High Performance PLM: Introduction to the Research

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PTC Global Services, the consulting and training arm of PTC, and independent analyst firm Tech-Clarity recently conducted a survey of manufacturing companies to understand key success factors for achieving business value with enterprise PLM programs.

If you are considering a PLM system deployment or upgrade, you might be interested in the experience and results of your peers.

The survey included telephone interviews with 190 business and IT leaders from manufacturing companies in Europe and North America.

Half of the survey participants have had PLM solutions in place for one or two years; the other half for more than two years. All participants were from companies with at least $400 million in revenue. The companies included a wide range of manufacturing firms, including automotive, aerospace and defense, heavy industry, high tech, consumer products, and life sciences.

According to the research, manufacturers have a much broader range of objectives with PLM than they did in the past. In terms of business objectives, companies today are looking well beyond the engineering department to use PLM to support improvements in manufacturing, supply chain, marketing, sales, and service.

On an operational level, companies also have a broad range of objectives for PLM. Along with the traditional goals of improving product data management and streamlining change management, survey participants highlighted such goals as consolidating IT systems, integrating product development with execution, and improving global collaboration.

Overall, most participants indicated they were quite satisfied in achieving their primary operational objectives. Many of these same companies, however, achieved only modest improvements in the top three business objectives -- improvement in time to market, improvement in product development efficiency, and reduction in product cost.

The research highlights a group of high performers – the top 22% of survey respondents. These companies achieved significantly better results across these three areas than everybody else:

• 9% improvement in time to market versus 1.5% for the average and lower performing companies
• More than 13% improvement in efficiency or productivity for product development versus 1.3% for the others, and
• Almost 6% lower ultimate product cost compared with only 1.1% for the others.

Based on the data, we can see four areas of best practice that distinguish the high performers: strategy and planning, solution design, software implementation, and learning and adoption.

To learn more about the results and key success factors of the high performers in our study, please view more of our research findings on the Insights section of our website.
www.ptc.com/consulting/insights/

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