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1PLM PMO/CoE, Global Multi-Divisional DeploymentEmerson and IBM GBS
1
PLM PMO/CoE, Global Multi-Divisional Deployment
Tano Maenza, PLM PMO, EmersonBob Christenson, PLM COE Lead, EmersonTom Arant, PLM PM, IBM Global Business Services
22
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
33
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
4
Emerson: Company Profile
Diversified global manufacturing and technology company serving industrial, commercial, and consumer markets around the world
Publicly traded (NYSE: EMR) Headquarters in St. Louis, MO (USA) Recognized for outstanding management process and record of
consistent long-term performance Manufacturing and/or sales presence in more than 150 countries Founded in 1890 – in business for 117 years
St. Louis, MO Headquarters
5
2006Sales $20.1B
Employees 137K
2006 Emerson Summary
Locations
Consumer Industrial
Electronics
22%
14%
11%
53%
23%
18%
21%
17%
21%Process
Management
Industrial Automation
Appliance & Tools
Network Power
Europe
Asia
United States
ROW
2006 Sales by Segment
2006 Sales by Geography
Climate Technologies
US & Canada 117
Europe 80
Asia 38
ROW 39
Total 274
6
Emerson Brands
$20.1 Billion in revenues with over 60 divisions
77
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
8
The PLM PMO/CoE Goal – Standard/Repeatable/Predictable Approach
The use of standard development and implementation methodologies to form a foundation for divisional deployment.
The development and implementation of standard software application modules that can be deployed at multiple locations.
The development and deployment of standard hardware and software configurations that can support multi-site implementations.
The development of a core team of experts available to support development and deployment.
9
The Benefits
1. Reduced Development and Implementations Costs, including:
Lower training, support, and maintenance costs.
Lower project risk through Emerson standards and required compliant
Fully patched and tested
2. Rapid Divisional Deployment Model Fixed scope and cost by the business requirements
Highly leveraged support model
Extensive PM training materials, documentation
3. Facilitate Implementation of the Emerson Global Engineering Strategy
Through the use of standard software implementations.
Divisional involvement guided by PLM CoE will insure their interest and ownership of the standards
Scripted Deployment Incremental delivery
Industry leading practicesSimplifying business process
Proven, consistent delivery
Intellectual asset intensive
1010
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
11
Divisions independently implementing processes that are not global in scope and can inhibit data sharing.
Increasing need to share technical information across divisions to support global development (Design/Source/Build Anywhere).
Global new product development saturated with multiple tool sets using independent processes.
No structured process for sharing large data files efficiently, slowing down the new product development process.
Globalization Challenges
12
Standardized Solutions
Standardized Solutions Save Us Money & Reduce Risk
Division$
Division$
Division$
Division$
Division$
Division$
Division$
Division$
Division$
Division$
Division$
• Spending money multiple times for similar (customized) solutions
• Need to consider lifecycle costs including future costs for upgrades
Centralized$$
• Makes IT costs more visible
• Common solution reduces long term support costs for the corporation
1313
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
1414
PLM Program Management Office
Provides Corporate Funding, Project Mgmt, and Technical Teams to Support
Standard Development Methodology
Standard Funding Model
Repeatable Best Practices
Expedites, Coordinates, and Regulates Multiple CoE and Divisional Projects within a Standards Framework
15
PLM PMO Strategy for Deployment
Collect and Validate the PLM Deployment Roadmap (Pre-Alignment) Develop and distribute PLM Communication to all Emerson divisions
Develop and distribute PLM Survey to all Emerson divisions
Develop PLM Deployment Plan indicating the sequencing of Divisional PLM deployment projects
Confirm the Requirements and Business Case for each PLM Deployment (Discovery)
Perform Divisional Discovery (Requirements, Schedule, Business Case, AR)
Perform Gate Review and Approve Project and AR
Build Proof of Concept for Level 1 Validation and Reference Architecture
Execute Divisional PLM Deployment Projects (Deployment)
Determine Support Requirements, Add Division to PLM Support
Throughout – Continue CoE Corporate/Group Efforts
16
Disciplined Process Approach to PLM
Utilizing Emerson Best Practices to Streamline & Reduce Risk of PLM Deployments
Best practice PLM process templatesare provided at each phase to helpguide teams through the process. IBM & Siemens PLM partners are trained and availableTo assist throughout the process.
