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34

2 | MAY 2016 CONTROL ENGINEERING www.controleng.com

CONTROL ENGINEERING (ISSN 0010-8049, Vol. 63, No. 5, GST #123397457) is pub-

lished 12x per year, Monthly by CFE Media, LLC, 1111 W. 22nd Street, Suite #250, Oak

Brook, IL 60523. Jim Langhenry, Group Publisher /Co-Founder; Steve Rourke CEO/COO/ Co-Founder. CONTROL ENGINEERING copyright 2016 by CFE Media, LLC. All rights reserved.CONTROL ENGINEERING is a registered trademark of CFE Media, LLC used under license.Periodicals postage paid at Oak Brook, IL 60523 and additional mailing offices. Circulationrecords are maintained at CFE Media, LLC, 1111 W. 22nd Street, Suite #250, Oak Brook, IL60523. E-mail: [email protected]. Postmaster: send address changes toCONTROL ENGINEERING, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Pub-

lications Mail Agreement No. 40685520. Return undeliverable Canadian addresses

to: 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Email: customerservice@

cfemedia.com. Rates for nonqualified subscriptions, including all issues: USA, $150/yr;Canada/Mexico, $180/yr (includes 7% GST, GST#123397457); International air delivery$325/yr. Except for special issues where price changes are indicated, single copies areavailable for $30.00 US and $35.00 foreign. Please address all subscription mail to CON-TROL ENGINEERING, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Printed in theUSA. CFE Media, LLC does not assume and hereby disclaims any liability to any person forany loss or damage caused by errors or omissions in the material contained herein, regard-less of whether such errors result from negligence, accident or any other cause whatsoever.

COVER: Control Engineering Salary Survey graphic, upper

right, main cover image is courtesy of NexDefense; inset,

left is from Honeywell Process Solutions. See research

results, advice, and learn of the need for a succession plan.

Features

18

Vol. 63

Number 5

MAY 2016

18 Control Engineering Salary and Career SurveyCover story: Control Engineering research shows salary increases,

salary benchmarks by various parameters, job satisfaction, and an

increase in the importance of of financial compensation.

24 Manufacturing organizations need a succession plan.

25 Engineering career advice from survey respondents

26 Automation products improvewith customer feedback

As customers give suppliers valuable product feedback, suppliers

will consider many factors that can result in new features.

29 Smart manufacturing is not a thing;it’s a convergence of things

Smart manufacturing converges smart business processes and smart

operational processes, smart equipment, and more.

32 Process historians can be an integral

part of the IIoT Process historians can help with distributed, cloud-based enterprises

and integrate with the Industrial Internet of Things (IIoT).

34 Optimizing remote collaboration,monitoring at process plants

Mobile solutions allow plant supervisors and managers to better

analyze and collaborate on problems and abnormal situations.

36 Modern control valves offercommunications, diagnostics

New pneumatic automation can increase machine performance and re-

liability, reducing compressed air costs by nearly half, in one example.

38 Partial stroke valve testing New partial stroke testing advances are available in a hybrid approach,

explained Richard Harvey, in Control Engineering Europe .

41 Hannover Messe Recap Recap of events and developments at the 2016 show in Germany

57 Digital Edition Exclusive How secure is the Internet of Things?; Getting ahead of the IIoT cyber

security curve; More on automation integration savings.

Expected change to 2016base annual salary

Decrease

Stay the s

Increase 1% to 3%

Increase 4% to 6%

Increase more than 6%

Stay the s

2%

31%

54%

9%4%

36


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7/78input #3 at www.controleng.com/information


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CONTROL ENGINEERING MAY 2016 | 5 www.controleng.com

Inside Process

Departments

News

Vol. 63

Number 5

MAY 2016

P1 Neural networks in process control:Neutral network training, implementation

Neural network technology has been applied in a number of

fields with great success. Part 2 of this 2-part series covers pre-

paring the dataset for training, neural network model training and

validation, implementing a neural network model on a control

platform, and human-machine interface (HMI) requirements.

P8 Developing high-performance HMIs:Evolution, improved usability

This two-part series examines the development of high-perfor-

mance human-machine interface (HMI) methodology. Part 1 cov-

ers HMI evolution, security, improving usability, and consistent

use of color.

Appears after page 46; If not, see the Digital Edition:

www.controleng.com/DigitalEdition

8 Think Again Advice on integrating legacy technology with IIoT

10 Apps for Engineers Mechanical apps

14 Control Engineering InternationalRobots are ready to populate smart factories.

64 Back to BasicsControl system power and grounding forensic exam

aids reliability.

16 Advanced robotics help manufacturing. Software construction guidelines released

Automation company elects president, CEO.

Online headlnes

17 3D holographs for advanced manufacturing Motor and drive company names CEO.

Products

62 Brushless dc motor (left)has sensors that report rotor

location; Temperature control

system series

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linear motion platform

61 Safety diagnostics system;Coriolis transmitter has Ethernet

connectivity (left); Cartesian robot;

Software upgrade for modeling

and simulation platform (bottom);

process viscosity analyzer

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Webcasts for credit

Digital Edition

Control Engineering’s

webcasts are always

available on de-

mand at any time. If

you need additional

continuing education credits, you can

meet your requirements at

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Next-generation Industrial HMIs

Industrial Internet of Things Webcast

Series 2016, Part One: Effective Change

Management

Changing ROI for Industrial Robotics

Information Integration and IIoT.

The tablet and digital

editions of this pub-

lication have unique

content for digital

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has digital exclusives

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Point, click, watch

VIDEO: Hannover Messe

Online exclusive: See video from Hannover

Messe in Hannover, Germany.

www.controleng.com/videos

MAY More resources posted daily at:

Ensuring networkcyber securityThere’s a lot more to read

online. Go to

www.controleng.com/news

to read Control Engineering’s

exclusive Web content.

Physical security meets OT

Companies to create smart

microgrid using Internet of Energy platform

Standards for industrial cloud interface being developed

Robots’ usage growing on production line, but humans still valuable.

2016 Cybersecurity

Study: Six key findingsNow available, latest research: See

six key findings highlighted in this

Control Engineering research and

download the full report.

NEWSLETTER: IIoT REPORT

Use IIoT to improveoperations IIoT’s power found in controllers, HMIs

Data analysis: a key requirement for IIoT

Define maintenance data value to gain

IIoT benefits.

Keep up with the latest industry news

by subscribing to Control Engineering’s

14 newsletters at

www.controleng.com/newsletters

Oil & Gas Engineering April issue

Oil & Gas Engineer-

ing provides industry-

specific solutions de-

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T

To take advantage of increasedcommunications needed for IndustrialInternet of Things (IIoT) initiatives, legacyequipment has to deliver data to help elim-inate unplanned downtime and improvequality and efficiencies, said participants atthe Industrial Internet of Things USA con-ference in Chicago in April. Representa-tives from Dell, Digital Manufacturing andDesign Innovation Institute (DMDII), Mon-santo, and OPC Foundation were amongthose offering advice at the conference,organized by Qatalyst Global. IIoT increasethroughput and enable data-rich applica-tions, such as predictive maintenance.

Thomas Burke, president and executivedirector, OPC Foundation, served as confer-ence chairman and a panelist, and said great-

er collaboration among industry vendors andorganizations enables faster IIoT benefits. Thisincludes more connectivity, more easily andsecurely, with legacy systems, Burke said.

