ISA-95标准：企业与生产系统集成模型与术语

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"ISA-95 Enterprise-Control System Integration Part1: Models and Terminology" ISA-95，全称为“International Society of Automation - Level 5 Integration”，是国际自动化学会制定的一套标准，旨在规范企业管理系统（如ERP）与生产制造系统（如MES）之间的集成。这个标准的第1部分，即“ISA-95 Part1”，主要关注模型和术语的定义，为不同层级的自动化系统间的互操作性提供了一个统一的框架。该标准由美国国家电气制造商协会（NEMA）与国际电工委员会（IEC）合作开发，并且严格限制了复制和销售，以保护知识产权。ISA-95.00.01是这一标准的一个版本，可能在特定年份有所更新，如2008年的版本所示。 “Enterprise-Control System Integration Part 1: Models and Terminology”这部分内容详细介绍了企业控制系统的集成模型和相关术语。这些模型通常包括层次结构模型，将企业信息系统分为五个层次：企业层、经营计划层、详细调度层、生产控制层和设备控制层。每个层级都有其特定的功能和信息交换需求，ISA-95的目标就是确保这些层级之间的数据流能够顺畅进行。 1. **范围**（Scope）：标准的范围通常会定义它所涵盖的主题，包括适用的领域、目标以及预期的效果。在ISA-95 Part1中，范围可能涵盖了企业到控制层之间信息交换的标准模型和术语，为系统集成提供指导。 2. **规范性引用**（Normative References）：这部分列出了标准制定过程中参考的其他重要标准或文档，这些引用对于理解和实施ISA-95至关重要，可能包括数据交换协议、通信标准和其他相关工业自动化领域的标准。 3. **术语和定义**（Terminology）： ISA-95 Part1会详细定义一系列与企业控制系统集成相关的专业术语，以确保所有参与者对概念有统一的理解，减少沟通中的误解。 4. **模型**（Models）：该标准可能会介绍ISA-95的五级模型，这五级模型是理解企业与控制层集成的关键。每一层都代表了一种不同的自动化级别，从战略决策到机器操作，涵盖了整个制造过程。通过遵循ISA-95 Part1的标准，企业可以实现更高效的数据流管理，提高生产效率，降低运营成本，并促进不同系统之间的无缝集成。此外，这一标准也促进了跨部门和跨企业的信息共享，有利于实现智能制造和工业4.0的目标。

– 16 – ISA 95.00.01 CDV3  2008 ISA

equipment, information within the manufacturing operations and control domain, and information

flows between the domains.

Multiple models show the functions and integration associated with manufacturing operations

and control systems and enterprise systems.

a) Hierarchy models that describe the levels of functions and domains of control associated

within manufacturing organizations are presented in Clause 5. These models are based on

The Purdue Reference Model for CIM, referenced as PRM; the MESA International

Functional Model; and the equipment hierarchy model from IEC 61512-1. Detailed activity

models of the manufacturing operations domain are given in Part 3.

NOTE 1 Selected elements of the Purdue Reference Model for CIM are included in Annex

DG.

NOTE 2 See the Bibliography for reference to the MESA white paper defining MES

functionality.

b) A data flow model that describes the functional and data flows within manufacturing

organizations is given in Clause 6. This model is also based on The Purdue Reference Model

for CIM.

c) An object model that describes the information that may cross the enterprise and control

system boundary is given in Part 2.

Domain

descriptions

Functions

in domains

Functions

of interest

Information

flows of interest

Categories

of information

Information

descriptions

IEC 325/03

Figure 1 – Outline of models in the standard

This standard provides models and information in multiple levels of detail and abstraction. These

levels are illustrated in Figure 1, which serves as a map to the rest of the document. Each model

and diagram increases the level of detail presented in the previous model.

The models start with a description of the domain of control systems and the domain of

enterprise systems. The domain discussion is contained in Clause 5.

ISA 95.00.01 CDV3  2008 ISA – 17 –

Functions within the domains are presented in Clauses 5 and 6. Functions of interest that are

relevant to the standard are also given a detailed description in Clause 6. The information flows

of interest between the relevant functions are listed in 6.5.

The categories of information are given in Clause 8. The formal object model of the information

of interest is presented in Part 2.

The information that flows between functions identified as being within the MO&C domain

and those outside the MO&C domain describe the enterprise-control system boundary.

