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TECHNICAL REPORT

ISA-TR108.1-2015

Intelligent Device Management Part 1: Concepts and Terminology

Approved 16 June 2015

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ISA-TR108.1-2015, Intelligent Device Management Part 1: Concepts and Terminology

ISBN: 978-1-941546-52-9

Copyright © 2015 by ISA. All rights reserved. Not for resale. Printed in the United States of America. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means (electronic mechanical, photocopying, recording, or otherwise), without the prior written permission of the Publisher. ISA 67 Alexander Drive P.O. Box 12277 Research Triangle Park, North Carolina 27709

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Preface

This preface, as well as all footnotes and annexes, is included for information purposes and is not part of ISA-TR108.1-2015.

This document has been prepared as part of the service of ISA toward a goal of uniformity in the field of instrumentation. To be of real value, this document should not be static but should be subject to periodic review. Toward this end, the Society welcomes all comments and criticisms and asks that they be addressed to the Secretary, Standards and Practices Board; ISA; 67 Alexander Drive; P. O. Box 12277; Research Triangle Park, NC 27709; Telephone (919) 549-8411; Fax (919) 549-8288; E-mail: [email protected].

The ISA Standards and Practices Department is aware of the growing need for attention to the metric system of units in general, and the International System of Units (SI) in particular, in the preparation of instrumentation standards. The Department is further aware of the benefits to USA users of ISA standards of incorporating suitable references to the SI (and the metric system) in their business and professional dealings with other countries. Toward this end, this Department will endeavor to introduce SI-acceptable metric units in all new and revised standards, recommended practices, and technical reports to the greatest extent possible. IEEE/ASTM SI 10, American National Standard for Metric Practice, and future revisions, will be the reference guide for definitions, symbols, abbreviations, and conversion factors.

It is the policy of ISA to encourage and welcome the participation of all concerned individuals and interests in the development of ISA standards, recommended practices, and technical reports. Participation in the ISA standards-making process by an individual in no way constitutes endorsement by the employer of that individual, of ISA, or of any of the standards, recommended practices, and technical reports that ISA develops.

CAUTION — ISA DOES NOT TAKE ANY POSITION WITH RESPECT TO THE EXISTENCE OR VALIDITY OF ANY PATENT RIGHTS ASSERTED IN CONNECTION WITH THIS DOCUMENT, AND ISA DISCLAIMS LIABILITY FOR THE INFRINGEMENT OF ANY PATENT RESULTING FROM THE USE OF THIS DOCUMENT. USERS ARE ADVISED THAT DETERMINATION OF THE VALIDITY OF ANY PATENT RIGHTS, AND THE RISK OF INFRINGEMENT OF SUCH RIGHTS, IS ENTIRELY THEIR OWN RESPONSIBILITY.

PURSUANT TO ISA’S PATENT POLICY, ONE OR MORE PATENT HOLDERS OR PATENT APPLICANTS MAY HAVE DISCLOSED PATENTS THAT COULD BE INFRINGED BY USE OF THIS DOCUMENT AND EXECUTED A LETTER OF ASSURANCE COMMITTING TO THE GRANTING OF A LICENSE ON A WORLDWIDE, NON-DISCRIMINATORY BASIS, WITH A FAIR AND REASONABLE ROYALTY RATE AND FAIR AND REASONABLE TERMS AND CONDITIONS. FOR MORE INFORMATION ON SUCH DISCLOSURES AND LETTERS OF ASSURANCE, CONTACT ISA OR VISIT WWW.ISA.ORG/STANDARDSPATENTS.

OTHER PATENTS OR PATENT CLAIMS MAY EXIST FOR WHICH A DISCLOSURE OR LETTER OF ASSURANCE HAS NOT BEEN RECEIVED. ISA IS NOT RESPONSIBLE FOR IDENTIFYING PATENTS OR PATENT APPLICATIONS FOR WHICH A LICENSE MAY BE REQUIRED, FOR CONDUCTING INQUIRIES INTO THE LEGAL VALIDITY OR SCOPE OF PATENTS, OR DETERMINING WHETHER ANY LICENSING TERMS OR CONDITIONS PROVIDED IN CONNECTION WITH SUBMISSION OF A LETTER OF ASSURANCE, IF ANY, OR IN ANY LICENSING AGREEMENTS ARE REASONABLE OR NON-DISCRIMINATORY.

ISA REQUESTS THAT ANYONE REVIEWING THIS DOCUMENT WHO IS AWARE OF ANY PATENTS THAT MAY IMPACT IMPLEMENTATION OF THE DOCUMENT NOTIFY THE ISA STANDARDS AND PRACTICES DEPARTMENT OF THE PATENT AND ITS OWNER. ADDITIONALLY, THE USE OF THIS DOCUMENT MAY INVOLVE HAZARDOUS MATERIALS, OPERATIONS OR EQUIPMENT. THE DOCUMENT CANNOT ANTICIPATE ALL POSSIBLE This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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APPLICATIONS OR ADDRESS ALL POSSIBLE SAFETY ISSUES ASSOCIATED WITH USE IN HAZARDOUS CONDITIONS. THE USER OF THIS DOCUMENT MUST EXERCISE SOUND PROFESSIONAL JUDGMENT CONCERNING ITS USE AND APPLICABILITY UNDER THE USER’S PARTICULAR CIRCUMSTANCES. THE USER MUST ALSO CONSIDER THE APPLICABILITY OF ANY GOVERNMENTAL REGULATORY LIMITATIONS AND ESTABLISHED SAFETY AND HEALTH PRACTICES BEFORE IMPLEMENTING THIS DOCUMENT.

The following people served as members of ISA Committee ISA108.

NAME COMPANY

Voting members K. Demachi, Co-Chair Yokogawa Electric Corp. H. E. Storey, Co-Chair Herman Storey Consulting, LLC I. Verhappen, Managing Director Orbis Engineering Field Services Ltd. R. H. Caro CMC Associates N. Garrett Beamex Group R. P. Gul Shell Global Solutions S. N. Hokeness Emerson Process Management K. P. Lindner Endress+Hauser Process Solutions AG C. Micallef CJM Consulting Inc. B. A. Neal Consultant R. O'Brien ARC Advisory Group K. Onodera Yokogawa Electric Corp. T. Petty Fieldbus Foundation G. H. Phan Chevron J. D. Rezabek Ashland H. Sasajima Azbil Corporation N. M. Shah ABB GmbH

Alternate Jonas Berge Emerson Process Management

Information members A. D. Acharya GE Energy E. Adams BP Products North America G. A. Aguilar Celanese A. S. Ajmeri Yokogawa Electric Corp. R. Arias California Polytechnic at Pomona P. C. Aryamane Bechtel U. Atsuki Fuji Electric H. S. Balhareth Saudi Aramco K. L. Beatty Flowserve Corp. R. S. Bhojani BP W. H. Bosler Texas Consultants Inc. D. Brand Endress + Hauser Process Solutions AG P. E. Brett Honeywell Inc. S. Bump Schneider Electric A. Cala Schneider Electric M. Carlson FDT Group North America D. L. Carnahan Rockwell Automation Advanced Tech J. Chainani BP S. Dasani Suncor Energy Inc. G. Dehler Shell Global Solutions Canada B. M. Dumortier Schneider Electric This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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G. Ellwood North West Red Water Partnership E. Espy Beamex Inc. T. Fiske Yokogawa Electric Corp. S. R. Foos Rockwell Automation G. Gardner Fluke Corporation G. F. Gaykovich Institute for Information Transmission Problems C. George BusCorp Inc. I. H. Gibson Consultant G. A. Gomez Universidad Nacional de Cordoba D. M. Gray Mettler-Toledo Thornton Inc. G. S. Haines Sherwin-Williams S. Iftikhar Honeywell Process Solutions C. M. Johnson DuPont A. Kaelble Solutia Inc. J. A. Kaulfersch Pepperl+Fuchs Inc. T. Kawai Azbil North America Research and Development Inc. J. C. Kirsch Spartan Controls Syncrude U. Klingler Marathon Petroleum S. K. Kolavi Honeywell S. Kondo Fuji Electric Co Ltd. C. Kraivichien Rayong Engineering & Plant Service Co Ltd. A. Laubenstein ABB Automation Gmbh M. Louisse Aramco C. Manoj Schneider Electric W. Maru OGH/OGM E. Mathiason Emerson Process Measurement T. Matsumoto Yokogawa Electric Corp. R. L. Matthis AUMA Actuators Inc. H. K. McKinley Motiva Enterprises LLC A. Medina Emerson Project Management B. R. Mehta Reliance Industries Limited N. Menet Emerson Process Management J. C. Menoher Owl Computing Technologies N. Meyer Emerson Process Management J. Milburn Brown and Caldwell A. R. Mills University of Sheffield C. W. Moreno Ultramax Corporation D. Motta Shell Canada Ltd. R. Muller Rosemount Inc. R. Nair Siemens AG N. Nandakumar KBR E. Naranjo Emerson Process Management P. Ng Honeywell N. Ogura Hitachi Ltd. R. Osborn Emerson Process Management J. Pierce Koch Fertilizer S. Prabhakaran Saudi International Petrochemical D. F. Rae Chevron Energy Tech Co. G. A. Rathwell Enterprise Consultants R. W. Roberts Suncor Energy Inc. E. Roche SIS-Tech P. Rutherford BP Exploration S. Saeed BP N. P. Sands DuPont R. S. Carrijo Smar Equipamentos Industriais Ltda C. S. Filho Accenture This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

