ISA-95 is a Nice Start - Apriso

Plant to Enterprise Integration:
ISA-95 is a Nice Start
JUNE 2012

Table of Contents
Executive Summary ....................................................................................... 3
The Need for Enterprise Integration to Plant Operations ................................ 4
ISA-95: An Integration Standard ................................................................... 6
What you Need to Know about ISA-95 ........................................................... 7
What ISA-95 Got Right .................................................................................. 8
Identifies a Need for Data Flow ................................................................................. 8
Multi-Department Communication ............................................................................. 8
Implementation Project Guidance ............................................................................. 8
Where ISA-95 Could be Better ....................................................................... 8
Process Manufacturing Bias ..................................................................................... 8
Technology Integration Standards ............................................................................ 9
Low Vendor Participation ........................................................................................ 10
Next Steps for Manufacturers ...................................................................... 10
Systems’ Roles ........................................................................................................ 11
Where Business Logic Resides .............................................................................. 11
Industry-Specific Capabilities .................................................................................. 11
Maintain Operational and Data Integrity.................................................................. 12
Organizational Responsibilities ............................................................................... 12
Conclusion ................................................................................................... 13
About Apriso ................................................................................................ 14
Appendix...................................................................................................... 15
Apriso and B2MML .................................................................................................. 15
Apriso’s Alignment to ISA-95 Production Standard ................................................ 16
Apriso’s Alignment to ISA-95 Quality Standard ...................................................... 17
Apriso’s Alignment to ISA-95 Maintenance Standard ............................................. 18
Apriso’s Alignment to ISA-95 Inventory Standard ................................................... 19
© 2009, 2010, 2012 Apriso Corporation
This white paper, the software described in it, and other program materials are copyrighted works of Apriso Corporation, with all rights reserved.
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Operations Management and other software products. These materials are subject to change without notice. These materials are provided by
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errors or omissions with respect to the materials. The only warranties for Apriso Corporation products and services are those that are set forth in
the express warranty statements accompanying such products and services, if any. Nothing herein should be construed as constituting an
additional warranty. Version 1206.0
2 Plant to Enterprise Integration: ISA-95 is a Nice Start

Executive Summary
In a manufacturing world with ever-increasing complexity and challenges, it’s only natural to
approach plant operations integration with a goal to implement the least complex solution you
can find. Compounding matters further, enterprise applications supporting intelligent business
decisions require ubiquitous, constant access and visibility to global manufacturing operations.
Several products exist to address these complex challenges – the tricky part is picking a
solution that both complies with industry standards and can provide a roadmap for success
across your enterprise without threatening to constrain future growth.
By the late 1990’s, the manufacturing industry had firmly embraced the need for Enterprise
Resource Planning (ERP) systems, in part to address the challenge of collecting operational
performance data. The challenge quickly shifted to implementation, and how to access plant
floor operations to better forecast financial performance, raw material levels and other asset
planning schedules. Manufacturers turned to the Instrumentation, Systems and Automation
Society (ISA) to address the complex systems integration obstacle.
In 2005, ISA published a set of standards known as ANSI/ISA-95.00.03-2005, hereinafter
referred to as ISA-95, which describes a framework for connecting plant floor operations to
enterprise applications. The goal of these standards was to reduce the risk, cost and errors
associated with integrating enterprise systems with manufacturing operations.
Some see the ISA-95 standard as a panacea; however, ISA-95 does not provide instant
success. It is a firm foundation for plant-level system requirements and operations-toenterprise
integration. It provides a common, industry-standard model of functions, information
flow and transactions to allow IT and various line-of-business departments to structure projects
with a common understanding. Manufacturing operations software providers such as Apriso,
as well as ERP providers such as SAP, understand that value, and support, endorse and
comply with the ISA-95 standard in their products.
In reality, “ISA-95 compliance” is only a starting point. Manufacturers must make key
integration decisions beyond the scope of the standard, such as where business logic should
reside, how master data management should be addressed as well as what department is
responsible for managing which system, be it corporate IT, plant IT or a local business process
manager.
This paper presents an overview of the ISA-95 standard, and how it is intended to simplify
plant to enterprise integration. While the standard is a nice start, it is not enough to
accomplish true plant to enterprise integration. Concepts missing from the standard will be
presented, which when coupled with ISA-95, can present a strong foundation for global,
enterprise-wide integration across plant floor operations to corporate planning applications.
3 Plant to Enterprise Integration: ISA-95 is a Nice Start
What is the ISA?
Founded in 1945, ISA is a
global nonprofit
organization focused on
setting standards for
manufacturing automation.
With 30,000 members,
their objective is to solve
difficult technical
problems, while enhancing
member leadership and
personal career
capabilities. Learn more
at www.isa.org.