Step 4: ValidateBusiness Value
Step 3: DevelopSolution Roadmap
Step 2: IdentifyCauses of Waste
Step 1: UnderstandBusiness Priorities
PLM MaturityAssessment
Pre-AlignmentPhase
PLM ROI Calc(AR Assistant)
DiscoveryPhase
Deployment
Corporate Goals & Objectives
PMOPhase Gate Review
PMOPhase Gate Review
AR Submittal
• PLM Survey• Method Adoption Workshop • Key Decision Matrix
17IBM Global Services Method | Apr 18, 2023 17
DiscoveryPhase
Pre-Align Phase
DesignPhase
BuildPhase
Engagement Project Management
Define Current Client Business EnvironmentDefine RequirementsDefine Proposed SolutionScope Business TransformationScope Organizational ChangeProduce Pre-Align Phase Deliverables
Assess Client Business EnvironmentAssess Client IT EnvironmentEvaluate IT ServicesIdentify Data SourcesRefine RequirementsDevelop Change Management ApproachEstablish Basis for Organizational DevelopmentEvaluate Organizational Change ReadinessProduce Discovery Phase DeliverablesTrain the Project TeamDefine Business SolutionOutline Application ModelOutline Architecture ModelInfrastructure Design and PlanningOutline SolutionDefine Training and User SupportSecurity Controls ReviewPlan for TestingProduce Discovery Phase Deliverables
Refine Requirements and Application ModelRefine Architecture ModelDesign User InterfacesDesign Solution PlansDesign Test SpecificationsBuild Development EnvironmentCreate Client PrototypeProduce High Level Design Phase DeliverablesDetail Requirements and Application ModelDetail User InterfacesDefine Physical Application ModelPlan DevelopmentProduce Design Phase Deliverables
Prepare for TestingPerform Build CyclePerform Development TestingPerform System TestingPerform Correction and Regression TestingProduce Build Phase Deliverables
Plan the projectStart the project
Monitor the projectHandle exceptions
Handle deliveriesClose the project
DeployPhase
Post SupportPhase
Detailed Organizational DevelopmentPlan DeploymentPerform User Acceptance TestPerform Correction and Regression TestingRefine Training and User SupportProduce Deploy Phase DeliverablesReview Solution PlansInfrastructure ImplementationDeploy the SolutionCutover to Production
Implement Support SystemsProduce Post Support Phase Deliverables
PLM Project Template Phases/Activities
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Simple questionnaire to gauge site PLM maturity level in critical process areas.
PLM process area emphasis tied to corporate goals and objectives.
Can be used as a baseline and reassessed post-Deployment.
Deliverables Assessment Report – Spider Diagrams
New Product Development
Cross Functional Collaboration Single Part Master Definition Project Management Digital Prototyping Requirements Traceability Change Management
Supply Chain Optimization
Saving Opp
Supply Market
Collab Design
Supplier Selection
Contract Management
Supplier Management
PLM Maturity Assessment
19
Repeatable process to quickly assess potential PLM objectives.
Quickly targets high value area.
Initial look at ROI/business value areas.
Deliverables Assessment Report
High-Level Scope Document
Pre-Alignment Phase
20
Easy to use questionnaire template.
Automatically derives ROI numbers.
Will directly support future PLM AR business case considerations.
Has the potential to streamline AR process, through standardization.
