Lessons for manufacturers in the digital transformation journey

Digital transformation insights

• Interplastic Corporation’s strategic deployment of a modernized MES and operational technology (OT) infrastructure enabled efficient automation, driving growth by improving consistency, security, and data flow across production sites.
• Emphasizing continuous improvement and cultural adaptation, Interplastic’s phased digital transformation enhanced operational efficiency, fostering long-term scalability while empowering employees with streamlined processes and reduced manual interventions.

Interplastic Corporation, a manufacturer of thermoset resins, gel coats and colorants, specializes in advanced materials for industries such as infrastructure, marine, construction and transportation.

When Robert LaMontagne, process control and automation manager, joined its parent company IP Corporation 12 years ago, the company was manufacturing resins on hardware and control systems that had been in place for over two decades, and he was tasked with modernizing them.

With aging hardware and outdated, manual processes throughout resin production, the existing system struggled to keep pace with the company’s growth.

Recognizing that their operations needed to be flexible enough to adapt to changing technologies, the first step in their journey was to deploy a new manufacturing execution system (MES) to replace their old system. The modernized IT infrastructure was now better equipped to manage basic formulations, quality control and reporting processes.

However, instead of considering the job done after this IT update, LaMontagne and his team understood this was just the beginning. They immediately turned their focus towards optimizing operational technology (OT) infrastructure and integrating the MES more deeply into the company’s processes, a decision that would prove crucial in the company’s growth trajectory.

With a mindset geared towards continuous improvement, the team’s efforts quickly expanded beyond immediate needs and to the future of the company. LaMontagne led a department focused not just on auditing the current operations but on developing an Industry 4.0 roadmap for the next five years. This commitment to staying ahead ultimately set the stage for the transformative total automation work Interplastic completed in partnership with system integrator Cybertrol Engineering.

Standardization: Laying the Groundwork for Automation

Before the company could fully embrace total automation, they first had to create a standardized system, which they implemented in one facility before planning to roll it out across their additional manufacturing sites. Initially, each site operated with a degree of customization that, while beneficial in the short term, led to inconsistencies and inefficiencies when trying to make updates across the company.

Interplastic Corporation’s upgraded control room cabinets, designed and installed by Cybertrol Engineering, showcasing the modernized infrastructure critical for enhanced process automation and real-time production monitoring. Image courtesy: Brian Couchman, corporate controls engineer, Cybertrol, Fort Wright, Ken.

Interplastic sought to leverage their existing Rockwell Automation installed base while ensuring that upgraded solutions were consistent across all sites, which is where the integrator stepped in. IP began at the site that actually had the most pre-existing automation—where outdated systems were still in use — since addressing that site’s idiosyncrasies would be the most challenging.

These legacy tools, though still functional, were relics of a past era and had to be replaced without compromising ongoing operations. The system integrator’s approach meticulously mapped out every step of the transition, including extensive behind-the-scenes reprogramming to replace outdated systems with minimal downtime while maintaining communication with old hardware.

The digitalization process

The OT modernization began with a critical first step: upgrading the plant’s virtual infrastructure, which previously relied on a single PC functioning as a server. This upgrade involved creating a dedicated operations technology (OT) network using a modified Purdue model, enhancing both security and data flow to the IT network. The second step focused on updating the aging hardware, specifically transitioning from outdated controllers to a more advanced series.

The company also moved to an updated human-machine interface (HMI), transitioning to a distributed control system (DCS), which provided more robust and integrated control over the processes.

Finally, the fourth step involved upgrading the batching engine to enhance their process automation capabilities with BatchWorks, which is a web-based, middleware software that complements FactoryTalk Batch by seamlessly integrating material consumption and production data with the customer’s ERP system, providing real-time visibility to production costs, inventory availability, batch cycle times and batch quality.

The integrator developed and delivered a comprehensive solution by integrating the formula stack from IP’s MES with the recipes from BatchWorks, feeding this data into FactoryTalk Batch, the batching engine that drives the chemical reaction process. This system relies on a series of equipment modules and phase logic, to produce Interplastic’s products.

LaMontagne said of the proprietary batch software: “BatchWorks has allowed us to simplify the number of recipes we need to cover our entire product line. How we use that tool is straightforward and allows us to easily copy one recipe to the next, and it really gives us visual cues on what our process will look like even before we run it.”