ExxonMobil Research and Engineering’schief engineer, process control, Don Bartu-siak, moderated the opening panel discus-sion and said while process control systemshave had a network of things for 35 years,“it’s astonishing to see the progress of Inter-net communications compared to pro-cess control networks.” Remote monitoringcapabilities have been increasing, and Bar-

tusiak expects mobile operators to have readcapabilities, although reliability and securityare major concerns. Mobile write access is ahigher-risk capability at this time, Bartusiaksuggested, somewhat akin to flying a planefrom outside the cockpit.

To get value more quickly from IIoT tech-nologies, DMDII made a request for propos-

als for an IIoT retrofit kit, said Jacob Goodwin,director, membership engagement, DMDII, apublic/private partnership of industry and aca-demia to deliver innovation to manufacturing.Wider use of standards by technology provid-ers would improve data flow, said Atif Khan,senior automation manager, smart fields,Monsanto. Integration of OPC Unified Archi-tecture (OPC UA) helps data flow among dis-parate systems, speeding decisions on quality.An IIoT retrofit kit would help, he said.

Deciphering IIoT benefitsCooperation of information technology

(IT) and operational technology (OT) teamscan help increase information flow, saidChristine Frank, director of industrial stra-tegic partnerships, SME (Industrial) Global,

Dell, and a keynote speaker. Frank said IIoTtechnologies connect the plant floor to theenterprise to analyze, optimize, and increaseperformance of industrial equipment andimprove end-to-end business processes.IIoT can help with competition, regulations,resource constraints, changing customerdemands, and an aging workforce.

For predictive maintenance (PdM), IIoTtechnologies help address talent gaps, budgetpressures, and a greater need to better man-age assets and energy, Frank said. ApplyingPdM through gateways can create legacy con-

nections, Frank said. She told Control Engi-neering that a connected worker should thinkagain about how to be more effective andsafer in plant-floor interactions.

“IIoT technologies are for those who wantto compete and stay relevant,” Frank said, andphysical and cybersecurity are imperative. ITand OT convergence can help, but it isn’t goingto happen overnight. ce

1111 W. 22nd St. Suite 250, Oak Brook, IL 60523

630-571-4070, Fax 630-214-4504

Industrial Internet of Things (IIoT) methods can help increase quality,

throughput, and cybersecurity, while decreasing unplanned downtime,

said speakers at the Industrial IoT USA conference in Chicago.

Content Specialists/EditorialMark T. Hoske, Content Manager847-830-3215, [email protected]

Jack Smith, Content Manager630-907-1622, [email protected]

Emily Guenther, Associate Content Manager630-571-4070 x2220, [email protected]

Amanda Pelliccione, Director of Research631-320-0655, [email protected]

Joy Chang, Digital Project Manager630-571-4070 x2225, [email protected]

Chris Vavra, Production Editor630-571-4070 x2219, [email protected]

Contributing Content Specialists

Frank J. Bartos, P.E., [email protected]

Peter Welander, [email protected]

Vance VanDoren, Ph.D., P.E., [email protected]

Suzanne Gill, Control Engineering [email protected]

Ekaterina Kosareva, Control Engineering [email protected]

Wojciech Stasiak, Control Engineering [email protected]

Lukáš Smelík, Control Engineering Czech [email protected]

Aileen Jin, Control Engineering [email protected]

Publication ServicesJim Langhenry, Co-Founder/Publisher, CFE Media630-571-4070, x2203; [email protected]

Steve Rourke, Co-Founder, CFE Media630-571-4070, x2204, [email protected]

Trudy Kelly, Executive Assistant,630-571-4070, x2205, [email protected]

Elena Moeller-Younger, Marketing Manager773-815-3795, [email protected]

Kristen Nimmo, Marketing Manager630-571-4070, x2215, [email protected]

Brian Gross, Marketing Consultant, Global SI Database630-571-4070, x2217, [email protected]

Michael Smith, Creative Director630-779-8910, [email protected]

Paul Brouch, Director of Operations630-571-4070, x2208, [email protected]

Michael Rotz, Print Production Manager717-766-0211 x4207, Fax: [email protected]

Maria Bartell, Account DirectorInfogroup Targeting Solutions847-378-2275, [email protected]

Rick Ellis, Audience Management Director303-246-1250, [email protected]

Letters to the editor : Please e-mail us your opinions [email protected] or fax us at 630-214-4504.Letters should include name, company, and address,and may be edited for space and clarity.

Information: For a Media Kit or Editorial Calendar,email Trudy Kelly at [email protected].

ReprintsFor custom reprints or electronic usage, contact:Brett Petillo, Wright’s Media281-419-5725, [email protected]

Publication SalesPatrick Lynch, ContentStream, Director of Content Marketing Solut630-571-4070 x2210 [email protected]

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630-571-4070 x2206 [email protected]

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858-270-3753 [email protected]

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978-929-9495 [email protected]

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showcase

630-571-4070, x2221 [email protected]

Stuart Smith, International

Tel. +44 208 464 5577 [email protected]

THINK AGAIN IIoT

Mark T. Hoske, Content Manager

[email protected]

MORE

ADVICEGO ONLINE

With this article at www.controleng.com, see IIoT

conference details, PdM tips, and new IIoT pages.

Advice on integrating

legacy technology with IIoT


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TurboTooliOS 6.0+, Android 2.3+Cost: Free

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possible causes, and find the required actions for a solution.

Mechanical mobile applications have potential to help engineers do their jobs better.

CFE Media’s Apps for Engineers is an interactive directory of engineering-related appli-

cations for Apple iOS and Android operating systems from various companies. Apps are

organized by category, company, and type. These are listed in the app as of May 2016.

Mobile apps for mechanical applications

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APPS FOR ENGINEERS data collection

© 2016 Honeywell International Inc. All rights reserved.

For more information, please visit

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Learn about the latest engineering

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Y CONCEPTSdustrial robots being made todaye influenced by smart factories andustrie 4.0.

Europe, smart industrial robotse being used more and more withinustrie 4.0 cyber systems.

vanced manufacturing needstomation to increase.

O ONLINEww.controleng.com/international

ww.controleng.com/robotics

ONSIDER THIS

hat additional impact will smarttories and Industrie 4.0 have on theor market in Europe?

it better to have a competitiveart factory using robotics andustrie 4.0 or an uncompetitivetory that goes out of business andploys no one?

MORE

ADVICE

R

Robots are ready to populatesmart factoriesIndustrie 4.0 and the smart factories being built are heavily influencing robots that are beingdeveloped in the Czech Republic, which could have major changes on the labor market, according

to Control Engineering Czech Republic .

Robots’ use is growing rapidly, androbots are smarter and more integrated. Bran-islav Lacko, a member of the Czech-MoravianAutomation Association, said, “We can expectan exponential growth of robotics in the com-ing weeks and months,” in his opening speechat the Robotization and Automation Trends2016 conference. He has good reason to beoptimistic. According to the International Fed-eration of Robotics (IFR), there are 1.7 millionindustrial robots installed in today’s factorieswith 230,000 installed in the last year aloneand 15% annual growth expected. As moreindustrial robots are being installed, they’realso getting smarter.

