21 Jun

Sequenced changeover yields system upgrade without production downtime

Recently, with the help of a consulting engineering firm and system integrator, a major Midwest steel producer successfully upgraded the main blast furnace and stove control system with no interruption in overall blast furnace or stove control system operations. The challenge was to create a transition plan and minimal-risk implementation (with no impact to production or product quality) with zero production outages, improved technology with future expansion capabilities, improved process controls, enhanced operator interface, significant improvements to system reliability, and stringent budgetary guidelines.

The determination to upgrade this system came from numerous factors. The input/output components were obsolete, making it more and more difficult to stock parts and find replacement units. The legacy system was UNIX based, so many members of the current on-site engineering staff were not familiar with it. Because the plant had to maintain continual operations levels, as well as to retain overall control strategies and functional knowledge of system operations, a custom system was devised to make the transition gradual and “self-teaching.” This protocol was termed the system transition execution plan (STEP).

The STEP protocol allows for a gradual transition and an opportunity for self-teaching along the way. At the heart of the concept is a strategy developed around a core principle of zero downtime during the changeover. Essentially, a building block operation was created in which each control input/output on the old system was upgraded with parallel monitoring of performance values and system readouts. The changeover of the control strategies occurred only when each new component was functioning properly and the signals were in line with the existing monitored values. This was then integrated loop by loop into the new process local area network.

All of that was performed in a phased approach, section by section, over 18 months. The plant benefited, because through the gradual weaning from the legacy system, the plant’s operational and maintenance personnel could become thoroughly familiar with the new hardware and software systems.

The STEP protocol allows for a gradual transition and an opportunity for self-teaching along the way. At the heart of the concept is a strategy developed around a core principle of zero downtime during the changeover.

Another crucial dimension of migrating and integrating new controls for this project was to solicit and receive “constant operator input.” The nuances of the entire manufacturing process are both critical to future plant operations and are second nature for the operators who have worked in the plant for the past 30 years. So all the things operators do throughout the process are captured and programmed into the new automation. Integrator engineers worked with seasoned blast furnace operators on every step in the process. As a result, the new system was entirely designed and installed working on site at the steel mill with plant personnel.

This project required verification and movement of nearly 2,000 I/O points, installation of new workstations, network communication upgrades, development of more than 60 human-machine interface screens with built-in diagnostics and alarms, extensive programmable logic controller programming, system functional documentation development and drawing approval, historian upgrades, and on-site training.

One reason the automation vendor felt the process worked so smoothly was there were very few bugs. When bugs did come up, the systemized process facilitated working with operational and technical support to fix them immediately.

Using the STEP approach, not only was the manufacturing process minimally affected, but the plant realized significant financial savings, both in operational expense and total project cost. Because this project happened in steps, it could be charged as a maintenance expense and billed monthly. The plant did not need to seek approval for a major capital expenditure.

The plant now has the technology to further enhance its automation strategies and drive flexibility and productivity in ways that were not available with the legacy automation platform. Engineering confirmed its complete satisfaction with the outcome of this major project and is looking to repeating the process on a second blast furnace when demand for steel picks up.

Originally reported by ISA

The new control screens were designed for a similar look and feel to the legacy screens, which allowed process control engineers to implement the changeover more smoothly and with a minimal learning curve.

17 Dec

Legacy Refreshed – Modern Metals

by Synergy Systems in Industry News, Modern Metals

Above: Diligent teamwork between the automation vendor and client was key to successfully upgrading a 25-year-old control system. (Shown: Example of a blast furnace.)

Originally published by Modern Metals, Thursday | 17 December, 2015 | 10:48 am, written by Corinna Petry

Sequenced replacement of process controls allows seamless automation upgrade for blast furnace

December 2015 - Any steel plant general manager will tell you that the worst part of upgrading equipment, processes, software or anything else is having to curtail production to get it done. When anticipating a temporary outage, the producer builds up inventory to meet contract and scheduled orders, but it can miss out on spot orders. In other words, plant downtime can suppress already slim margins. Many metal producers, however, need desperately to refurbish machinery, and their controls, to push their capabilities into present and future functionality. What if there was a clever way to migrate to the latest technologies while the factory floor hums along at its normal pace?