Deliverables ROI/Savings Calculations
Potential inputs/data for AR
PLM ROI Calculator (AR Assistant)
21
Resource Template Tool Deliverables
Teamcenter Implemetation Roles
Role Emerson Siemens IBMSponsor XProgram Manager X Prime PrimeProject Manager X Prime PrimeProject Administrator Prime PrimeSolution Architect Prime PrimeSoftware Specialist XInfrastructure Architect/Specialist X Prime PrimeBusiness SME XBusiness Consultant XData Architect XIntegration Specialist X XTraining Specialist XApplication Administrator XData Migration Specialist XTesting Specialist X X XApplication Developer XDatabase Administrator XSecurity Specialist X X XPerformance, Capacity & Scalability Specialist XDocumentation Specialist Prime Prime
Source
Complexity (1-20)
EBOM, Docume
nts, Minor
Workflow
+EBOM, MBOM
Documents,
ECR/ECN Workflo
w, Complia
nce
+Oracle
MfgERP
Integration
+Classific
ation, Master Data
CatalogComplex
ityExternal
FTEsEmerson
FTEs TotalGlobal 7 14 16 19 1 2 2 4X-functional 6 12 14 17 2 2 2 4X-functional 5 10 12 15 3 2 3 5Global 4 7 9 12 4 3 3 6Local 3 5 7 10 5 4 3 7Global 2 N/A N/A N/A 6 5 4 9Local 1 N/A N/A N/A 7 5 4 9
8 5 4 99 5 4 9
10 6 5 1111 6 5 1112 6 5 1113 6 7 1314 7 7 1415 7 7 1416 8 10 1817 8 10 1818 10 10 2019 12 10 22
PDM
Eng
CAD
22
Standardized evaluation methodology that can be customized to local requirements.
More detailed analysis of Deployment strategy and requirements.
Alignment to PLM CoE standards evaluation.
Deployment cost estimate.
Key Decision Matrix to trace requirements to solutions
Discovery Phase
Project Management
1. Project Plan
2. Weekly Status Reports
Phase One
3. IT Environment Assessment
4. Assessment of Current State
5. Business Architecture Context
6. Data Migration Plan
7. IT Architecture Strategy
8. Current Organization Assessment
9. Change Readiness Assessment
10. Application Architecture
Phase Two
11. Architecture Model
12. Future Business Process Design
13. High-Level Deployment Strategy
14. Deployment Education and Training Strategy
15. High-Level Solution Plans
16. Key Decisions Matrix
17. IT Operational Model
18. Security Requirements
19. Transition Management Strategy
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ID Task Name ResourceNames
Deliverables
1 UGS Pre-Align Phase (IBM Proposal Generation Phase)Business Case, Requirements Report, Statement of Work
54 UGS Align Phase (IBM Assessment and Recommendation Phase)IT Environment Assessment, Assessment of Current State, Business Architecture Context, Data Migraiton Plan, IT Architectural Strategy, Case for Change, Organizational Assessment, Change Leadership Plan, Change Readiness Assessment
119 UGS Plan Phase (IBM Solution Concept Phase)Application Architecture, Architectural Model, Business Architecture, Future Business Process Design, High-Level Implementation Strategy, Deployment Education and Training Plan, High-Level Solution Plan, Fit-gap Analysis, IT Operational Model, Requirement
202 UGS Design Phase (IBM High Level Design Phase, IBM Low Level Design Phase)Application Model, Development Plan, Test Plan and Results, User Interface Design, Application Build Spec, Detailed Design Spec
203 Refine Requirements and Application Model
214 Refine Architecture Model
219 Design User Interfaces
222 Design Solution Plans
229 Design Test Specifications
234 Build Development Environment
239 Create Client Prototype
242 Define Physical Application Model
247 Plan Development
252 Produce Design Phase Deliverables
259 UGS Build Phase (IBM Build Cycle Phase)Standards and Procedures, Development Test Report, Executables
294 UGS Deploy Phase (IBM Acceptance and Pilot Phase, IBM Deployment and Rollout Phase)Deployment Plan, Data Conversion and Development Specifications, Production Cutover Checklist, Deployment Test Results, Source Code, Transition Mgmt Plan
295 Detailed Organizational Development
300 Plan Deployment
306 Perform User Acceptance Test Testing Specialist - EMR,Testing Specialist - IBM
309 Perform Correction and Regression Testing
313 Refine Training and User Support
319 Produce Acceptance and Pilot Phase Deliverables
326 UGS Post Support Phase (IBM Deployment and Rollout Phase)End-User Deployment Training Materials, Customer Acceptance
S S M T W T F S S M T W T F S S M T W T F S S MOct 28, '07 Nov 4, '07 Nov 11, '07 Nov 18, '07 Nov 25, '07
Standardized Deployment Activity Checklist.