The Need for Enterprise
Integration to Plant Operations
Increased global competition and customer expectations have led to a proliferation of
manufactured products. As a result, complexity in manufacturing facilities has increased,
making it much harder to lower costs, increase quality and accelerate responsiveness while
ensuring regulatory compliance. To help address these challenges, manufacturers have
implemented enterprise software applications for a more complete view of their global
enterprise, supply chain, customer base and product lifecycle.
However, even with all of these systems overseeing the enterprise, companies still lack easy
access to data at the production level. Manufacturing operations is often a “black hole” where
no information comes out for enterprise use. Part of the reason is because of the enormous
volume of data. Other issues include a highly heterogeneous environment of plant information
and automation systems, precluding the ability to easily obtain real-time visibility to operations
data.
Yet another challenge is the sheer volume of applications that have grown over the years, in
an attempt by different departments to gain plant information to accomplish their specific
objectives. The ending result is a myriad of systems, processes and manual procedures that
are highly fragmented, inconsistent and extremely complex to support and maintain. The need
for simplification and IT rationalization of these disparate systems is extreme.
Many companies that implemented a Manufacturing Execution System (MES) sought detailed,
timely and accurate information on actual costs, current order status, as-built products and
capacity availability. Results were promising, with improved visibility and better management
of day-to-day operations, while adjusting scheduling as needed. The next challenge became
the growing use of outsourcing, globalization and all the related issues associated with a
distributed production and supply chain. Now a plant-focused MES system was no longer
sufficient, as consistency in operations was required across a network of plants, warehouses
and supply chain partners.
This wider scope of requirement has now been identified within the ISA-95 systems hierarchy
model as “Level 3,” or the Manufacturing Operations Management (MOM) level. Please see
the box, “What is MES, and How Does it Compare to MOM?" and Figure 1). In survey after
survey, manufacturers have indicated that they are now either implementing or planning to
implement a MOM solution versus a plant-level MES.
4 Plant to Enterprise Integration: ISA-95 is a Nice Start
What is MES, and
How Does it
Compare to
MOM?
“A Manufacturing
Execution System (MES)
is a dynamic information
system that drives
effective execution of
manufacturing operations.
Using current and
accurate data, MES
guides, triggers, and
reports on plant activities
as events occur … from
point of order release into
manufacturing to point of
product delivery into
finished goods” according
to Manufacturing
Enterprise Solutions
Association International
(MESA).
The ISA-95 standard has
now dropped the MES
term, favoring the broader
phrase of Manufacturing
Operations Management,
which it has identified as a
“work flow / recipe control
to produce the desired end
products.” This new term
has a wider scope of
meaning, including each of
the operational areas of
manufacturing, from
production to warehouse,
quality, maintenance and
labor processes.

MOM aggregates the vast quantities of data coming from controls, automation, and
supervisory control and data acquisition (SCADA) systems and converts it into useful
information about the production operation. Combining this automation data with the data it
captures from employees and other processes, MOM provides a more complete, real-time
view of all plants, and increasingly, the supply chain.
Figure 1: ISA-95 systems hierarchy model, with MOM or MES at Level Three and ERP
and other enterprise systems at Level Four
MES was originally focused on providing production-based data for a single plant. MOM is
now seen to be much broader in scope, delivering a view across multiple plants and areas of
operations, rather than just of production. It includes areas such as maintenance, scheduling,
quality and material handling. MOM, by its broad scope, delivers complete and in-context
views for guiding operators and triggering production, inventory, warehouse, maintenance or
time & labor tasks. MOM data supports analysis for improving overall operational
effectiveness, agility and quality. As a broad operations-wide solution set, MOM also
contributes to IT simplification and application rationalization in the plant.
Improving business performance in a networked global enterprise relies on agile production
operations as well as increasing coordination among all facilities, departments and levels in the
manufacturing enterprise. Manufacturers can leverage MOM as an integration point into their
enterprise application platform, creating a seamless information flow from all operations across
the plant as well as those spanning their supply chain.
5 Plant to Enterprise Integration: ISA-95 is a Nice Start