Overcoming the role of culture and leadership

Digital transformation is as much about people as it is about technology. One of the challenges was overcoming the initial resistance from long-tenured employees who were accustomed to the old ways of working. This resistance wasn’t surprising given that the existing systems had served the company well for decades.

Leadership played an essential role in bridging the gap. “We had to show our team that the new technology wasn’t just about replacing old systems but about simplifying their work and enhancing their roles,” LaMontagne said.

Aerial view of Interplastic Corporation’s Fort Wright facility, highlighting the scale and complexity of their operations as they transition to a fully automated, digitally integrated manufacturing environment. Image courtesy: Brian Couchman, corporate controls engineer, Cybertrol, Fort Wright, Ken.

One of the most impactful strategies was a visual demonstration, reducing an instruction batch card, which was slashed from 27 pages to just five. This powerful visual helped drive home for production operators just how much their manual interventions could be simplified.

The implementation style was crucial here as well, as their approach included not only comprehensive technological upgrades but also ensured a smooth and effective transition for employees by incorporating the existing proprietary software into the changeover, minimizing disruption to daily operations.

Measuring success and ROI

The recent automation enhancements are on track to deliver a payback in just under two years.  Benefits the company experienced after the project were improvements in capacity, quality, batch-to-batch consistency, productivity, as well as a reduction in energy consumption. The new automation system also has improved the roles of the operations staff.

A measure of process control has been removed from the operator’s responsibility, ensuring that processes are executed the same way every time. In essence, the company promoted their staff from production operators to production supervisors as the control system now manages much of the process oversight.

Preparing for the future

The journey is far from over. The company is focused on further digitalizing their operations, with plans to roll out the recent changes to all of their other facilities. Looking ahead, the focus will shift toward advancing the automation of their current blend processes to further enhance efficiency and production capacity. By simplifying and automating the blend process, they aim to replace physical batch cards with a portable HMI solution to streamline operations even further. These improvements will not only increase production but also further error-proof manufacturing processes, adding to overall efficiency gains.

Additionally, the company is exploring the automation of testing processes, aiming to reduce the need for manual testing and adjustments in the future, which would mark a significant advancement in their operational capabilities.

Beyond these immediate goals, they’re also evaluating a deeper integration of operational technology (OT) with their business systems (IT). This initiative will create a unified data source across the organization, improving decision-making, reporting, and workflow management.

The company’s commitment to staying ahead in technology and continuously challenging the status quo drives their strategy. The company remains focused on adapting and growing, always looking for ways to optimize and enhance their processes to maintain a competitive edge.

Lessons for the industry

The company’s experience offers valuable lessons for other manufacturers facing similar challenges. One key takeaway is the importance of a strategic, phased approach to digital transformation. This ensured their first foray into Industry 4.0 wasn’t a jarring experience for employees or stakeholders. By thoughtfully investing in technology and workforce development, it proved that successful transformation requires attention to cultural and technical aspects.

When reflecting on the project, LaMontagne also called out the importance of sidestepping the “pitfall of perfection” in the initial deployment of new technologies. “We didn’t waste time trying to make everything perfect from the start,” he said. “For example, with our first deployment of hands-free wireless devices on the production floor, we decided to get a basic version up and running first. Once it was in use, we could then go back and optimize or even consider different hardware. This approach allowed us to keep moving forward and improve as we went, rather than getting stuck trying to achieve perfection right away.”

LaMontagne emphasized the importance of investing additional capital upfront to acquire the latest technology, ensuring sustained growth and flexibility. “When we looked at the bigger picture, we could have just replaced our 1990s hardware with 2020 hardware. But instead, we went to executive management and proposed spending a little more to give us both the hardware and the technology that would set us up for the future. This way, we developed something we could continue to grow with, rather than something we’d have to replace again in a few years.”

By standardizing systems, leveraging automation and continuously looking ahead, manufacturers can not only overcome the limitations of legacy systems, but also set themselves up for sustained growth and lasting success.

For those at the beginning of their digital transformation journey, this story is a powerful reminder that while the path may be challenging, the rewards are well worth the effort.

John Tertin is (jtertin@cybertrol.com) vice president of digital transformation at Cybertrol Engineering.

LEARNING OBJECTIVES

1. Learn how a company utilized digital transformation to improve their automation efforts.
2. Understand some of the challenges the company faced in implementing digital transformation.
3. Learn about some lessons from the case study that can be applied in other industries.

Original content can be found at Plant Engineering.

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