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Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
Agile PLM implementation and systems integration at sun microsystems
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Agile PLM implementation and systems integration at sun microsystems

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SUN went through a significant IT improvement program in their Product Innovation processes, now covering the the complete product value chain with a complete, open and integrated solution. David was …

SUN went through a significant IT improvement program in their Product Innovation processes, now covering the the complete product value chain with a complete, open and integrated solution. David was project leader for the SUN PLM transition project. In late 2009, Oracle acquired Sun Microsystems for $7.4B. As part of a large systems integration project, 2 instances of MatrixOne PDM were replaced with Agile PLM 9.3. The implementation began in January 2010 with Phase 1 going live on September 27, 2010. The first phase included core Agile PLM plus interfaces to mCAD and eCAD on the front end, and a downstream integration to Oracle's existing eBusiness Suite R12.1.3 via the Agile Design-to-Release Process Integration Pack (D2R PIP).

The project comprised 4 phases of which 3 are now live, realizing true "art-to-part" enterprise PLM. David's presentation will cover the business issues encountered at the beginning of the implementation, the implementation methodology, the IT Topology and lessons learned. Prior to Oracle, David managed PLM projects for Apple, Brocade, Kodak, SanDisk, Kyocera, HP and others. Before that he managed mechanical design teams at Ballard Power, Kodak and others, and ran his own consulting business. As an Engineer he started out designing mechanical parts and assemblies using 3D solid modeling CAD systems and manual drafting.

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  • Agile Enterprise PLM Powers Global Product Networks Agile Enterprise PLM manages the product record and powers the global product networks for many of the world ’s most innovative companies.
  • Transcript

