Transitioning the Corbalis Water

Treatment Plant’s Control System

Mid-Atlantic Applications in Automation

Conference
March 24, 2010
Standards
Certification
Education & Training Eric Silverman, P.E. – CDM
Publishing
Conferences & Exhibits Josh Gelman, P.E. – CDM
Presenters

• Eric Silverman, P.E.

– Cambridge, MA
– Northeast Region Automation/I&C Team Leader
– Lead I&C Design Engineer
– Construction Services

• Josh Gelman, P.E.

– Falls Church, VA
– Mid-Atlantic Automation/I&C Team Leader
– Lead Applications Engineer
– Construction Services

2
Today’s Agenda

• Design Overview
• Client Goals and Challenges
• Application Engineering
Process
• Construction
• System Transition
• Success Factors
• Questions
Design Overview – Project Timeline

• In order to meet planned water demand projections,

Fairfax Water (VA) executed a planned expansion of the
J. Corbalis Water Treatment Facility
End of 2009 -
Overall
Construction
Completed

July 2008
January 2005 Corbalis Rated at 225 MGD
Construction Begins
June 2004
Final Design Complete
March 2003
Engineering Design Report

October 2002
Expansion Capacity Study
(Plant Rated at 150 MGD)
Design Overview – Control System
Scope of Work

OWS/LOP
-Replace existing -Add new controls
control system to support the new
hardware and “Process Train”
software along with other
plant upgrades
- Install new fiber
Controller
Controller
optic network

-Integrate existingField
control logic
Field
associated withInstruments
existing process
Instruments
equipment into new control system
SCADA System
 Overview - Corbalis SCADA Components

HMI Operator Historian

Servers Workstations Servers

Fiber Ring Network w/

Managed Ethernet
Switches (MES)

Local Programmable
Operator Panels Logic Controllers Operator
Workstations
Overview – SCADA Network Redundancy

2 Hr. Back-up
No Data from
UPS time for SCADA
DYNAC Equipment and
Chem. Bldg. @ OWS
Instruments.
LOP Used this OWS
to Control
Process LOP
LOP
6-Pair Fiber
Locally
PLC
PLC
MES
MES
Chem. Bldg.
X
UPS
X Corbalis DYNAC
OWS
SCADA “Ring” MES
MES
MES
MES
No Data from
Chem. Bldg. @
HES – Hirschman Ethernet Switch Facility Support Center this OWS
LOP – Local Operator Panel
OWS – Operator Workstation
PLC - Programmable Logic Controller
UPS – Uninterruptible Power Supply
Design Challenges

• Develop an understanding of
the existing system
• Avoid Technology
Obsolescence
• Ensure a “smooth” system
transition with minimal
downtime
• Develop drawings and
documents that clearly indicate
scope of work
Design Challenges

• Develop an understanding
of the existing system
- Consistent communication with
Fairfax Water staff
- Reviewing documentation
- “Walking” the system
- Taking time “on site” – no shortcuts
here.
Design Challenges

• Avoiding Technology
Obsolescence
– $200k Allowance
– Contractor restricted on
releasing computers for order
Design Challenges

• Ensure a smooth transition with minimal

downtime
– Turn the existing DCS panels into termination boxes and run
systems in parallel
– Require contractor to submit Maintenance of Plant Operation
Plans (MOPO) on a building-by-building basis
Design Challenges
System Transition

• Require contractor to submit Maintenance of

Operation Plans (MOPO) on a building-by-building
basis

Step-by-step procedures

Each I/O point identified in plan

Outage durations
Contingency plans
Critical Design Documents

• Control System Architecture (CSA)

• Piping (or Process) and Instrumentation Diagram
(P&ID)
• Control Strategies
Control System Architecture (CSA)

PCSS Panel Communication

Enclosures
Local
Workstations

Comm.
Cables

Vendor Panels

UPS
 Piping (or Process) &
Instrumentation Diagram (P&ID)

Existing vs.
New Instr.

New vs. Old

Signals

Vendor
Where signals Control Panels
are wired
Control Loop #s and
Description
Strategies

PLC
Logic

LOP/OWS
Functions

Alarms and
Monitoring
Applications Engineering (AE)

• Major Components:
– HMI System

– Local Operator Panels

– PLC Systems

– Data Historian

– Plant Reports

– Data Network
AE Project Goals

• Keep the plant running

• Maintain open lines of communication
• All components are tested prior to system start-up
• Jointly develop a thorough plan to follow
• Develop new system that meets user’s needs
• Staff is fully trained on system after project
completion
• Develop as-builts and documentation for the entire
system
Fairfax Water Project Challenges

• Moving Water
• Running on Multiple Computer Systems
• Interfacing to Different Generations of
Equipment
• Integration of “Vendor
Systems”
Application Engineering Process-
Collaboration During Development

• Work Plan provided a

“Roadmap for Success”
• Series of submittals
• System development
staged at local office
• Monthly development
meetings and workshops
• Informal training provided
improved understanding
Application Engineering Process:
Keys to Success

• Follow development procedures and standards

• Develop HMI graphics to convey process and
associated automation
• Provide PLC programming with sufficient
documentation
• Configure back-up touch screens to match HMI
workstations
• Be sensitive to Fairfax Water security
concerns
• Contribute as extension of
client staff
• Accessibility to all parties.
Construction - Phased Implementation

• Developed systems to match Contractor’s

schedule
• Each phase was treated as a mini-project
• All components tested and ready in advance of
commissioning
• Applied lessons learned immediately.
 Sequence of Construction

• Coordinated to match operational and contractual

constraints
• Factory test all components prior to field delivery.
• Install and test new fiber network.
• Install new components.
• Logically disconnect and re-terminate I/O from
existing system to new system
• Fully test systems as the complete process becomes
available
• Re-commission existing equipment
CDM and FW Challenges
During Construction

• Major changes to the construction

schedule impacted programming
• Undesirable process sequencing
• Network interruptions early
in “ring” evolution
• Difficulties in reviewing submittals by
Fairfax Water staff
• Adapting to contractor personnel
• PCSS responsibilities transitioned 8
months into construction
Success Factors

• Frequent Communications
– Daily informal meetings
– Weekly formal meetings

• Teamwork
• Operator awareness of I/O
transition
• Developer’s on-site office
Success Factors

• No major shutdowns or
disturbances
• New system has been
embraced by operations
• Accessibility to developer
minimized need for formal
training
• Engineer’s Work Plan has
evolved into programming
standards
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