From being prime examples of outdated processes to becoming Industry 4.0 champions, the degree of digitalization maturity in companies within the chemical industry varies significantly. This article outlines three action areas where Industry 4.0 excellence can be achieved: alongside the use of integrated data flows, ensuring the online availability of critical process data and implementing process improvements through new technologies should be priorities.

At BASF’s Schwarzheide plant, a stirring machine is in operation that achieves superlative performance in multiple ways. The system includes a reactor approximately 12 meters high with an integrated 250-kilowatt stirrer, along with two downstream preparation tanks, each equipped with a 90-kilowatt stirrer. In addition to its impressive performance metrics, the system also excels in its “digital” capabilities: predictive maintenance technologies enable proactive servicing, capturing the full range of motor performance values. Moreover, the monitoring results and ongoing measurements are transmitted to an in-house cloud (1).

Efficient Processes Thanks to Integrated Data Flows

This example undoubtedly qualifies as a “digitalization champion.” However, in other plants within the sector, the digital maturity level—somewhat exaggerated—still resembles “Industry 2.0” rather than “Industry 4.0.” Yet the options for digitalization exist. Specifically, the vertical and horizontal integration of data flows could further enhance safety and operational excellence in the chemical industry.

Take the critical topic of “vertical data flow” as an example: here, machine sensor data is seamlessly transferred—potentially via the process control system and Manufacturing Execution System (MES)—all the way to the Enterprise Resource Planning (ERP) level, without any media disruption. Using this information, decisions regarding batch release can be made transparently without the risks associated with manual readings or data entry, while ensuring continuous access to key values, such as maximum thresholds or complete temperature curves.

In many cases, data flows already exist in structures that can be effectively analyzed. Unfortunately, this opportunity for information gathering is too often underutilized, as many companies remain reliant on paper. When acquiring new machines, companies should ensure they support all relevant communication standards so that new equipment can be seamlessly integrated into existing architectures.

Ensuring the Online Availability of Critical Process Data

A common challenge when transitioning to a largely paperless information flow is that IT and OT infrastructures, which have often evolved over decades, are far too complex for a “push-button restart.” The widely varying maturity levels of machine communication capabilities and other IT infrastructures, coupled with ongoing cost pressures, mean that incremental development is often the only viable approach. Additionally, employee expertise must remain at a high level—both for integrating systems and for handling (new) machines and technologies correctly.

The shared goal of these steps should be to ensure that the existing systems first communicate with one another as effectively as possible. For example, MES-validated data from manufacturing processes, verified by operators, can be passed in aggregate form to the ERP system for further processing (see Figure 1).

At the same time, individual values (time series) of process data can be stored comprehensively in large databases, such as so-called historian solutions or decentralized cloud applications. In this way, companies make their entire production data centrally available and can, for example, analyze the impact of specific parameters on product quality and yield using statistical methods or AI mechanisms. Starting from a “Golden Batch”, multidimensional progression curves can be generated retrospectively from the process data of a reference batch and prospectively used to evaluate the current manufacturing process of a given order.

Networking of Information Systems in Pharmaceutical Production

Figure 1: Beispiel: Example: Networking of Information Systems in Production. Source: msg industry advisors

In this context, "online availability" of information means that employees at a site can access all data relevant to their work area at any time. This allows them, for example, to review process workflows and monitor machine utilization in real time. Technologies such as external intelligent sensors for data acquisition, the provision of data via Wi-Fi, and the virtual localization of weak points and vibrations in material flow are particularly helpful.

New Rules for Technology Implementation

In the chemical industry, the central challenge of digitalization often lies not in the complexity of manufacturing processes but in the variability of the product portfolio. Redundant steps, errors, and a lack of transparency—starting from the point where the product leaves the production line—frequently represent significant cost drivers. As a result, it can be worthwhile to examine downstream processes in warehousing and supply chain management for potential applications of digitalization tools and IoT devices.

However, many decision-makers remain—understandably—skeptical when introducing such technologies: is it worth investing in employees, time, and acquisition costs for innovations that might already be outdated upon first use? Digitalization has changed the rules significantly in this regard: hardware such as sensors, cameras, and processors are now available at much lower purchase prices and already come with industry-specific modifications. The use of IoT devices, such as sensors or tracking modules, is straightforward in terms of cost and planning, for example, in container management.

Activating Value Creation Potentials Together

In practice, however, it also becomes evident that good tools are not the key to successful digitalization. That responsibility lies with the employees. This is precisely where leadership faces its biggest challenge: How can they make digitalization accessible to employees? How can they dispel fears and prejudices? What motivates the team to identify and unlock new value creation potentials together? This shift in mindset is most successful when employees are involved early in the digital transformation process and encouraged to contribute their own ideas—whether the use case involves a 250-kilowatt stirrer or the automated collection of a single process value.

References

(1) Monitoring of Rotating Equipment at BASF Schwarzheide Plant. www.chemietechnik.de (Online article from August 3, 2020)..

https://www.chemietechnik.de/ueberwachung-von-rotating-equipment-im-basf-werk-schwarzheide/