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Seminário Regional da OSIsoft do Brasil 2008

Seminário Regional da OSIsoft do Brasil 2008. Seminário Regional da OSIsoft do Brasil 2008. Tom Hosea OSIsoft, Inc. PI as an Infrastructure. Agenda. What is an Infrastructure? Why PI is the correct infrastructure The Business Case The Infrastructure Approach Breaking down walls.

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Seminário Regional da OSIsoft do Brasil 2008

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  1. Seminário Regionalda OSIsoft do Brasil 2008

  2. Seminário Regionalda OSIsoft do Brasil 2008 Tom Hosea OSIsoft, Inc.

  3. PI as an Infrastructure

  4. Agenda • What is an Infrastructure? • Why PI is the correct infrastructure • The Business Case • The Infrastructure Approach • Breaking down walls

  5. What is an Infrastructure? • Defined by relationships • Promotes growth • Water • Sewer • Roads • Transportation • Controls direction • Supports change • Provides immediate value

  6. Cross Functional Aspects of The PI System The Deliver Information for Meaningful, Better Business Decisions Visuals The Turn Valuable Real-Time Data Into Actionable Information Scalable Available Reliable Extensible Secure Interoperable Analytics The Gathers, Organizes, Distributes,and Stores Data from Many Sources Server

  7. The Intrinsic Value of OSIsoft • Unshakable customer commitment • Organizational Focus • Development • Industry • Personnel • Market leadership • Objective: Software should just work • Deliver products offering value out of the box • Work with customers to create value

  8. Enabling Customer Creativity Creating Customer Value PI: An Evergreen Infrastructure

  9. Value Now, Value Over Time Value Over Time Value and Effort Value Now Time { Value with PI Initial Software Investment

  10. The Traditional PI Rollout Model Value Over Time Value and Effort Lost Opportunity Costs Value Now Time { Value with PI Initial Software Investment Approval; Investment; Deployment Approval; Investment; Deployment

  11. What is the Infrastructure Approach? • Communicate a vision • Manage deployment • Lower the “Cost of Curiosity” • Measure every success Case Study: Codelco Case Study: Kodak

  12. Case Study: Codelco • The National Copper Corporation of Chile • Largest copper producing company in the world • 1.66 million tonnes of the metal in 2007 • 11% of the world total • Five operating divisions: Chuquicamata, Radomiro Tomic, El Salvador, Andina, El Teniente • Each site is a complete mining / metallurgical complex • PI in use for more that ten years

  13. Goals for Codelco • Create an Operational Management System for all of Codelco • Integrate every manufacturing facility • Create a transparent layer for every aspect of the business

  14. Real-time Diagnostics

  15. Codelco Results • Corporate Vision • Lowering the cost of curiosity • Increase the number of projects • Establish a system for measuring project success • Successful Projects: • Water Management • Environmental Regulation • Asset Management • Troubleshooting • Operating Effectiveness • Energy Management • Inlet Vanes • Utilities (Power, Steam, Air) • Trading/Power Purchase

  16. Case Study: Kodak Park • The Largest of Eastman Kodak’s Worldwide Manufacturing Sites • Located in Rochester, New York • Referred to as a “City Within a City” • 5,200,000 sq m (1300 Acres) • 150 Buildings • Nearly 48 Kilometers of Roads (30 miles)

  17. Kodak Park

  18. Goals for Kodak • Reduce utility costs at Kodak Park through improved demand side management • Consolidation of the utilities data • Create Awareness via the Web • Grow a Culture of Energy Efficiency

  19. Project Ideas • Nodal Pricing – reduce peak time usage • Reduce the number of water line breaks • Improve High Purity Water System • Turn off the lights (weekends and nights) • Reduce Steam Usage • Reduce Chilled Water Usage

  20. Harvest Time • The Energy Information System (EIS) has been an essential tool to help us reach our goal of: “One Powerhouse for Kodak Park” • Collectively these efforts have yielded annual savings into the tens of millions of dollars.

  21. Scalability

  22. Business Strategy • Address every aspect of the problem • Data points, events and rates • Deployment • Licensing • Support • Do not underscope the project • EA’s are not bulk tag purchases • EA’s are infrastructure only • EA’s have to be the scope of the Enterprise • Control funding with the rate of implementation • Focus on value

  23. Breaking Down Walls • PI System Evergreen and Everywhere • Rapid Time to Value • Lower Cost of Deployment & Total Cost of Ownership • Avoid “Solution Design by License Agreement” • Outsource to the Experts - OSIsoft • Planned and Managed by EPM • Architecture and Value Consulting by CoE • Installs by Field Service Engineering • Management by NOC • Upgrades by Software Update Subsystem • Higher Value for PI – Focus on Value - Not on Admin

  24. OSIsoft Focus • Customer Commitment • One Product • Focus on six core industries • Many Partners • No Limits

  25. Questions? Thank You

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