Food & Beverage Innovation Forum 2014 plm workshop bilello r1v1

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This presentation is copyright © 2014 by CIMdata, Inc. Clip art may be copyrighted. No use, reproduction or modification is permitted without prior written permission.

CIMdata! is a registered trademark of CIMdata, Inc.

Copyright © 2014 by CIMdata, Inc. 1

www.CIMdata.com

Copyright © 2014 by CIMdata, Inc.

Global Leaders in PLM Consulting

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CIMdata is the leading independent global strategic management consulting

and research authority focused exclusively on the PLM market.

We are dedicated to maximizing our clients’ ability to design and deliver innovative products and services through the application of PLM.

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Lowered costs

Reduced time

Improved product quality

Globalization Define anywhere Produce anywhere Deliver anywhere All at any time

Pricing Pressure Demand for global pricing Price right the first time Understanding real costs Pressure on product margins

Product Complexity Increased number of projects Increased number of products Greater need for standard items Greater need for traceability Higher regulatory requirements

Product & Process

Innovation

Competition The need to differentiate Increasing scope of services Focusing on core competencies through, partnerships, JVs, supplier management, etc.

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An organization’s intellectual assets drive innovation!

An organization’s ability to enable innovation

provides a competitive advantage!


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Collective ideas of the

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Innovation does not only take place during the transformation process but also in the definition

of the organization’s intellectual assets!

They are the key to enabling Innovation

They provide the foundation for Innovation


Deliverable Assets

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Intellectual Assets Transformation …

Collective ideas of the

organization’s employees

The organization’s people, finances,

and facilities The organization’s products and/

or services

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Take advantage of your Intellectual Assets!


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Intellectual Assets are comprised of all the components of the enterprise’s

product and process definition

All specifications, formulas, requirements, documentation, and other components; and

All business & manufacturing process definitions within the scope of the lifecycle

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Concept End of Life

Collaborative interaction among the lifecycles enables business and product innovation

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Faster to Production

Larger Market Share

Increased Profitability

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Premium Pricing

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Managing your intellectual assets throughout the complete lifecycle is critical!

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3rd-Party Mfg. Facility

3rd-Party Partners

Internal Laboratory

Internal Mfg. Facility

Quality

Procurement

Management

Quality Metrics

Trends, Metrics, & Performance Data

Performance Data

Metrics Specifications Specifications

Product Development

Specifications

Specifications

Specifications

Quality Metrics

Supplier

Performance Data

Specifications

PLM (Global Spec Mgt.)

Global Reporting &

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Faster to Production

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Managing your intellectual assets throughout the complete lifecycle is critical!

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ISO 9000 Objectives: “To supply quality products that don’t come back, to

customers who do.” David Hoyle—ISO 9000 Handbook

TQM: Total Quality Management


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“Up to 80% of the work done in an engineering department is identical or very similar to work done previously”

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John S Oakland—TQM

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Design Maximize Innovation

Manage Data & Processes Drive Convergence

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Intellectual Asset Deliverable Asset

All 3 Components of PLM are Essential to Maximize Value

Collaborate Shorten Cycle Time

Time-to-Mfg.

Manage Data & Processes Drive Convergence


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Balance!point!

Complete Consensus!

Balancing Speed with Thoroughness

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Maximum Speed!of Implementation!


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The limiting factor isn’t technology. It’s the ability of people to make

process changes!

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Culture'

Strategy'

Organization'

Practices'

Skills'

Years' Small'Weeks'Months' Large'Time to Adjust!

Level of Learning Required'

Magnitude of Planned Change!


Neutral Zone Beginning Ending

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E N E R G Y

TIME

Status Quo

Adapted from: Kübler-Ross, Elisabeth. “On Death and Dying”. Touchstone. NY. 1969. And: Bridges, William. Surviving Corporate Transition: Rational Management in a World of Mergers, Layoffs, Start-Ups, Takeovers, Divestitures,

Deregulations, and New Technologies. Doubleday. NY. 1988.

Testing

Acceptance

Stunned Paralysis

Denial

Anger, Rage Bargaining

Depression

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Neutral Zone Beginning Ending

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E N E R G Y

TIME

Status Quo

Testing

Acceptance

Stunned Paralysis

Denial

Anger, Rage Bargaining

Depression

Adapted from: Kübler-Ross, Elisabeth. “On Death and Dying”. Touchstone. NY. 1969. And: Bridges, William. Surviving Corporate Transition: Rational Management in a World of Mergers, Layoffs, Start-Ups, Takeovers, Divestitures,

Deregulations, and New Technologies. Doubleday. NY. 1988.


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Why should I care?

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Success = vision + organization + process + provider(s) + approach + environment


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The challenge is to become an innovative business through the proper adoption of

PLM to create, capture, manage, and leverage your organization’s Intellectual Assets

as a competitive advantage!

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World Headquarters 3909 Research Park Drive Ann Arbor, MI 48108 USA

Tel:+1.734.668.9922 Fax:+1.734.668.1957

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Serving clients from offices in North America, Europe, and Asia-Pacific

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Food & Beverage Innovation Forum 2014 plm workshop bilello r1v1

Food

Transcript of Food & Beverage Innovation Forum 2014 plm workshop bilello r1v1