The booth demonstrated the integration between Syncade, DeltaV™ and SynTQ (Process Analytical Technology) with Syncade batch reports that highlight out of specification process parameters. The pharmaceutical customer can eliminate their long Batch review process and release batches in Real Time because of the total integration to the plant process.

1. The need for enhanced analysis capability within Project Controls
(PC) has been identified as an issue dating back to 2012. Efforts under-
way to improve PC analytical capability include the continued work of
the PC NA CoP, training of PC resources and increased coordination
with PMs & PMO.
The vision of Project Controls is to “drive positive outcomes in our
projects and the enterprise through its knowledge, analysis, recommen-
dations, and engaged leadership.” To analyze can be defined as to
“Examine Methodically” - without timely and accurate methodical ex-
amination of data, PC cannot fulfill its vision to provide the recommen-
dations necessary to ensure project objectives are met. But what is Pro-
ject Controls Analysis?
Project Controls Analysis is the process of identifying and address-
ing variance from the project baseline. The steps and elements (inputs,
outputs, attributes) of the process are:
1. Develop Baseline: In conjunction with the PM, Tech. Lead and
Project Team, PC should assist in the creation of the project base-
line (consisting of the Execution Plan, Cost Budget, and Sched-
ule). Multiple individual PC analyses go into development of the
baseline including, but not limited to, those associated with esti-
mate, budget, Emerson product and schedule development.
2. Measure Progress & Performance: PC monitors and measures
progress performance against the baseline via its array of cost and
schedule monitoring tools (updated at the optimum frequency as
defined by the PM), via review of other project tools/systems, and
via job knowledge obtained through team interactions. PC ensures
that the data feeding its control systems is accurate, as examina-
tion of the data provides no benefit if the data is incorrect.
3. Identify Variances: Actual and potential variance to execution
plan, cost, and schedule are identified via progress and perfor-
mance measurement. Timely identification is key, as well as the
assessment of magnitude and criticality.
4. Validate Impact: Actual and potential variance, once identified, is
validated through verification of data and/or confirmation of the
PM responsible for the project.
5. Identify Cause: The cause of the variance is investigated and the
impact may be further quantified. Timeliness in addressing the
cause is more important than exact detailed quantification, as the
goal is to positively adjust the quantification with corrective ac-
tion. Responsibility for the cause is determined (Emerson, client,
or other) so that contractual actions can be initiated as required /
confirmed by the PM.
6. Recommend Solutions: PC in conjunction with the PM, Tech.
Lead and project team, assesses the options available and their
associated impacts to cost and/or schedule.
7. Facilitate Decision Making: Options are presented at the appro-
priate management level for decision making (e.g., Project Man-
ager/Tech Lead). A path forward is agreed upon and a corrective
action plan with DOR and dates documented.
If we can engage and drive towards achieving a process like the
one outlined above, not only will Project Controls be an active part of
our daily Project Management process, but it will be a clear value added
system in which we have confidence and trust.
What is Project Analysis?
ISSUE OCTOBER 2014
 S C B -
P & B ...4
 L S B
E E
I F ................. 3
News-
AutomationIMPROVING COMMUNICATION,
ONE ISSUE AT A TIME BYTE
26
EMERSON CONFIDENTIAL—FOR INTERNAL USE ONLY
This past year we had our struggles primarily centered on a lack of business. This caused many of you
to stretch yourselves into different situations to help out. Some of these included longer term site as-
signments, working projects outside of our engineering center or perhaps assisting our technology and
testing groups. In many cases, these were all necessary roles within our greater organization but was likely not what you want to do for
the long term. The reality was we could not fully implement some of the initiatives as much as we would have liked. Nothing does
more to create opportunity and excitement than lots of business. However, a lack of business tends to have an opposite effect.