    • 1. Innovation Execution - Agile PLM Implementation at Sun David Burton, Director, PLM & PIM Oracle Applications Development IT Presentation given at PLM Conference at CERN, September 2011
    • 2. Agenda
      • Introduction
      • Sun PDM to Oracle PLM Business Challenges & Drivers
        • Oracle/Sun PLM Program Highlights
      • Lessons learned
    • 3. Innovation Execution
      • Innovation is not just ‘new’ or ‘creative’…
      • “ We like to think of an organization's capacity for innovation as creativity multiplied by execution”
      • Vijay Govindarajan,
      • Harvard Business Review
      Innovation has an implied element of execution: to truly innovate you have to take a new idea and implement it
    • 4. Innovation in High Tech Companies
      • Innovative solutions are usually a combination of ideas
      • combined with tools/systems and business processes
        • Changes are often significant and enterprise-wide
        • They need to be implemented jointly with the various business groups and IT
        • Not “the business’s” full time job, so there is a limit to how much innovation/change can be consumed at one time…
    • 5. Challenges of Innovation
      • Making significant changes affects many stakeholders – the bigger the change, the more stakeholders
      • Different opinions about the need, solution, timing, etc.
      • The newer, more innovative the solution, the harder it is to gain support
      • Easy to overlook that change requires effort from end users to uptake
      • Humans naturally resist change…
    • 6.
        • Sun PDM to Oracle PLM
        • In the Beginning: Business Challenges
    • 7. Sun Business Challenges
      • Legacy systems were
      • Product Data Management only
        • Not getting any benefits of PLM
        • Unsupported PDM systems caused many offline, manual processes
        • Managed product data in Engineering only:
        • Many manual processes and workarounds
        • Limited or no functionality for anything other than core PDM
    • 8. Sun Business Challenges
      • Data flowed mostly downstream into multiple hierarchies
      • with no Master Data System
        • Lack of leverage of “Product Record” since no PLM tools deployed (Cost, Governance, Quality, Collaboration)
        • Most information flowed downstream and was not pushed back
          • Engineering, Marketing, Configurator, Field Service worked in silos with manual updates
          • Duplication of parts – 5+ parts for a single item
        • 2 PDM systems (Servers and StorageTek) fed highly custom 10.7 EBS with many point-to-point interfaces (see legacy state slide)
      Engineering Part Manufacturing Parts (Engineering part + attributes) Marketing Part Remanufactured Wall (Manual BoM load) Service Part CAD, PDM EBS 10.7
    • 9. Sun Business Challenges
      • Lack of standardization on Part
      • Numbers and other schemes
      • across legacy departments
        • Design re-use and standardization of components was difficult because of different part numbers between Sun Servers & StorageTek
        • 2 legacy PDM systems systems with different versions
        • 2 mCAD implementations were configured differently so couldn’t share/re-use all data
        • 2 eCAD systems – can’ t share parts
        • Aging internal systems – many systems were 15 - 20+ years old
    • 10. Where we wanted to go: Oracle Hardware Manufacturing PLM Business Drivers
      • Consolidated, single source of truth and related processes
      • Accelerate innovation and drive revenues
      • Speed time to market and volume production
      • Contain costs and focus resources
      • Improve quality and raise customer satisfaction
      • Leverage and protect critical intellectual property
      • Streamline handoffs between definition & execution teams
      Reduce product costs throughout the product lifecycle
    • 11. Our approach at Oracle
      • Support Innovation with Agile PLM
      • Wanted to adopt standard industry business best practices
      • Wanted to use the software as designed, avoid extensive customizations
      • Wanted to implement in phases – start with core PLM then add functionality
      • Realized we couldn’ t swallow the whole elephant!
    • 12. Phased PLM Implementation Sequence Step-by-Step Rollout Mitigates Risks and Maximizes Returns
      • Step 1:
      • Replace legacy systems
      • Add single repository for product data
      • New ECO process
      • Step 2:
      • Pass data to EBS R12
      Steps 4: Transformational EPLM Steps 3: Getting to the Yellow Curve
    • 13.
        • Sun PDM to Oracle PLM:
        • Phased Program Highlights
    • 14. Oracle/Sun Starting Point StorageTek Sun Exchange Info HWY (PDM1) Sun PDM1 MatrixOne Sun Classic mCA Cad Data Mgr mCAD eCAD Oracle MFG Integ- Ration (PDM2) mCA Cad Data Mgr mCAD eCAD Sun PDM2 MatrixOne Supplier Data AVL Tool WW AVL db CSM i2 Supplier Data Parts, Docs, Changes BoMs, Files Parts, Docs, Changes BoMs, Files AVL, BoM, Datasheets, RoHS, Symbols Parts, BoMs, ECOs, AVL (manual), Metadata, RoHS Total PNs: Unknown # PNs/yr: Unknown Total Docs/yr: 37000 Total ECOs: Unknown ECOs/yr: ~1200 (2009) ECO cycle time: 20 days avg MCOs/yr: Unknown Total Users: 2497 (both sys) Total PNs: 60500 # PNs/yr: 3300 Total Docs/yr: 12500 Total ECOs: 2490 ECOs/yr: ~480 (2009) ECO cycle time: 30 days avg MCOs/yr: Unknown Total Users: 2497 (both sys)