ISA-TR108.1-2015 - 6 -

R. E. Sherman Consulting Technologists Ideagroup J. R. Stapleton Schneider Electric S. Sundarakumar Nynas AB Sweden H. W. Thomas Exida.com LLC M. Thompson Koch industries A. Tighe FF End User Council Australia H. Tsugane Azbil Corporation R. V. Oevelen Dow Benelux BV C. Verney Senior Consultant S. H. Walker Dow Chemical Company La Division I. Weber Siemens AG DF FA J. M. Weiss Applied Control Solutions LLC A. Whitfield Chevron Energy Technology Pty Ltd. C. D. Wuertz AMEC Oil & Gas Americas J. Yingst Honeywell Process Solutions C. Robinson ISA Staff

This standard was approved for publication by the ISA Standards and Practices Board on 16 June 2015.

NAME COMPANY N. Sands, Vice President DuPont D. Bartusiak ExxonMobil Chemical Co. P. Brett Honeywell Inc. D. Dunn Consultant J. Federlein Federlein & Assoc. Inc B. Fitzpatrick Wood Group Mustang Inc J. Gilsinn Kenexis Consulting J-P Hauet KB Intelligence, ISA France J. Jamison Encana Corp K. P. Lindner Endress + Hauser Process Solutions AG V. Maggioli Feltronics Corp. T. McAvinew Consultant V. Mezzano Fluor Corporation C. Monchinski Automated Control Concepts Inc H. Sasajima Azbil Corp. T. Schnaare Rosemount Inc J. Tatera Tatera & Associates Inc. K. Unger Stone Technologies I. Verhappen Orbis Engineering W. Weidman WCW Consulting J. Weiss Applied Control Solutions LLC M. Wilkins Yokogawa IA Global Marketing (USMK) D. Zetterberg Chevron Energy Technology Co.

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CONTENTS

1 Scope and purpose of ISA-TR108.1 Part 1 ...... 12 1.1 Scope of this document ...... 12 1.2 Purpose of this document ...... 12 2 Normative references ...... 12 3 Terms, definitions, and abbreviated terms ...... 12 3.1 Terms and definitions ...... 12 3.2 Abbreviations and acronyms ...... 19 4 Background and motivation of intelligent device management ...... 20 4.1 Current situation and traditional work process ...... 20 4.2 Challenges and opportunities ...... 20 4.3 Benefits of intelligent device management (IDM) ...... 21 5 IDM Structure ...... 21 5.1 Introduction ...... 21 5.2 Relationship to asset management ...... 22 5.3 Organizational structure ...... 23 5.4 IDM programs ...... 25 5.5 Work processes ...... 28 5.6 Procedures ...... 30 5.7 Tasks ...... 31 5.8 Relationship and characteristics of IDM activities ...... 33 6 IDM lifecycles...... 34 6.1 Overview ...... 34 6.2 IDM corporate lifecycle ...... 35 6.3 IDM product lifecycle ...... 38 6.4 Facility lifecycle ...... 39 7 Maintenance processes ...... 46 7.1 Overview ...... 46 7.2 Factors for selection of maintenance strategy ...... 48 7.3 Types of maintenance strategy ...... 50 7.4 Other aspects of maintenance ...... 53 8 Diagnostic notification management and utilization ...... 54 8.1 Diagnostic notification management ...... 54 8.2 Notification from intelligent device ...... 54 8.3 Notification delivery mechanisms ...... 56 8.4 Action responding to notification ...... 57 9 Configuration management ...... 60 9.1 Overview ...... 60 9.2 Templates for device configuration ...... 60 9.3 Toolkits ...... 61 9.4 Configuration process ...... 61 9.5 Maintaining device configuration data ...... 62 Annex A (informative) Standard diagrams used in ISA-108 ...... 63 This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

ISA-TR108.1-2015 – 8 –

A.1 Overview ...... 63 A.2 Class diagram ...... 63 A.3 Activity diagram (swimlanes) ...... 65 Annex B (informative) Functional areas of IDM ...... 69 B.1 Overview ...... 69 B.2 Functional areas of IDM ...... 69 B.3 Worker roles and the IDM functional architecture ...... 73 Annex C (informative) Complementary standards efforts ...... 75 Bibliography ...... 79

Figure 1 ― IDM and intelligent device in the context of asset management ...... 23 Figure 2 ― Organizational management structure ...... 23 Figure 3 ― IDM activity ...... 24 Figure 4 ― IDM program ...... 26 Figure 5 ― Intelligent device management documents ...... 27 Figure 6 ― IDM work process ...... 29 Figure 8 ― task ...... 32 Figure 9 ― Timing relationship between IDM Lifecycles ...... 35 Figure 10 ― Corporate lifecycle phases for IDM ...... 36 Figure 11 ― Facility lifecycle phases ...... 40 Figure 12 ― Risk Assessment Matrix (RAM) chart ...... 42 Figure 13 — Criticality Usage in a Facility ...... 43 Figure 14 — Process of turnaround ...... 45 Figure 15 — Overview of Maintenance Processes ...... 47 Figure 16 — State diagram for IDM ...... 48 Figure 17 — Relationships betw Figure 1 ― IDM and intelligent device in the context of asset management ...... 23 Figure 2 ― Organizational management structure ...... 23 Figure 3 ― IDM activity ...... 24 Figure 4 ― IDM program ...... 26 Figure 5 ― Intelligent device management documents ...... 27 Figure 6 ― IDM work process ...... 29 Figure 7 ― Procedure ...... 31 Figure 8 ― task ...... 32 Figure 9 ― Timing relationship between IDM Lifecycles ...... 35 Figure 10 ― Corporate lifecycle phases for IDM ...... 36 Figure 11 ― Facility lifecycle phases ...... 40 Figure 12 ― Risk Assessment Matrix (RAM) chart ...... 42 Figure 13 — Criticality Usage in a Facility ...... 43 This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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Figure 14 — Process of turnaround ...... 45 Figure 15 — Overview of Maintenance Processes ...... 47 Figure 16 — State diagram for IDM ...... 48 Figure 17 — Relationships between real time or time critical activities, semi real time activities, and planned activities ...... 58 Figure A.1 — Position of activity diagram and class diagram in UML ...... 63 Figure A.2 — Example of class diagram ...... 65 Figure A.3 — Example of activity diagram ...... 67 Figure A.4 — Example of swimlanes chart ...... 68 Figure B.1 ― Functional areas of IDM ...... 69 Figure C.1 — Plant asset management within the lifecycle [SOURCE: NE129] ...... 75 Figure C.2 — Flow of information in Plant Asset Management [SOURCE: NE129] ...... 76 Figure C.3 — Explanation of Flow of Information in NE129 ...... 77 een real time or time critical activities, semi real time activities, and planned activities ...... 58 Figure A.1 — Position of activity diagram and class diagram in UML ...... 63 Figure A.2 — Example of class diagram ...... 65 Figure A.3 — Example of activity diagram ...... 67 Figure A.4 — Example of swimlanes chart ...... 68 Figure C.1 — Plant asset management within the lifecycle [SOURCE: NE129] ...... 75 Figure C.2 — Flow of information in Plant Asset Management [SOURCE: NE129] ...... 76 Figure C.3 — Explanation of Flow of Information in NE129 ...... 77

Table 1 ― Contents of IDM documents ...... 28 Table 2 — Relationships and characteristics of IDM activities ...... 33 Table 3 — Product Lifecycle Management ...... 39 Table 4 — Failure consequence for non-SIS devices ...... 53 Table 5 — Notification types ...... 54 Table 6 — IDM benefits in real time automated responses ...... 58 Table 7 — IDM benefits in real time operator responses ...... 59 Table 8 — IDM benefits in semi real time responses ...... 59 Table 9 — IDM benefits in longer term planned responses ...... 60 Table A.1 — Notation of UML class diagram ...... 64 Table A.2 — Model elements of activity diagram ...... 66 Table B.1 ― Functional Areas of IDM ...... 70

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ISA-TR108.1: Intelligent Device Management Part 1: Concepts and Terminology 0 Introduction 0.1 Scope of series of ISA-108 documents The purpose of the ISA-108 document series is to provide an environment to use intelligent devices effectively based on risk management and optimization of other KPIs such as cost and production performance through common concepts and terminology and by specifying management activities and work processes. The series of ISA-108 documents describes the management structure and work process structure of intelligent device management (IDM).

