PLM Success Planning the foundation for PLM
Solution Design and Implementation
Swiss PLM-Forum 2010
11. November 2010 - Ho...
Overall Agenda
• Intro to InsidePLM
• Reviewing PLM
• Designing YOUR PLM
• Business Case Development
• Implementation Fram...
Who is InsidePLM
• We are PLM Consultants
• Broad experience recommending and defining PLM
capabilities.
• PLM industry ex...
Overall Agenda
• Intro to InsidePLM
• Reviewing PLM
• Designing YOUR PLM
• Business Case Development
• PLM Implementation ...
What is PLM..
• PLM is defined as a systematic concept for the
integrated management of all product related
information an...
PLM Scope
1
6
7
8 9
10
23
4
5
Business
Acquisition
Concept
Engineering
Product
Engineering
Manufacturing
Engineering
Quali...
The Product
• The product is at the core of PLM.
• There are different 'process views' and these are determined
by the bus...
PLM Components
8
Document Management Project Controlling
Manufacturing Engineering
Service & Maintenance
Quality Managemen...
Matching Capabilities with
Benefits
• Product Structuring
• Change and Configuration
Management
• Product/Portfolio Planni...
Overall Agenda
• Intro to InsidePLM
• Reviewing PLM
• Designing YOUR PLM
• Business Case Development
• Implementation Fram...
Designing YOUR PLM
• Each PLM usage is unique
• The business motives and the ultimate PLM solution
components.
• It is wel...
Designing YOUR PLM
• There is no 'standard' PLM model, apart from 'templates'...
• Templates provide information regarding...
Process Analysis
Is the establishment of:
• Processes Relative to other processes
• Process Dependencies
• As-Is Input and...
Overall Agenda
• Intro to InsidePLM
• Reviewing PLM
• Designing YOUR PLM
• Business Case Development
• Implementation Fram...
Implementation Phases
• Implementing PLM follows a number of distinct phases and
cycles... and it is never finished.
15
PL...
Developing a Vision
16
If you don't plan or know where you are going, you'll probably
end up somewhere else…." Peter Princ...
The Vision Development
Challenge…
17
Balancing Priorities
18
- Urgent
Important
+
+
Do Now
Decide whoDo Later
Decide when
How to determine PLM business priorit...
QFD Example...
• Quality Function is an important tool to prioritize
sometimes conflicting operational strategies and
thei...
Summary
• PLM as a business goal enabler is a key topic.. How to link the
Solution with Benefit?
• Engineering processes a...
Overall Agenda
• Intro to InsidePLM
• Reviewing PLM
• Designing YOUR PLM
• Business Case Development
• Implementation Fram...
Implementation
Framework
• Your Physical PLM Programme Definition Framework
consists of the three gray steps
22
PLM Projec...
Beyond Pre-Alignment
• Align & Plan
• Alignment and Fit of PLM capabilities with needs of
business
• Installation of the '...
Your Take Away
• PLM is a Broad Business Concept with a focus on the
Product
• Establishment of Business Goals, Usage Visi...
Thank You…
25
&
CONTACT INFORMATION:
26
InsidePLM GmbH
Gemperenstrasse 26
CH-9442 Berneck
Switzerland
Phone:+41 71 727 10 22
Email: info@i...
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InsidePLM GmbH PLM Success Planning Intro

  1. 1. 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
  2. 2. Overall Agenda • Intro to InsidePLM • Reviewing PLM • Designing YOUR PLM • Business Case Development • Implementation Framework 2
  3. 3. 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
  4. 4. Overall Agenda • Intro to InsidePLM • Reviewing PLM • Designing YOUR PLM • Business Case Development • PLM Implementation Framework 4
  5. 5. 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
  6. 6. PLM Scope 1 6 7 8 9 10 23 4 5 Business Acquisition Concept Engineering Product Engineering Manufacturing Engineering Quality & Compliance Planning & Production In–Service Sustainment Maintenance Disposal & Recycling Ideation & Portfolio Planning 6
  7. 7. 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. 7 As-Built Definition As-Maintained Definition Serial Number Inventory Production Eng Definition Support Eng Definition Systems Eng Definition Product Eng Definition Structural Eng Definition Order Eng Definition Virtuel Physical
  8. 8. PLM Components 8 Document Management Project Controlling Manufacturing Engineering Service & Maintenance Quality Management ProductInformation Generation ProcessInformation Management Product Engineering & Structuring Change & Configuration Management Product/Portfolio Planning Collaboration Project Management Environmental ComplianceSourcing
  9. 9. 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
  10. 10. Overall Agenda • Intro to InsidePLM • Reviewing PLM • Designing YOUR PLM • Business Case Development • Implementation Framework 10
  11. 11. Designing YOUR PLM • Each PLM usage is unique • The business motives and the ultimate PLM solution components. • 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 11
  12. 12. 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 12
  13. 13. 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 13
  14. 14. Overall Agenda • Intro to InsidePLM • Reviewing PLM • Designing YOUR PLM • Business Case Development • Implementation Framework 14
  15. 15. Implementation Phases • Implementing PLM follows a number of distinct phases and cycles... and it is never finished. 15 PLM Project Phases Pre Alignment Align & Plan Build & Validate Deploy Operate The Functional Vision The UsageThe Physical Programme
  16. 16. Developing a Vision 16 If you don't plan or know where you are going, you'll probably end up somewhere else…." Peter Principle (Lawrence J. Peter )
  17. 17. The Vision Development Challenge… 17
  18. 18. Balancing Priorities 18 - Urgent Important + + Do Now Decide whoDo Later Decide when How to determine PLM business priorities Measuring what is important
  19. 19. QFD Example... • Quality Function is an important tool to prioritize sometimes conflicting operational strategies and their enablers 19 Goals & Objectives Priority Impediment Classes Needs & Wants Classes Process Area Solution Area Weighted Strength of Relationships Metrics Impact
  20. 20. 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. 20
  21. 21. Overall Agenda • Intro to InsidePLM • Reviewing PLM • Designing YOUR PLM • Business Case Development • Implementation Framework 21
  22. 22. Implementation Framework • Your Physical PLM Programme Definition Framework consists of the three gray steps 22 PLM Project Phases Pre Alignment Align & Plan Build & Validate Deploy Operate The Functional Vision The UsageThe Physical Programme
  23. 23. 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 Deployment 23
  24. 24. 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
  25. 25. Thank You… 25 &
  26. 26. CONTACT INFORMATION: 26 InsidePLM GmbH Gemperenstrasse 26 CH-9442 Berneck Switzerland Phone:+41 71 727 10 22 Email: info@insideplm.com Website: www.insideplm.com
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