
	25%

74.	Technology --- Easy to use, simple to maintain. Effective user interface. Easy to integrate.. importance in % of total evaluation

	0%
	1%
	2%
	3%
	4%
	5%
	7%
	8%
	9%
	10%
	12%
	15%
	20%
	25%

75.	Interoperability --- To other systems outside the DCS. importance in % of total evaluation

	0%
	1%
	2%
	3%
	4%
	5%
	7%
	8%
	10%
	12%
	15%
	20%
	25%

76.	Implementation process --- Quick implementation focus. The user should choose a DCS vendor that uses experienced engineers, consultants, project management and a proven method to ensure quick implementation. importance in % of total evaluation

	0%
	1%
	2%
	3%
	4%
	5%
	7%
	10%
	12%
	15%
	20%
	25%

77.

Service and Support --- Post-purchase support. Users should favour vendors that provide superior post-purchase user services such as responsive phone support, quality documentation (online and printed), online user-group discussions and web sites with diagnostic applications. Low-hassle life cycle management. Users should choose vendors with a track record of providing timely, easy-to-install upgrades with reasonable additions of new functionality and few �bugs. importance in % of total evaluation

	0%
	1%
	2%
	3%
	4%
	5%
	7%
	9%
	10%
	12%
	15%
	20%
	25%

78.	Training --- Vendor training given to operators, maintenance and engineers. importance in % of total evaluation

	0%
	1%
	2%
	3%
	4%
	5%
	7%
	8%
	10%
	12%
	15%
	20%
	25%

79.	Documentation --- All standard and custom documentation (paper and Online) of the project and it interconnections. importance in % of total evaluation

	0%
	1%
	2%
	3%
	4%
	5%
	6%
	7%
	8%
	10%
	12%
	15%
	20%
	25%

80.	Viability --- Strategy, Strong financial's, marketing and good management. Vendors that rate high in viability have plenty of cash to spend on R&D and sales and marketing. Rapid growth. importance in % of total evaluation

	0%
	1%
	2%
	3%
	4%
	5%
	6%
	7%
	10%
	12%
	15%
	20%
	25%

81.

Vision --- Future market focus .To be truly visionary, a vendor has to tie together all the characteristics of the industry needs. The vendor evaluations model and integrate the criteria into an achievable, cohesive, targeted and focused business plan with a palatable message. importance in % of total evaluation.

	0%
	1%
	2%
	3%
	4%
	5%
	7%
	8%
	10%
	12%
	15%
	20%
	25%

82.

Initial cost --- Initial costs include customization and consulting, education and training, managing the implementation of the product into the business, hardware, networking, communications and software (comprising the application package, database, systems software, network management and other software needed to run the product). Users also need to gain an appreciation for the process changes that must occur up front to make the system work.. importance in % of total evaluation.

	0%
	1%
	2%
	3%
	4%
	5%
	6%
	7%
	10%
	12%
	15%
	20%
	25%

83.	Ongoing Costs: Ongoing Cost include custom enhancements, education and training, maintenance Payments, Services and upgrades.

	0%
	1%
	2%
	3%
	4%
	5%
	7%
	8%
	9%
	10%
	12%
	15%
	20%
	25%

84.	Barrier to Exit cost --- Barrier to Exit cost or switching cost, to a new technology after that the lifetime of this project and product. importance in % of total evaluation.

	0%
	1%
	2%
	3%
	4%
	5%
	7%
	10%
	12%
	15%
	20%
	25%

85.	User experience --- Have many excellent user references. importance in % of total evaluation.

	0%
	1%
	2%
	3%
	4%
	5%
	6%
	7%
	8%
	10%
	12%
	15%
	20%
	25%

Overall supplier evaluation

Which item in your vendor evaluation is most important at big list short list or final list

Big list

Short list

Final list

86.	Business Case -- Vendor guarantees that proposed solution will give the needed results for the business case. This is most important at?