Robots in the smart factoryIn Europe, there is a noticeable trend towards

using smart industrial robots within Industrie

4.0 cyber systems. Many new robots today arecreated with the purpose of working side-by-side with humans. Collaborative robots on dis-play at the conference are one way Industrie 4.0is being implemented. Other highlights includedrobots manufacturing Rolex watches with pre-cise movements.

High-quality robots that can work alongsidehumans as well as make sophisticated items areneeded to make smart factories and Industrie4.0 work. However, beyond manufacturers, sys-tem integrators are needed to help the elementsof future smart factories work.

Miroslav Rumpel from Elcom a.s., which isaiming to bridge the gap between various ven-dors, said, “Future-proof and original integra-tion of the best available automation is the keyfor manufacturing’s future.”

Cost of robot labor vs. humansAnother highlight of the conference was apresentation by Tomáš Posekaný, from ŠkodaAuto, a Czech car manufacturer, who describedthe methods for planning robotic manufactur-ing. While robotic expansion has social andeconomic impacts, Posekaný said wider use ofrobotics reflects the evolving structure in a soci-ety where no advanced manufacturing plant cansucceed without increasing the level of automa-tion. Despite the impacts in the employmentarea, comparing the hourly rate calculation forrobot operation versus hourly costs per employ-

ee shows a vast difference. While a robot willtake about $6 per hour from the budget, humanlabor would cost $14 per hour for the sameamount of work, proving that the industry in thefuture will undoubtedly rely on industrial robots.The advantages of automated workplaces startto overshadow the trade unions’ voices, even assmart factories and Industrie 4.0 become moreprevalent in Europe’s economy. ce

Lukáš Smelík is managing director of ControlEngineering Czech Republic. Edited by ChrisVavra, production editor, CFE Media, Control

Engineering , [email protected].

CONTROL ENGINEERING international

A Mitsubishi robot is demonstrated at the Robotization and Automation

Trends 2016 conference. Courtesy: Lukáš Smelík, managing director, Control

Engineering Czech Republic

‘ Beyond manufacturers, systemintegrators can help the elementsof future smart factories work.

’


19/78

Since the invention of the light curtain, SICK has spent more than half a century developing

pioneering innovations for a safer industrial world. The market leader for safety technology is now

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INDUSTRY NEWS and events

Ways to prevent the decline of man-ufacturing include greater use of digitalmanufacturing and advanced robotics,attracting more students to engineer-ing, and creating greater flexibility andinnovation. This was among the advicepresented from U.S. and Italian manufac-turing experts at the i3 Forum in Chicagoin April.

Challenges, roboticsThe manufacturing sector is facing

many challenges, although the future isbright as advanced technologies are nowmaturing with the Internet of Things(IoT), virtual reality, robotics, etc. Indus-try leaders highlighted challenges includ-ing the lack of young, skilled workersin the industry and the need to manu-facture quality products faster and at alower cost. Innovators highlighted whatneeds to happen to prevent the decline ofmanufacturing, including digital manu-facturing, being open to adopting newtechnologies, attracting more skilled peo-ple to engineering schools; and increas-ing flexibility and market innovation.

A glaring challenge is the lack ofyoung, skilled workers in industry, andautomation is picking up the slack in pro-duction lines, said industry leaders.

“We need to solve common problemswith uncommon solutions,” David Corsi-ni, founder of Telerobot Labs said.

The acceptance of robots has beena big deal in the industry in addition todecreasing capital costs and easier pro-gramming. With the difficulty of findingworkers, robots can’t be built fast enough.The ability for robots and humans towork collaboratively is vital to fasteroperations and abundant innovation.

“Humans are underrated. They havean eccentric vision,” Corsini said.

Innovators are very optimistic andpushing for incorporating more indus-trial robotics within additional industri-al applications. Although there is a fearthat robotics takes away jobs, this is notthe case. Robot benefits include increasedproduction without compromising prod-uct quality; flexible training; answer-ing the decreased availability of skilledworkers; and safer solutions for hostile

Rockwell Automation’s board of directors

has elected Blake D. Moret, a 30-year

veteran of the company, as president

and chief executive officer (CEO), effective

uly 1, 2016. At that time Keith D. Nosbusch,

5, who has been president and CEO since

2004, will transition from those roles while

continuing as chairman of the board. Moret,

53, is currently senior vice president of the

company’s control products and solutions

segment.

oret has 30 years of experience in

sales and business management roles in

product, services, and solutions businesses

across Rockwell Automation. He began

his career with the company in 1985 as a

sales trainee. He has subsequently served

in senior positions across the organiza-

tion, including international assignments in

Europe and Canada. In 2011, he was named

senior vice president of control products

and solutions, one of the company’s two

business segments. Moret is a graduate of

Georgia Institute of Technology, where he

earned a bachelor’s degree in mechanical

engineering. He has served as chair of the

board of the Manufacturing Institute of the

National Association of Manufacturers.

dited from a Rockwell Automation press

release by CFE Media.

Software constructionguidelines released

Automation company elects president, CEO

Impact, innovate, integrate: Advancedrobotics help manufacturing industries

oc we utomat on as e ecte

a e . oret e t), a -year veteran o

e company an a sen or v ce pres ent,

o e t e new pres ent an c e execu-

ve o cer ) e ect ve u y 1, 1 .

e w e ta ng over or e t . os-

usc r g t), w o as serve as pres -

dent and CEO for the company since

4. ourtesy: oc we utomat on

environments. Another challenge is tomaintain product quality, and increaseproduction and at a low cost.

Marc Allen, president of Boeing Inter-national, capitalized on the fact thatrobots do not motivate, humans do. Weneed to let robots take over and solve theproblems that are out there now, whilehumans continue to innovate and movethe industry forward, according to Allen.

Emily Guenther, associate contentmanager, CFE Media, Control Engineer-ing , [email protected].

The PLCopen Coding Guidelines ver-

sion 1.0 has been released and is

available for download. Version 1.0

contains 63 rules for software program-

ming, which is spread over different

sections such as naming rules, comment

rules, coding practice, languages, and

vendor specific IEC 61131-3 extensions.

These rules are designed to train users

and provide a basis for universities to

help them teach IEC 61131-3 programmingmore efficiently.

Software today often absorbs half of

the initial project costs and between 40%and 80% deals with maintenance over the

life cycle costs of the software. In order

to deal with the complexity of larger pro-

grams, modern software development pro-cesses supporting a structured approach

and creating re-usable code are needed.

Coding efficiency needs to be increasedvia re-use of pre-defined functionalities

and to help to better understand the pro-

gram over the lifecycle.Since the release of the first docu-ments, further work was done on creating

PLCopen-compliant function block librar-

ies and structuring and decomposition via

sequential function charts (SFCs).

More at www.controleng.com

See events, upper right.

Top 5 Control Engineering articles

Manufacturing index rebounds

System integrators conference

Constraining robot growth in China

Support-focused enterprise controls.


21/78

Safety is not an option.

ACS880 Industrial Drives

CONTROL ENGINEERING MAY 2016 | 17

Digital edition? Click on headlines for more details. See news daily at www.controleng.com/news

Motor and drivecompany names CEO

3-D holographs for advanced manufacturing applicationsto explore applied markets such as usingHoloLens to support sophisticated man-ufacturing,” he said. “Most design work isdone on a computer and is called model-based design. What we want to do is sup-port model-based assembly where themodels that are designed on a computerare represented holographically.