Best-Practice Deployment Roles & Responsibilities.
Template MS- Project Deployment Schedule.
Deliverables Approved scope & project plan.
Budgeted & resource-loaded Project.
PLM CoE solution standards deployment.
Deployment
2424
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
2525
PLM Center of Excellence (CoE)
Governing Body
Develops and Promotes the Development of Corporate PLM Standards
Develops Reference Environment based on Proofs of Concept
Owns and Manages PLM Assets
Maintains PLM Community Site
26
Governance & Oversight Model
Ongoing Activities Leadership/Direction/Strategy/Coordination
Business initiatives, standards, technology
Approvals, Waivers Leverage Evolving Best Practices Standards Change Management
Data, Process, Technology, Configurations
Marketing/Promoting/Messaging/Educating Division/Project Assessments
Before, During, After Deployments
27
PLM Architecture and Functional Roadmap
Define Architecture All potential functions and integrations
PDM Portfolio/Project Mgmt Requirements Mgmt ERP Procurement/Parts/Supplier Mgmt Mechanical/Electrical/Software Lifecycle Mgmt Integration
Applications, Data and Process Models Multi-Site, Network Design Revisions/Versions
Define Functional Roadmap Deployment strategy
28
Supply Chain ManagementSupply Chain Management
Logistics Information Network
Material Information Network
Innovation ManagementInnovation Management
SuppliersSuppliers
LogisticsLogisticsProvidersProviders
EmersonTransaction
Hub
EmersonTransaction
Hub
TeamcenterMCADMCAD
ECADECAD
Core Document, CAD, Change, BOM Mgmt
Rqmts, Compliance, PPM, Mfg Process
Mas
ter
Dat
a C
atal
ogs
Su
pp
liers
, Ite
ms,
Lo
cati
on
s
Em
ers
on
(O
racl
e)
Em
ers
on
(O
racl
e)
Sy
ste
ms
Sy
ste
ms
Design Automation
SupplierPortal
Partners/Partners/CustomersCustomers
Collaboration
Software LCMSoftware LCM
Goal: Integrated Supply Chain
29
Chief Technology OfficerVP Supply Chain
Chief Information Officer
Climate Technologies
Industrial Automation
MAC
Network Power
Embedded Power and Computing
Process Management
Tools & Storage
Corporate
Tano Maenza, Emerson PMOBob Christenson, CoE LeadCoE Core Team Membership
Exec Team: TBLs, PBLs, CorpInform and Advise
Sub-Teams(As Needed)Dynamic membership for limited time
… …
NPDAlignment
OracleInterface
PartsManagement
Master PartsCatalogue
Compliance
Partners:Siemens & IBM
CoE Organization
30
PLM CoE Sub-Team Program Plan
Parts Classification
Master Parts Catalogue
NPD Process Alignment
Environmental Compliance
Tc-Oracle Integration
Parts Mgmt Process
FY08OCT MARDEC JUN SEP
• Parts classification schemas• Tc Proof of Concept
• Create, release, select/reuse, obsolete• Parts Mgmt Tc Proof of Concept• End-to-End Proof of Concept
• IT tool selection• Standard functions/schema• Tc Proof of Concept
• Standard functions• Tc Proof of Concept
Design/ Build/ Deploy AR
• NPD Templates• Tc Proof of Concept
Export Compliance
• Standard functions• Tc Proof of Concept
• Standard integrations• Tc Proof of Concept
• Design/Build/Deploy AR
• Design/Build/Deploy AR
31
Community Site
Provides central single source of truth for CoE documents through vaulting
Adds asynchronous collaboration through discussion boards, Issues lists
Demonstrates commitment to recommended PLM approved technology
Provides management of CoE team members PLM roles and responsibilities
Improves communication to CoE team members
32
Community Site Contents
PLM CoE Activities Schedule
CoE Team Members List
CoE Sub-Team Activity
Special Projects
Hosted Solution
Issues Tracking
PLM ROI Calculator
CoE Discussion Board
CoE Surveys
PLM CoE Announcements
PLM CoE Monthly Newsletters
Support Center
Emerson Help Desk
Siemens Support
Siemens Teamcenter Information
Teamcenter Suite info links
Siemens CAD/CAM/CAE
Design Engineering Solutions
3333
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
3434
Standards
Data Model
Process Model
Functional Capabilities
Global Engineering Strategy