Synergy Systems Inc. devised a custom solution for an American integrated steel producer that has become a model applicable to other manufacturing industries. Features of the successful implementation at the blast furnace combined long-term planning with patience, smart budgeting, electrical engineering wizardry, flexibility and humility (more on that later). A consulting engineering firm, the company is also a systems integrator for Rockwell Automation. In autumn, Synergy Systems completed its upgrade of a legacy patchwork of controls for a blast furnace and supporting subsystem equipment.

This project required verification and movement of nearly 2,000 input/output points, installation of new workstations, network communication upgrades, development of 60-plus human-machine interface (HMI) screens with built-in diagnostics and alarms, extensive programming of programmable logic controllers, system functional documentation development and drawing approval, historian upgrades and onsite training. All of that was performed—section by section, month by month—by Synergy Systems engineers working with seasoned blast furnace operators, says Marc L. Hunter, vice president-sales and marketing.

“The client has a blast furnace that had aging control equipment—both old hardware and software,” says Hunter. The key problem with aging hardware is it becomes more and more difficult to find replacement units and stock parts. In addition, the software programs in use were over 25 years old. Most programmers for antiquated software platforms and languages are long retired, and the tools for performing maintenance are limited by obsolete software. “That was the business driver: A limited ability to make modifications and how hard it became to diagnose problems with the furnace using that old technology,” Hunter explains.

The typical systems engineer would recommend the client shut the furnace down, rip out all the old controls, install new hardware, write code, perform factory testing, then recommission the furnace. “Anybody can do that.” Typically, that plan is rejected by operations, and therefore the decision is made to continue to produce with what is in place, which creates a paradox.

The legacy and new control screens were designed for a similar look and feel, which allowed implementation requiring a minimal learning curve.

Input/output
For those who don’t use it daily, process controls mimic that of a human being doing a particular repetitive task. The eyes, ears and other major senses are the inputs into the system, the brain houses the cognitive decision making and commands the hands, which take actions, in this case the outputs. A good operator pays close attention to the task and responds when needed; a not-so-good operator’s attention flags and may overcompensate when he refocuses on the task. “The brain between the input and output is the control,” says Hunter. In the event an operator’s responses become flawed, problems can arise. That is why companies rely upon computers to stay on task, especially for mundane and repetitive work, and only alerting humans to aberrations in the operation.

“What we effectively did for our steelmaker client was to replace the eyes and hands first—input and output devices.” Synergy Systems replaced the input/output hardware in the blast furnace’s main control system one point by one point, modifying the existing software to read from the new field equipment and verified that each section connected properly and worked together. It then rewrote the control algorithm in the new controller (featuring new HMI graphics) in parallel with the existing system—“all according to the way the process engineer wants it,” Hunter says.

By replacing I/O first and putting a control strategy in place, “the furnace is still up and running and we swing pieces to each new I/O point.” That meant putting a new microprocessor in front of every old CPU from the old platform. “Our application engineers recreate the intelligence within the systems in the new brain by modifying the decisions the old brain makes. Finally, you retire the old brain,” he explains.

Sometimes the wisest operator works third shift, so Synergy Systems engineers also work around the clock.

Hard wiring
Another crucial dimension of migrating and integrating new controls, at least for Synergy Systems engineers, was to solicit and receive “constant operator input,” says Hunter, because “we have the opportunity to recreate intelligence in the new brain while capturing all the ‘tribal knowledge’ of operations staff.” It’s critical that future operators learn a blast furnace operation’s nuances, which are second nature for those who have run the plant for 30 years or longer. “All the things an experienced operator does in the process, through his experience, get captured and programmed into the new automation.”

That brings us to humility. Not only must tech-savvy engineers realize that their client knows a lot more about how a particular process actually works than they do, they must bend to the willingness of operators to adopt and suggest improvements. Along with fixing all the items that “never get used” or “that never worked” and “that program is fine, but let me tell you how we have to run the furnace to get the expected yield—safely,” Hunter cites a client “whose most knowledgeable guy prefers working third shift, so our biggest asset is on midnights. But a guy like that is training us as much as we’re training him.”

Creative financing
One of the steelmaker’s requirements, besides keeping the blast furnace online, was to perform the upgrade in a way that could be paid for out of the maintenance budget—in other words, month by month, instead of getting approval for a hefty lump sum capital expenditure.

“It was a phased approach,” taking more than 18 months front to back, but “the client didn’t have to write a capital budget proposal for this. Funded out of maintenance money, it was done as a gradual migration,” says Hunter. This type of financing also makes the project feel rather affordable and the client gets at least 99 percent of what it expected to achieve by tearing the system apart and building it back up at once, he suggests.