Lawes said the holographic images areprojected onto the goggles’ optical lens andappear in the field of vision about a meterfrom the user’s eye.

Edited from a Lead South Austra-lia news story by Chris Vavra , productioneditor, CFE Media, Control Engineering,[email protected].

Work is underway on software thataims to use hologram technology andLego-inspired assembly to help manu-facture some of the world’s most complexmachines. The Australian arm of glob-al defense and security company Saab haspartnered with Microsoft to build a rangeof training, education, and other complex3-D holographic applications. Worn asgoggles by users, the Microsoft HoloLensPlatform is the first fully untethered, holo-graphic computer, enabling interactionwith high definition holograms.

Saab Australia Head of Training andSimulation Inger Lawes said the companyhad identified three initial markets: its tra-ditional defense and security market, theenterprise market, large corporations want-ing bespoke applications to address a spe-cific need, and internal applications for thecompany’s own development.

“We want to stay within our businessof defense and security, but we also want

Yaskawa America Inc.

named Mike Knapek as its

next CEO. Courtesy: Yaskawa

America Inc.

Y

askawa America Inc. (YAI) named

Mike Knapek, president and chief

operations officer (COO) of the Drives

and Motion Division, to the position of CEO.Knapek takes over for Masahiro Ogawa,

who takes on the role of corporate vice

president and general manager of Yas-

kawa’s global robotics business in Japan.

As CEO, Knapek will lead the Drives and

Motion and Motoman Robotics Divisions of

Yaskawa America Inc. He will continue to

serve as president and COO of the Drives

and Motion Division. In August 2015, Kna-

pek became corporate vice president of

Yaskawa Electric Corp. in Japan.

Knapek began with Magnetek Inc. in

1986. After Yaskawa acquired the Mag-netek’s drives division, he took on leader-

ship roles in several product areas forYaskawa and later became responsible

for the drives business in North and South

America. Knapek became president and

chief operations officer (COO) of YaskawaAmerica Inc. in March 2011.



22/78

Salary for respondents to the 2016 Con-trol Engineering Salary and Career Sur- vey increased about 5% to $94,747,compared to an average of $90,367 forrespondents last year. This year, data

analyses include tables showing compensation byseven criteria, allowing benchmarking; the tablesalso show upward salary pressure to get youngerengineers in the door. More than 80% were satis-fied with their jobs, and 44% love going to workevery day, and while technical challenge remainsthe top factor contributing to job satisfaction, itwas a statistical tie (39% and 37%) with financialcompensation, which jumped from 28% last year.

Among key issues, the economy is perceived asthe biggest threat to manufacturing business, and,perhaps most disturbingly, 12% of respondents saidno cybersecurity program was in place at their site.(See a cybersecurity research report from ControlEngineering at www.controleng.com/CE-Research.)

Online, methodsSee related articles on engineering advice and

succession planning. More information and graph-ics appear with the online version of this article;search on the headline atop www.controleng.com or,if reading the digital edition, click on the headline.

Thank you to survey respondents; with 222responding between March 7 and March 18 viaWeb-based survey, the margin of error is plus orminus 6.6% at a 95% confidence level. A gift cardincentive was used.

Salary increasesThe average base annual salary for the 2016 set

of respondents to this year’s Control EngineeringSalary and Career Survey was $94,747, up slightlycompared to that of respondents to the 2015 survey, when the average totaled $90,367. In 2016,67% expect a salary increase. Among respondents,54% expect a 1% to 3% increase, 9% expect a sal-

Control Engineering research shows nearly a 5% increase in salaries among respondents to an

average of $94,747; analysis of salaries by years with employer shows upward salary pressure for

engineering new hires. Respondents continue to indicate they like their jobs, by more than 80%

this year, but financial compensation is becoming more important, as the economy is seen as the

biggest threat by far to manufacturing today.

Y CONCEPTSany engineers like their jobs, andancial compensation is now aboutimportant as technical challengejob satisfaction.

eaking out salaries by variablesows benchmarking.

e economy ranks as the biggesteat to manufacturing business

ay.

O ONLINEeading the digital edition, clickough the headline to get to theine version with more analysis andphics, or search on the headline

op www.controleng.com.

e write-in advice from surveypondents in this issue on page 8th more online in the full report,ailable for downloading atww.controleng.com/CE-Research.

ONSIDER THIShat’s your plan for demonstrating

d documenting your value this year?

MORE

ADVICE


Expected change to 2016base annual salary

Decrease

Stay the same

Increase 1% to 3%

Increase 4% to 6%

Increase more than 6%

Stay the sam

2%

31%

54%

9% 4%

Decrease

Stay the same

Increase1% to 3%

Increase 4% to 6%Increase more than 6%

Expected change to 2016non-salary compensation

crease% to 3%

16%

57%

18%

5% 4%

Figure 1: Just 9% of respondents expect a salary

increase of 4% to 6% in 2016; 54% expect a 1% to

3% increase, and 31% don’t expect a change. All

figures courtesy: Control Engineering 2016 Salaryand Career Survey research report

Figure 2: Among respondents, 57% expect about

the same non-salary compensation in 2016.

COVER STORYCAREER UPDATE

Control Engineering

Salary and career survey

ain cover image across thep courtesy: NexDefensebove: Honeywell Processolutions


23/78


Criteria for non-salary compensation

Company profitability

Personal performance

Safety metrics

Product profitability

Quality metrics

Plant or line productivity

Reducing plant costs

Uptime/downtime

Energy efficiencies

Other

80%

59%

31%

29%

26%

25%

21%

18%

12%

4%

Figure 3: Average salary is $94,747, and average non-salary compensation is

$9,780 among all respondents, with $13,290 among the 74% of respondents

getting any extra.

Figure 4: Company

profits and personal per-

formance were by far the

leading criteria for non-

salary compensation.

ary increase of 4% to 6%, and just 4% expect amore than 6% increase. About 31% of respondentsexpected salaries to stay the same (compared 25%last year), and only 2% expect a pay cut in 2016(see Figure 1).

Year to year, those answering the survey dif-fer; this year’s demographic information is provided later.

The non-salary compensation average amongthe 74% of respondents getting a bonus was $13,290in 2016, and among all respondents, the average is$9,780. In 2016, 27% of respondents expect morenonsalary compensation, 16% expect less, and 57%expect the same (see Figures 2 and 3).

A larger majority of survey takers, 80%, saidbonuses are tied to company profits compared to61% last year. Among criteria, also up significant-ly was personal performance, 59% compared to48%, and safety at 31% compared to 21%. Othercriteria were product profitability at 29%, qual-ity 26%, plant or line productivity 25%, reduc-ing plant costs 21%, uptime/downtime 18%, andenergy efficiencies at 12% (see Figure 4).

NEW : Salary benchmarksResponding to reader feedback, tables were

added to show salaries by age, education, yearswith employer and industry, job title and function,and number supervised, allowing benchmarking

by taking an average of each that most closely fitsyour situation.

Salary averages are $58,376 under age 30, withan average nonsalary compensation of $7,211.

Salary average increases above $86,000 forthose in the 30s, nearly $97,000 for those in the

40s, about $95,000 for those in the 50s, increasingto over $106,000 in the 60s, and above $105,000for 70 or older, which had the highest nonsalarycompensation, but sample size was very small, justtwo at 70 and older.

