Why was instrument automation assigned to the process group...?
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Weren’t we previously under the production department? How did it end up under Processes? It is under the leadership of the process, but it shouldn’t be within the process either……
At present, there is no distinction between process and production in our instrument workshop; it used to be the case over twenty years ago.
It’s been a long time under the process module. I think it’s been at least half a year.
Previously, following most of the suggestions, it was merged under the Process Division
The original poster’s opinion represents a professional perspective; the adjustments made at that time likely took into account the need to balance out the popular sections in different regions as well. . .
After the change, the sections are more prominent, making it easier to find the doors.
I don’t think it should be like that either, and I’ve recently noticed that there are only one or two posts per day – what’s going on? ?
In manufacturing enterprises, instruments are generally under the mechanical, electrical, and instrumentation department. There are many interactions between instruments and production processes during manufacturing; if these tasks are placed under the responsibility of production managers, it’s better for those in charge of instruments to quit their jobs as soon as possible. In the design department, sometimes the automation engineering team is in the same large department as the process engineering team. Because self-control is closely related to the process, much like the relationship between architectural structures.
If I have to say something, it makes even less sense if it’s placed below the device group. We are a supporting specialty, as well as an affiliated specialty. Single instrument control; there are hardly any devices involved. With a single table, a controller is meaningless.
Theoretically, we should be part of an independent department, the electrical and instrumentation department; this independent department is accountable to the operations department, the production department, or the project team, rather than merely to the process department. That’s how I understand it. My previous company was small; all electrical and instrumentation-related tasks fell under the responsibility of the production department. Of course, both the engineering department and the power plant had engineers specializing in electrical and instrumentation matters. If I have to say something, I believe that those of us who work in instrumentation are responsible for ensuring smooth production processes and providing technical support, and our role should have nothing to do with manufacturing processes themselves.
The instruments are designed to serve the production workshops; we are now part of the production headquarters