87.	Functionality -- Seamless integration between all control functions .Integrated support. Industry-specific application templates and industry process flows. this is most important at?

88.	Technology -- Easy to use, simple to maintain. Effective user interface. Easy to integrate.. this is most important at?

89.	Interoperability -To other systems outside the DCS. this is most important at?

90.	Implementation process --Quick implementation focus. The user should choose a DCS vendor that uses experienced engineers, consultants, project management and a proven method to ensure quick implementation. this is most important at?

91.

Service and Support ---Post-purchase support. Users should favor vendors that provide superior post-purchase user services such as responsive phone support, quality documentation (online and printed), online user-group discussions and web sites with diagnostic applications. Low-hassle life cycle management. Users should choose vendors with a track record of providing timely, easy-to-install upgrades with reasonable additions of new functionality and few �bugs.. this is most important at?

92.	Training --Vendor training given to operators, maintenance and engineers. this is most important at?

93.	Documentation -- All standard and custom documentation (paper and Online) of the project and it interconnections. this is most important at?

94.	Viability -- Strategy, Strong financial's, marketing and good management. Vendors that rate high in viability have plenty of cash to spend on R&D and sales and marketing. Rapid growth. this is most important at?

95.

Vision -- Future market focus. To be truly visionary, a vendor has to tie together all the characteristics of the industry needs. The vendor evaluations model and integrate the criteria into an achievable, cohesive, targeted and focused business plan with a palatable message. this is most important at?

96.

Initial cost -- Initial costs include customization and consulting, education and training, managing the implementation of the product into the business, hardware, networking, communications and software (comprising the application package, database, systems software, network management and other software needed to run the product). Users also need to gain an appreciation for the process changes that must occur up front to make the system work. this is most important at?

97.	Ongoing costs -- Ongoing costs include custom enhancements, education and training, maintenance payments, services and upgrades. this is most important at?

98.	Barrier to Exit cost -- Barrier to Exit cost or switching cost, to a new technology after that the lifetime of this project and product. this is most important at?

99.	User experience -- Have many excellent user references. this is most important at?

COST - investment priorities

What cost evaluation -situation described the best your business decision for a new DCS system? Select a priority 1 = first choice and 8 is last choice. Please selection every options only one's.

1 priority

8 last choice

100.	Purchase cost --- The price that the Company has to pay to the vendor.

101.

102.	Ongoing costs --- Ongoing costs include custom enhancements, education and training, maintenance payments, services and upgrades.

103.

Initial cost and ongoing costs for a period of 1 years --- Initial costs include customization and consulting, education and training, managing the implementation of the product into the business, hardware, networking, communications and software (comprising the application package, database, systems software, network management and other software needed to run the product). Users also need to gain an appreciation for the process changes that must occur up front to make the system work and the ongoing costs include custom enhancements, education and training, maintenance payments, services and upgrades for one year.

104.	Initial cost and ongoing costs for a period of 3 years --- See above for tree years.

105.	Initial cost and ongoing costs for a period of 5 years --- See above for five years.

106.	Initial cost and ongoing costs for a period more then 5 years --- See above for more then five years.

107.

Exit cost or switching cost --- Exit cost or switching cost are the cost that the company has to make when it switch to a newer technology. Functionality is possible locked into proprietary file formats, proprietary applications and a propriety programming environment, all of which create big barriers to exit.

Customer Value Propositions

108.	What is the best profile for your needs for a DCS supplier?

	Product Superiority (Best Product)
	Best Product at best Time/cost
	Best time/cost (Operational Efficiency)
	Best Time/cost plus High Touch
	Best High Touch (Customer Intimacy)
	High Touch and best product

