Global New Product DevelopmentImplementing SuccessfulTransformational ChangeDavid G. SherburneDirectorGlobal R&D Effective...
Topic OutlineSnapshot of Carestream Health Inc.Globalization –The forcing functionInsights for setting up a successful tra...
Carestream Health – Who We AreAn independent company with a proventrack record and $2.5 billion in revenueA world leader i...
Who We AreApproximately 7,300 employeesserve customers in more than150 countries worldwideWe hold more than 1,000patents f...
Who We AreA global company with Manufacturing and R&D locations aroundthe world                                 Rochester,...
The Globalization ChallengeGlobalization was required to meet the business needs of our company• Needed a balanced cost st...
Legacy-Point Solutions lacking proper architecture and investment   Authoring                       PDM                   ...
Demands on NPD Workers Are Increasing• P j t teams are split across several locations  Project t         lit              ...
Our future success required• A Leadership organization stepping up to create awareness, develop  strategy and drive change...
Hitting the target- Its not just a simple arrow anymore   Technology       Performance                        People   Dri...
Considerations required for Enterprise Transformation• Complete view of New Product Development  “building blocks”•A Appre...
Complete View – Understanding the Building Blocksideas                                                      Portfolio – Da...
Appreciate the Complexity in each “Block”Busine Proces Maturity                                                       Pres...
Architectural Orientation and Strategic Planning Ability                                         PDM               Enterpr...
Business Process Development- Low Level Architecture                              SwimLanes PLI Initiative                ...
Process Balance Yin-Yang                      Suppliers and Partners            DefectsResearch Concept                   ...
Training• Technology and Process are complex, skimping on training  leads to inefficiency and slow adoption• T i i th cont...
Reporting Structure and Governance         CTO Office                                           CIO Office                ...
Choose “Ubiquitous” Platforms and “Real” Partners• Platforms must scale globally• Provide a cost model in line with busine...
Aras “Attitude” and Advantages• Cost model allowed global scale• Flexible architecture enabled rapid development  50% easi...
Complete Teams = Successful Results                                          Technology                                   ...
Learnings to Date• Mindfully consider the elements required for success…• Carefully craft your team, leadership awareness,...
Global New Product DevelopmentImplementing SuccessfulTransformational ChangeDavid G. SherburneDirectorGlobal R&D Effective...
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Carestream Health Global Product Development using Aras for Enterprise-wide PLM

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PLM Case Study of Carestream Health using Aras for Global Product Development

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Carestream Health Global Product Development using Aras for Enterprise-wide PLM