More education generally resulted in more sala-ry, except for those only with the high school diplo-ma, where the sample size was very small, only four.

Number of years with current employer showedsalary pressure to attract new employees; thoseonboard fewer than 5 years averaged more in salarythan two other 5-year tenure periods.

Number of years in current industry increased

steadily up to 20 to 24 and then dipped a bit for

the next 10 years, continuing the upward trend35 years and up.

Best three titles to have for salary are projectmanager, engineering manager, and vice president.Worst three are manufacturing engineer, plant engi-neer, and owner (although don’t feel sorry for theowners; they had the third largest average nonsalarycompensation at $25,000). Controls engineer camein about the middle of the pack, at 12 among 20.

Nonsystem integration consulting had thelowest among primary job functions, just under$73,000; system integration was more than$92,000; and general or corporate managementwas the highest, nearly $125,000.

Compensation by numbers of employees man-aged also increased with number, except for zero,which also may reflect higher upward salary pres-sure to attract new engineers.

Job satisfactionThe majority of respondents, 81%, were sat-

isfied with their jobs: 37% responded that they

thought their jobs were satisfactory, and 44%

CompensationCompensation statistics

Average salary of 212 respondents $94,747

Minimum salary $22,800

Maximum salary $230,000

Non-salary compensation

Average (all respondents) $9,780

Percentage of respondents that receive bonus 74%

Average (respondents that receive bonus) $13,290

TO SEE THE TOTALS for each benchmarkarea, with higher granularity by age, samplesizes, with additional trends, graphics, andanalysis, download the salary survey reportat www.controleng.com/CE-research.


24/78

www.controleng.com20 | MAY 2016 CONTROL ENGINEERING


Figure 5: Salary and non-salary compensation benchmark tables

break out salary and compensation by age, education, years

with employer and industry, job title and function, and number of

employees supervised.

Average compensation by age

Current age Average base

annual salary

Average non-salary

compensationUnder 30 $58,376 $7,211

30 to 39 $86,113 $8,945

40 to 49 $96,939 $10,276

50 to 59 $94,928 $9,283

60 to 69 $106,100 $10,375

70 or older $105,592 $26,750

Average compensation by highest levelof education

Highest level ofeducation

Average baseannual salary

Average non-salarycompensation

High school diploma $77,916 $6,750

Trade/technical schooldiploma $71,906 $2,444

College attendance $75,001 $11,928

Associate’s degree $78,031 $10,304

Bachelor’s degree $99,734 $10,391

Dual bachelor’s degree $103,444 $4,922

Master’s degree $104,338 $11,177

Doctoral degree $109,000 $9,625

Average compensation by number of yearswith current employer

Number of years withcurrent employer



Fewer than 5 $93,404 $7,760

5 to 9 $85,186 $10,176

10 to 14 $94,995 $7,312

15 to 19 $97,882 $6,506

20 to 24 $91,054 $13,586

25 to 29 $101,196 $8,089

30 to 34 $100,213 $29,971

35 to 39 $107,100 $6,400

40 or more $107,123 $2,333

Average compensation by number of yearsin current industry

Number of years incurrent industry



Fewer than 5 $71,185 $7,1235 to 9 $80,679 $7,653

10 to 14 $90,059 $13,094

15 to 19 $93,611 $5,839

20 to 24 $99,352 $13,971

25 to 29 $96,651 $7,826

30 to 34 $94,012 $6,031

35 to 39 $99,972 $10,143

40 or more $111,168 $19,140

Salary and non-salary compensation benchmarksAverage compensation by job title

Job title Average base

annual salary

Average non-salary

compensationManufacturingengineer

$57,867 $4,500

Plant engineer $67,833 $1,967

Owner $76,467 $25,000

Maintenance manager $78,983 $5,036

Design engineer $83,023 $4,977

Electrical engineer $87,354 $4,159

Engineer $88,167 $4,000

Chemical engineer $90,000 $40,000

Senior engineer $90,637 $8,050

Project engineer $92,489 $7,833

Plant manager $92,500 $9,000

Controls engineer $92,569 $12,456Other $93,440 $13,232

Process engineer $97,565 $6,188

President $100,000 $35,000

Mechanical engineer $103,500 $150

Manager $105,875 $6,075

Project manager $106,752 $3,480

Engineering manager $127,654 $11,970

Vice president $138,167 $13,500

Average compensation by primary job function

Primary job function Average baseannual salary


Non-system integra-tion consulting $72,975 $5,000

Operations ormaintenance

$86,911 $8,380

System integration $92,486 $11,280

System or productdesign, control orinstrument engineering

$93,080 $10,963

Other engineering,including evaluation,QC, standards, reli-ability, test, project,software, plant, elec-trical, mechanical orelectronic engineering

$95,141 $5,856

Process, productionor manufacturingengineering

$97,825 $9,552

General or corporatemanagement

$124,923 $20,708

Average compensation by number ofemployees managed/supervised

Number ofemployees managed/ supervised



0 $90,717 $9,809

1 to 5 $90,332 $8,428

6 to 25 $105,808 $9,862

26 to 100 $106,273 $16,345

More than 100 $136,500 $18,000


25/78

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26/78

www.controleng.com22 | MAY 2016 CONTROL ENGINEERING


High school diploma

Trade/technical school diploma

College attendance

Associate'sdegree

Bachelor's degreeDual bachelor'sdegree

Master's degree

Doctoral degree

Highest level of education

2% 7% 6%

13%

44%

4%

20% 4%

Figure 8: Bachelor’s degree is the highest level of education for 44%.

Job satisfaction factors

Technical challenge

Financial compensation

Feeling of accomplishment

Relationship with colleagues

Job security

Benefits

Relationship with boss

Location

Feeling of recognition

Advancement opportunities

Workload

Leading a team

Relationship with subordinates

Company's financial healthTravel

Managing people

Company size

Physical or ergonomic environment

Other

0% 10% 20% 30% 40%

2016

2015

Areas of operations

Automation and controls

Instrumentation

Manufacturing IT

Maintenance

Energy

Operations

Systems

Human resources

Training, education

Safety

Equipment upgrades

Other

0% 5% 10% 15% 20% 25%

Highest emphasisShould have highest emphasis

reported that they love going to work every day;18% said it was tolerable, and they’re willing toconsider a change; only 2% said they’re headingfor the door at the first chance they get.

The survey found that the top five factors con-tributing to job satisfaction were technical chal-lenge 39% (down from 44% last year), financialcompensation 37% (up from 28%), feeling ofaccomplishment 33% (down from 39%), rela-tionship with colleagues 25% (about the same,24%), and job security 20% (down from 25%).Job security was nearly tied with benefits, rela-tionship with the boss, and location all at 19%.Rounding out the double digit responses werefeeling of recognition 15%; advancement oppor-tunities 12%; and workload 11%. The lowestreported factors influencing job satisfaction werephysical or ergonomic factors, along with compa-ny size, at 2%. The 9 percentage-point increase inthe importance of financial compensation for jobsatisfaction corresponded to a decrease in bonus-es. See Figure 6 for other factors.

The large majority—75%—considered manu-facturing secure, about the same as last year.

