生产管理优化解决方案展示.ppt

* I’ll introduce the identified bottlenecks by taking the example of production in an oil refinery. Please have a look at this figure. This figure is an overview of information flows and production systems in a refinery. Monthly production schedule is transferred from a head office to the refinery. The monthly schedule is split up into weekly or daily schedule at the production management section. The detailed schedule is instructed to each production section (e.g. No.1 production - CDU section, No.2 production - Reformer section, Offsite section, etc.). Each production section operates the plant based on this detailed schedule. The actual production data is gathered and calculated. The data is used for monthly production reports to the head office and for identifying the gaps between the plan and the actual results. The production management cycle should be executed quickly so as to perform flexible and reliable production. However, there is a bottleneck caused by manual procedures in fact. Typically, the production instructions are transferred by telephone/e-mail/printed materials, and the instructed set values are entered on the system manually. Similarly, the actual production data on a real-time database is sometimes calculated manually on Microsoft Excel. There is another bottleneck in plant operation. Thanks to APC (Advanced Process Control), real-time optimizer and blending property control, each plant operation has been optimized and producing the profits. However, there is room for more improvement. That is to say, each plant optimizes its operation independently. So a further improvement/profit can be provided by cooperative/integrated operations among onsite plants and offsite facilities. Integrated operation between onsite and offsite becomes one of the key elements for further profitability. * Our proposal to lead you to a plant of the future consists of two key items. Fully automated production management by vertical integration, and optimally integra