The metrics and targets below are ONLY EXAMPLES. Each organization or plant will determine its own metrics and targets depending on process type, operator skill, HMI capabilities, operating environment, and types of automated procedures. Customize metrics to your situation.
| No. | Description | Target | Why It Matters |
|---|---|---|---|
| 1 | Percentage of times operators manually perform a procedure instead of using an available automated procedure | 0% | Ensures business justification for the procedure is met — benefits only realized if automation is actually used |
| 2 | Number of operator control interactions performed in a fixed period (average and peak) | Organization-defined average and peak limits | Manages operator workload — too many interactions increases error risk and fatigue |
| 3 | Number of times an operator had to intervene (deviate, override, abort, change a step) when an automated procedure was run | 0 | Identifies problems with procedure design, inadequate training, or equipment problems |
| 4 | Number of times support from engineering is required during execution per period | 0 | Operators should be self-sufficient — engineering support needed indicates procedure or training issues |
| 5 | Number of times an automated procedure experienced an abnormal end of execution per period | 0 | Quality indicator — every execution should complete normally; abnormal ends indicate bugs or design flaws |
| 6 | Average, maximum, minimum, and standard deviation of duration of entire procedure, tasks, or steps | Procedure dependent (establish baseline first) | Identifies optimization opportunities; high variability indicates inconsistent execution |
| 7 | Product quality and yield measures | Product and procedure dependent | Identifies improvement opportunities, shift differentials, training needs, and equipment problems |
On Operator Control Interactions (Metric 2): Two targets are required — average and peak — because either alone can be misleading. A low average with a high peak (100 interactions in one hour) represents operator overload that the average masks. Both average and peak must be monitored. Operator interviews provide context that quantitative data cannot.
On Operator Interventions (Metric 3): Root cause analysis should determine which of three causes applies: (1) problems with the automated procedure itself, (2) improper operator training, or (3) instrumentation or process equipment problems. Each cause requires a different corrective action.
On Duration Statistics (Metric 6): Establish a baseline by measuring initial performance, then set improvement targets. High standard deviation indicates the need for standardization. Investigate unusually long maximum durations for occasional problems.
Drawing conventions are based on Entity-Relationship Diagram (ERD) format. Model types are visually distinct:
State-Based Control step/transition notation: Steps = solid rectangles; Transitions = lines that may be Automatic (solid), Manual (dotted, requires operator), or Automatic/Manual (solid line with "M"). Transitions can be Normal, Forward (skip ahead), or Backward (loop back).
Sequence-Based Control allows multiple steps active simultaneously — shown with parallel branches that synchronize at a completion point.
FEL is the process for conceptual development of automation projects before major capital investment. Three progressive stages:
| Stage | Question Answered | Cost Estimate Accuracy | Deliverable |
|---|---|---|---|
| FEL 1 — Options Study | What are my options to achieve project goals? | ±40–50% | Options analysis, recommended approach, feasibility assessment |
| FEL 2 — Feasibility Study | Is it feasible? | ±25% | Conceptual engineering package, risk assessment, environmental assessment |
| FEL 3 — FEED / Basic Engineering | How exactly will we build it? | ±10% | Complete P&IDs, equipment specs, control system design, construction-ready drawings |
FEL 3 is where procedure automation specifications (Chapter 9) fit in the project lifecycle. Good FEL leads to successful project execution. Poor FEL leads to cost overruns, schedule delays, and operational problems.
This completes the lifecycle: Strategy (Ch. 8) → Planning & Definition (Ch. 9) → Specifications & Design (Ch. 10) → Implementation (Ch. 11) → Operation (Ch. 12) → Retirement (Ch. 13).