IDM represents IDM programs, work processes and procedures for managing intelligent devices through the facility lifecycle and does not imply a particular asset management tool or set of those tools. Hardware and software tools are necessary to support work processes and procedures, but specification of the tools is not a part of ISA-108. IDM is a collection of the coordinated activities of an organization to optimize the value from intelligent devices.

While the work processes and implementation practices specified in the series of ISA-108 documents might be used for non-automation equipment with some diagnostic capability, the series of ISA-108 documents does not cover these equipment types.

Major functional areas of the intelligent device management are descried in Annex B.

Some complementary standards efforts are described in Annex C.

0.2 Organization of series of ISA-108 documents ISA-108 documents are divided into three main groups as follows:

– Part 1: Concepts and Terminology (Informative) – Part 2: Work Process Specifications (Normative) – Part 3: Implementation Guides (Informative) Part 1 describes intelligent device management concepts and terminology necessary for in-depth understanding and effective communication. It gives an overview of the basic concepts of how intelligent devices can be managed and an overview of how this device management plays a larger role in the overall objectives of a facility throughout its lifecycle. The ultimate goal of Part 1 is to provide basic knowledge to understand the concepts of intelligent device management necessary to implement IDM.

Part 2 and Part 3 will consist of several sets of documents. Part 2.x documents will provide normative requirements for an IDM topic, and corresponding Part 3.x documents will provide guidelines for achieving the requirements of the corresponding 2.x documents.

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1 Scope and purpose of ISA-TR108.1 Part 1

1.1 Scope of this document Part 1 describes concepts and terminology necessary to understand and communicate effectively about intelligent device management. It gives an overview of the basic concepts of how intelligent devices can be managed and an overview of how this device management plays a larger role in the overall objectives of a facility throughout its lifecycle. This document explains the relationship between IDM and other existing asset management standards.

1.2 Purpose of this document The ultimate goal of this document is to provide basic knowledge to understand the concept of intelligent device management so that they can implement such a system in their facility. This document gives the reader a basic understanding of what intelligent device management is and what it can do.

This document provides organization for the many diverse activities that are employed in IDM in addition to providing common language to describe those activities. The concepts include what kinds of activities are needed and some roles associated with these activities. The need for and methods for management coordination of multiple roles by multiple stakeholders is discussed. Future ISA108 documents will provide more detail on how these activities are managed and performed.

2 Normative references

Because this part of ISA-108.1 is a technical report it does not have contain normative references.

3 Terms, definitions, and abbreviated terms

3.1 Terms and definitions 3.1.1 activity collection of technical and/or administrative action(s) related in a form of IDM program (3.1.33), work process (3.1.58), procedure (3.1.44) or task (3.1.52)

3.1.2 alarm notification (3.1.39) to the operator (3.1.42) an equipment malfunction, process deviation, or abnormal condition requiring a unique, timely, and documented (predetermined) response from the operator

[SOURCE: IEC 62682, modified — "An audible and/or visible means of indicating" was replaced with “notification”, “unique, timely, and documented (predetermined)” was added, and “from the operator” was added.]

3.1.3 alarm management processes (3.1.58) and practices for determining, documenting, designing, operating, monitoring, and maintaining alarm systems (3.1.4)

[SOURCE: IEC 62682]

3.1.4 alarm system operator (3.1.42) support system for generating and handling alarms (3.1.2) for managing abnormal situations This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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[SOURCE: IEC 62682]

3.1.5 alert notification (3.1.39) to operators (3.1.42), maintenance personnel, or engineering personnel of an abnormal condition that can require action with a time tolerance much longer than for alarms (3.1.2)

3.1.6 asset management coordinated work processes (3.1.58) of an organization to ensure the intended capability of assets is available

[SOURCE: ISO 55001, modified ― “activities” was replaced with “work processes”, “to realize value from assets” was replaced with “to ensure the intended capability of assets is available”.]

3.1.7 automated diagnostics diagnostics (3.1.17) accomplished without human intervention

[SOURCE: IEC 60050-191, 07-15, modified – “maintenance” was replaced with “diagnostics”]

3.1.8 calibration procedure (3.1.44) of checking or adjusting (by comparison with a reference standard) the accuracy of a measuring instrument

[SOURCE: ISO 15378, modified – “process” was replaced with “procedure”]

3.1.9 commissioning procedure (3.1.44) prior, or related, to the handing over of a product ready for putting into service, including final acceptance testing, the handing over of all documentation relevant to the use of the product and, if necessary, instructing personnel

[SOURCE: IEC 82079-1, modified ― “procedures” was replaced with “procedure”]

3.1.10 computerized maintenance management system CMMS computer system for measuring, managing, and analyzing the maintenance process (3.1.58) at a facility (3.1.20)

Note 1 to entry: CMMS function can include Maintenance Repair Operations (MRO) task planning and scheduling, inventory control and management, and labor and material cost accounting. 3.1.11 configuration device configuration procedure (3.1.44) that loads parameters into an intelligent device (3.1.31) to define its function

3.1.12 corporate lifecycle lifecycle of an intelligent device management implemented by an enterprise (3.1.19)

3.1.13 corrective action action to eliminate the cause of a non-fulfilment of a requirement and to prevent recurrence This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

ISA-TR108.1-2015 – 14 –

[SOURCE: ISO 55000, Modified – “nonconformity” was replaced with “non-fulfilment of a requirement]

3.1.14 covert fault fault (3.1.25) in relation to hardware and software, undetected by the diagnostic tests, proof tests, operator (3.1.42) intervention (for example physical inspection and manual tests), or through normal operation

EXAMPLE: These adjectives are used in undetected fault and undetected failure. [SOURCE: IEC 61508-4, ed. 2.0 (2010-04)]

3.1.15 criticality failure criticality degree of risk (3.1.47) represented by specified set of levels

3.1.16 device independent physical entity capable of performing one or more specified functions in a particular context and delimited by its interfaces

[SOURCE: IEC 61499-1]

3.1.17 diagnostics automated function which detects faults (3.1.25), malfunctions, deviations, and/or variations of hardware or software

Note 1 to entry: Diagnostics can be initiated manually for off-line diagnostics. Note 2 to entry: Although ISA-108 addresses only device diagnostics (not process diagnostics), some automated process diagnostics (e.g. local check of pressure drop across a filter and generation of an alarm) detect device faults (plugged filter). Note 3 to entry: “diagnostic” is used for an adjective as a generic word. 3.1.18 diagnostic coverage fraction of failures detected by automatic on-line diagnostics (3.1.41)

[SOURCE: IEC 62061, modified – “dangerous” and “tests” was deleted]

3.1.19 enterprise group of organizations sharing a set of goals and objectives to offer products or services or both

[SOURCE: ISO 14258]

3.1.20 facility physical entity (for example, a plant, factory, mill, site, etc.) that is built, constructed, installed or established to perform some particular function or to serve or facilitate some particular end

[SOURCE: IEC/TR 62066, ed. 1.0 (2002-06), modified examples]

3.1.21 facility lifecycle lifecycle of a facility (3.1.20) This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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3.1.22 facility implementation project project set of activities (3.1.1) to implement a facility, which are conducted before the facility (3.1.20) starts its service

3.1.23 (device) failure termination of the ability of a device (3.1.16) to perform a required function

Note 1 to entry: After failure the item has a fault. Note 2 to entry: "Failure" is an event, as distinguished from "fault", which is a state. Note 3 to entry: This concept as defined does not apply to items consisting of software only. Note 4 to entry: Since ISA-108 addresses the availability of the device, the term ”failure" is NOT used in the general sense. [SOURCE: IEC 60050-191:1990, modified — "an item" was replaced with "a device", Note 4 to entry was added]

3.1.24 failure mode predicted or observed results of a failure cause on a stated item in relation to the operating conditions at the time of the failure (3.1.23)

[SOURCE: IEC 62278]

3.1.25 fault state of a device characterized by inability to perform its function when required

Note 1 to entry: Since ISA 108 addresses the availability of the device, the term “fault" is NOT used in the general sense. [SOURCE: IEC 60050-191-04-01:1990, modified — "an item" was replaced with "a device" and "a required function, excluding the inability during preventive maintenance or other planned actions, or due to lack of external resources" was replaced with "its function when required, Note 1 to entry was added"]

3.1.26 functional safety assessment investigation, based on evidence, to judge the functional safety achieved by one or more Safety Instrumented System and/or other protection layers