This screen for the new gas injection control system is much simpler and clearer than the legacy version the steelmaker used.

Industry know-how
Synergy had a leg up on securing this job because its engineers have metals experience, says Hunter. “We are experts because many of our people come from the industrial environment, including seasoned people out of steel industry. We are versed in applying—in hazardous locations—computer and communications technology. Electrical engineering is our wheelhouse, and we can build systems to handle heavy, wet environments, dust, heat and corrosion. Additionally, the client can leverage or scale up the new automation where needed.

“When we staff projects,” he continues, “our people understand how to commission the system. Our people work swing shifts to train second and third shifts.” Although Synergy Systems tackles such projects “all the time, this was probably the biggest system we did it on, and the most critical operation.”

When steel demand resurges, Hunter believes the client will tackle Phase II. “They have two blast furnaces sitting side by side, and will do the second one when market conditions allow the investment,” which would again likely be financed through the plant’s maintenance budget. “I think more projects will be delivered like this in the future,” he remarks, because it’s not necessarily the capital spending that creates concern. “It is more, ‘Can we allow a plant outage of an unknown length due to commissioning an entire new control system?’” A typical industrial client cannot allow zero production. “But if we come in and say we’ll never shut you down but it will take longer, and the price tag might be slightly more,” the client is gladdened by the prospect of not losing business to competitors.

Repeatability
Mark V. Urda, president of Synergy Systems and a 40-year veteran of steel plant automation, says the first furnace controls upgrade “went so well that the client wants to repeat that success with the second. That speaks to the fact that we had few bugs and worked with operational and tech support folks to fix the bugs immediately. The outcome was better than we expected.”

As to designing the new automation system and executing on major deliverables, says Hunter, “I hope we repeat that and build a backlog of other clients who want to do this.” The steelmaker’s project manager has already provided references to potential, noncompeting companies. MM

11 Dec

Synergy Systems Named – Top 2015 System Integrator Giants – Control Engineering

by Synergy Systems with 0 Comment in System integrator

Synergy Systems Inc was named in the top 100 of the 2015 System Integrator Giants

Originally published by Control Engineering, December, 2015 | Bob Vavra, content manager, CFE Media

You don’t have to be physically big to be one of CFE Media’s 2015 System Integrator Giants. Some companies that made the top 100 ranking assign more than 1,000 people to system integration functions; others have just a handful.

You don’t have to be a financial giant to be on the Giant list, either. Companies with revenues between $1 mission and $160 mission made the list In 2015.

What makes all of these companies Giants is one trait they all share. Big ideas.

It is the size of the solution that matters to manufacturers. Solving big problems generates big improvement in the manufacturing process. Those improvements can be measured in dollars and cents, and in productivity and safety. The 2015 System Integrator Giants measure themselves against the problems they solve and the plants they have improved.

This year’s Giant listings are different than in past years. We’ve not only asked our 100 companies for financial and business information, but we’ve also solicited their views on issues such as creating a successful partnership with manufacturers and their views on how manufactures can better leverage that relationship with integrators. We think you’ll find lots of big ideas on the following pages.

We also have provided a guide to the associations and affiliations that our Giants use to perform their job better. We hope this is also a valuable resource guide for manufacturers.

The 2015 SI Giants guide is designed as a place to begin the discussion on how manufacturing can improve, and how effective system integrators such as this year’s Giants can help deliver that improvement.

Originally Written by Bob Vavra, content manager, CFE Media, Control Engineering

10 Aug

Retrofitting Blast Furnace and Stove Control System at Midwest Steel Producer

by Synergy Systems in Engineering & Automation Experts, Synergy News & Achievements

Sequenced changeover of all process control parameters yields successful implementation of system upgrade with minimal downtime

Lisle, Illinois – Synergy Systems, Inc., a consulting engineering firm and Recognized System Integrator for Rockwell Automation, today announced the completion of a successful upgrade on the main blast furnace and stove control system at a major Midwest steel producer. Unique to this 18-month project was the absence of production downtime experienced by the client, during the transition from legacy control system elements to a Rockwell Automation ControlLogix and Wonderware-based HMI platform. Synergy Systems termed its protocol on this project the System Transition Execution Plan (STEP). During the implementation of STEP, the client experienced no interruption in overall blast furnace or stove control system operations, as it transitioned from an older DCS (distributed control system) to the new system, which was entirely designed and installed by Synergy Systems engineers, working onsite at the steel mill with client personnel.