Those with responsibilities in automation,controls, and instrumentation often have differ-ing views about what areas should get emphasiscompared to those that actually do. Accordingto respondents, the three areas that get the high-

est emphasis are operations (29%), automationand controls (24%), and safety (19%). They feltautomation and controls should get the highestemphasis (24%), followed by safety (19%), andoperations at 16%. Operations is getting near-ly twice the emphasis as it should, and trainingis most neglected, getting 2% of the emphasis,when it should get 11%, respondents said (seeFigure 7).

Education, skillsSurvey respondents are well-educated. When

asked about their highest level of education, 44%

have one bachelor’s degree (another 4% havetwo), 20% have a master’s degree, and 4% have adoctoral degree. Other responses included asso-ciate’s degree 13%, some college 6%, trade ortechnical school diploma or certificate 7%, andhigh school diploma 2% (see Figure 8).

Among engineering disciplines studiedamong respondents, electrical or electronic wasthe most popular by far, followed by controls,mechanical, chemical, industrial, and instrumen-tation, all in double digits (see Figure 9).

Among skills needed to advance, respondentsheartily agreed (69%) that engineering skills are

most necessary, with project management, com-

Figure 6: Top three

job satisfaction factors

are technical chal-lenge, financial com-

pensation, and feeling

of accomplishment.

Figure 7:

Automation and

controls should

have ranked high-

est among areas

of emphasis, but

doesn’t.


27/78

Finance/accounting

Other

Skills needed to advance

0% 10% 20% 30% 40% 50% 60%

Engineering

Project management

Communication/ presentation

Computer

Team-building

Marketing/sales

Language

2016

2015

2014

www.controleng.com CONTROL ENGINEERING MAY 2016 | 23

munication and presentation skills, computerskills, and team building rounding out the topfive (see Figure 10).

Outsourcing and whyNearly 40% of respondents didn’t outsource

functions, but when outsourcing was needed, sys-tem integration and maintenance were the twomost common at 26% each. (Maintenance was up5 percentage points from last year.) See Figure 11.

Reason for outsourcing was in a statisticaldead heat among better cost management (43%),better focus on core competencies (42%), andlack of skilled staff (40%).

In a separate question about threats to manu-facturing business, 8% chose outsourcing, whichwas fourth behind the economy (29%); lack ofavailable skilled workers (13%), which couldlead to outsourcing; and government or politicalinterference (10%).

Age, experience, hoursAmong respondents, the largest 10-year age

period is 50 to 59 at 40%, up from 37% in 2015and 32% in 2014. The largest 5-year age periodis 50 to 54 at 23%. The ’50s decade had morerespondents than the ’30s and ’40s combined(35%). An aging workforce may increase pres-sure to find enough engineers with the desired

skill sets.Again in 2016, more than half of respondentsreported working for their current employers formore than 10 years, the largest single group, andalso like the past two years, were respondents attheir current employer less than 5 years, now 27%.

Continuing up the scale, 5 to 9 years 15%, 10to 14 years 19%, 15 to 19 years 9%, 20 to 24 years7%, 25 to 29 years 10%, and 30 or more years 13%.

Similarly, the large majority of respondents(78%) reported having been in their industryfor 15 years or more, up from 71% last year. Theunder 15-year group was 22%, compared to 29%

the year before. The largest 5-year-period respon-dents in their industry were 25 to 29 and 30 to34, both 16%.

The average number of hours worked perweek was 45, and the largest group was 40 to 44hours per week at 39%; 45 to 49 was 29%; 50 to54 was 15%, and 55 or more was 8%, same aslast year. Fewer than 40 hours accounted for 9%of respondents. ce

Mark T. Hoske, content manager, Control Engi-neering , CFE Media, [email protected], withdata from Amanda Pelliccione, CFE Media research

director, [email protected].

ONLINE: See regions, titles, function, company size,

staffing, energy, cybersecurity, and more. Next pages:

Advice from respondents; succession planning.

Outsourced functions

26%

26%

11%

8%

6%

3%

13%

39%

Maintenance

System integration

Human resources/ recruitment

System management

Logistics/procurement

Asset management

Other

None

Engineering disciplines studied

0% 10% 20% 30% 40% 50% 60%

Electrical (EE)or electronic

Controls

Mechanical (ME)

Chemical

Industrial

Instrumentation

Other

Civil

2016

2015

2014

2016

2015

2014

Figure 11: Nearly 40% said there’s

no outsourcing at their location;

maintenance and system integration

are most outsourced.

Figure 9: Electri-

cal or electronic

remained the largest

group of engineering

discipline studies.

Figure 10: Top skill sets needed

to advance are: engineering, proj-

ect management, communication/

presentation, and computer.


28/78



E verything seemed to have been goingwell recently for a manufacturer. The ITdepartment and the automation depart-ment had an agreement on the separa-

tion of responsibilities. Where there was overlapthe impacted group communicated and coordi-nated any changes with the other group. Systemsthat affected both the business networks and theoperations networks were clearly identified, andthere was an understanding of each group’s rolesand responsibilities.

However, problems began when a key automa-tion engineer left the company. This engineer alsofunctioned as the automation department’s opera-tions technology (OT) specialist.

Over the first few months, everything seemedto be running smoothly, but small problems start-

ed popping up. The information technology (IT)group would make a change that impacted produc-tion, or the automation group couldn’t get access tosystems they needed to update.

The problems became more frequent and longerto fix as time went on. Eventually, an unexpectedmajor IT change occurred that stopped productionat the site, which cost millions of dollars. Also, theautomation department’s projects started to havemajor delays due to an inability to get the properIT resources assigned. The result was an antagonis-tic relationship between the IT and the automationdepartments that caused even more delays and pro-

duction losses.

OT succession planningThe underlying cause of the problem was the

lack of a succession plan for an “IT-aware” auto-mation engineer. The lost engineer had beeninvolved because of personal interest, not becauseof a formal plan. The automation departmentmanager encouraged the interaction and knewthat it kept everything going smoothly. With nosuccession plan in place, there was no one whocould maintain the inter-departmental communi-cation and coordination. No one in the automa-

tion department “spoke the language” of IT, and

IT didn’t speak the language of automation.This could happen at other sites if a company

relies exclusively on one person as the OT special-ist. Preventing the problem requires that compa-nies develop, implement, manage, and monitorOT expertise succession plans. OT experts donot need to know everything an IT expert knows;they have widely different roles. An IT expertcan focus on one technology and become a mas-ter of that area. An OT expert has to have generalknowledge of multiple technologies.

An OT expert should be able to design andnormalize a structured query language (SQL)database, draw and size a network architecture,add and modify user accounts, setup and man-age virtual machines, have the authority andknowledge to patch industrial systems, and write

and debug installation and update scripts. Thisknowledge base is what is needed in today’s tech-nology-rich manufacturing environment.

Define OT roles, understudiesWith any luck, a company has someone with

this knowledge and interest. If so, this personshould have a formally defined role and definedresponsibilities. The company should also assignunderstudies and have a succession plan in place.Management’s responsibilities are to make surethat people are assigned the proper roles and thatthey are given the time and opportunities to learn

and grow their knowledge of relevant informationtechnologies.The understudy’s responsibility is to be ready

to take over when needed. This could be for ashort period or as a full-time replacement. Nomajor theatrical group would go into productionwithout understudies to take over key roles. Notheater understudies are “not ready” to take over.A manufacturing organization should be no lessprepared for the unexpected. ce

Dennis Brandl is president of BR&L Consulting inCary, N.C. Edited by Chris Vavra, production editor,

Control Engineering , [email protected].