Because implementing plant-wide systems and integrating them into the enterprise information
flow is both important and increasingly prevalent, the international standards body ISA created
the ISA-95 standard for enterprise/control system integration. ISA-95 can provide companies
a strong starting point for this type of project.
ISA-95: An Integration Standard
ISA-95 Enterprise/Control System Integration has been positioned as an industry standard,
describing information flows between business and plant operations functions. Developed
over the past 10 years as a “multi-part set of standards that defines the interfaces between
enterprise and control activities,” ISA-95 provides a reference model for MOM as part of their
standard.
Many of the discussions of the details within the ISA-95 standard are among engineers and IT
staff, and can be very complex, which is beyond the scope of this paper.
Figure 2: ISA-95 defines operations activities in a number of areas and shows
information flows between those areas in this “generic activity model of manufacturing
operations management.”
6 Plant to Enterprise Integration: ISA-95 is a Nice Start

What you Need to Know about ISA-95
The ISA-95 Standard comprises five levels – Level 0 to Level 4 – each representing a level of
manufacturing production, from the shop floor to corporate planning. MOM occupies Level
Three, as shown in Figure 1. Each level best integrates to the level immediately above or
below. For example, companies that have tried hooking Enterprise Resource Planning (ERP)
directly into controls and SCADA have often found that the production data is overwhelming
and of limited value. Such detailed granularity will typically overwhelm an ERP database.
Each level in the model is a critical component in the information architecture.
The five-level ISA-95 hierarchy is not new. What is new in the ISA-95 standard are:
� A simple “generic” activity model of production has been deemed to represent
production control, quality, maintenance and inventory operations for all
manufacturing. (See Figure 2). This model clearly shows information flows between
major MOM functional areas within a production capacity, as well as flows from those
areas up into the enterprise. Similar diagrams show other operational areas.
� A description of data flows between the Level Four enterprise systems and Level
Three MOM. The information flows out of MOM or Level Three into four major areas
where the enterprise needs manufacturing data: schedule or request information,
performance or response information, definition information, and capability
information (see Figure 3).
Figure 3: ISA-95 illustrates how manufacturing operations information flows out into four
specific areas where the enterprise might need it: for scheduling or requesting
information, gauging performance and seeing response, defining products, activities and
resources, and reporting on capability. Source: ISA-95 Part 3.
7 Plant to Enterprise Integration: ISA-95 is a Nice Start

The ISA-95 standard includes five parts, each of which covers particular aspects of the
framework. These are: models and terminology (part 1); object model attributes (part 2); MOM
activity models (part 3); object models and attributes for MOM (draft part 4); and business to
manufacturing transactions (part 5).
What ISA-95 Got Right
Identifies a Need for Data Flow
The ultimate goal of most manufacturing CIOs and CEOs is to have a smooth, accessible
information flow throughout their enterprise. The ISA-95 model clearly shows integration
between ERP to MOM and the shop floor as a critical element in achieving that objective.
Figure 3 shows some of this flow from the MOM into other areas of the enterprise.
Multi-Department Communication
Having an industry standard for information flows between various functions, departments and
systems greatly facilitates enterprise-wide communication and mutual understanding among all
of the constituents involved. ISA-95 provides both information flow models and a lexicon that
everyone can use – from IT to engineering, quality, operations and finance.
Implementation Project Guidance
The standard provides a framework for developing requirements for information system
functionality and data flow. It pre-defines basic activities, object models and transactions
between enterprise and plant systems.
Where ISA-95 Could be Better
Simply leveraging the ISA-95 standard is not an “end all, be all” strategy to integrate
manufacturing operations. Manufacturers require not only information flow, but a data model
standard, as well as global visibility and the necessary control to manage and execute
operations across their distributed enterprise and supply chain. There are still challenges with
the ISA-95 standard, particularly for discrete manufacturers, as well as other issues no other
standard has yet to address.
Some of these challenges can be addressed by software – which then becomes a key
differentiator in making your final MOM architecture selection – and ultimately, how effective
and responsive your operations infrastructure will perform. Achieving “compliance” to the ISA-
95 standard is simply not enough.
Process Manufacturing Bias
Originally, the ISA-95 standards were designed for Batch or Process Manufacturing, typically
associated with the use of formulas or manufacturing recipes. It was only recently that the
standards are now being applied to Discrete Manufacturing environments, typically associated
8 Plant to Enterprise Integration: ISA-95 is a Nice Start
ISA is a Standard for
Integration, not
Data Modeling
The ISA-95 was
established as a standard
for integration information
flows between the shop
floor and enterprise
applications. However, as
part of that integration, it is
necessary to have
consistency within your
data model, such as where
and how it is stored, as
well as where the “master”
data resides. Each of
these data modeling
components must be
addressed as part of
establishing an integrated
manufacturing enterprise.
The ISA-95 standard
neglects to provide any
guidance on what
approach to take on this
topic.