At the heart of the concept, according to Synergy Systems VP Marc L. Hunter, “We developed our strategy around a core principle that targeted zero downtime during the changeover. Essentially, we created a building block operation, in which each control input/output on the old system was upgraded with parallel monitoring of performance values and system readouts. Only when each new component was functioning properly and the signals were inline with the existing monitored values did we execute the changeover of the control strategies, which was then integrated loop-by-loop into the new process LAN.” Utilizing this strategy, Synergy Systems enabled the client to maintain full production at the mill, throughout the entire project. Client engineering confirmed their complete satisfaction with the performance on this major project.

The STEP upgrades included all the following procedures: replacement of legacy PLC hardware with AB ControlLogix, replacement of DCS/PLC interface, movement of I/O from DCS to ControlLogix, deployment of Wonderware HMI, movement of control from DCS to ControlLogix, Wonderware historian integration and finally Level 2 interface via Wonderware HMI. Essentially, the control scheme for each system element was installed in parallel to the legacy control, then connected to the new ControlLogix processor and monitored on a channel of the client’s overall process control LAN for comparison to the older output.


Stove Control System – OLD		Stove Control System – NEW

Gas Injection Control System – OLD		Gas Injection Control System – NEW

Air Head Control System – OLD		Air Head Control System – NEW
As these screens demonstrate, the legacy and new control screens were designed for a similar look and feel, which allowed the process control engineers at this major steel producer to implement the changeover more smoothly and with minimal learning curve.

Using this STEP approach, minimal process impact occurred and there was a significant savings realized for the client, both in operational expense and total project cost. As Hunter explains, “This project, because it happened in steps, so to speak, could be costed as a maintenance, not a capital, expense. The major capital expenditure diminished, owing to our strategy of loop-by-loop cutover and a gradual evolution of the graphical user interface, plus a progressive integration with the plant historian software. Collateral benefits to the client included a gradual weaning away from the legacy system, which allowed our team to thoroughly familiarize our client’s operational and maintenance personnel with the new hardware and software, as the changeover progressed.”

The determination to upgrade this system had resulted from numerous factors, according to the client. The I/O had become obsolete and the legacy system was UNIX-based, so many of the client’s current engineering staff onsite were not familiar with it. However, because a need existed to retain overall control strategies and functional client knowledge of system operations, Synergy Systems devised this STEP protocol to make the transition more gradual and self-teaching.

According to the client’s plant production & technologies manager on the project, “The blast furnace and stove control systems needed to be upgraded from a legacy DCS (Distributed Control System) to a Rockwell Automation PLC (Programmable Logic Controller) platform, with Schneider Electric Software Wonderware human machine interface and historian, along with statistical reporting mechanisms. Synergy Systems was challenged with cost-effective project deliverables requiring a proven transition plan, zero production outages, minimal risk implementation with no impact to production or product quality, improved technology with future expansion capabilities, improved process controls, enhanced operator interface, significant improvements to system reliability and stringent budgetary guidelines. This project required verification and movement of nearly 2000 I/O points, installation of new workstations, network communication upgrades, development of over 60 HMI screens with built-in diagnostics and alarms, extensive PLC programming, system functional documentation development and drawing approval, historian upgrades and onsite training. Finally, total project implementation and completion were required within a two-year period.”

He continued, “Synergy delivered beyond our expectations on every challenge presented. The innovative approach, level of engineering delivered and tools selected ensured a successful transition without impact to our production or product quality. Synergy’s professional manner plus their willingness to listen and offer solutions always made it easy for our Operations and Automation team personnel to work with them. The upgraded control systems have been in operation for nearly a year now, with high levels of reliability and efficient operations realized. Synergy proved to be an extremely cost-effective yet resourceful company, with a focus on the future of our mill control requirements. Our plant now has the technology to further enhance the automation strategies and drive flexibility and productivity that were not available with the legacy automation platform.”

11 Feb

Synergy has made immense contributions to overall plant process control

by Synergy Systems in Client Testimonials, Engineering & Automation Experts, Industry News

Synergy Client Testimonial - Food Processing Enterprise

Our company is a major international food producer and one of our plants is the biggest worldwide producer of mayonnaise. I had the pleasure of working very closely with Synergy and can state with confidence that Synergy conducts their business with a high degree of integrity, professionalism and the technical skill so desperately needed in today’s fast-changing processes.