      • Plus:
      • Many P2P interfaces
      • Customizations
      • Manual work/interfaces…
      • Several external apps (Quality, Field service, configurator, etc.)
      Supply Chain Manufacturing Finance Etc. Legacy eBusiness Suite 10.7
    • 15. Phase 1 Scope – Consolidate the core Phase 1 replace 2 MatrixOne PDM With 1 Agile PLM Supply Chain Manufacturing Finance Etc. Legacy eBusiness Suite 10.7 StorageTek Sun Exchange Info HWY (PDM1) Sun PDM1 MatrixOne Sun Classic mCA Cad Data Mgr mCAD eCAD Oracle MFG Integ- ration mCA Cad Data Mgr mCAD eCAD Sun PDM2 MatrixOne Supplier Data AVL Tool WW AVL db CSM i2 Supplier Data Parts, Docs, Changes BoMs, Files Parts, Docs, Changes BoMs, Files AVL, BoM, Datasheets, RoHS, Symbols Parts, BoMs, ECOs, AVL (manual), Metadata, RoHS
    • 16. PLM Phase 1 Topology Agile PDX + Sun Exchange FTP 10.7 Integ- ration Agile PLM 9.3 Supplier Data Parts, Docs, Changes BoMs, Files, RoHS (self declare) AML (limited) Third-party interim integration CAD Files Eng BoM Metadata * Red indicates new EC Client mCAD eCAD AVL Tool CSM i2 AVL, BoM, Datasheets, Symbols Parts, BoMs, ECOs, AML, Metadata, RoHS Supply Chain Manufacturing Finance Etc. Legacy eBusiness Suite 10.7
    • 17. PLM Phase 2 Topology – Interface to EBS Agile PDX + Sun Exchange FTP AIA D2R PIP Agile PLM 9.3 PC, PG&C Supplier Data Parts, Docs, Changes BoMs, Files, RoHS (self declare) AVL Tool CSM i2 AVL, BoM, Datasheets, Symbols * Red indicates new Parts, BoMs, ECOs, AML, Metadata, RoHS PIM EC Client mCAD eCAD
      • Oracle AIA Design to release PIP (SOA Suite)
      Supply Chain Manufacturing Quality Field Service Marketing Finance Etc. eBusiness Suite 12.1.3
    • 18. PLM Phase 3 Topology – Add Functionality Agile PDX Sun Exch or other AIA D2R PIP Supplier Data Parts, Docs, Changes BoMs, Files, RoHS (self declare)
      • Replace Supplier portal
      • Add PCM
      • Add functionality & attribution
      Parts, BoMs, ECOs, AML, Metadata, RoHS PIM EC Client mCAD eCAD AVL Tool CSM i2 AVL, BoM, Datasheets, Symbols Agile PLM 9.3 PC, PG&C , PCM PCM - Product Cost Management for standard cost early in Engineering Supply Chain Manufacturing Quality Field Service Marketing Finance Etc. eBusiness Suite 12.1.3
    • 19. Oracle ePLM – Phase 4: End State AIA D2R PIP EC Client Agile PLM 9.3 Supplier Data Parts, Docs, Changes BoMs, Files, AML RoHS, Datasheets, Symbols Parts, BoMs, ECOs, AML, Metadata, RoHS, Cost data CAD Files Eng BoM Metadata mCAD eCAD PIM PQM – Product Quality Management for tracking Product Service Requests PPM - Product Portfolio Management for managing product releases & projects Agile BI – Business intelligence and analytics, dashboards Supply Chain Manufacturing Quality Field Service Marketing Finance Etc. eBusiness Suite 12.1.3
    • 20. Program Timeline CONFIDENTIAL – ORACLE HIGHLY RESTRICTED Design Configure Test Transition Data Migration Training/ Bus Support Go-Live Phase 1 EBS 12.1.3 Integration Go-Live Phase 2 Phase 3 – PCM, PG&C Phase 4 – PQM, PPM Mar 2010 May 2010 Jul 2010 Sept 2010 Nov 2010 Jan 2010 Jan 2011 Mar 2011 May 2011 Jul 2011 Sept 2011 Nov 2011 Jan 2012 Mar 2012 Clean CAD Data UAT Key Dates CRP1 3 months CRP2 4 months CRP3 5 ½ months UAT 8 months Go-Live Phase 1 9 months Go-Live Phase 2 12 months
    • 21. Business Improvements (so far):
        • Decreased avg. change cycle time ~ 25% from 25 to 18 days
        • 38% higher number of Production ECOs :
          • 2009: ~ 1600
          • 2010: est. 2200 (1150 already since October Go-live)
        • Since go-live, ~ 1400 distinct users on the system
    • 22. IT Improvements (so far):
        • Replaced 15+ year old systems on unsupported platforms & consolidated onto Oracle technology
        • Centralized access to product data across all HW platforms – “single source of truth”
        • Standardized processes across all HW platforms
        • Eliminated manual entry of CAD BOMs & manual dual entry of ECO data into ERP
        • Phase 1 duration: 9 months, under budget
    • 23.
        • Sun PDM to Oracle PLM:
        • Lessons Learned
    • 24. Suggested Best Practices
      • Define and execute to an accepted roadmap
        • We use Agile PLM’s Advanced Benefit Calculator:
        • 72 standard, recognized industry drivers for PLM
        • Clearly ties business benefit to Agile functionality
      • Manage your “System BOM”
        • All documentation checked in and managed in Agile
        • Change Control Board (CCB) for all requested system changes
        • Allows review and triage of all system issues, enhancements and requirements
        • Ensures you are on top of all system changes
    • 25. Critical Success Factors Proven Heritage Built for collaboration across enterprise & product network since inception Industry best practices – don’t reinvent the wheel Start simple – add functionality in phases Clear mandate – Larry Ellison directive to accept change Clear governance – Steering Committee with empowered representatives Controlled scope – phased and frozen Industry best practices – don’t reinvent the wheel Start simple – add functionality in stages Avoid customizations, point to point interfaces
    • 26.  

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