Information exchanged between functions within the MO&C domain and information exchanged

between functions outside the MO&C domain is outside the scope of this document. Figure 2

illustrates the enterprise-control system interface, as depicted in the data flow model, between

control and non-control functions; the shaded circles indicate functions that exchange

information and are described in the data flow model. Functions depicted as white circles and

data flows depicted as dashed lines are those considered as outside the scope of this standard.

Information flows of interest across the enterprise-control system boundary are given in Part 2

and Part 5. Some information flows within the manufacturing and operations domain are given in

Part 4 and Part 6.

Functions outside the

control domain

(e.g. production scheduling)

(e.g. production schedule and production results)

Information flows of interest

Functions within the

manufacturing and control domain

(e.g. equipment monitoring)

Enterprise-control system boundary

Functions detailed

Functions not detailed

Data flows detailed

Data flows not detailed

Functions detailed

Functions not detailed

Data flows detailed

Data flows not detailed

Figure 2 – Enterprise-control system interface

5 Hierarchy models

5.1 Hierarchy model introduction

Clause 5 presents the hierarchy models associated with manufacturing operations and control

systems and other business systems. The hierarchy models are,; a functional hierarchy, a role

based equipment hierarchy, a physical asset equipment hierarchy, and a decision hierarchy.

5.2 Functional hierarchy

5.2.1 Hierarchy levels

Figure 3 depicts the different levels of a functional hierarchy model: business planning and

logistics, manufacturing operations and control, and batch, continuous, or discrete control. The

– 18 – ISA 95.00.01 CDV3  2008 ISA

levels provide different functions and work in different timeframes. The interface addressed in

this standard is between Level 4 and Level 3 of the hierarchy model. This is generally the

interface between plant production scheduling and operation management and plant floor

coordination.

NOTE 1: The figure is a simplified version of the Purdue Hierarchy Model, as shown in Figures G.1, G.2, G.3

and G.4 of Annex G.

This standard specifies that each level shall provide the functions listed below and illustrated in

Figure 3.

Level 0 defines the actual physical processes.

Level 1 defines the activities involved in sensing and manipulating the physical processes.

Level 1 typically operates on time frames of seconds and faster.

Level 2 defines the activities of monitoring and controlling the physical processes. Level 2

typically operates on time frames of hours, minutes, seconds and sub-seconds.

Level 3 defines the activities of the work flow to produce the desired end-products. It includes

the activities of maintaining records and coordinating the processes. Level 3 typically

operates on time frames of days, shifts, hours, minutes and seconds.

Level 4 defines the business-related activities needed to manage a manufacturing

organization. Manufacturing-related activities include establishing the basic plant

schedule (such as material use, delivery and shipping), determining inventory levels

and making sure that materials are delivered on time to the right place for production.

Level 3 information is critical to Level 4 activities. Level 4 typically operates on time

frames of months, weeks and days.

NOTE 2: There are other non manufacturing business-related activities that may be in Levels 1 through 4 or higher

levels, but these are not defined in this standard, for example security activities.

NOTE 3: The terms function and activity are used as synonyms.

Level 4

Level 1

Level 2

Level 3

Business Planning

& Logistics

Plant Production Scheduling,

Operational Management, etc

Manufacturing

Operations Management

Dispatching Production, Detailed Production

Scheduling, Reliability Assurance, ...

Batch

Control

Discrete

Control

Continuous

Control

1 - Sensing the production process,

manipulating the production process

2 - Monitoring, supervisory control and

automated control of the production process

Time Frame

Hours, minutes, seconds, subseconds

3 - Work flow / recipe control to produce the

desired end products. Maintaining records

and optimizing the production process.

Time Frame

Days, shifts, hours, minutes, seconds

4 - Establishing the basic plant schedule -

production, material use, delivery, and

shipping. Determining inventory levels.

Time Frame

Months, weeks, days

Level 0

0 - The actual production process

Figure 3 – Functional hierarchy

ISA 95.00.01 CDV3  2008 ISA – 19 –

Levels 2, 1, and 0 present the cell or line supervision functions, operations functions, and

process control functions and are not addressed in this standard. The discussion and labeling of

levels is based on a historical description, further described in Annex G. Level 0 indicates the

process, usually the manufacturing or production process. Level 1 indicates manual sensing,

sensors, and actuators used to monitor and manipulate the process. Level 2 indicates the control

activities, either manual or automated, that keeps the process stable or under control. There are

several different models for the functions at these levels based on the actual production strategy

used.