with the use of a bill of materials and routing assignments. As a consequence, widespread
acceptance of ISA-95 as a “Standard” is not entirely evident within Discrete Manufacturers.
With its roots in Process manufacturing, the profile of today’s ISA members reflects its origins,
with a majority of their members operating within the Process manufacturing industry. As a
result, the group can’t help but have a bias, designing its standards and integration points from
a process manufacturing perspective.
While there is certainly overlap with some Discrete and Process integration strategies, there
are important differences, which fail to be adequately addressed within the current set of
standards. For example, a tracking process relying on barcode readers or RFID scanners will
work infinitely better when deeply integrated within a Discrete manufacturing process, yet a
discussion of this type of tracking across operational areas from the shop floor to enterprise
resource planning applications is unlikely within Process manufacturing environments.
Similarly, the use of sequenced serial numbers as part of a production process – one that must
be carefully tracked to support future genealogy and traceability requirements – is an important
data integration challenge, yet a detailed discussion with ISA-95 is not likely to occur.
Recognizing this shortfall, ISA worked to create a Manufacturing Interoperability Guideline
Working Group, which is a collaborative venture of ISA, MIMOSA, OAGi, OPC, and WBF,
founded March 23, 2006. 1 This group will develop an industry guideline that defines generic
business process models between the operations management and business layers of the
manufacturing support system to ideally converge the manufacturing interoperability standards
work underway within ISA SP95, OAGi, WBF, MIMOSA, and OPC. While this is definitely a
step in the right direction, substantial work still must be done before the Process manufacturing
bias is completely removed.
Technology Integration Standards
ISA-95 does not include implementation mapping to XML (Extensible Markup Language),
despite XML’s clearly winning position as the lingua franca for data exchange between
systems. This shortcoming is now being addressed as part of the Manufacturing
Interoperability Guideline Working Group, as must mentioned above, which was founded
March 23, 2006. Efforts are now under way to address the lack of XML standards in ISA-95 2 .
As a direct result, the standard is not as extensible as companies need, nor can it address
what a best practice might be for level of extensibility. Each company must consider how to
1
Manufacturing Interoperability Guideline Working Group - A Collaborative Venture of ISA, MIMOSA,
OAGi, OPC, and WBF; ISA;
http://www.isa.org/Template.cfm?Section=Press_Releases5&template=/ContentManagement/Conten
tDisplay.cfm&ContentID=54481
2
World Batch Forum’s B2MML (Business to Manufacturing Markup Language) and the existing OAGi
(Open Applications Group) OAGIS (Open Application Group Integration Standard) formed separately.
Open O&M was formed to help these and other standards organizations harmonize efforts. Also see
press release announcing that ISA and OAGi agree to work on standards;
http://www.automation.com/content/isa-and-oagi-agree-to-work-on-standards.
9 Plant to Enterprise Integration: ISA-95 is a Nice Start