Reference System Architecture
Corporate Application Architecture
Reference Environment Configuration
3535
Standards
Data Model
Process Model
Functional Capabilities
Global Engineering Strategy
Reference System Architecture
Corporate Application Architecture
36
PLM CoE Level 1 Data Model (RDA)
3737
Standards
Data Model
Process Model
Functional Capabilities
Global Engineering Strategy
Reference System Architecture
Corporate Application Architecture
38
PLM CoE Level 1 Process Model (Example)
Start
Legend: Decision EventGrouped activities
System
Task
2.1 Create an Internal Part
Engineer
Connector
Inputs:· Internal part
specification/ requirements
· Part design· Workflow
Teamcenter
Search for internal part
Related internal part(s)
found?No
Yes
Teamcenter
Obtain the internal part
1.2.1 Create a design
Teamcenter
Associate internal part design/
specification to the internal partTeamcenter
Complete the internal part
form
Teamcenter
Create an internal part
object
End
CO required?
No
Yes
6.3 Process a CO
Teamcenter
Provide comment
Approve the internal part?
No
Yes
Require an internal part
update?
No
Yes
Teamcenter
Review comments
Teamcenter
Distribute internal part
status
Manual
Resolve comment
Teamcenter
Route internal part for
approval
Approval required?
No
Yes
Teamcenter
Review internal part for
approvalApprover
Internal part design exist?
No
Yes
Teamcenter
Select review part(s)
Meet part requirement?
No
Yes
Teamcenter
Update the internal partDoes an internal
specification exist?
No
Yes
1.1.1 Create a design
39
New Part/Change Management
Level 1 New Part and Change Management processes– Investigation Request, Chance Request, Change Order, Change Notice
IR Investigation Request
Could you look into this?
An object that identifies any product-related problem or opportunity, without necessarily identifying the potential resolution.
Can lead to and be related to one or more CRs and COs. Also, many IRs can be associated with one CR.
CR Change Request
May We Make a Change?
An object that references the problem or opportunity, proposed solutions, and related information. A CR contains sufficient information to allow a decision to proceed further with the change.
Can lead to and be related to one or more COs. Also, many CRs can be associated with one CO.
CO Change Order
Please Make a Change and Release Item/ Part/EBOM
An object that references the problem, originating CR(s), solutions, and/or related information. A CO contains sufficient information to incorporate the change. It is used to manage the creation and changes to product information, and the release of Parts and EBOM to manufacturing.
Can lead to and be related to one or more CNs for releasing one or more MBOMs. Closed when Part/EBOM changes have been implemented in Manufacturing or non-ERP Items have been released.
CN Change Notice
Part/MBOM Change to be Implemented in Manufacturing
An object that represents a notice to manufacturing describing Parts/MBOMs being implementation at specific ERP/instance/Org. Only used for sites passing MBOMs from Teamcenter to ERP.
Closed when the Part/MBOM changes have been implemented within manufacturing.
4040
Standards
Data Model
Process Model
Functional Capabilities through Subteams
Global Engineering Strategy
Reference System Architecture
Corporate Application Architecture
41
CoE Subteams
Parts Classification
Parts Management
Environmental Compliance
Technology Export Compliance
New Product Development Alignment
ERP-PLM Integration
Master Parts Catalogs
42
CoE Subteams
Parts Classification
Parts Management
Environmental Compliance
Technology Export Compliance
New Product Development Alignment
ERP-PLM Integration
Master Parts Catalogs
43
Parts Classification Scope
Establish enterprise-wide part classification schema for catalog parts with divisional hierarchy road map for build to print parts and sub assembly
Develop common part definitions to enable part re-use at a site, division and corporate level.