As we look at our coming year, I see much greater opportunity to do the things we’ve been wanting to do for the past year. Unfor-
tunately business doesn’t come in nice even flows allowing for you to perfectly plan. It tends to be either “not enough” or “too
much….too much.” We are beginning to see the latter in certain parts of our engineering center at the same time seeing an abundance
of opportunity in major areas of our North American operations. We can now trigger some of the initiatives we hoped to start some
time ago. Some of these may create some opportunities you have been looking for while others will definitely stretch you. The up-
coming project prospects alone will create some great and challenging opportunities for you. Look for them and take advantage of
them.
My ask of you is to continue to have patience, help out where you can, and be prepared for some interesting opportunities. Let’s
have a fantastic year and show our greater organization what we can do!!!
Rick’s BIT
 P H
P D ... 2
LSEC, WCEC, OTS & MLM
- Alex Brooks

2. G K :
Jacquie
D
Project Highlight
Finesse Smart MES
EMERSON CONFIDENTIAL—FOR INTERNAL USE ONLY
Emerson is currently in the
Basis of Design phase for Fi-
nesse, a provider of automated
biotech process solutions, located
in Santa Clara, California. San-
ta Clara is located in the heart of
Silicon Valley, home to the head-
quarters of several high-tech
companies and Levi’s Stadium,
the new home of the National
Football League’s San Francisco
49ers.
This project is led by Pro-
ject Manager, Craig Bieda, with
the help of Technical Lead, Mike
Buchanan and ISG Consultant,
Jonathan Lustri. The project ex-
pects to use Pune MES resources
in later phases of the project.
Finesse is a provider of au-
tomated biotech process solu-
tions, mostly for lab and clinical
environments. They are entering
the GMP manufacturing world
and need an MES solution to lay-
er on top of their DeltaV-based
automation. Their first MES cli-
ent, Alvotech, is building a new
biosimilar production facility at
the campus of the University of
Iceland in Reykjavik.
The project faces challeng-
es, in it has a very tight schedule
and the customer wants a flexible
and reusable solution. The dura-
tion of the project is seven
months, from kickoff to start of
FAT. Since Alvotech is Finesse’s
first client, there is potential for
future work with the expansion of
scope to cover Fill Finish and
Warehouse Management and also
in future clients requiring MES
solutions.
PProjectroject DashboardDashboard
Jacquie has worked for
Emerson since July of
1989. She started in
Burnsville, MN and
worked for Rosemount
Measurement prior to mov-
ing to Austin, TX in
1997. Jacquie currently
works in LSEC as a Project
Controls Specialist II and
reports to Alex
Brooks. An interesting
fact about Jacquie is that
she worked at a radio sta-
tion as an on air personali-
ty prior to working for
Emerson.
- Craig Bieda

3. EMERSON CONFIDENTIAL—FOR INTERNAL USE ONLY
G K :
Aimee
F P
- David McKee
The Life Sciences booth for the Life Sciences
Industry Solutions Group has been a well-traveled
exhibit for the last 5 years. Based on customer feed-
back, ISG made design changes for the 2014 Emer-
son Exchange booth.
The project team was led by Saroj Patnaik and
Michalle Adkins. Zuwei Jin provided instrumenta-
tion and process design direction and Jonathan Lustri
implemented the SynTQ software while Bill Carey
led the Syncade effort. Alpana Desai supported the
DeltaV™ software design. Del-
taV™ software and hardware
implementation for the booth
upgrade was executed by David
McKee and Joe Bobshosky of the
West Coast Engineering Center,
Irvine Office.
The booth demonstrated the
integration between Syncade,
DeltaV™ and SynTQ (Process
Analytical Technology) with Syn-
cade batch reports that highlight
out of specification process pa-
rameters. The pharmaceutical
customer can eliminate their long
Batch review process and release
batches in Real Time because of
the total integration to the plant
process.
Through execution of a Syncade order Del-
taV™ batch (phases) are run to mix then transfer
media to the Bioreactor via the process equipment.
The initial material added to the media tank is rec-
orded in the Syncade order. After transfer to the
Bioreactor, a DeltaV™ simulated media addition
phase takes place. SynTQ (via OPC) then simulates
the bioprocess consuming glucose, cell density in-
creasing, and lactose increasing. A revised glucose
set point is calculated and sent to the media flow
control valve control module to control glucose addi-
tion. Along with total media added, the SynTQ pa-
rameters are included in the Syncade Batch final
report.