Note 1 to entry: "pre-startup safety review" is a synonym of "functional safety assessment. Note 2 to entry: The evidence includes analysis and assumptions. [SOURCE: IEC 61511-1, Note 1 to entry and Note 2 to entry was added]

3.1.27 host system hardware and software implementation that manages the communication and application configuration of intelligent devices (3.1.31)

3.1.28 incipient fault imperfection in the state or condition of a device (3.1.16) so that a degraded performance or critical failure (3.1.23) might eventually be the expected result if corrective action(s) is (are) not taken This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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[SOURCE: ISO 14224, modified — "an item" was replaced with "a device", "or critical failure might (or might not)" was replaced with "performance or critical failure (3.1.24) might" and “actions are” was replaced with “action(s) is (are)”]

3.1.29 inspection action comprising careful scrutiny of a device (3.1.16) and its immediate environment in order to arrive at a reliable conclusion as to the condition of a device

[SOURCE: IEC 60050-426:2008, modified — "an item" was replaced with "a device" and "carried out either without dismantling, or with the addition of partial dismantling as required, supplemented by means such as measurement," was replaced with "and its immediate environment"]

3.1.30 installation several combined items of apparatus or systems put together at a given place to fulfil a specific objective but not intended to be placed on the market as a single functional unit

[SOURCE: IEC 62103]

3.1.31 intelligent device device (3.1.16) having digital communication and supplementary functions such as diagnostics (3.1.17) in addition to its basic purpose

EXAMPLES: 1) process connected devices, which is in the level 1of IEC 62264 functional hierarchy, such as smart Instruments, valves and actuators, analyzers, custody transfer meters, electrical breakers, and transformers; 2) control devices, which are in the level 2 of IEC 62264 functional hierarchy, such as PLCs, data acquisition subsystems. Dedicated HMI devices; 3) other associated devices such as RTUs, managed industrial network routers, converters and gateways 3.1.32 intelligent device management IDM coordinated activities (3.1.1) of an organization to realize value from intelligent devices (3.1.31)

Note 1 to entry: IDM is used to achieve setup (provisioning, engineering, configuration and calibration), optimization, diagnostics, maintenance and disposal of intelligent devices over the facility lifecycle based on an asset management system

[SOURCE: definition of “asset management” by ISO 55001, modified — assets is replaced with intelligent devices. Notes to entry were added. ]

3.1.33 intelligent device management program IDM program set of interrelated or interacting work processes (3.1.58) for achieving a particular objective defined by intelligent device management (3.1.32)

3.1.34 lifecycle finite set of generic phases and steps a system can go through over its entire life history

[SOURCE: ISO 15704, modified — “may” was replaced with “can”] This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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3.1.35 maintenance activity (3.1.1) consists of all technical and administrative actions, including supervisory actions, intended to retain an item in, or restore it to, a state in which it can perform a required function

[SOURCE: ISO 14224, modified — “combination” was replaced with “activity consists”]

3.1.36 management of change process (3.1.58) of controlling and documenting any change in a system to maintain the proper operation of the equipment under control

Note 1 to entry: "change management" is a synonym of "management of change" [SOURCE: IEC 62443-2-1, modified ―term was replaced with "management of change"]

3.1.37 management program activity that manages a group of related projects and/or work processes in a way that provides benefits and control not available by managing each activity individually and independently

3.1.38 normal operation operation of apparatus conforming electrically and mechanically with its design specification and used within the limits specified by the apparatus manufacturer

[SOURCE: IEC 60050-426, modified — “apparatus” was added]

3.1.39 notification audible and/or visible means of indicating something

3.1.40 off-line diagnostics diagnostics (3.1.17) which is performed while device (3.1.16) is out-of-service

3.1.41 on-line diagnostics diagnostics (3.1.17) which is performed while device (3.1.16) is in-service

3.1.42 operator person who monitors and makes changes to the process

[SOURCE: IEC 62682]

3.1.43 overt fault fault (3.1.25) in relation to hardware and software, detected by the diagnostic tests, proof tests, operator intervention (for example physical inspection and manual tests), or through normal operation

EXAMPLE These adjectives are used in detected fault and detected failure. NOTE A dangerous failure detected by a diagnostic test is a revealed failure and can be considered a safe failure only if effective measures, automatic or manual, are taken. [SOURCE: IEC 61508-4, ed. 2.0 (2010-04)] This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

ISA-TR108.1-2015 – 18 –

3.1.44 procedure sequence of tasks (3.1.52) with a defined beginning and end that is intended to accomplish a specific objective

3.1.45 product lifecycle period of time over which a device (3.1.16) with a specific model code is developed, brought to market and eventually removed from the market

3.1.46 prompt notification (3.1.39) that requires the operator (3.1.42) to take an action that is part of normal operation (3.1.38).

3.1.47 risk combination of the probability of occurrence of harm and the severity of that harm

[SOURCE: ISO/IEC Guide 51: 1999]

3.1.48 risk assessment overall process comprising a risk analysis (3.1.49) and a risk evaluation

[SOURCE: ISO/IEC Guide 51]

3.1.49 risk analysis systematic use of available information to identify hazards and to estimate the risk (3.1.47)

[SOURCE: ISO/IEC Guide 51]

3.1.50 risk management process (3.1.58) of identifying and applying countermeasures commensurate with the value of the assets protected, based on a risk analysis (3.1.49)

[SOURCE: IEC 62443-1-1]

3.1.51 status notification notification (3.1.39) that helps provide the operator (3.1.42) situational awareness, is part of normal operation (3.1.38) and does not require operator action

3.1.52 task single piece of work that needs to be done and does not have interacting elements requiring management

[SOURCE: IEC 62304, modified ― “a” was deleted, “and does not have interacting elements requiring management” was added]

3.1.53 template set of predefined parameters which characterize a make and model of a device (3.1.16) for a particular type of application prepared by the device vendor This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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3.1.54 testing technical operation that consists of the determination of one or more characteristics of intelligent device (3.1.31) according to a specified procedure (3.1.44)

3.1.55 typical configuration set of predefined parameters which characterize a make and model of a device for a particular type of application for a particular facility prepared by the personnel performing the host system configuration

3.1.56 toolkit set of the typical configuration data and management tools and work processes (3.1.58) for integrating intelligent devices with host systems

3.1.57 turnaround scheduled event wherein a facility (3.1.20) is taken off-line for maintenance (3.1.35)

EXAMPLE: planned shutdown 3.1.58 work process process set of interrelated or interacting procedure(s) (3.1.44) which transforms inputs into outputs

[SOURCE: ISO 9000, ISO 55000, modified — “activities” was replaced with “procedures”]

3.2 Abbreviations and acronyms CMMS computerized maintenance management system DCS Distributed Control System DD Device Description EPC Engineering Procurement Construction FAT Factory Acceptance Test HMI Human Machine Interface IDM Intelligent Device Management IAM Institute of Asset Management KPI Key Performance Indicator LCM LifeCycle Management MOC Management of Change RAM Risk Assessment Matrix RTU Remote Terminal Unit SAT Site Acceptance Test SIS Safety Instrumented System SIT Site Integration Test SME Subject Matter Expert PAM Plant Asset Management PLC Program Logic Controller This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

ISA-TR108.1-2015 – 20 –

PV Process Value P&ID Piping and Instrumentation Diagram RFQ Request for Quotation R&D Research and Development USB Universal Serial Bus UML Unified Modeling Language WDT Watch Dog Timer

4 Background and motivation of intelligent device management

4.1 Current situation and traditional work process Intelligent devices provide additional information aside from that of the basic or primary functions by exchanging information in a network environment. Intelligent field devices have the potential to transform traditional reactive maintenance towards the proactive maintenance schedule so that devices with impending problems can be identified before failure.

In many cases, the promise of intelligent devices in the facility remains unrealized. This is not so much a technology issue as a management understanding of the value, an implementation, personnel, and work process issue. Most devices used in facilities contain configuration data that need to be managed and diagnostics that can enable advanced maintenance techniques, but facilities have not integrated these capabilities into their systems and work processes. These lacks of integration result in less than optimum management of risk and less than optimum benefits from device intelligence.

Current work processes and current maintenance strategies are built around time-honored traditions including “run to failure”, periodic inspection, and testing software programs. These work processes were developed for devices that do not have built-in diagnostics. Pressure vessels and piping can be expected to fail very slowly over decades if operated within their design limits. Inspection and testing software programs are good work processes for such devices.

Instruments can also be pressure-retaining devices, but their primary purpose is for measurement, control and safeguarding. The measurement and control functions generally use precise components that can degrade very quickly and/or suddenly compared to typical pressure retaining devices. Furthermore, microprocessors embedded in these devices can do diagnostic work to identify when components are malfunctioning or degrading. In many cases, testing is unnecessary for these devices and inspection can be simplified. Tools and processes that utilize the built-in diagnostics could become alternate means of testing and inspection.