Synergy has made immense contributions to overall plant process control and automation improvements, providing us solid technological advances in the past 13 years.

The nature of our plant operation, which runs 24/7, required round-the-clock, highly trained personnel to provide support and Synergy was always there when we needed them.

Synergy was hired as a consultant and main project developer for all process control-related issues utilizing the Foxboro DCS control system. They joined our team at a very busy and critical time for the company.

They have developed, installed and supported many projects, utilizing the Allen-Bradley PLC system and have also been involved in many Database, Instrumentation and Information Technology related projects for us.

Synergy was able to quickly understand our objectives and priorities, then make positive, quality contributions to the design, configuration and testing processes. The quality of their work was recognized and appreciated by all plant members and technical staff alike.”

11 Feb

Synergy more than delivers

by Synergy Systems in Client Testimonials, Engineering & Automation Experts, News

Synergy Client Testimonial - Global Aluminum Supplier

Synergy more than delivers. As an example, a performance gap was identified between a project scope and expected deliverable with a controls integrator. The integrator quoted a budget-busting number for a change order to close the gaps. Enter Synergy. Synergy demonstrated remarkable insight to the control systems and user needs during the bid process. Won the contract to close the original project gaps. Once onsite, they instantly developed rapport with hourly techs, controls engineers and original integrator support staff. Above and beyond their scope, Synergy acted on behalf of the owners. Reported out during project management meetings there’s and integrator progress and advised in direction to take and give for integrator and themselves. Results – A big success and our guys wished you could be kept on staff.

Synergy has performed work for me on several different environmental projects, acting as the integrator between our Foxboro system and 3rd party supplied hardware systems and PLCs. The projects required both onsite as well as offsite programming, configuration and commissioning. Synergy has performed these projects extremely well, always concentrating on minimizing customer cost and providing a worthwhile end product.

22 May

Knowledge is Not as Powerful as Actionable Information

by Synergy Systems in Engineering & Automation Experts

This photo, “Information” is copyright (c) 2014 Barney Moss and made available under an Attribution 2.0 Generic license

The old trope says that knowledge is power and technology has made knowledge more available than ever. In fact, knowledge has become almost too easy to acquire. Books have been written about information overload. What these books really point at isn’t knowledge or information. We live in a time of data overload to the point where it’s difficult to translate it all into actionable information. Luckily for the business world, all this data can work towards a profitable end.

The process industry benefits from advanced technology that not only collects all data available, but translates it into actionable information. We stressed this last week in our discussion on Key Performance Indicators or KPIs. KPIs are the informational result of data translation. They let everyone from the engineers to plant managers know exactly what they need to without forcing them to sort through masses of irrelevant numbers.

Power to optimize your process and increase bottom line profits requires more than simple knowledge, these days. Knowledge is data. You can accumulate as much as you want, but it will mean nothing if it’s not actionable. Business with expertly designed control systems and HMI screen receive a huge competitive advantage over the competition. With real time data translated to actionable information, businesses having all they need to achieve their goals.

20 May

Question and Answer with Marc Hunter

by Synergy Systems in Corporate Leadership

What do you enjoy about working for Synergy? Why did you choose to work in the industry?
I enjoy solving difficult problems, learning about new technologies, and talking with our clients. It is very exciting to see a project come together, and staffing our projects in a manner which accents the individual’s strengths is satisfying. Being in a place where the people truly have a passion for technology and strive for excellence makes Synergy fun.

I believe that this industry choose me, not me choosing it. All roads through my life always lead back to this industry, and I have been blessed with presented opportunities that were a progression within our industry.

What is a memorable moment that has stuck with you since you joined the Synergy team?

"You guys tell me when I am doing something crazy or completely against your experiences, whereas your competitor would just do what I ask and send me the bill”

Most memorable moment was working late evening with a new client. This individual stopped our meeting to take a break and made the following public statement to the entire group. “You know what I like about you guys? You guys tell me when I am doing something crazy or completely against your experiences, whereas your competitor would just do what I ask and send me the bill”. This event solidified our client centric approach, and continues to drive our employee relationship training focus.

What do you wish everyone knew about the industry?
Engineering and Automation are very exciting. People don’t realize how much is involved behind the products they buy and the energy they use. I think everyone would have a greater appreciation of the contribution made by the American industry if they learned more about it. Needless to say I am fanatic about History, Discovery, and National Geographic channels.