Business case reason

Business information to the plant floor

Could not maintain old system

Create a more cost-effective process

Efficient workflow

Higher production

Improve loop control

Improve reporting

Increase real-time decision making

Increasing information for the workforce

Larger production mix

More people thinking in the big picture

Need for a ease to use system

Reduce complains of customers

Reduce workforce

Regulatory requirements

Removal of manual processes

Removal of redundant processes

Replace obsolete systems

Use of advanced control algorithms

Improved product Yield

Improvement of product Quality

Improved Use of Raw Materials

Reduction in Equipment Maintenance

Improved Automation

Improve accounting data

Improve engineering data

Increase in process knowledge

Automatic Start-up and shutdown routines

109.	Business case reason for big list selection

110.	Business case reason for short list selection

111.	Business case reason for final selection

Importance for business case

1 Not important at all - No interest and no need

2 Not very important - Nice to have if easy to implement

3 Somewhat important - Nice to have

4 Important - Should have

5 Very important - Must have

6 Extreme important - Must have (knock-out criteria)

Don't know

No opinion

Abstain, No interest and no objection

112.	Importance of business information to the plant floor

113.	Importance of Could not maintain old system

114.	Importance of create a more cost-effective process

115.	Importance of Efficient workflow

116.	Importance of Higher production

117.	Importance of improve loop control

118.	Importance of Improve reporting

119.	Importance of increase real-time decision making

120.	Importance of increasing information for the workforce

121.	Importance of larger production mix

122.	Importance of more people thinking in the big picture

123.	Importance of need for a ease to use system

124.	Importance of reduce complains of customers

125.	Importance of reduce workforce

126.	Importance of regulatory requirements

127.	Importance of removal of manual processes

128.	Importance of removal of redundant processes

129.	Importance of replace obsolete systems

130.	Importance of use of advanced control algorithms

131.	Importance of improved product Yield

132.	Importance of improvement of product Quality

133.	Importance of improved use of Raw Materials

134.	Importance of reduction in Equipment Maintenance

135.	Importance of improved Automation

136.	Importance of improve accounting data

137.	Importance of improved engineering data

138.	Importance of increase in process knowledge

139.	Importance of automatic start-up and shutdown routines

Technology

140.	Is your company a trendsetter or more a follower?

	Trendsetter, new technology
	Industry follower, proven technology

141.	When you buy hardware or software for a DCS system you will buy it at:

	We would like to be a beta test site
	After the first release of the product
	After one year of the first release of the product
	Later

Decision making techniques in the selection process

142.

Pareto analysis is a very simple technique that helps you to choose the most effective changes to make. It uses the Pareto principle - the idea that by doing 20% of work you can generate 80% of the advantage of doing the entire job. Pareto analysis is a formal technique for finding the changes that will give the biggest benefits. It is useful where many possible courses of action are competing for your attention.

	(Select all that apply.)
	I don't know this
	I know this
	I Use this

143.

Paired Comparison Analysis helps you to work out the importance of a number of options relative to each other. It is particularly useful where you do not have objective data to base this on. This makes it easy to choose the most important problem to solve, or select the solution that will give you the greatest advantage. Paired Comparison Analysis helps you to set priorities where there are conflicting demands on your resources.

	(Select all that apply.)
	I Don't know this
	I Know This
	I Use This

144.

Grid Analysis (also known as Decision Matrix analysis or Pugh Matrix analysis) is a useful technique to use for making a decision. Decision matrices are most effective where you have a number of good alternatives and many factors to take into account. The first step is to list your options and then the factors that are important for making the decision. Lay these out in a table, with options as the row labels, and factors as the column headings. Next work out the relative importance of the factors in your decision. Show these as numbers. We will use these to weight your preferences by the importance of the factor. These values may be obvious.

	(Select all that apply.)
	I Don't know this
	I Know This
	I Use This

145.

Cost/Benefit Analysis is a relatively simple and widely used technique for deciding whether to make a change. As its name suggests, to use the technique simply add up the value of the benefits of a course of action, and subtract the costs associated with it.Costs are either one-off, or may be ongoing. Benefits are most often received over time. We build this effect of time into our analysis by calculating a payback period. This is the time it takes for the benefits of a change to repay its costs

	(Select all that apply.)
	I Don't know this
	I Know this
	I Use this

146.

