understanding plm & its relevance for your business
TRANSCRIPT
Presents
“A PLM Bite Before Lunch”
with Jos Voskuil
Mar 29, 2012
Marcel CroonenJagan Thiruvazhi
Jos Voskuil
Agenda
Welcome & Introduction by Marcel Croonen 5 min
“PLM Bite Before Lunch” by Jos Voskuil 25 min
About BWIR-Korade partnership by Jagan 5 min
Q&A 10 min
Welcome & Introduction
Jos Voskuil is an independent PLM expert and thought leader with 20+ years experience in implementing, guiding and coaching PLM projects.
Jos shares through his blog, www.virtualdutchman.com, experiences from encounters in the PLM field. He helps companies and PLM vendors to bridge the gap of understanding each other’s worlds
A PLM Bite Before Lunch - Jos Voskuil
Making the case for PLM
A formal definition of PLM• Bring products faster to market• Less iterations – lower prototype costs
• Better communication between departments
• Better collaboration / sourcing with suppliers
• Lower compliance efforts and costs
• Select the right potential products• Respond better to customer and
market demands• Innovate – create the opportunity
PLM – the basics
IntellectualProperty
PLM and ERP – complementary roles
Slide from tech-clarity: closing loop product innovation erp plm
PDM versus PLM – PDM characteristics
Product Data Management
Boosted by 3D CAD
Departmental solution
‘Easy’ to implement
PDM versus PLM – PLM characteristics
Product Lifecycle Management
IT and Business Strategy
Connecting and sharing
Requires change difficult to implement
Making the case for what ?
Innovation
Time to Market
Efficiency
Quality
…………..
Extended PDM or Innovation oriented ?
Making the case for “Efficiency”
PLM reduces manual processes
Visibility of data across the enterprise
Reduce errors and design iterations
Making the case for “Quality”
Assure standard processes
Work with the right data
Integrate requirements
Connect field / customer data
Making the case for “Innovation”
Identify opportunities in an early stage
Connect to the customer
Spend time and energy in early development
Making the case for “Time-to-Market”
….. a combination of all
And upcoming cases for PLM…..
Knowledge capturing: aging workforce
Managing the digital explosion
Intermediate summary
PLM value drivers are diffuse
PLM benefits vary per company (business)
And some misunderstandings
PLM is not just automate how we worked before
PLM is not OOTB (out of the box)
Intermediate summary
1
2
3
Step 1: Build the vision
Does the management want the organization to change ?
Where do we want to be in 5 years from now ?
WHO: The ManagementYou – challenging the managementConsultants – helping the you and themanagement
Step 2: Understand the vision
Share and discuss the vision – make it your mantra – make it known inside the company
Imagine the implementation of the vision
Start collecting proof points (measure)
Explore the world (PLM congresses, Social Media, Consultants, PLM vendors, IT trends)
WHO:
Management / Middle managementPLM champion(s) / Thought Leaders
Step 3: Understand the vision Map the vision to reality:
Alignment / Efficiency / Quality
Time to market ?
Customer centric ?
Innovation ?
What are the relevant KPIs?
Decide on your type of PLM platform
WHO: Management / Middle management / IT
PLM champion(s) / potential PLM implementationpartners / vendors
Can you make the case ?
Step 1 to 3 are mandatory steps for success, but ….
Now it is time for commitment !
Will there be active executive sponsorship ?
Will there be a champion / project team ?
Next stepsAfter
you cannot fail, if you do not respect the do’s and don’t s from a regular implementation, which with a lot of technology, products, politics,
financial impact, outside intervention and vision storing can become a huge effort for an implementation team to maintain but at the end it is a rewarding job to implement PLM andbring a company to the next stage Most product companies begin with a manual paper-based engineering change process. In these configuration management (i.e., "document control")systems, change forms are documents that describe the change, list the items that are affected by the change, and provide for authorized people to approve the change. In a PLM softwaresystem, these functions are still important. In addition, the automated system will actually release or cancel items as directed by the change's contents and perform cost estimates. ThePLM software also provides convenient real-time links to the affected items, their parent assemblies, and attached electronic data files such as CAD drawings, specifications and budgetworksheets. Engineering change process overview The purpose of any change control process is to manage the evolution of a product from the current approved configuration to a newapproved configuration. And, by definition, an "approved configuration" includes all of the product data necessary to reliably create the product. The Institute of ConfigurationManagement defines its change process (CMII1) as a means to accommodate change accommodate the reuse of standards and best practices ensure that all requirements (all releasedinformation) remain clear, concise and valid communicate (1), (2) and (3) to each user promptly and precisely ensure that results conform to the requirements in each case. Engineeringchange process forms A change form describes an intended or actual action affecting a product's documentation and/or parts. You can specify related information, such as Whether achange affects the actual release or cancellation of an item The disposition of the affected items Who will be reviewing and approving the change, and who will be notified after thechange has been approved A cross-reference to preceding or related changes Electronic file attachments that describe rework instructions, cost impact or other information necessary toensure that the change is adequately reviewed and implemented. Implementing and non-implementing changes An implementing change form (sometimes called a "permanent change"form) is the vehicle for executing the release and/or cancellation of a set of affected items.
Step 4: Securing the change – Do’s / Don’ts
Do’s :
Keep the vision all time in the picture
Small steps – give the organization time to adjust
Involve the users, but lead the change
Communicate and sell internal
Step 4: Securing the change – Do’s / Don’ts
Don’ts:
Think PLM is an IT project
Think a PLM product feature is a solution
Believe customization is solving the change
Believe it is easy and in the cloud
Conclusions
Build the vision and motivation
Realize PLM is change – create the enthusiasmand support but do not undermine company culture
Select a partner, somebody who understands your business needs and has a proven track record
Scope should be well defined and understood
Use pilot projects – step by step
About BWIR-Korade partnership
Jagan Thiruvazhi
.....
Global technology & engineering solutions
provider for discrete manufacturing
Over 50 enterprise implementations across
PLM, ERP and CAD for global clients
Strategic product alliances with PLM and ERP
OEMs & implementation expertise
Consistent delivery of value to clients through
ERP expertise & implementation
Strong understanding of both technology and
client business processes
Europe-based solutions provider focussed on
services around Infor suite of ERP solutions
About BWIR & Korade
BWIR-Korade Partnership -Offerings & Benefits to Clients
PDM/PLM Consulting &
ServicesSuite of Engineering
Services
Enterprise Solutions
ERP, CRM, BI
Comprehensive businesssolutions
Local access, cost-efficient
delivery
End-To-EndBusiness, Engineering & Technology
Solutions