4.2 Challenges and opportunities The primary challenge of Intelligent Device Management is presented by perceived complexity. Many users of intelligent devices are very familiar with the use or application of intelligent devices for their primary function but are not familiar with all of the auxiliary functions or diagnostics in the intelligent devices, and are not familiar with the digital communication technology that enables auxiliary functions. The digital communication and auxiliary functions are not necessarily difficult to deal with, but lack of familiarity can result in lack of use or misuse of these capabilities.

If local support is not available within a facility, the intelligent devices present an opportunity for remote support. The information for troubleshooting a problem can be remotely accessed without the cost and time for travel to the facility. However, if not implemented correctly remote support presents another layer of complexity and increases the potential for cybersecurity issues.

IDM's opportunities and challenges are both large because of the number and variety of intelligent devices, their global distribution, and a traditional lack of standardized work processes and This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

– 21 – ISA-TR108.1-2015

available skills at site for dealing effectively with this complexity. If intelligent devices are used correctly they can provide a significant improvement over traditional non-intelligent devices in functionality, accuracy, reliability, and total cost of ownership. Without correct use, intelligent devices could represent unmanaged risk and increased cost of ownership.

To meet the challenge and realize the opportunities, vendors, engineering firms, end users, and service providers all need to understand intelligent device management and the role they need to play in proper implementation and use of the tools and support systems for intelligent devices.

There are many standards efforts that are being undertaken in the process industries that revolve around plant assets and even devices, but none of these efforts addresses Intelligent Device Management for maintenance and operations (See Annex C).

4.3 Benefits of intelligent device management (IDM) The argument for using intelligent device management has a strong economic value proposition. IDM is not just technology for technology’s sake. IDM can produce efficiencies and savings in all phases of a facility lifecycle, but the largest incentives are in the operations and maintenance phase. Detecting and resolving problems before they proceed to failure and process impact reduce unplanned shutdowns. Depending on the application, one saving provided by capability of intelligent devices can pay for an entire automation investment.

The potential to cut maintenance costs is also significant. Many maintenance activities like periodic testing or maintenance of devices result in “no problem found.” These activities traditionally force personnel to enter hazardous areas, climb to areas with poor access, and spend time on unnecessary tests. Diagnostics can confirm proper operation without the expense and risk and lead to a quicker resolution of operational issues. IDM can significantly reduce these activities by shifting work from reactive (run to failure) to predictive maintenance (measurements that detect the onset of system degradation); therefore leaving personnel free to optimize existing processes in order to improve safety and efficiency of the plant process.

If IDM is implemented appropriately, technicians do not have to go to the intelligent device to get relevant information. Instead, information is provided directly to software tools that use the information such as DCSs (Distributed Control Systems), asset management systems, and other applications.

5 IDM Structure

5.1 Introduction IDM requires a complex set of interactive and interdependent activities. To accomplish IDM goals, the management of these activities requires formal structure and the structure needs to be clearly documented. This document will present structures in conceptual form.

This clause will provide an introduction to the structures that can be used to manage activities necessary for IDM. Furthermore some of the relationships or dependencies for these activities are explained. The details of the work processes and the roles of personnel performing these activities are covered in Part 2 of ISA108. This document only introduces concepts and terminology.

Intelligent device management (IDM) is a management system for intelligent devices. The objective of IDM is to establish and maintain coordinated activities of the organization to realize the maximum value available from each intelligent device.

This document introduces some management structure and technical structure concepts that can be adapted by an asset owner company to manage intelligent devices with support by related organizations such as automation suppliers, EPCs, constructors, and maintenance contractors. This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

ISA-TR108.1-2015 – 22 –

Although IDM is best supported in a structured environment that is established during the design and before operation of a facility, many facilities exist without this structure. The resulting facilities cannot be well suited to IDM without some hardware and software modification, new work processes, and retraining of personnel. Once corporate structures are in place, old facilities can be made to perform better with lower risk, and new facilities can be designed, constructed, and operated in a more efficient fashion. In other words, IDM structures and processes improve both new and existing facilities.

The features of the intelligent devices that bring new value to the facility operation include the following:

– digital processing capability which allows diagnostics of functionalities of the intelligent device itself and related equipment, EXAMPLE 1: A valve positioner can be recognized as an intelligent device, and the valve body can be recognized as its related equipment. The valve positioner can detect malfunction of the valve body such as valve hysteresis. EXAMPLE 2: A pressure transmitter can be recognized as an intelligent device, and its impulse line can be recognized as its related equipment. The pressure transmitter can detect clogging of the impulse lines. – digital communication capability which provides access to the basic device function plus additional information that is useful to manage the device. These capabilities of the intelligent devices support (but are not limited to) the following benefits:

– more stable and safer operation of the facility, – higher quality of the product, – saving material and energy to produce the product, – prolonging the life of equipment including the device itself and related equipment, – reducing the operation cost to maintain the devices, – reducing the effort and cost to check the functionalities of the devices, – to prevent loss of production by reducing unscheduled shutdowns. 5.2 Relationship to asset management IDM contains asset management concepts that are outlined in ISO 55000 and specified by ISO 55001. Therefore, IDM will meet the basic requirements specified by ISO 55001.

As ISO 55000 mentions, the nature and purpose of an organization and its operating environment all have a strong influence on the type of assets that the organization needs to achieve its objectives. An organization's and its stakeholders' intents are translated into design criteria for an asset management system.

Figure 1 shows the relationship between intelligent device management and intelligent devices in the context of asset management in UML class diagram. The overview and convention of UML class diagram is described in Annex A.

This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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Asset Production Manage management asset (system)

Is a type of Is a part of

Intelligent Manage IDM device

Figure 1 ― IDM and intelligent device in the context of asset management

5.3 Organizational structure 5.3.1 Overview Multiple levels of organizations are involved in IDM activities. This document introduces and describes many of the technical activities and how they fit into an organizational structure and IDM program.

NOTE ― Further parts of the series of ISA-108 documents will describe in detail several of the technical activities.

Corporate Business Management Processes

Objectives KPI’s

IDM Coordinates Business, Intelligent Device Engineering, Operation, and Management Program Maintenance

Technology and Performance Resources History

Lifecycle Work Processes

Figure 2 ― Organizational management structure This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

ISA-TR108.1-2015 – 24 –

Implementation methods for business management are non-technical and best left to operating companies who have many different methods of implementation. Many business processes can have a stake in the success of IDM, but most are created for larger purposes and are not structured to directly manage IDM. A technical and business focus for IDM and a mid-level management structure that can focus on IDM can provide valuable coordination between the lifecycle activities and higher level management activities. This structure is depicted in Figure 2 above.

Management structure for IDM can be very different depending on company size and management style. Small single facility companies will have a different optimum structure from a large multinational and multi facility company. Other differences can come from a top down or bottom up management culture. Management structure is not central to the success of IDM. This document covers some management functions that are important regardless of structure.

5.3.2 Structure of IDM activities Intelligent Device Management activities can be divided up into IDM Programs that contain multiple Work Processes, which contain or utilize Procedures and Tasks. Intelligent Device Management consists of multiple layers of activity of increasing complexity with management involvement at the top and fairly simple technical activities at the bottom. This structure is illustrated in Figure 3 below.

Structure of IDM Activities Definitions

Set of interrelated or interacting work processes for achieving a IDM program particular objective defined by intelligent device management

Implemented by

1..n set of interrelated or interacting procedure(s) which transforms inputs IDM work into outputs process

Made up of

1..n sequence of tasks with a defined beginning and end that is intended to Procedure accomplish a specific objective

Made up of

1..n

single piece of work that needs to be done and does not have Task interacting elements requiring management

Figure 3 ― IDM activity This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

– 25 – ISA-TR108.1-2015

5.4 IDM programs 5.4.1 Overview The IDM program specifies activities to realize the objective. This subclause provides methodology to specify the IDM program, which is used in Part 2 of ISA-108, “Work Process Specifications”. The ISA-108 series provides a common template of the IDM work process documents. A work process document is specified for each enterprise based on its IDM policy and IDM objective(s) taking into account its individual organizational context.

IDM programs are the most complex and need balancing multiple and sometimes conflicting goals, have the most direct involvement of managers, and require support from technical personnel. An IDM program assures budget, technical tools, and skills are supplied, and assures accountability based on quantitative metrics. IDM programs coordinate multiple lifecycles and multiple work processes.

The work processes under an IDM program are very interdependent and depend on external resources. These relationships are described in the IDM program.

A role that is often utilized for achieving success in a IDM program is a technical, maintenance, and/or business lead (sometimes called a champion) that can lead technical efforts and bridge the gap between technical and management functions. The champion role is a very useful organizational feature for IDM and key for successful implementation of this initiative.

