PLM Success Planning the foundation for PLM Solution Design and Implementation

Swiss PLM-Forum 2010

11. November 2010 - Hochschule für Technik Rapperswil, Switzerland

Peter Strookman – B.Sc./CMIIC

Managing Consultant

InsidePLM GmbH

Overall Agenda

• Intro to InsidePLM

• Reviewing PLM

• Designing YOUR PLM

• Business Case Development

• Implementation Framework

2

Who is InsidePLM

• We are PLM Consultants

• Broad experience recommending and defining PLM capabilities.

• PLM industry experience: • Aerospace, Machinery, Automotive, Medical Devices

High-Tech/Electronics, Consumer Packaged Goods

• Over 25 years of: • PLM Success Planning

• Implementation Experience

• Helps companies to make the right PLM choices.

• Headquartered in the Centre of Europe, Switzerland.

• We are PLM services partner to a number of companies

3

Overall Agenda

• Intro to InsidePLM

• Reviewing PLM

• Designing YOUR PLM

• Business Case Development

• PLM Implementation Framework

4

What is PLM..

• PLM is defined as a systematic concept for the integrated management of all product related information and the processes that create this information, through the entire product lifecycle, from initial idea to end-of-life.

• It supports the business acquisition, the product development, the collaboration with partners during design and planning phases, and also the production/erection and use/commissioning of a product/plant and finally the maintenance, repair and overhaul.

519/11/2010

PLM Scope

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6

7

8 9

10

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4

5

Business Acquisition

Concept Engineering

Product Engineering

ManufacturingEngineering

Quality & Compliance

Planning &Production

In–Service Sustainment Maintenance Disposal &

Recycling

Ideation &Portfolio Planning

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The Product

• The product is at the core of PLM.

• There are different 'process views' and these are determined by the business model and level of product lifecycle support needed.

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As-BuiltDefinition

As-MaintainedDefinition

Serial NumberInventory

Production EngDefinition

Support EngDefinition

Systems EngDefinition

Product EngDefinition

Structural EngDefinition

Order EngDefinition

Virtuel Physical

PLM Components

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Document Management Project Controlling

Manufacturing Engineering

Service & Maintenance

Quality Management

Pro

duct

Info

rmation

Genera

tion

Pro

cess I

nfo

rmation

Managem

ent

Product Engineering & Structuring

Change & Configuration Management

Product/Portfolio Planning

Collaboration Project Management

Environmental ComplianceSourcing

Matching Capabilities with Benefits

• Product Structuring

• Change and Configuration Management

• Product/Portfolio Planning

• Manufacturing Engineering

• Sourcing

• Environmental Compliance

• Service & Maintenance

• Project Management

• Project Controlling

• Document Management

• Collaboration

• Systems Integration and Interoperability. 9

Improved

Business Processes

Collaboration

Knowledge Sharing

Component Re-use

Spare Part management

Reduced

Failure / Warrantee risk

Change Cycle Time

Data Management Effort

RFI/Q effort/costs

Product Maintenance Costs

Project Control

Capability Benefit

Overall Agenda

• Intro to InsidePLM

• Reviewing PLM

• Designing YOUR PLM

• Business Case Development

• Implementation Framework

10

Designing YOUR PLM

• Each PLM usage is unique

• The business motives and the ultimate PLM solutioncomponents.

• It is well known.., no two implementations are the same

• As is the Business Case and Metrics

• We waste money on this and that

• It should help us to achieve ...

• Each Industry is unique and so are its processes

• Automotive OEM operates different compared to its Suppliers

• Power Generation Machinery is different from Aircraft or Shipbuilding

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Designing YOUR PLM

• There is no 'standard' PLM model, apart from 'templates'...

• Templates provide information regarding the design/use intent

• Industry 'standards' only give you rules for compliance, not how to design your processes using PLM

• ISO 10303-233, ISO 15288, 21 CFR Part 11/820, ISO 10007 en EIA 649, etc.

• But also internally, each 'stakeholder' has its own PLM agenda, its own challenges, its own priorities

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Process Analysis

Is the establishment of:

• Processes Relative to other processes

• Process Dependencies

• As-Is Input and Output objects

• Roles & Responsibilities

• Tasks Performed

• Challenges experienced

• Needs for Improvement

• Systems and Tools Used

• To-Be Input and Output objects

• Capabilities Needed

• Transformation Approach• People, Process & Technology

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Overall Agenda

• Intro to InsidePLM

• Reviewing PLM

• Designing YOUR PLM

• Business Case Development

• Implementation Framework

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Implementation Phases

• Implementing PLM follows a number of distinct phases and cycles... and it is never finished.

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PLM Project Phases

Pre AlignmentAlign

&Plan

Build & Validate

Deploy Operate

The FunctionalVision

The UsageThe PhysicalProgramme

Developing a Vision

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If you don't plan or know where you are going, you'll probably end up somewhere else…." Peter Principle (Lawrence J. Peter )

The Vision Development Challenge…

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Balancing Priorities

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- Urgent

Im

po

rta

nt

+

+

Do Now

Decide whoDo Later

Decide when

How to determine PLM business priorities

Measuring what is important

QFD Example...

• Quality Function is an important tool to prioritize sometimes conflicting operational strategies and their enablers

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Goals & Objectives

Priority

Impediment Classes

Needs & Wants Classes

Process Area

Solution Area

Weighted Strength of Relationships

Metrics Impact

Summary

• PLM as a business goal enabler is a key topic.. How to link the Solution with Benefit?

• Engineering processes are divers in comparison with financial and logistical processes.. There are many roads that lead to Rome. Some are better than others, the challenge is to find the optimum.

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Overall Agenda

• Intro to InsidePLM

• Reviewing PLM

• Designing YOUR PLM

• Business Case Development

• Implementation Framework

21

ImplementationFramework

• Your Physical PLM Programme Definition Framework consists of the three gray steps

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PLM Project Phases

Pre AlignmentAlign

&Plan

Build & Validate

Deploy Operate

The FunctionalVision

The UsageThe PhysicalProgramme

Beyond Pre-Alignment

• Align & Plan

• Alignment and Fit of PLM capabilities with needs of business

• Installation of the 'programme' infrastructure

• Build and Validate

• Configure the Solution, Perform Validation of Functions and Manage Acceptance

• Ramp up Deployment Preparations

• Deploy

• Prepare for Physical Production Deployment23

Your Take Away

• PLM is a Broad Business Concept with a focus on the Product

• Establishment of Business Goals, Usage Vision and Roadmap are critical

• Stakeholder Commitment is Key

• Implementing PLM is comparable to ERP

• An Application and Experience based Implementation Model is critical and is at the foundation to Success

• The Rest is just hard work.... 24

Thank You…

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CONTACT INFORMATION:

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InsidePLM GmbHGemperenstrasse 26CH-9442 Berneck Switzerland

Phone:+41 71 727 10 22Email: info@insideplm.comWebsite: www.insideplm.com