DeltaV™ software and hardware updates were
implemented by the WCEC Irvine team to present
the latest process solutions including PCSD HCD
and CHARMS to the customer.
Software updates:
 Graphics - New graphics were developed using
PCSD HCD.
 Database - PCSD v12a library was used in de-
veloping the new control Modules and I/O data-
base.
 Batch - PCSD v12a library was used in devel-
oping the phase logic for
batch execution.
 Simulation - Ran tie-
back simulation in some
instances to mimic tank
level during media trans-
fers.
Hardware updates:
 DeltaV™ - Controls
and monitors the process
equipment and instrumenta-
tion on the booth.
 I/O - Traditional I/O
was replaced by CHARMS.
 Controller - Replaced
MD controller with SD+.
The booth went through a significant makeover
during the final build and update at the vendor site.
All new wiring was run and connectors assembled
for safety and ease of setup at Exchange. New pH
and level transmitters were wired and configured.
And a new Bioreactor tank was purchased with pres-
sure, temperature, level and pH wired and config-
ured.
Some of the project challenges were a very tight
schedule that aligned with the Exchange start date
and many team members throughout multiple EC’s
with specific tasks that relied on one another in order
to meet the finish date. It was the great collaboration
between the operations and sales groups in Philadel-
phia, Austin and Irvine that made the project a suc-
cess.
Aimee has been with Emerson
for six years. She works as a
Project Controls Specialist I,
reporting to Alex Brooks in
the Austin office, but she is
physically located at the PCE
Pacific office in Bothell, WA.
She has a Bachelor’s Degree
from St. Edward’s University
(Austin, TX) in Business Ad-
ministration and Management.
Off-work, Aimee is usually
running around and chasing
her active preschooler to the
pool, gymnastics and soccer
field, but if she has spare time,
she would be at a tennis court,
attending Seattle Sounders
games, traveling to a new
place, or enjoying good food
and wine.
In the Field
Life Sciences Booth at Emerson Exchange
Name Location Name Location
Abhishek Deshpande (PUN) Baxter LAMP, Glendale CA Mark Durica (PHIL) Merck, Elkton, VA
Kevin Kwan (IRV) Baxter, Los Angeles, CA Santosh Anturkar (PUN) Austin Office
Andrzej Kozlowski (PHIL) BMS, Humacao, PR Mandar Shikhare (PUN) Austin Office
Deb Bardoquillo (MNL) BMS, Mt. Vernon, MA Adriana Chaves (CORI) Austin Office
Jordec Jornales (MNL) BMS, Mt. Vernon, IN Harish Nayak (PUN) Austin Office (OTS)
Will Minton (FAIR) Boehringer Ingelheim, Fremont, CA Carlos Blasio (CORI) Austin Office (OTS)
Jessica Thomas (FAIR) Boehringer Ingelheim, Fremont, CA Dipak Bhatlawande (PUN) Bradenton Office
Sameer Kangutkar (HILLS) Genentech, Hillsboro, CA Vishal Dandge (PUN) Bradenton Office
Christine Materum (AUS) Genentech, Oceanside, CA Onkar Kulkarni (PUN) Bradenton Office
Doug Strohl (AUS) Genentech, Oceanside, CA Swapnali Suryawanshi (PUN) Bradenton Office
Guadalupe Zuniga (CORI) Genentech, Oceanside, CA Dan Van Kirk (FAIR) GCEC, Houston, TX
Clint Garrity (FAIR) Genentech, Vacaville, CA Gopalakrishnan Babu (PUN) Houston Office
Shrikant Shinde (PUN) Hospira, Philadelphia Office PL Shriprakashan (PUN) Philadelphia Office
Daniel Kim (PHIL) Merck, West Point, PA Shrikant Deshmukhmath (PUN) Philadelphia Office (Dow)
Gitali Karandikar (PHIL) Merck, West Point, PA Tejashkumar Patel (PUN) Philadelphia Office
Enabling Real Time Release

4. - Jeffrey Hackney
GRIFOLS Project Win
In April I wrote an article about the ‘SPII’ or ‘six principles.’ The six
principles are:
 Accelerate growth and penetration of systems and maximize solu-
tions pull
 A collective “do what it takes to win” attitude – the project, cus-
tomer, site
 Always Think Customer – best interests of customer success –
project, account
 Maximize leverage of respective PSS and LBP strengths
 Mutually strong and predictable financial outcomes for Emerson,
PSS, LBPs
 Build and sustain business partner trust between PSS, LBPs, Sales
We received a Purchase Order, Monday, September 15th
from Grifols
that was earned by LEVERAGING the six principles. By proposing a
blended team with strong leadership coming from Halil E and Bob K
and rounding out the team with local resources from RE Mason, who
know the site and have experience with similar migrations, Team Emer-
son positioned ourselves as a supplier of first choice. When you couple
the proposed team with our continued project execution, quality and site
relationships, Team Emerson moves from a supplier to a trusted advisor.