Decision Trees are excellent tools for helping you to choose between several courses of action. They provide a highly effective structure within which you can lay out options and investigate the possible outcomes of choosing those options. They also help you to form a balanced picture of the risks and rewards associated with each possible course of action. You start a Decision Tree with a decision that you need to make. Draw a small square to represent this towards the left of a large piece of paper. From this box draw out lines towards the right for each possible solution, and write that solution along the line. Keep the lines apart as far as possible so that you can expand your thoughts

	(Select all that apply.)
	I Don't know this
	I Know This
	I Use This

147.

PMI stands for 'Plus/Minus/Implications'. It is a valuable improvement to the 'weighing pros and cons' technique used for centuries. PMI is an important Decision Making tool: the mind tools used so far in this section have focused on selecting a course of action from a range of options. Before you move straight to action on this course of action, it is important to check that it is going to improve the situation (it may actually be best to do nothing!) PMI is a useful tool for doing this.

	(Select all that apply.)
	I Don't know this
	I Know This
	I Use This

148.	Force Field Analysis is a useful technique for looking at all the forces for and against a decision. In effect, it is a specialized method of weighing pros and cons. By carrying out the analysis you can plan to strengthen the forces supporting a decision, and reduce the impact of opposition to it.

	(Select all that apply.)
	I Don't know this
	I Know This
	I Use This

149.	'Six Thinking Hats' is an important and powerful technique. It is used to look at decisions from a number of important perspectives. This forces you to move outside your habitual thinking style, and helps you to get a more rounded view of a situation

	(Select all that apply.)
	I Don't know this
	I Know This
	I Use This

150.	Do you use a other tool? Please specify.

Know DCS suppliers

Please mark the field of the company�s when you think about DCS suppliers product

I know this company�s product

I would select this company for a big list

I would select this company for a shortlist

We bought a control system from this company

151.	ABB Symphony (Harmony And Melody))

152.	ABB Contronic

153.	ABB Master Mod 300

154.	ABB FreeLance 2000

155.	ABB Advant (MV, AC, OS)

156.	ABB Proctonic

157.	ABB Operate IT

158.	ABB Produce IT

159.	ABB INFI 90

160.	ABB INFI-RTU

161.	ABB DCI system Six

162.	ABB Satt-line

163.	ABB Sattgraf

164.	ABB Satt-con

165.	Alstrom -lspa P320

166.	Emerson - Ovation

167.	Emerson (Fisher Rosemount) - RS3

168.	Emerson (Fisher Rosemount) - Provox

169.	Emerson (Fisher Rosemount) - WDPF 2

170.	Emerson Process Management -DeltaV

171.	Fuji - MICREX-NX

172.	GE - Mark VI

173.	Hollysys- Hollias

174.	Honeywell - Experion PKS

175.	Honeywell - TPS

176.	Honeywell - Plantscape

177.	Honeywell - TDC 3000

178.	Honeywell - TDC 2000

179.	Honeywell - SMS

180.	Invensys - A2 System

181.	Invensys (Foxboro) - IA Series

182.	Invensys (Foxboro) - Spectrum

183.	Metso - Metso DNA

184.	Metso - Max DNA

185.	Metso - Damatic

186.	Metso - MAX

187.	Metso - Valmet XD

188.	Metso- Valmet Classic

189.	Mitsubishi- Diasys Netmation

190.	Rockwell Automation - Process Logix

191.	RTP Corporation -2300/2500

192.	Siemens - PCS-7

193.	Siemens- Teleperm

194.	Siemens - S5

195.	Siemens- S7

196.	Siemens - Win CC

197.	Supcon - ECS-100

198.	Supcon - JX-300X DCS

199.	Toshiba - TOSDIC CIE DS

200.	Yamataka - A-MC

201.	Yokogawa - Centum

202.	Yokogawa - CS

203.	Yokogawa - Stardom

Remarks and tips for the researcher

204.	Do you have any remarks and tips for the researcher

	(Provide up to three responses.)

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