Leverage industry standards in part classification and attributes.
Define data requirements to enable future design collaboration, part cataloging and new part introduction process.
Define data load strategy. Solutions must be able to be implemented within Teamcenter. Prototype classification schema for integration between
Teamcenter and MIN Define Governance between Data Model and Part
Classification
44
CoE Subteams
Parts Classification
Parts Management
Environmental Compliance
Technology Export Compliance
New Product Development Alignment
ERP-PLM Integration
Master Parts Catalogs
45
Process–P/N selection/reuse–Preferredness–Custom or Catalog –Classification
Common Tools–Teamcenter–Oracle–Material Selector–MIN
Management System
–Teams
Development Efficiency
–Expense–Cycle Time
Procurement Cost
–Volume Purchases–Price Takedown Advantage
Mfg Cost–Logistics–Inventory
Warranty–Repair Action Expense
–Field Inventory
Key Elements
Business Benefits
Common Metrics
Key Parts Management Elements
46
CoE Subteams
Parts Classification
Parts Management
Environmental Compliance
Technology Export Compliance
New Product Development Alignment
ERP-PLM Integration
Master Parts Catalogs
47
Key Project Activities
Defined Environmental Compliance requirements
Must manage compliance data effectively and efficiently
Must integrate with any type of PLM or part management system that exists in the Divisions
Must address existing and future environmental legislation to be useful in the long term (especially REACH)
REACH, EU RoHS, China RoHS, WEEE, etc.
Must have a user friendly interface so that staff “use the software” instead of shelving it because it is “too hard to use”
Evaluated and Selected Teamcenter Environmental Compliance (TcEC)
Currently Developing Deployment Strategy in support of REACH
48
CoE Subteams
Parts Classification
Parts Management
Environmental Compliance
Technology Export Compliance
New Product Development Alignment
ERP-PLM Integration
Master Parts Catalogs
49
Technology Compliance Team
All U.S. origin technology is subject to the various U.S. export regulations
Regardless of where in the world the technology resides Regardless of how exported (hardcopy, electronic, oral, etc.)
Team will review requirements and advise regarding International Trade Compliance
Requirements include: Regulatory Jurisdiction (EAR, ITAR, etc.) Export Classification to determine license requirements Determination of access controls required
Define technology, technical data potentially requiring export licenses, e.g. EAR controlled technology licensing depends on country,
recipient nationality ITAR controlled technology data restricted to any foreign
national, even if Emerson employee, even if in U.S. Best practices Technology Control Plans (TCP)
50
CoE Subteams
Parts Classification
Parts Management
Environmental Compliance
Technology Export Compliance
New Product Development Alignment
ERP-PLM Integration
Master Parts Catalogs
51
Level 1 Part Creation & Change Management Alignment To New Product Development Process
PLM Data Model
Part Creation Process Model
Change Management Process Model
New Product Development Process
52
NPD/Change Mgmt and Part Creation
Requires integration between NPD with PLM Change Mgmt and Part Creation
New Product Development Process -- 2007
Market Research
Idea Generation
Concept Feasibility
Concept Development &
Project PlanningDesign &
Development Ramp Up
Launch & Production
StartUp ProductionInvestigation RequestChange RequestChange OrderChange Notification
RequiredOptional
Not Used
53
CoE Subteams
Parts Classification
Parts Management
Environmental Compliance
Technology Export Compliance
New Product Development Alignment
ERP-PLM Integration
Master Parts Catalogs
54
Master Data Item “Ownership”Walk
Team
center
Oracle
Inventory
CAD DrawingOwn
Change NoticeOwn Reference
Oracle
Engineerin
g
Manufacturing RoutingOwn
Inventory OrganizationOwn
MBOMOwn
Manufacturing ItemOwn
Item CostOwnReference
EBOMAddCreate
Engineering ItemAddCreate
Oracle
Engineerin
g
55
Master Data Item “Ownership”Run
Team
center /C
ollaborative C
ontext/MS
E
Oracle
Inventory
Change NoticeOwn Reference
Oracle
Engineerin
g
EBOMReferenceOwn
Engineering ItemReferenceOwn
Manufacturing ItemAddCreate
MBOMAddCreate
Inventory OrganizationCreateReference
Item CostCreateReference
CAD DrawingOwn
56
CoE Subteams
Parts Classification
Parts Management
Environmental Compliance
Technology Export Compliance
New Product Development Alignment
ERP-PLM Integration
Master Parts Catalogs
57
The goal is to establish a single Part Master, residing at the enterprise level, that is accessible and usable by the 60+ Emerson Divisions and cross-functional communities (Engineering, Sourcing, Logistics, Manufacturing, etc.).