5.4.2 Structure of IDM program The IDM program consists of an IDM role assignment, work process specifications, procedure specification, and task specifications.

The IDM role assignment includes organizational roles, responsibilities and authorities specified in ISO 55001 (5.3), however the main purpose of this document is to assign persons to the tasks specified by the IDM procedure. The IDM role assignment is developed by leadership in a hierarchical way.

A work process specification specifies an IDM work process.

A procedure specification specifies a procedure, which is a part of an IDM work process.

A task specification specifies a task, which is a part of a procedure. A same task can be utilized by different procedures.

NOTE ―Since specifications of work process, procedures and tasks are specific to the particular models of equipment and their installation, series of ISA-108 documents does not intend to specify those particular procedures but it intends to specify generic methodology to specify procedures for intelligent device management. Figure 4 shows the structure of an IDM work process document. This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

ISA-TR108.1-2015 – 26 –

IDM program

1 Made up of Is superclass of assure Resource 1 Personnel Resource assignment 1..n Budget 1..n Executed by 1..n tools IDM work specify Work Process process specification

Made up of 1..n

specify procedure 1..n procedure specification Made up of 1..n

specify task 1..n Task specification

Figure 4 ― IDM program

5.4.3 IDM documents 5.4.3.1 Structure of IDM documents IDM programs will contain a large number of activities at several organizational levels and possibly in several internal business units in an organization. The activities may be done in house or by contractors. The activities are expected to be performed over several decades of a facility lifecycle. The coordination of all of these activities by multiple parties over long periods of time is simply impossible without documentation explaining how activities fit together and how they must be performed. This document will give a brief outline of a document structure that might be employed.

IDM documents include:

– an IDM policy, – IDM risk analysis report, – IDM objectives, and – IDM program. Figure 5 depicts overview of intelligent device management documents. This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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Intelligent Device management

specify IDM Document

Composite of

IDM risk analysis 1..n 1 Based on Organizational IDM policy report context

Is set based on 1..n IDM objective

Is implemented by

1..n IDM program

Figure 5 ― Intelligent device management documents

Since IDM is a part of the asset management system, the IDM policy is consistent with the policy of the asset management system of the enterprise. The IDM policy is established by the leadership of top management based on the organizational context.

The IDM risk analysis is a part of high-level risk assessment, which covers every management system governing the enterprise.

Intelligent device management can only be effective in the context of the organizational objectives and when considering the operating environment of the organization. The IDM objective for each level of the organization is developed based on the IDM policy, IDM risk analysis report and organization context. The objective of IDM is set appropriately taking into account objectives of other management systems. The IDM objective is translated into the IDM program.

The IDM documents are planned, implemented, and improved by an appropriate document management process.

5.4.3.2 Contents of each IDM document Table 1 summarizes the contents of each IDM document. This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

ISA-TR108.1-2015 – 28 –

Table 1 ― Contents of IDM documents

IDM Document Description Contents

IDM policy intentions and direction of an • scope of IDM organization for IDM based on • framework for setting IDM its context as formally expressed objectives by its top management • commitment to satisfy IDM requirements • commitment to continual improvement of IDM IDM risk analysis result of systematic use of • potential consequence of report available information to identify failure of the assets hazards and to estimate the risk • hazards, harms, harmful events • result of device failure analysis IDM objective specific target for an activity of • KPI of IDM and its target IDM • assets covered by the IDM • performance objectives for the assets • strategic plan IDM program Set of interrelated or interacting • resource assignment work processes for achieving a • work process specifications particular objective defined by • procedure specifications intelligent device management • task specifications

5.5 Work processes 5.5.1 Overview Work processes are more technical in nature and are generally directed toward managing or performing a single goal. A work process coordinates procedures of multiple groups of personnel for repeated activities. These repeated procedures can have a well-defined start and stop, or they may loop. A work process is basically expected within a phase of facility lifecycle. The work processes during project phase are normally different from maintenance work processes, and the transition processes between project and maintenance contain many discontinuities.

Work processes are normally formally documented in a swim lane chart, which is explained in Annex A, with accompanying documentation for inputs, outputs, roles, and other information as necessary.

5.5.2 IDM work processes specification Significant IDM work processes in every facility lifecycle phase are specified by an IDM work process specification.

Figure 6 shows the structure of an IDM work process. An IDM work process includes the following elements:

– work process owner, This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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– objectives, – outputs of the work process, – inputs of the work process, – start timing, – procedures, – interactions among procedures. The procedure interaction consists of conditions for initiation of the procedure. The condition for initiation includes a procedure to be initiated, procedures that need to be completed before the initiation, and other conditions required for the initiation.

IDM work process

Work process 1..1 owner 1..n Procedure 1..n objective

Process 1..n output 1..1 Procedure interaction Process 0..n input 1..n Condition for initiation of the procedure Start timing

Procedure to be initiated

Procedures need to be completed

Other conditions required

Figure 6 ― IDM work process

The IDM work process specification specifies these elements of the IDM work process.

Using the swim lane chart to specify the IDM work process is recommended. The swim lane chart is explained in Annex A of this document. This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

ISA-TR108.1-2015 – 30 –

5.6 Procedures 5.6.1 Overview Procedures are entirely technical and are comparatively simple. A procedure has well defined start and end points. The procedure can have coordination of multiple resources, but the interaction is always well defined. Decision points in a procedure are generally well defined and limited in scope of the procedure.

Procedures often have formal documentation in the form of a list of tasks or a flow chart. Procedures often have explicit instructions of steps necessary to initiate and complete the procedure, as well as requirements to document the results of the procedure. This documentation is possibly analogous to the inputs and outputs of a work process.

5.6.2 Procedure specification A procedure specification specifies a procedure, which is a part of an IDM work process.

Figure 7 shows the structure of a procedure. A procedure includes the following elements:

– procedure owner, – purpose, – assigned tasks, – conditions for starting (safety approvals), – conditions for completion (documentation of results). An assigned task consists of a task and assigned resource, which can be person, organization, or equipment. This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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procedure

Made up of 1..1 Procedure owner

1..n Purpose

1..n Conditions for starting

1..n Conditions for completion

1..n Assigned Task

1..1 Task Composite of

1..1 Assigned Resource

Is a type of person Is a type of Organization Is a type of Equipment

Figure 7 ― Procedure

Procedure specification specifies these aspects of activity procedure described in this subclause.

5.7 Tasks 5.7.1 Overview Tasks are the most simple form of procedure that normally needs little interaction or decision.

5.7.2 Task specification A task is a single piece of work, which is executed by a personnel type and/or an equipment type to contribute to the activity.

Figure 8 shows the structure of a task. A task includes the following elements:

– purpose, This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

ISA-TR108.1-2015 – 32 –

– deliverable, – resource requirement. The resource requirements include:

– personnel requirement, – equipment requirement, – tool requirement, – information requirement.

Task

Made up of

1..n Purpose

1..n Deliverable

1..1 Resource requirement Made up of

0..1 Personnel requirement

0..1 Equipment requirement

0..n Tool requirement

0..n Information requirement

Figure 8 ― task

Task specification specifies these aspects of a task described in this subclause. This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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5.8 Relationship and characteristics of IDM activities Some relationships and characteristics of IDM activities are shown in Table 2 below.

Table 2 — Relationships and characteristics of IDM activities

IDM Program Work Process Procedure Task

Structure Informal, Complex, Formal and Simple and Flexible, and Formal and Fixed Fixed adaptable Fixed

Lifecycle Coordinates Coordinates Contained in a Contained in a multiple phases of a Lifecycle phase Lifecycle phase lifecycles lifecycle

Peer Maintains liaison Only formal Only formal No peer Relationship with related connections connections relationships programs allowed allowed

Linkages Many linkages, Can be linked Can have Self-contained many informal end to end or parallel or nested in a series hierarchy procedures

Management Reports to Reports to Can be Can be part of a corporate program managed by a procedure businesses management work process

Roles and Change with Well defined and Well defined and Generally responsibilities time and fixed roles fixed roles performed by a management single well structures defined role

Inputs and Not Applicable Well Defined Well Defined Usually singular Outputs and fixed and fixed

Paths or swim Many and some Multiple Fixed Often singular Always Singular lanes are ad hoc and well defined and well defined

Timing Years to Multiple Days, months, or Hours or days Minutes or hours decades years

As described in clause 5 and shown in Table 2 above, work processes, procedures, and tasks have a lot in common and IDM programs are different but they use the same terminology, roles, etc. IDM programs are different because they are contained in the interface to corporate management structures that are different across companies and change with time. All of these types of activities (or functions) are used for IDM. This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

ISA-TR108.1-2015 – 34 –

6 IDM lifecycles

6.1 Overview IDM activities are organized into sequential groupings called lifecycles. The sequential order is important, but parallel groupings can be arranged to fit corporate structure. The goal of this clause is to present a logical structure that can be adapted to fit the needs of an IDM program.