extend integration based on their needs. This need for flexibility is an important factor when
utilizing XML to integrate disparate applications and when creating common information
formats to share both the format and data on the World Wide Web, intranets and elsewhere.
The standard does not focus on the need to rationalize disparate IT systems in the plant; but
only on integrating information flows from whatever collection of systems that might exist. As
any plant floor manager can attest to, trying to operate in a ‘real-time’ environment when
commands and data must be reconciled from multiple, disparate systems is a huge problem.
Compound this challenge with operations distributed over multiple locations and time zones,
and you can forget about being responsive to shifting market conditions, supplier requirements
and customer demands.
Low Vendor Participation
SAP has been the only enterprise software vendor to actively participate in ISA-95 activities.
Despite their involvement, SAP now admits its SOA strategy is not driven by standards, further
indicating the shortcomings of just relying on the standard for your application integration
architecture and strategy.
Next Steps for Manufacturers
The ISA-95 standard combined with the functionality available within today’s Manufacturing
Operations Management (MOM) software can provide a sound foundation for projects
designed to integrate operational data into enterprise information flows. Best in class MOM
providers can deliver not only data integration capabilities, but those of global visibility,
centralized and local control and the efficient synchronization of material flows across the
organization and into the supply chain.
In order to achieve success, manufacturers simply need to view the ISA-95 as a starting point,
and recognize that each integration Level within the Standard’s hierarchy mapping serves an
important function.
Select vendor products excel within their respective “Level,” but seldom can one vendor
provide a single solution that is capable of delivering best in breed performance across each of
the levels. For example, the program design and functional attributes of an ERP system works
well for planning purposes, but seldom offers a viable solution for managing shop floor
operations, with each of its highly data intensive functions.
The following items should be considered when designing plant to enterprise integration, each
of which falls beyond the scope of ISA-95. The end result can be a highly efficient, responsive
manufacturing operations environment that connects disparate operations, provides real time
visibility and control while delivering the necessary agility to respond to the constantly
changing market and customer demand conditions.
10 Plant to Enterprise Integration: ISA-95 is a Nice Start

Systems’ Roles
Each company may have a different view of which system should own various functions and
master data. Some of this will be driven by the capabilities of current systems. For example,
some companies want bill of materials (BOM) to reside in the MOM, while others may store it
in PLM or ERP. What is critical is to select a MOM and ERP solution that supports the
necessary flexibility you require, while being capable of also changing over time, as needed.
There is no one right answer, but as a whole, your system design will need to address this
vexing issue of achieving a “single version of the truth.”
Where Business Logic Resides
Many control and automation vendors promote the idea of putting more business logic into the
controllers at Level 1 or Level 2. Alternatively, this logic may be programmed within your MOM
system in Level 3. ISA-95 has no reference on where the “right” location is, so companies
must decide whether they want a decentralized approach, or the easier maintenance of logic in
a central application outside of an automation system.
A plant where production changes or product re-configurations are infrequent, and when they
do occur, the decision is typically best made by the local plant operators, may be best suited
by locating their business logic within a PLC or other machine layer user interface. However, if
production optimization or continuous improvement initiatives are planned on a multi-plant
basis, the implementation of changes within the automation equipment at Layer 1 or 2 could be
quite complicated and difficult to achieve across a geographically distributed production
environment.
For those who have programmed business logic into an OPC or SCADA device, the decision
isn’t too difficult. This task must be completed multiple times through a typically difficult
interface across the plant floor every time a product change or design update is required. If
production is distributed across 15 different plants all over the world and your production floor
has multi-vendor automation equipment, this task could take weeks.
Alternately, there may be data collection triggers as part of your business logic or quality
control program that could easily reside in either your ERP (Level 5) or MOM (Level 3).
Manufacturers need to make this decision based on their own architecture, as well as be
absolutely sure each selected vendor product can perform its function as part of the solution.
Industry-Specific Capabilities
This might include Automotive Just-in-Time or sequenced supply chain coordination for
suppliers to ship in the right order and sequence to minimize or even eliminate idle inventory.
The ISA-95 standards provides no guidance on how to best integrate to supplier systems to
accomplish industry-specific objectives, based in part on the fact that the standards were not
written for one particular industry.
11 Plant to Enterprise Integration: ISA-95 is a Nice Start