Manufacturing organizations

need a succession planCareer succession planning: Manufacturing companies need to have more than one engineer

who can bridge the gap between automation and information technology (IT) to keep things

moving smoothly in case one engineer departs.

O ONLINE

www.controleng.com/archives,d more under this headline.

www.controleng.com search

ated topics.

MORE

ADVICE

‘Ensure peopleare assignedthe proper

roles and that

they are given

the time and

opportunities tolearn and grow

their knowledge

of relevant

technologies.

’


29/78


Control Engineering survey respondents provide plenty of

career advice in write-in questions to the 2016 Control

Engineering Salary and Career Survey, covering education,

training, workplace strategies, attitude, communication, engineer-

ing tips, project management, and major concerns for the next 12

months.

For the concerns, the write-in responses were divided into

eight categories and assigned one or more categories as appro-

priate, when the response covered more than one area.

40 conomy

Training, safety

15 Workload, throughput

Hiring, retention, wages, benefits

9 Technology transition, standards

Asset allocation, budget, energy costs

3 Politics

ergers and acquisitions.

Divided into just three categories, socio-economic, personnel,

and technology concerns were nearly evenly split between the

first two, with technology concerns a distant third. Perhaps this is

not surprising; engineers can figure out the technology.

The engineering career advice, similarly divided into catego-

ries, with some comments covering two or more topics, covered:

58 Education, training

Workplace strategies

21 Attitude

Communication

9 Engineering tips

roject management.

Respondents offered advice; some practical, some sarcastic,

and some humorous, all of which appear in the online version of

this article. A sampling follows.

Education, trainingEducation, training.

Constant learning and certifications.

Keep abreast of the latest developments in your field.

Learn multiple disciplines and cross-discipline skills.

Machine expertise.

Need to be skilled in controls and networking.

Science, technology, engineering, and math (STEM) are

required.

Stay on top of emerging technology and trends to prevent your

skills from becoming obsolete.

Remember the first principles. Keep it simple, stupid. If things

appear to be defying logic, your assumptions are wrong.

Workplace strategiesGet an engineering degree and then spend time on the manu-

facturing floor to understand fully your business.

The younger people need to recognize the wealth of informa-

tion that senior engineers have and should try and learn from their

experiences.

Find something you love to do and then find a job where you

can do that. Keep looking until you do.

Understand that engineering is a job that will ultimately require

either travel or being on call. Decide which you prefer.

AttitudeAdmit what you do not know. Learn what you do not know.

Be able to sell your project and always strive to learn new

things, whether it is software or the latest research.

Students in engineering should consider co-ops to see what

is really needed in their chosen field. Engineers need to have

broadened skillsets. In lean manufacturing, the person who can

wear many hats and do each job well brings more value to the

company. It is not necessary to be an expert in EVERY field but to

communicate with the experts is critical. Our true job is communi-

cation, from the lowest line worker to top management. A genius

who cannot share ingenious ideas may have less value than a

janitor who mops a floor very, very well.

Learn continuously, seek the type of work you enjoy doing and then do it exceptionally well. Develop strong troubleshooting and

problem solving skills, communicate well, and build your net-

work. Keep margin in your life, t ime, and finances. Give back. Ask

forward-focused questions.

Try to learn how to market your ideas effectively to manage-

ment. They aren’t always knowledgeable about technical details

and need to be educated about the importance of some ideas.

Engineering tipsAutomation and robotics.

Engineering is simple. Dealing with nonengineers, many of

whom are uneducable, is the real challenge.

Project managementDefine the scope and keep targets clear.

It is nearly impossible to stem the tide of opinion once it has

ascended to senior leadership. Collect your data early and ana-

lyze the results to help you understand the true issues. Spread

the word of those f indings quickly. There will be meetings of

discovery rather than mandates from above that do not address

the actual issues. e

Mark T. Hoske, content manager, Control Engineering, CFE Media,

[email protected], with data from Amanda Pelliccione, CFE

Media research director, [email protected].

Engineering career advice from the2016 Control Engineering salary survey


30/78

Figure 1: More communi-

cations can be added as a

esult of customer request.

Years ago, al l IDEC PLCs

and select human-machine

nterfaces (HMIs) had a

built-in Modbus serial port,

a direct result of a specific

customer’s request. All fig-

ures courtesy: Idec

If you use automation products, then you’vemost likely had instances where you wanteda supplier to add new features or fix a prob-lem with the product. Customer feedbackcan help customers feel as if issues are heard,

can be resolved, and requests are fulfilled.Below are best practices for gathering infor-

mation from customers by field sales engineers,distributors, and product managers. Input canbe taken from sales calls or from product engi-neers when they get similar change requests in ashort period of time. More requests increase thelikelihood the feature should be incorporated.

Software versus hardware issuesFeedback can be divided into two areas—

hardware and software. Requests for improve-

ments can be related to either area, althoughissues to software-related issues are more preva-lent. Software issues are the quickest and easiestto address. The severity of the bug will deter-mine how it is handled. If the bug is minor, itwill be corrected as part of the next scheduledupgrade of the programming software. If thebug is more serious and inhibits a customer’suse of the product, a beta release of the correct-ed software is provided to the customer so thecustomer can test the fix.

Software feature requests are regular-ly reviewed, prioritized, and sent to a product

development team. The complexity of the requestand its overall priority determine how long it willtake to be implemented. High priority requestsmay have a turnaround time of just a few weeks.

Software improvementsolutions use cases

Consider an original equipment manufac-turer (OEM) that uses programmable logiccontrollers (PLCs). The OEM wanted a net-work protocol for communicating with loopcontrollers

At that time, the cost of adding a protocol

converter to allow this PLC model to commu-

nicate with the new protocol was out of thequestion for the customer, and writing ASCIIstrings for communication with each loopcontroller wasn’t acceptable. The PLC manu-facturer’s development team investigated thepossibility of adding the new network to thePLC as an optional communication protocolin the programming software and determinedthat it was feasible.

Once the development team created thissolution, the OEM ordered PLCs with a custompart number which included this network com-munication capabilities. In the next generationof PLCs, that network became a standard pro-tocol built in to all PLCs offered (see Figure 1).

As another example, an OEM custom-er worked with the data logging function on a

human-machine interface (HMI), the compa-ny realized that it needed more precision in itsdata saves than what the software allowed. TheHMI manufacturer discussed the customer’srequest with the development team and decidedto address the customer’s needs in the next ver-sion of the software.

In regards to next-generation productimprovements, here are two examples. ManyPLCs have Web server capability built in. Cus-tomers use specific strings to create Web pageswith numerical displays, bar graphs, trendcharts, buttons, and other graphics. These Web

pages are then available for viewing by utilizingany Web browser.However, many customers requested an

easier a lternative to create custom Web pages.Based on feedback, PLC programming softwareis available that has a built-in Web page edi-tor that enables users to create elaborate Webpages using a drag-and-drop method as shownin Figure 2.

In prior years, only a few micro PLCs sup-ported email functions using third-party emailservers. However, over the years, e-mail serv-ers were upgraded with more encryption, which

no longer allowed micro PLCs to support third-

Automation products improve

with customer feedbackImproved product automation is a result of customer feedback. As customers give suppliers valuable

product feedback, suppliers will consider many factors that may result in a new feature being added

to an existing product or launch a new product to provide a solution.