The Master Part Catalog will be integrated within the overall Emerson architecture and Teamcenter instances.
Emerson Master Part Catalog
5858
Standards
Data Model
Process Model
Functional Capabilities
Global Engineering Strategy
Reference System Architecture
Corporate Application Architecture
59
Global Engineering Strategy
Globally synchronized product and component data with uniform performance access across collaborating sites.
Means for exchanging product and component data among divisions with different L3 data models.
Defined migration path to strategic applications.
Defined technology refresh and support plan for strategic applications.
Enterprise-wide, globally-shared licensing for strategic applications.
Standardize Best-Cost Design Engineering Centers
6060
Standards
Data Model
Process Model
Functional Capabilities
Global Engineering Strategy
Reference System Architecture
Corporate Application Architecture
61
Technical Architecture
6262
Standards
Data Model
Process Model
Functional Capabilities
Global Engineering Strategy
Reference System Architecture
Corporate Application Architecture
63
Proposed Parts Mgmt Hierarchy
MIN
Parts ClassificationMaster Catalog
ERP1 ERP2 ERP4ERP3
ClassificationData / Item Master
Tc A Tc B
CAD5 CAD6 CAD7 CAD8
TransactionData
DIV A DIV B
Reporting & Analytics
Create/Update
SubclassQuery
ResultsParametersCAD Integration
Released
TransactionData(100+ Sources
6464
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
65
Divisional Deployments
Divisions representing over two-thirds of Emerson’s revenue are actively involved in PLM
Pre-Alignment
Discovery
Deployment
Divisions are following the standards established by the PLM CoE, and are tracked by the PLM PMO
6666
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
67
Three Teams Playing as One
1. Emerson knowledge and experience base enriched with Deep PLM process and industry knowledge from IBM and Siemens PLM.
2. Accelerated deployment and solutions implementation with best practices from Siemens and IBM adapted to Emerson company and products
Net Result: Reduced Time to Achieve Greater Ongoing ROI
Siemens PLM
IBM
Emerson
6868
Business Innovation
Proven P
rocesses
and Expertise
Pro
duct
Inno
vatio
n
Lead
ing
Edg
e To
ols
and
App
licat
ions
InfrastructureFlexible, Open and Secure IT
Infrastructure
IBM – Executing the PLM Strategy
IBM Global Business ServicesPLM Consulting
Strategy and Change ConsultingBusiness Transformation
Systems Integration
IBM Global Technology ServicesOn-Demand Services
Outsourcing
IBM R&DCustomer-driven
research and development
PLM Centers of Excellence
IBM Systems and Technology Group
6969
IBM’s Role at Emerson
Provides Consulting Services in Support of
Program and Project Management through Project Management Office
Standards Development through Center of Excellence
PLM Best Practices Guidance
Effective REACH Compliance Strategy
Global Engineering Strategy Thought Leadership
Project Management and Process/Technical Consultants for Divisional Deployments
7070
Siemens’ Role at Emerson
Provides Teamcenter Software
Provides Consulting Services in support of
PLM Best Practices
Application Deployment
System Architectures
71PLM PMO/CoE, Global Multi-Divisional DeploymentEmerson and IBM GBS
71
Thank You