In addition, with a built-in bias towards the Process industry, the concept of Just-in-Time has
probably not been even considered, due to its use primarily within the Discrete manufacturing
industry.
Some manufacturers face extreme regulatory requirements, based on their particular industry
or vertical, each of which is highly unique to their respective industry. For example, firms
operating within the Defense or Medical Device industries face a myriad of regulations and
regulatory reporting requirements necessitating unique auditing, reporting, electronic signature
and other approval documentation requirements. Their plant to enterprise integration must
include special capabilities to meet regulatory requirements for product histories with operator
sign-offs, so as to be ready for government auditors.
Maintain Operational and Data Integrity
It is common for an ERP system to go down for several hours at a time for maintenance,
system upgrades or just unplanned outages. Depending upon how critical 24x7 operations are
within your unique production environment will have a big impact on whether or not this type of
disruption is acceptable or not. Consequently, your plant to enterprise integration design must
also reflect this operational reality, assigning the appropriate operations to the right Layer
within the ISA-95 hierarchy. Select MOM vendor solutions can operate autonomously if Level
4 connectivity is severed; others can’t.
Organizational Responsibilities
Clearly, the issue of what group maintains the integrity and security of the plant-to-enterprise
integration architecture is an important one for a company to decide. Once again, the
allocation of this duty is not explained within the ISA-95 standards, nor should it.
When dealing with personnel issues and the assignment of duties and responsibilities, several
local and global factors are at work, each of which could vary considerably based on the
governance models at each firm. While some companies will assign this responsibility to
manufacturing IT, others might deem this as within the domain of corporate IT, manufacturing
operations or product engineering.
12 Plant to Enterprise Integration: ISA-95 is a Nice Start

Conclusion
When addressing the challenge of integrating the plant to the enterprise, a host of complexity
and issues arise, appearing to be an insurmountable mountain to climb with no end or “peak”
in site.
In today’s business climate where mergers, acquisitions and divestures are common,
adherence to a set of industry standards while accomplishing this type of integration is wise.
The set of standards ISA-95 has identified is a good starting point, and selecting a MOM
software vendor that adheres to these standards, such as Apriso, is a good place to start.
However, other factors must be considered, some of which were identified and discussed
within the body of this paper, including:
� A standardized data model should be established
� A structure for master data management should be considered
� A technology standard for data transfer should be maintained
� A consistent strategy should be adopted for the location of your business logic
Companies should work with industry standards and commercial software providers to
leverage their experience. However, there will always be a number of decisions that are
company specific. Those listed above are samples. Company-specific decisions tend to be
based on the technical, process or organizational structure, and will likely be a factor at either
the enterprise or plant level.
13 Plant to Enterprise Integration: ISA-95 is a Nice Start

About Apriso
Apriso Corporation is a software company dedicated to providing competitive advantage for its
customers. It does so by enabling organizations to adapt quickly and easily to market changes
and unexpected events.
Since 1992, Apriso has been helping companies improve manufacturing performance within,
and in coordination across, their plants and product supply network. Some of the world’s
largest and most successful manufacturers have leveraged Apriso’s unique combination of
software solutions and expertise to transform their manufacturing operations to achieve and
sustain manufacturing excellence.
Apriso’s FlexNet is a Business Process Management (BPM) based software solution
engineered to work with Enterprise Resource Planning (ERP) and Product Lifecycle
Management (PLM) applications. As a global manufacturing operations management
platform, FlexNet enables manufacturers to cost effectively integrate planning, execution and
control to manage and continuously improve their manufacturing operations.
Apriso serves 180+ customers in 40+ countries across the Americas, Europe and Asia. Its
customers include General Motors, Lear, Honeywell, L'Oréal, Trixell, Lockheed Martin, Becton
Dickinson, Saint-Gobain, Novelis and Essilor. For more information, please go to
www.apriso.com.
14 Plant to Enterprise Integration: ISA-95 is a Nice Start
www.apriso.com

Appendix
Apriso and B2MML
B2MML stands for “Business To Manufacturing Markup Language”. Developed and made
publicly available by the World Batch Forum (WBF), it is an XML implementation of the
ANSI/ISA 95 family of standards. It consists of a set of XML schemas written using the World
Wide Web Consortium's XML Schema language (XSD) that implement the data models in the
ISA-95 standard.
B2MML is meant to be used as a common data format to link ERP, PLM and supply chain
management systems with manufacturing systems such as control systems and Manufacturing
Execution Systems.
The recent (July 2007) version 4 of B2MML is a major new release, adding support for Part 5
of the ISA-95 including standard transactions that allow business and manufacturing systems
to have a dialogue using the existing ISA-95 data objects such as Production Schedule,
Production Performance, Material Information and Equipment Information. B2MML V04
supports interoperability of standards by defining transactions that are consistent with OAGIS's
(Open Applications Group's XML business language) transactions.
Apriso’s FlexNet leverages B2MML when transferring data between manufacturing operations
management applications and external applications that support the standard, including SAP
ERP.
15 Plant to Enterprise Integration: ISA-95 is a Nice Start