O ONLINE

r related links and more aboutproving automation products, reads article online. In the digital edi-n, click on the headline or searche headline at www.controleng.com.

Y CONCEPTSve product feedback to suppliers

anges to products are consideredsed on certain criteria

ving feedback results in improvedoducts

ONSIDER THIShat percentage of productvelopment is a result of customer

edback?

DESIGNING CONTROLS using customer feedback

MOREADVICE



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party email servers. PLC manufacturers nowhave built-in support for third-party e-mailservers, an upgrade requiring a combination ofhardware and software changes (see Figure 3).Software bugs are addressed quickly, howev-er adding software features takes a little longer.Hardware improvements are more difficult, asthey cost more and must therefore be consid-ered very carefully.

Complex hardware issues

Most hardware issues are requests for newfeatures and other improvements, however allrequests can’t be fulfilled. In order to deter-mine which improvements are implementedin the next generation of a product, the num-ber of customers requesting the same changeis taken into consideration. If more than a fewcustomers are requesting the same change, theissue will be considered through research andits feasibility.

First, it must be determined if there areenough requests to move forward with a prod-uct’s development. This requires visiting cus-tomers to collect more detailed information

including why new features need to be addedto the product or why a new product is neededat all. Since hardware product development iscostly, suppliers must not only know what thecustomer needs now, but what will be neededin the future.

This customer feedback helps determine ifthe request should be an improvement to anexisting product or a requirement for a newproduct. It also helps suppliers determine ifthey are making the right improvement orbuilding the right product. Building a prod-uct based just on one customer’s request isn’talways the right path, as it might be very spe-cific for a particular application without wide-spread applicability to other customers.

Figure 2: Some of

IDEC’s customers said

it was too hard to cre-

ate Web pages with the

PLC programming soft-

ware. The feedback led

to the addition of drag-

and-drop functionality

for Web-page creation.

© 2016 Honeywell International Inc. All rights reserved.

For more information, please visit

www.honeywellprocess.com/experion

Life Just

Got Easier.

The New Experion® PKS Orion, coming

soon to a control room near you. Also, visit

us at Honeywell Users Group Americas.

www.honeywellusersgroup.com



32/78

28 | MAY 2016 CONTROL ENGINEERING

After gathering feedback from multi-ple customers requesting the same hard-ware improvements, automation suppliersmust determine if the improvement:

Is technically viable

Applies to a significant portion ofour core customer base

Will result in enough volume

Will achieve sufficient return oninvestment (ROI).

ROI calculations are complex andinvolve multiple factors including:

Projected sales

Length of the product lifecycle

Engineering development costs

Investment in the new produc-tion line

Product testing.

In many cases, suppliers make proto-types and ask key customers to test themand give feedback. Based on the proto-

type testing, the supplier may modifythe design. This process allows the sup-plier to fix designs in the prototype stageand not during the full production phase,which saves time and money.

For simple products such as inter-face relays, the prototype testing processoccurs constantly.

Examples are fulfillment of customerrequests for higher contact ratings, haz-ardous location ratings, and additionalsocket requirements.

Customers and system integrators

should speak with automation suppliersearly and often. If the request is very spe-cific to a unique application, it might bebetter addressed internally with work-arounds or additional components.However, if the request is something thatwould have more widespread applicabil-ity, then there’s a very good chance it willbe fulfilled. ce

Don Pham, is a product manager at Idec.Edited by Emily Guenther, associate con-tent manager, CFE Media, Control Engi-

neering, [email protected].

DESIGNING CONTROLS using customer feedback

Figure 3: The IDEC

MicroSmart FC6A PLC

includes features that

were added to the prior

generation PLC based on

customer feedback.

© 2016 Red Lion Controls, Inc. All Rights Reserved.

Connect. Monitor. Control. I www.redlion.net

Control

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Smart manufacturing is growing inpopularity, although it can still be aconfusing concept. To some peo-ple smart manufacturing is apply-ing the technology of smartphones,

smart houses, and smart cars to manufacturingequipment. For others, it is applying informationtechnologies in supply chains and product devel-opment or the development of smart products.There are many definitions of smart manufactur-ing because it is not just a single thing, but a convergence of capabilities from multiple areas. Thisconvergence has the potential to bring massiveproductivity enhancements as traditional manu-facturing moves to smart manufacturing.

Manufacturing is at the center of many dif-ferent business lifecycles. There are businesslifecycles for the product development, process

equipment (assets), order management, supplychain management, and security management.Each of these activity lifecycles has an element ofproduction or operation.

Supply chain management lifecycleThere are multiple definitions for the sup-

ply chain lifecycle, but a commonly used defini-tion is the Supply Chain Council (SCOR) model.(www.apics.org/sites/apics-supply-chain-council)In the SCOR model, the center activity is “make,”which is the process that transforms products to afinished state to meet planned or actual demand.

SCOR does not attempt to describe every businessprocess or activity, just those involved in obtainingraw materials, converting them into finished prod-ucts, delivering them to the customer, and trackingall of the raw and final materials (see Figure 1).

Asset lifecycle managementAsset lifecycle management defines the

activities associated with acquiring produc-tion equipment, operating the equipment, anddecommissioning the equipment.

There are multiple asset lifecycle managementmodels, but they all follow the general structure

in Figure 2.

Product lifecyclemanagement

Product lifecycle manage-ment (PLM) involves the pro-cess of managing all of theinformation about a prod-uct, including the concept anddesign, production, and disposal. PLM has beenused to improve product development, production,and maintenance for the past 25 years, and the latestadaptation is smart product lifecycle management,with an emphasis on smart products (see Figure 3).

Order-to-cash lifecycle managementThe order-to-cash (OTC) lifecycle starts with

customer orders, scheduling the production ofthe product, shipping the product, invoicing thecustomer, and ends with receiving the custom-

er’s payment. OTC processes touch multiple keybusiness performance areas: sales order manage-ment, order fulfillment, billing, credit manage-ment, and cash collection (see Figure 4).

Industrial automation control systems(IACS) security management

With the advent of smart devices, connect-ed enterprises, and increased automation, there isan additional lifecycle for IACS security manage-ment. Like many of the other lifecycles in an enter-prise, the security lifecycle is a continual process,responding to new equipment, new software, and

new threats (see Figure 5).

Smart manufacturingAll of the lifecycles mentioned are relatively

independent sets of activities, which all convergeon the “make,” “operate,” and “maintain” activitiesof smart manufacturing. Smart manufacturing isthe convergence of:

Smart supply chain management: This iswhere materials are tracked throughout the entiresupply chain including production. Smart manu-facturing involves collecting and maintaining theinformation needed to track all raw materials, all

finished goods, equipment used, and personnel

Smart manufacturing

is a convergence of thingsSmart manufacturing is a convergence of capabilities from multiple areas to enhanceproductivity. Smart manufacturing is where smart business processes converge with

smart operational processes, smart equipment, and smart product definitions.

DESIGNING CONTROLS smart manufacturing


Figure 1: An example of

a supply chain using the

supply chain council (SCOR)

model. All figures courtesy:

BR&L Consulting

Source Make

ControlEng_MAY2016

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