Intelligent Device Management contends with multiple overlapping and interdependent lifecycles. These lifecycles encompass the following:

– Corporate lifecycle: Corporate level initiatives to manage assets including intelligent devices – Facility lifecycle: Facilities that have IDM processes implemented through projects, and – Product lifecycle: Products that need to be managed by an IDM process The overlap in time of these activities is shown in Figure 9 below. The timing overlap is shown for an ideal case, but as was mentioned in 5.8, the time scale of actual implementation is often far from ideal. The timelines suggest an ideal world where a corporate IDM program exists before the start of a facility lifecycle.

In practice, the IDM program can be initiated after a facility is already in the operation phase of its lifecycle. Implementation of IDM may be initiated in operating facilities to synchronize processes and establish needed structures. Establishing IDM in an operating plant is challenging, and is often beyond the capability of facility engineering and maintenance personnel.

While this document illustrates an efficient and mostly linear process for new facilities, most operating companies need to modify this to meet the needs of their existing facilities. The end result is very similar, but the implementation needs to be modified to match the starting point for each facility. For instance, most existing facilities have intelligent devices installed, but they might not have these devices connected to monitoring systems. Small facility implementation projects can rectify gaps in installed monitoring systems so that work processes can be put in place and an IDM program established. For these facilities, an audit of installed base capability and deficiency starts as a basis for scope development.

Another structural modification can be done by small companies that operate a single facility. For these companies, the corporate and facility lifecycles can be merged. This can result in a simpler management structure, but the same technical activities remain in this simpler structure. This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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IDM Corporate Lifecycle

Develop Program: IDM Product Lifecycle Work Processes, Business Processes including Policies Revision1 Objectives and Metrics, Supply Design IDM Facility Lifecycle Chain, Technologies (R&D), Personnel Resources & Skills Revision1 Revision2 Scope Development Sales Design Implementation: Revision2 Detail Design Roll out IDM Program at Facilities, Revision1 Sales Establish Management Systems Support Build Central Support Construction / Commissioning / Infrastructure Revision3 Startup Support Execution: Support Operation at Facilities, Keep Programs Current, Operation and Maintenance Share Best Practices between Replacement with MOC including Turnarounds Facilities, Maintain Supply Chain, Audit and Track Metrics De-commissioning

Figure 9 ― Timing relationship between IDM Lifecycles

6.2 IDM corporate lifecycle 6.2.1 Overview A corporate lifecycle for IDM is essentially an iterative process. A corporation can have all of these phases active at all times. The IDM program supported by this lifecycle possibly needs to accommodate changes in business and management structure, changes in technology, turnover of key personnel, and multiple facilities that are in different stages of implementation. These changes can stretch over decades. Corporate lifecycle phases and significant activities of each phase are depicted in Figure 10 below. This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

ISA-TR108.1-2015 – 36 –

Figure 10 ― Corporate lifecycle phases for IDM

6.2.2 IDM program development and improvement 6.2.2.1 Management IDM like any asset management activity is primarily a risk management activity. This type of activity has no chance of success without organizational management engagement, support, and accountability.

It is recommended that IDM be documented to ensure that it is institutionalized. Management personnel are responsible for the intelligent device management programs with support of personnel who have enough knowledge about implementation of IDM. The IDM program provides technical tools and skills required for implementation of IDM.

An IDM program utilizes work processes and knowledge of other management systems of the enterprise such as asset management mechanical integrity programs. Existing standards for asset management can be considered a part of IDM, but traditional management programs that focus on mechanical integrity are not sufficient for IDM. Inspection, testing and repair processes can be augmented by processes for software maintenance common to the IT world such as configuration data management. System architecture and cybersecurity are related to the IDM program.

NOTE: "asset management mechanical integrity programs" is specified in OSHA 1910.119. IDM processes for software, hardware, and skill resource management are interdependent and create the need for an IDM program with sufficient scope to manage the entire management program.

Many of the technical needs and skills can be built or purchased. Maintaining the management program is an operating company responsibility. This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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6.2.2.2 Understand the processes, terminology and tools The concepts need to become a part of corporate culture where they are practiced, and some additional works are needed for any company to fit the concepts into their management structure and budget processes.

6.2.3 IDM program implementation 6.2.3.1 Intelligent device supply chain management IDM integrates a number of types of device, tools, and services that are often assembled from multiple sources since there is usually not a single-supplier solution that satisfies all the requirements. The available sources change with time and can leave gaps in availability or continuity at any time. Furthermore, the diversity in suppliers means that some components cannot work together.

The goal of intelligent device supply chain management is to provide a suite of intelligent devices, and related tools and services that is complete and stable as possible with a reasonable lifecycle cost. Adversarial relationships in this management process tend to lead to instability and wasted effort. Intelligent device supply chain management processes that are healthy for both suppliers and purchasers are a critical success factor for IDM.

6.2.3.2 Central support monitoring facilities or remote monitoring centers Monitoring of devices condition can be done by the facility owner or can be outsourced. The location of monitoring is decided depending on the size and location of the facility, and the availability of special skills relevant to the devices being monitored. Some sort of means that can monitor condition of intelligent devices are provided in order to take appropriate action in a timely manner. For small or remote locations, a central (or outsourced) monitoring service could be the only practical way to accomplish effective monitoring.

Remote monitoring allows efficient utilization of SME located away from operating facilities . IDM and diagnostics based maintenance processes are a key to enabling remote monitoring for intelligent devices. Corporate support for this process is vital to success.

6.2.3.3 Roll out, training, initial implementation support Corporate technical services gain considerable insight into technology application during initial evaluation. This insight is very useful during early implementations at facilities if corporate technical resources are involved directly in roll out of the technology. Furthermore, continued involvement over the lifecycle is vital to continuous improvement at a corporate level, and in the process of sharing best practices between facilities.

6.2.3.4 Special skills and technical resources including R&D Each technology related to intelligent devices needs to be evaluated carefully before its deployment in order to assure it is appropriate for the purpose of intelligent devices and their utilization. Technologies need to be maintained in a state where it is supplied stably and effectively throughout the facility lifecycle. Furthermore, gaps in technology supply need to be identified and dealt with. In the case of technology supply chain for IDM components, this effort is non-trivial since there are numerous vendors who supply parts of the technology. The technology assessments include services as well as devices themselves. The use of a centralized R&D laboratory or development center is recommended for testing new/updated instruments and Asset Management Software and developing work process and toolkits.

6.2.3.5 Toolkits, generic work processes and tool development Tools which make the deployment of intelligent devices consistent, adequate, and cost effective are provided in early phases of facility lifecycle. This is a much needed phase of roll out of new technology and reduces risk and cost of deployment and provides the time to train people on the new technologies. For deployment of maintenance processes, work processes that are based on This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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IDM are needed to achieve desired results at facilities. Generic work processes maintained by a corporate program can provide a template for facility work processes and save time and effort in facility work process development. These generic processes can also serve as reminders of the types of activities that should be included in facility work processes. ISA108 will provide some generic work processes in Part 2.

6.2.4 IDM program execution Audits of IDM are conducted by personnel that are not involved in day-to-day activities. However, these personnel conducting the audit need to have direct contact with people who have day-to-day involvement in the engineering and maintenance process to understand their issues and problems. The audit needs to have the right balance of independence, integrity, and familiarity. It is recommended to involve auditors coming from the corporate level such as corporate IDM program so that observations between facilities can be compared.

Audits and metrics collected through normal daily activities provide the basis for determining whether the IDM program is meeting expectations and corporate objectives. Without audits and metrics (or KPI’s) the success of the program is not assured and program improvement is extremely difficult. These metrics are directly linked to management feedback and review processes.

The appropriate metrics of the effectiveness of the IDM program can be established and maintained. Audits against IDM programs need to be conducted based on the established metrics in every facility lifecycle phase in order to assure that the IDM programs are performing as planned.

6.3 IDM product lifecycle The shortest of the three lifecycles is typically the product lifecycle. Normally, product lifecycles come in releases or model changes that allow migration from one model to the next. However, the entire series of models is much shorter than the life of a facility. For example:

– A refinery unit is built in the 1940’s with float and liquid mercury pressure sensing devices – The facility is rebuilt in the early 1960’s with force balance pneumatic devices – The facility is rebuilt again in the 1980’s with analogue electronic instruments – The facility is rebuilt again in the early 2000’s with intelligent devices Each successive generation of devices (and the control systems they are connected to) need different skills and processes for maintenance along with the major differences in design. Management of change is needed with each revision. History suggests that this pattern will continue with new generations of the device types. IDM needs to be kept updated to comply with the technology changes that are applied in a facility.

A product lifecycle consists of product lifecycle phases listed below and shown in Figure 9.