Apriso’s Alignment to ISA-95 Production Standard
Production Operations Management
B2MML data to support Production Management with SAP PP or PP-PI are:
� the ERP system sends Production Schedule to Apriso’s FlexNet
� FlexNet sends Production Performance data to the ERP system
A Production Schedule contains Process Orders (POs). Typically POs have start and end
times, identification of the products and amounts to produce. Depending upon type of
production management Make To Order (MTO) or Make To Stock (MTS), POs can be directly
associated with customer orders or may be internal orders for inventory.
A production schedule message may contain one or more production requests and is
application specific. A production schedule may contain high level POs for a plant. But a
production schedule may contain POs subdivided into multiple segments of the process
routing and each segment will address production requirements for a part of plant or process
cell such as a process unit or production line.
FlexNet Production can handle all the production execution activities and exchange Production
Definitions, Capabilities, Requests and Response with FlexNet Business Integrator.
16 Plant to Enterprise Integration: ISA-95 is a Nice Start

Apriso’s Alignment to ISA-95 Quality Standard
Quality Operations Management
B2MML data to support Quality Management with SAP QM are:
� FlexNet gets Quality Definitions such as specifications and Test Capability from the
ERP system (it can also be the Product Lifecycle Management (PLM) or Product Data
Management (PDM) system) to FlexNet
� The SAP QM module downloads Quality Requests such as inspection lot or
equipment calibration information into FlexNet
� FlexNet uploads inspection point results to the SAP QM module
FlexNet Quality can handle all the quality execution activities and exchange Quality Definitions,
Capabilities, Requests and Response with FlexNet Business Integrator.
17 Plant to Enterprise Integration: ISA-95 is a Nice Start

Apriso’s Alignment to ISA-95 Maintenance Standard
Maintenance Operations Management
B2MML data to support Plant Maintenance Management with SAP PM are:
� FlexNet downloads the Maintenance Definitions, equipment list and capability from
the SAP PM module (this can also be defined in a PLM system depending who own
the master data)
� FlexNet sends runtime data for equipment to the SAP PM module, which is the typical
Overall equipment effectiveness (OEE) machine runtime and downtime data.
� FlexNet sends the SAP PM module a request to initiate a maintenance order for
curative maintenance
� The SAP PM module sends work order information to FlexNet for curative or
preventive maintenance
� FlexNet sends work order response for completed maintenance orders to the SAP
PM module
FlexNet Maintenance handles all maintenance execution activities and exchanges Maintenance
Definitions, Capabilities, Requests and Response with FlexNet Business Integrator. FlexNet
initiates a Maintenance Request on equipment to the SAP PM module when there is a deviation
on quality rate or availability rate and then creating a maintenance notification. PM module end
users can then authorize the maintenance thereby creating a Work Order.
Work Order information created in PM is delivered to FlexNet as a Maintenance Schedule
combining activity related to curative and preventive maintenance, based on period inspection or on
real resource usage. The Maintenance Response can send back the equipment status update,
time spent on the maintenance operation and parts used for the As-maintained genealogy.
18 Plant to Enterprise Integration: ISA-95 is a Nice Start

Apriso’s Alignment to ISA-95 Inventory Standard
Inventory Operations Management
B2MML data to support Material Inventory Management with SAP MM are:
� FlexNet downloads Inventory Definitions such as material master data and Inventory
Capability from SAP’s MM module
� The SAP MM Module sends to FlexNet Inventory Requests such as purchase order
receipts or Advanced Shipping Notices (ASNs) for material, Inventory Moves, Picking
and Replenishments Orders
� FlexNet uploads Inventory Responses and batch characteristics to SAP’s MM module
FlexNet Warehouse can handle all the warehouse execution activities and exchange Inventory
Definitions, Capabilities, Requests and Response with FlexNet Business Integrator.
FlexNet then can generate send, track and reply commands to move inventory from one
warehouse location or bin to another either by interacting with forklift drivers and warehouse
employees, or by sending commands to an Automated Storage & Retrieval Systems (AS/RS).
19 Plant to Enterprise Integration: ISA-95 is a Nice Start