For purposes of this standard the terminology Manufacturing Operations Management (MOM)

defines the Level 3 activities, and Manufacturing Operations and Control (MO&C) define Level 1,

2, and 3 activities. The standard assumes all activities not explicitly presented as part of the

MO&C domain to be part of the enterprise domain.

5.2.2 Criteria for inclusion in manufacturing operations and control domain

The criterion for defining the activities to be included as a Level 3, 2, or 1 activity shall be that

the activity is directly involved in manufacturing and includes information about personnel,

equipment, or material and meets any of the following conditions.

a) The activity is critical to plant safety.

b) The activity is critical to plant reliability.

c) The activity is critical to plant efficiency.

NOTE 1 Absolute plant efficiencies may be dependent upon factors that are outside the control of a facility

(MRP schedules, product mixes, etc.). These activities are not part of Level 3, 2, or 1.

d) The activity is critical to product quality.

e) The activity is critical to maintaining regulatory compliance.

EXAMPLE Maintaining regional, government and other agency compliance related to products and production.

NOTE 2 This includes such factors as safety, environmental and cGMP (current good manufacturing

practices) compliance.

NOTE 3 There are other criteria such as company policy and organizational structure, or the nature of the

operations that could expand the scope of manufacturing operations management. See Annex A.

NOTE 4 Such activities as personnel management of salaries and job titles may be important for running a

manufacturing business, but they are not considered part of manufacturing operations management.

5.2.3 Level 4

Level 4 activities typically include

a) collecting and maintaining raw material and spare parts usage and available inventory, and

providing data for purchase of raw material and spare parts;

b) collecting and maintaining overall energy use and available inventory and providing data for

purchase of energy source;

c) collecting and maintaining overall goods in process and production inventory files;

d) collecting and maintaining quality control files as they relate to customer requirements;

e) collecting and maintaining machinery and equipment use and life history files necessary for

preventive and predictive maintenance planning;

f) collecting and maintaining manpower use data for transmittal to personnel and accounting;

g) establishing the basic plant production schedule;

– 20 – ISA 95.00.01 CDV3  2008 ISA

h) modifying the basic plant production schedule for orders received, based on resource

availability changes, energy sources available, power demand levels, and maintenance

requirements;

i) developing optimum preventive maintenance and equipment renovation schedules in

coordination with the basic plant production schedule;

j) determining the optimum inventory levels of raw materials, energy sources, spare parts, and

goods in process at each storage point. These functions also include materials requirements

planning (MRP) and spare parts procurement;

k) modifying the basic plant production schedule as necessary whenever major production

interruptions occur;

l) planning production capacity, based on all of the above activities.

5.2.4 Level 3

5.2.4.1 Level 3 activities

Level 3 activities typically include

a) reporting on area production including variable manufacturing costs based on the enterprise

standard cost model;

b) collecting and maintaining area data on production, inventory, manpower, raw materials,

product quality, spare parts and energy usage;

c) performing of data collection and off-line analysis as required by engineering functions. This

may include statistical quality analysis and related control functions;

d) performing needed personnel functions such as: work period statistics (for example, time,

task), vacation schedule, work force schedules, union line of progression, and in-house

training and personnel qualification;

e) establishing the immediate detailed production schedule for its own area including

maintenance, transportation and other production-related needs;

f) locally optimizing the costs for its individual production area while completing the production

schedule established by the Level 4 functions;

g) modifying production schedules to compensate for plant production interruptions that may

occur in its area of responsibility.

h) performing maintenance on production equipment

i) performing laboratory and quality testing of materials

j) performing movement and storage of materials

k) transforming the business oriented information used for Level 4-3 data exchanges into the

manufacturing operations management oriented information used within Level 3 and lower

Descriptions of the major functionalities associated with these various Level 3 activities are given

in 5.2.4.2 through 5.2.4.13. The standard assumes all activities not explicitly presented as part of

the Level 3 MO&C domain to be part of the enterprise domain. See Annex H for a correlation of

the activities to the MESA International Model.

5.2.4.2 Resource allocation and control

The MO&CMOM domain includes the functionality of managing resources directly associated

with control and manufacturing. The resources include machines, tools, labourlabor skills,

materials, other equipment, documents, and other entities that are required for work to start and

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