Companies that operate in multi-step, multi-ingredient batch processing operations employ a combination of complex procedures, communications, and business and operations systems. The range of tools and machinery used to process the vast array of ingredients and process steps are required to make processors successful. Entire working cultures emerge from operations models that can foster a focus and achieve positive outcomes.
However, the more specialized the market and operations, the number of people who operate within that domain tend to be fewer in number. As a result, there tends to be a lack of regular interaction with a broad spectrum of manufacturing peers. This can leave individuals and their organizations feeling so unique that they become relatively isolated. The result of this can be a lack of confidence that people outside their internal groups can effectively understand, let alone support them.
Truly consultative systems integrators in the batch processing community can often serve a critical supporting role to these individuals. These integrators will have established a collective corporate consciousness aligned with the DNA of batch processors. They immerse themselves in the behaviors and characteristics of these clients and it is reflected in nearly every aspect of their operation.
As a specialized batch processor, the key to determining if an integrator can be of help involves understanding the internal operations structure of the integrator. This structure should mirror the structure and key roles within the processor’s organization. Processors should find a complete ecosystem that addresses the equipment, processing steps and layered data flow aspects of manufacturing. The integrator’s leaders should regularly receive and deliver training that drives every member of their team to understand considerably more than just physical automation components.
The system designs employed by the integrator should also reflect physical processes that are modeled and converted into operational steps. These steps may include automated equipment and manual operations. Designs should highlight equipment capabilities and manual work arranged into procedural models.
All the integrator’s work related to physical operations should be aligned with the data flow requirements for business planning, manufacturing operations management and manufacturing control. The entire team at the integrator should approach each project—and the modules within them—with this level of data flow in consideration.
Experienced batch processing professionals may recognize alignment within this description to the International Society of Automation’s ISA-88 and ISA-95 standards. This is not a coincidence, because batch-focused integrators weave these standards into their internal systems. This allows them to purposefully approach the evolution of their teammates in a manner that constantly drives towards homogeneity with their clients and further establishes their expertise with each collaboration.
Every client interaction should be streamlined through the integrator’s aligned approach to communications and operations. With this established, all interactions between the processor and the integrator can be held without having to first establish baseline understandings between the two. This enables results to happen efficiently. Batch processing personnel from each layer within the model should benefit from the connection to the integrator’s team—from operators, engineers and production management to IT.