– Device development phase – Device sales phase – After-sales support phase – Obsolete phase NOTE: The detail of the lifecycle of a product type model is specified by IEC 62890. Intelligent devices are built with a wide variety of features and options in addition to their most basic function. While the additional features provide value, they also add complexity and preclude inter-changeability. These devices generally do conform to some standards and have some level of interoperability, but the added features come with a cost of additional management requirements. One thing came to mind is the revision management since each intelligent device needs DD/DTM and therefore a revision management is an example of additional management requirement. This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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As intelligent devices go through model revisions, new features tend to be added and complexity tends to increase. When intelligent devices are compared between different manufacturers, they support similar functions and features, but their configuration or programming can be incompatible. Operating companies and vendors have significant incentives to manage device diversity and device evolution to make configuration management and maintenance as simple as practical. Some of the effects of IDM on product lifecycle management are shown in Table 3 below.

Product lifecycle changes cannot be synchronized with major revisions of the facility. Suppliers and users of intelligent devices need to cooperate in making these changes manageable. The benefits of cooperation in an intelligent device supply chain management program are illustrated in Table 3 below.

Table 3 — Product Lifecycle Management

Role Without IDM With IDM Supplier Manages each type of device Works with supplier consortia to provide independently interoperability registration, easy device replacement, and migration process for products including configuration templates Facility Unlike device replacement might Product migration is planned. Templates, need engineering support and can toolkits, and engineering support are occur without prior notification or supplied from sources external to the planning facility. Corporate Supplier management is defined Long term supply processes minimize by “3 bids and a buy” disruption to the supply chain. Changes are planned and toolkits are supplied with the change.

6.4 Facility lifecycle 6.4.1 Introduction The goal of a facility lifecycle is to do a good job of implementing or applying tools and processes developed outside the facility lifecycle. Corporate support program is important to success of implementation of IDM in a facility.

It is fundamental to start with a plan for successful IDM implementation. Facilities are built and modified by a series of projects. Facilities undergo modification and repair while running for some enhancements and issues, and other repairs and modifications are done while the facility is in a shutdown mode (sometimes called a turnaround). Each facility has unique facility lifecycles, but it is very inconvenient and inefficient for facilities to try to create their own unique tools for IDM and processes during individual facility implementation projects. Starting early is also important. A common problem with implementations of IDM (in addition to trying to start from scratch) is to assume that they can delay the start of planning for IDM until construction or commissioning is in progress – or even later. Starting too late will result in a failed implementation that maintenance cannot be use, and can create alarm floods for operators and/or maintenance personnel to deal with. This late start approach normally results in significant rework of device configuration during or after process start-up, and an ineffective implementation design.

Implementation at a facility is possible as a project once the basic corporate infrastructure is in place. The project will include a number of activities outlined in this part and other parts of ISA- 108 documents. At a minimum, the project will need to integrate and configure the devices and tools used to work with the devices. Depending on prior experience at a facility, some training at the facility is necessary. Corporate level common basic corporate infrastructure for hardware and software for IDM among multiple facilities is provided to achieve successful implementation of hardware and software for IDM. This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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Facility lifecycle phases and significant activities of each phase are depicted in Figure 11.

Figure 11 ― Facility lifecycle phases

6.4.2 Facility lifecycle phases 6.4.2.1 Type of Project Facility lifecycles begin with a project. The type of project affects activities in various lifecycle phases as outlined below. Project types include:

 New construction or construction of a new facility where manufacturing is not present. This type of project often includes considerable effort to create new infrastructure in the scope of work.

 Plant revision. This type of construction is further divided between revisions that will be done during plant operation and projects that require a process shutdown or turnaround. Some projects utilize both revision during operation and revision during a turnaround. Scope development of plant revision always includes a discovery process to assure that existing facility documentation is complete and accurate as well as to define required changes.

6.4.2.2 Scope development 6.4.2.2.1 Overview Scope development (sometimes called Front End Design) is a collection of development activities, decisions, and documentation of choices that allow the remainder of a project to proceed to This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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completion with efficiency and integrity. The documentation of choices affecting process integrity made in scope development provides a basis for change management through the rest of the facility lifecycle.

6.4.2.2.2 Utilizing corporate strategy Hardware and software for IDM and corporate lifecycle choices need to be established during this phase. For instance, collaboration with the remote monitoring center is decided before or during scope development, and to be implemented before or during facility implementation. Any corporate tools and work processes that are implemented before facility implementation will make the facility implementation less costly, faster, and lower risk.

Any corporate processes or strategies that are missing this phase present a significant challenge because there can be insufficient time during scope development to create these processes and strategies.

6.4.2.2.3 Local versus remote support A major decision for local implementation is the amount of dedicated resources that are deployed at the facility. Many facilities cannot support full time local resources. Thus, remote monitoring centers have been established for monitoring of assets. IDM can fit very well into this structure since diagnostics can be collected and analyzed remotely. Use of remote support needs a cooperative local and remote support structure with clear roles and responsibilities for each. This structure also requires significant infrastructure and personnel resources to be able to monitor devices securely from a remote location.

6.4.2.2.4 Criticality Criticality is widely used in existing maintenance processes and criticality determination is widely practiced. ISA-108 does not propose anything new for criticality ranking other than some new uses for these rankings.

Criticality is made up of two parts:  Likelihood  Consequence These two characteristics are used for many types of risk management. When these characteristics are plotted on a logarithmic chart or risk matrix, diagonal lines represent constant risk. These lines of constant risk can then be used for engineering design of systems (such as redundancy) and for planning periodic maintenance activities such as inspection, testing, or calibration. The constant risk lines are sometimes designated as “criticality levels”.

When designating the priority of a diagnostic alert or planning device repair, only the consequence is relevant because the likelihood for that activity is 1.

NOTE: The probability is "1" means the event has already happened. Determination of criticality is necessary for a variety of engineering and maintenance planning activities and is common practice in industry. ISA-108 documents don’t define a new procedure for criticality determination but use the results of common industry practice.

A Risk Assessment Matrix (RAM) shown in Figure 12 is utilized for risk ranking by many enterprises owning facilities. The RAM provides convenient descriptions instead of difficulty to obtain numerical values for each axis. The resulting risk categories are somewhat non-linear but are easier to use. This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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CONSEQUENCES INCREASING LIKELIHOOD ABCDE Never heard Heard of in Has Has Has of in the the industry happened in happened at happened industry the the location more than organization or more once per or more than once year at the SEVERITY Assets People than once per year in location

Reputation per year in the Environment the industry organization

No injury or No damage No effect No impact 0 health effect Low Slight injury Slight Slight Slight criticality 1 or health damage effect impact effect Minor injury Minor Minor Minor 2 or health damage effect impact Medium effect criticality Major injury Moderate Moderate Moderate 3 or health damage effect impact High effect criticality PTD or up to Major Major Major 4 3 fatalities damage effect impact Extreme More than 3 Massive Massive Massive criticality 5 fatalities damage effect impact

Figure 12 ― Risk Assessment Matrix (RAM) chart

Criticality usage in different lifecycle phases is shown in the following Figure 13. Usage of criticality differs depending on the activity utilizing it. For example, redundancy design and test schedule development in scope development and design phase, and test schedule optimization in maintenance phase use both likelihood and consequence. Selecting priorities of alarm and alert in design phase, and planning repair priority and deferral of maintenance use consequence only. This is a preview of "ISA TR108.1-2015". Click here to purchase the full version from the ANSI store.

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Failure Likelihood Criticality Failure Consequence

Scope Select Redundancy & Select & Configure Development & Test Schedule to Alarm & Alert Priorities Design Phase Manage Design Risk

Actual Failure Rate Optimize Inspection & Test Schedule with Select Repair Priority Operation and Maintenance Failure or Deferral Maintenance Rate History Phase

Figure 13 — Criticality Usage in a Facility

6.4.2.2.5 Lifecycle Failure consequence and design choices Failure consequence can also lead to design choices during engineering. In many types of equipment, redundancy or bypass can be employed to reduce the consequence of a failure. This additional hardware cost can often be justified by a combination of reduced risk. Redundancy can also lead to savings in the choice of maintenance process.

6.4.2.2.6 Vendor selection As shown in Figure 9, vendor selection is normally limited to products that are already for sale except in unusual circumstances. Selection of products that are still in development exposes the facility implementation project to extra risk that requires special management and testing efforts.

6.4.2.3 Design and engineering This phase of facility lifecycle normally includes all design work based on decisions made during scope development, and completion of procurement processes as design details are completed. Any major conceptual decisions that have not been made at the start of this phase are a cause for concern, possible delay of facility implementation project, and most likely some rework.

6.4.2.4 Construction and commissioning The tools, work processes, and training need to be complete in time to use diagnostics during commissioning and functional safety assessment. The gap in coverage between personnel of