This industry has allowed me to see the world – I have been able to travel to places which typical people would never have access to visit.

Can you describe your management philosophy?

My role and responsibility is to be the client advocate to our project team – challenge them to do things better, smarter, and faster – enabling individuals to come up with their unique solutions – providing a life line when things get overwhelming.

"My role and responsibility is to be the client advocate to our project team."

I have a personal responsibility to develop all of our people to be their very best.

What about Synergy’s future excites you?
First of all, the people at Synergy are the key to why our future is bright. We have a “killer” team that is working like a high performance engine. Our hiring practice is to gain individuals that are passionate problem solvers. Our people have the true American spirit and can-do attitude needed to get the job done.

Secondly, I believe that Synergy has the experience and knowledge to make a real difference within American industry. Recently, our society has begun to refocus on making products and improving our general infrastructure. Industry is now welcoming new ideas to save energy, along with innovative solutions to make gains in productivity in order to be competitive on the world stage.

What are your hobbies/interests outside of work?
I enjoy golfing, though I don’t get out nearly enough. If I had to leave this industry today, I would most likely have a horse ranch somewhere – there is calmness to being around these animals and personal satisfaction that comes from this physical work. I enjoy traveling to locations that we can try new things such as mountain biking through the desert.

Is there a place you have always wanted to travel to but have not had the chance yet?
I have always wanted to go on safari in Africa with some extra time in South Africa to watch the New Zealand All Blacks play at Nelson Mandela Bay Stadium.

What is the best advice anyone has ever given you?
Focus on the big picture and don’t fret the bumps in the road.

When involved in an “apples to apples” comparison, be the orange.

Who do you look up to as your role model or mentor?
Many different people for a variety of reasons:

Gerry Raino & Glen Mazur: for their guidance and encouragement to get into this industry and education direction
Dr. Carlos Helou: for his mentor ship, support, and trust
Billy Graham: for his leadership
Theodore Roosevelt: for his progressive views and integrity
John D. Rockefeller: for his driven purpose and charity
Warren G. Bennis: for his insight and analysis

20 May

Question and Answer with Mark Urda

by Synergy Systems in Corporate Leadership

What motivated you to start your own business?

After having three jobs in three years right out of college, I felt I had learned a lot of hard lessons about big business and also about how not to run a small business (particularly from an ethics standpoint). I was unhappy with the unethical approaches to business that I saw around me. I resigned from the third position that I held and began this journey which has become Synergy.

"The whole is greater than the sum of its parts. This is the goal of systems integration."

What is the story behind Synergy’s name?
Synergy! It is a big, fancy way of saying “we.” What could be a better description of system integration? The whole is greater than the sum of its parts. This is the goal of systems integration. You don’t just want one manufacturer; you want to provide the best possible solution using a best-of-breed approach. The concept of Synergy embodies that approach. When you put the words together, “Synergy Systems,” you get that we’re providing systems that are put together into this greater whole. Now, why the geodesic dome? The dome caught our attention and the more we looked into it, the more we discovered that a very important American was involved. Buckminster Fuller had popularized the word Synergy several decades ago, and he also is credited with theories on the geodesic dome. That’s why it’s sometimes called the Bucky Ball. He had a whole design concept about how it’s the most efficient form, which fit perfectly with the goals of our projects here at Synergy.

How do Synergy’s goals align with your personal beliefs?
One of the most important beliefs I have is in the idea that you can be both a good person and a successful person. Honesty and integrity are important. I have met a lot of people who are successful, but they accomplished what they did in a way that lacked integrity. Much like my beloved Norte Dame leads the country now in football and in academics with graduation rates for its student athletes, we are driven to be successful without sacrificing our values. My parents raised me to believe that if you do the right thing, good things will happen.

"We can help people take advantage of new ideas, especially when it is in the best interest of their business and the country."

What about Synergy’s future excites you?
The growth of new people entering the business excites me. We find out they can propel some of our main efforts forward. I have been flabbergasted by the growth we have seen in the past few years as we have brought in new people and have worked with a focused plan. I am also excited about the idea that we can do some good in the world, like the goal of pursuing American energy independence with our Energy Patriot pilot program. We can challenge some of those long standing, old ideas and say that just because your dad or your granddad did it that way doesn’t mean you have to. We can help people take advantage of new ideas, especially when it is in the best interest of their business and the country.
What is a specific accomplishment for Synergy that has made you particularly proud?

