Optimize next-level automation installations, 2024 and beyond, Part 2: Automation bottlenecks, challenges

Automation insights

• In a January 11, 2024, webcast, “Automation: Optimize next-level automation installations, 2024 and beyond,” Michael DeBoer, director of automation at Interstates, Eric Smith, President at APCO, and Scott Richards, senior project manager at Polytron discussed automation needs and opportunities, as well as providing best practice for implementation.
• In Part 2, Smith discusses common bottlenecks that can be solved by automation.

In the pursuit of enhanced operational efficiency and productivity within industrial facilities, the push towards greater automation is increasingly evident. The question then arises: where does one commence this complex journey? The identification of bottlenecks presents a fundamental starting point, suggesting that the integration of advanced sensors, logic devices, actuators and analytics, coupled with enhanced visibility, could significantly aid in making more informed decisions. The dilemma extends to whether the focus should be on upgrading existing systems or the procurement of entirely new ones. Furthermore, it is crucial to remain cognizant of the latest standards and regulatory requirements that govern such technological advancements.

In a January 11 Control Engineering webcast, “Automation: Optimize next-level automation installations, 2024 and beyond,” award-winning system integration shared their advice on advancing to the next level of automation applications. The featured webcast instructors were:

• Michael DeBoer, direction of automation at Interstates

• Eric Smith, President at APCO

• Scott Richards, senior product manager at Polytron.

The transcript of their presentation has been provided with minor edits and adaptations.

Introduction to bottleneck resolution and automation opportunities

Eric Smith: My focus today will be on addressing bottlenecks and how automation can play a crucial role in both resolving these issues and identifying opportunities for upgrades or new installations.

Understanding bottlenecks

A bottleneck is a stage in a process chain where limited capacity reduces the overall chain’s capacity. Another way to view a bottleneck is as a specific process part where demand exceeds the supply capability. Although bottlenecks may initially seem like a negative aspect, they represent significant opportunities from both a consultant’s and a process owner’s perspective. The investment already made in establishing the process or equipment means that resolving the bottleneck can often be achieved at a fraction of the initial setup cost, providing a valuable opportunity for improvement.

Identifying and resolving bottlenecks: Opportunities for enhanced production

The identification and resolution of bottlenecks offer an exciting opportunity to enhance production capacity within existing operations. While it may not always be the case, addressing bottlenecks is frequently more feasible and cost-effective than investing in new facilities or production lines. This approach not only presents an opportunity for increased production but also has the potential to yield significant savings by reducing storage costs and working capital requirements. Beyond the tangible financial benefits, resolving bottlenecks can also improve morale among staff, highlighting the intangible advantages of such initiatives.

Engaging with facility personnel for bottleneck identification

The process of identifying bottlenecks begins with engaging those most familiar with the day-to-day operations of the facility, including operators, engineers, and management. Conducting interviews with these individuals can provide valuable insights into potential issues within the production process. Operators, in particular, offer a unique perspective due to their constant interaction with the process, often possessing a deep understanding of its intricacies. Recognizing the value of these insights emphasizes the importance of considering the perspectives of those directly involved in the operation.

Utilizing process flow diagrams for analysis

Another effective method for identifying bottlenecks involves analyzing the facility’s process flow diagrams (PFDs). These diagrams, which outline the key units or areas of a process along with expected unit flows and material balances, serve as a simplified version of more complex piping and instrumentation diagrams (P&IDs). By comparing actual production data with the information depicted in the PFDs, discrepancies can be identified, revealing areas where the process may not be operating as designed. This analysis can serve as a preliminary guide to pinpointing bottlenecks, which can then be further validated through discussions with engineering and operations teams to ensure the findings align with their experiences and expectations.

Four additional indicators of bottlenecks

Bottlenecks may not always be immediately apparent and can require a deeper investigation to identify. Several indicators can signal the presence of a bottleneck, including:

• Capacity utilization: Running at or near full capacity can suggest that a particular unit or area is a bottleneck.

• Accumulation: The buildup of products at a specific point in the process may indicate a bottleneck, particularly if the accumulation causes periodic shutdowns or backups. It’s important to note that the bottleneck could be downstream from the point of accumulation, affecting the efficiency of preceding units.

• Storage requirements: An increased need for storage of intermediate products could signal a bottleneck downstream, impacting the overall flow of the process.

• Volatility: Fluctuations in process performance can also hint at underlying bottleneck issues that need to be addressed.

By taking a comprehensive approach to bottleneck identification, encompassing both quantitative analysis and qualitative insights from personnel, facilities can uncover opportunities to optimize production, reduce costs, and improve operational efficiency.

Enhancing production through control and stability

In continuous process industries such as refineries and chemical plants, reducing volatility within the production process is key to increasing throughput. This volatility, often evidenced by fluctuations in production levels, can be addressed through improved process control. Techniques such as tuning proportional, integral and derivative (PID) loops more effectively or integrating feedforward components can stabilize production, allowing for an increase in average production rates. This approach to controlling volatility is not only effective but also cost-efficient, showcasing the significant impact that refined process control can have on production capacity.

Identifying bottlenecks through operational data

Operational data provides crucial insights into potential bottlenecks within the production process. Signs of saturation, such as valves operating at full capacity or conveyors running at maximum throughput, indicate areas where bottlenecks may be present. Similarly, frequent downtime in specific process areas can signal either the cause of a bottleneck or a symptom of another issue within the process chain. These indicators help pinpoint areas for further investigation and potential optimization.

Understanding limiting factors

Various factors can limit a process’s ability to meet demand, from labor constraints to physical space limitations. Labor shortages or the lack of adequate training may restrict process expansion, while insufficient square footage can prevent the scaling of operations necessary for packaging and handling products. Equipment and process design limitations, such as inadequate pipe sizes or valve capacities, directly impact throughput capabilities. Additionally, quality control processes can become bottlenecks if they cannot keep pace with production, affecting the ability to maintain or verify product quality. Supply chain issues and the availability of raw materials also pose significant challenges, while process control inefficiencies highlight the need for a harmonized control system. Optimizing control systems can not only improve process efficiency but also free up resources to focus on strategic improvements and operational growth.

Decision-making in bottleneck resolution

Once bottlenecks are identified, determining the best course of action involves assessing the financial impact of the limitations. Understanding the demand for the product and the potential revenue from increased production is crucial. Comparing the profitability against the cost of resolving the bottleneck can guide decision-making. Financial analyses such as discounted cash flow, internal rate of return, and payback period calculations are valuable tools in evaluating the viability of investments aimed at eliminating bottlenecks. This strategic approach ensures that efforts to increase production capacity are both economically justified and aligned with the organization’s long-term goals.

Enhancing operational flexibility and morale through bottleneck resolution

Resolving bottlenecks can lead to significant benefits beyond the immediate increase in production capacity. For instance, eliminating these constraints can enhance operational flexibility, enabling sales teams to confidently pursue more aggressive sales strategies without the fear of being unable to fulfill orders. This newfound confidence can catalyze growth and allow the organization to more effectively meet market demand. Additionally, addressing bottlenecks can have a positive impact on employee morale and training processes. A notable example involves an organization struggling with labor and training issues within their maintenance group.

The root cause was identified not as the hiring or training processes but as the problematic equipment, which was frequently malfunctioning. Addressing the equipment issues not only improved the work environment but also reduced turnover and eased the training process, highlighting the importance of looking beyond the obvious to identify true bottlenecks.

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