Team Emerson kept the ‘customer first’ in developing the final proposal
(after 12 revisions!) by re-evaluating their BOM to ensure it was aligned
with the site’s short and long term needs. Team Emerson also took a
‘collective do what it takes to win attitude’ with Emerson and RE Ma-
son, re-evaluating deliverables and reducing scope to ensure we were
aligned with Grifol’s needs. This proved to be a winning strategy.
The level of collaboration and transparency demonstrated in this pursuit
only builds on the strong foundation we have with RE Mason today.
Special thanks go out to Christie, Ryan, Halil, Cliff, Ling, Todd and the
RE Mason management and field sales for exemplifying SPII in earning
this significant win.
FY14 Recap
The Grifols win put an exclamation point on a very strong orders year
for the Life Sciences Industry. Our trade and projects bookings (orders)
exceeded $63M, a 14%+ increase over FY14! This will make a very
positive impact on utilization. We’ve also made tremendous progress
with Baxter over the course of the year. In addition to Covington, we
continue to win projects on the West Coast with Baxter. With strong
orders in FY14, we look forward to FY15 for continued success and
improved results with MES and Log books.
FY15
The Funnel for both MES and DeltaV in FY15 is looking strong. The
MES funnel is back to levels not seen since October of 2012. This im-
proved funnel coupled with several positive changes to the MES busi-
ness including bundled pricing, Syncade Commission Program, the re-
lease of Logbooks, the staffing of the Syncade team from the Business
Org (Lenich), Global Sales (Opatka) and a dedicated North American
Syncade Sales Director (Schiros) are all indicative of a business headed
in a positive direction.
The DeltaV funnel for FY15 is at its highest level going back to Dec. of
2010 (when our group initiated funnel analysis). The mix of business is
also encouraging, ranging from a few OEM opportunities to numerous
product add (multi product recipes), brownfield and green field projects.
Although FY14 finished strong, the North American Industry Sales team
is being challenged to continue the growth into FY15.
The foundation of Team Emerson’s success is the ‘six principles.’ The
results we collectively achieved in the Life Sciences industry for FY14
were based, in no small part, on the continued growth of our partnership
with the Local Business Partners and leveraging our collective strengths.
Projects such as Grifols serve as examples of best practices for this con-
tinued growth. As we look to FY15 we’re buoyed by the strong fore-
cast, our relationship with the Channel and the continued investment in
the business.
Sales Corner
Grifols, FY14 Recap and a Peek into FY15
EMERSON CONFIDENTIAL—FOR INTERNAL USE ONLY Comments, Suggestions?
Melissa.Andrew@Emerson.com
The Austin office participates in a
coed softball team with a perfect
record (0 wins!). The team cap-
tain, Kelsey, is a fan of the Royals
and the pitcher, Rick, a fan of the
A’s. As the season drew towards
a close, both teams were in
playoff contention. A series of
bets were made and both ended
up having to wear the other’s
team attire.
Here are the results!
Baseball Playoffs
and bets