I am most proud of the relationship that we have with our employees. In 33 years we have weathered storms together as a family and that is an accomplishment. We have a lot of technical accomplishments, as well, like the relationships we have with our ally partners. I am also proud of our reputation for being innovative. We present our clients with a better way to do things instead of just an easier way. But it all comes back to our employees. I am happy that our relationship with them has been a good one. That’s very, very important to us.

What do you wish everyone knew about the industry?
I wish that everyone knew how much energy is within our grasp. The goals and the model of Energy Patriot (Conserve, Optimize, and Generate) are specific to energy and the things we all can do. There are proven, decades-old technologies with huge potential for dramatic and significant energy savings. It’s a matter of changing peoples’ minds. We are not asking people to be an early adopter; we understand you cannot risk your operation. We are trying to say that you can use modern technologies to help yourself and the country.

Can you describe your management philosophy?
As an entrepreneur, the hardest part is giving up portions of the business, because you start by doing everything yourself. It takes time to develop faith and trust and to get people together, but the reward is great. My management style has come to embody some of the management philosophies of my heroes. Men like George S. Patton, who led from the front. They managed by example. My management philosophy is collegial at heart, meaning that I believe primarily that you work among your colleagues. I follow a very collaborative style of management where communication is the number one goal. I also hope to build an organization that is very rewarding where people remain interested in their careers. My goal is to make it work for everyone, all the time.

What are your hobbies/interests outside of work?
Sadly, they are not nearly as much as they should be. I love my Notre Dame football. I am a huge Jimmy Buffett fan. I play golf – you wouldn’t recognize it as such, but I do enjoy it! I also spend time riding my bike. Other than that, it comes back to family – I love to spend time with my family.
Is there a place you have always wanted to travel to but have not had the chance yet?

I would like to take my family to Hawaii. It would be fun to take a flight there and then get on the cruise at night and take it to the next island.

What is the best advice anyone has ever given you?
Wow, that is a tough one! I’m not so sure that in some ways, it didn’t come to me in the form of a challenge. This one still eats at me and it does motivate me. I was asked this question: If you’re so smart, how come you’re not rich? I was motivated by that because it is tied into ethics. We aren’t rich because we will not lie, cheat, and steal. I want everyone associated with us to live a comfortable life, not so much for the pursuit of money, but as a sort of repudiation of that question.
Who do you look up to as your role model or mentor?

My father was my role model and my mentor. We moved often when I was young. My father, a part of the depression-era generation, was fiercely loyal in business. He took a number of promotions that moved us state to state. I saw my father finally get his break when he started working for a small company where he could pursue his passion. This is what ultimately led to his success. He set a very high standard as a father, as a man, as a businessman. This is not to underplay my mother’s role, because she and I are very alike. I realize more and more how much I am like my mom! They both instilled in me the sense that doing what is right is what is important.

15 May

The Value of Key Performance Indicators in the Process Industry

by Synergy Systems in Engineering & Automation Experts

Control Room

The term Key Performance Indicator, or KPI, is all over the internet. A simple Google search will bring up a ton of blogs about KPIs for various industries. While the term is rather general, it’s meant to serve a specific purpose. That is the great triumph and great downfall of KPI. There are many to choose from for every business, but the KPIs chosen must be specific to business needs and goals to work.

When it comes to integration and automation, KPIs service a vital purpose. They represent the responsibility of technology to examine all data and present it to a plant operator as information. Data is nothing but numbers, ones and zeros representing all the inner workings of a machine. Sifting through all that would take a human far longer than necessary and can delay crucial action. That’s why we have automation. Intelligent technology can be assigned KPIs and programmed to deliver specific information interpreted from the mass of data.

Consider all you can measure on a human body. There are basic numbers, such as weight and calorie intake as well as performance numbers such as how much weight the body can lift, squat, bench or push. This is like the body of a plant or control system. All that data is important to someone, be they a nutritionist, doctor or trainer. Each person has certain KPIs they’re looking for just like each engineer may be assigned a specific section of the plant.

In optimized systems, KPIs can serve an even greater purpose. Through the interpretation of a few data points, a plant manager can be given the pulse of their system. One glance is all that’s needed for an engineer to diagnose whether their system is healthy or not when using optimized control systems with strategic KPIs.

What KPIs do you consider most important to your business?

Are your control systems optimized to quickly diagnose the pulse of your plant?