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