  1. 1. Global New Product DevelopmentImplementing SuccessfulTransformational ChangeDavid G. SherburneDirectorGlobal R&D Effectiveness David G. Sherburne Carestream Health Inc. Page 1
  2. 2. Topic OutlineSnapshot of Carestream Health Inc.Globalization –The forcing functionInsights for setting up a successful transformationLearnings SummaryAn overview of the Carestream Health project will bepresented later in the conference. David G. Sherburne Carestream Health Inc. Page 2
  3. 3. Carestream Health – Who We AreAn independent company with a proventrack record and $2.5 billion in revenueA world leader in:• Medical imaging … digital and film• Healthcare information solutions• Dental imaging and dental practice management software• Molecular imaging• Non-destructive testing David G. Sherburne Carestream Health Inc. Page 3
  4. 4. Who We AreApproximately 7,300 employeesserve customers in more than150 countries worldwideWe hold more than 1,000patents for technology andintellectual propertyOur products are at workin 90 percent of hospitalsworldwide David G. Sherburne Carestream Health Inc. Page 4
  5. 5. Who We AreA global company with Manufacturing and R&D locations aroundthe world Rochester, New York Woodbridge, London, Oakdale, Connecticut United Kingdom Minnesota Berlin, Germany White City, Shanghai, China Yokneam, Israel Oregon Baltimore, Maryland Windsor, Atlanta, Colorado Xiamen, Georgia China Ra’anana, Israel j , Guadalajara, Mexico Paris, France Toulouse, France Manufacturing R&D Both Manufacturing and R&D David G. Sherburne Carestream Health Inc. Page 5
  6. 6. The Globalization ChallengeGlobalization was required to meet the business needs of our company• Needed a balanced cost structure• Desired access to global talent pools• Required deeper understanding of emerging marketsBusiness Challenges• Legacy Systems were outdated and not easily scalable• Lack of adequate IT investment resulted in non integrated point solutions• Collaboration became more difficult via e-mail, uncontrolled data with partners• IT Infrastructure and networks were performing poorly in some parts of the world• Complexity in the organization increased as projects decentralized• Knowledge workers time was being drained communicating globally• Productivity of NPD remained roughly flat David G. Sherburne Carestream Health Inc. Page 6
  7. 7. Legacy-Point Solutions lacking proper architecture and investment Authoring PDM Enterprise No Confluence MCAD Tools CAPA Part MQDS CAPA Integration Teamcenter Data Excel NX No SAP CAD Files PDF’s Integration MS Pro/E Project BOM No Integration Lotus Notes DB Team SolidWorks Pro/Intralink Room EQDS CAPA Sys 9K RoHS, CAPA CAPA AutoCAD Electrical P t El t i l Part DoC,, No SOP MSDS ME File Data, RoHS Integration (no Shares, DA home) ECAD Tools MMR Mentor DX EE File External CIDx Lotus Domino No Systems Cadence Integratio Shares, Shares No Integration N I i n library Standalone OrCAD cache DocManager Systems CAD Files PDFs CQuest Altium Version Control Tools Information No Software Integration Defects Flow Clearcase ClearQuest Authoring PVCS Subversion Enhancement Caused by Manual Desktop Tools Requests “Cost Center” Integration (Browser, StarTeam MSOffice, t ) MSOffi etc) mentality Automated Quality Center DOORS Requirements Integration Management Tools David G. Sherburne Carestream Health Inc. Page 7
  8. 8. Demands on NPD Workers Are Increasing• P j t teams are split across several locations Project t lit ll ti• Platform development is adding complexity in software and hardware• Iterative methods are desired for software and require fast information q transfer• Daily builds are a common expectation for software• Fast cycles are required for prototyping hardware• Design for manufacturability is critical as ties to supplier base become weaker• Teams must leverage historical data to improve planning, compare reliability, and drive improvements• Engineers are p g pushed to do deeper analysis to ensure p p y product q quality y while coordinating many sources of information• Requests for metrics and historical data comparisons are ever increasing and are taking longer to produce David G. Sherburne Carestream Health Inc. Page 8
  9. 9. Our future success required• A Leadership organization stepping up to create awareness, develop strategy and drive change to improve operations• Architectural awareness and maturity in design of enterprise systems y g p y• Careful integration strategies between applications- PLM-ERP-ALM• A master-data strategy - removal of duplicate data sources and multiple manual data entry points• Closed-loop processes with traceability across the process space• Product/HW systems optimized for access and collaboration y p• SW systems optimized for fast cycles and traceability• Retention of all forms of Intellectual Property, internal and external, to retain “business flexibility” business flexibility• Tight integration and traceability across requirements, project management and engineering change control to meet regulatory requirements David G. Sherburne Carestream Health Inc. Page 9
  10. 10. Hitting the target- Its not just a simple arrow anymore Technology Performance People Driven Driven Change Management Communications Global Process Leadership Closed Loop Strategy Technology Standard Awareness Global Inclusive Leading Applications End to end multi- Architecture Cultural Infrastructure Change Master Data Co-located and Global and Focused Distributed David G. Sherburne Carestream Health Inc. Page 10
  11. 11. Considerations required for Enterprise Transformation• Complete view of New Product Development “building blocks”•A Appreciation of th complexity i th “l i ti f the l it in the “layers” ”• Architectural orientation and familiarity with industry technology• Process understanding and balance• Training• Reporting structure and governance• Ubiquitous platforms• Complete teams designed for success David G. Sherburne Carestream Health Inc. Page 11
  12. 12. Complete View – Understanding the Building Blocksideas Portfolio – Dashboards, Metrics, Web Channels PLM – Product Life Cycle Management Platform SUPPORTA SUPPORTA S S Service Dideas PDM – Data ALM – Data Portfo Manag Management Product Planni Management Proje Manag Qua Data Managem Maideas for Hardware for Software anufacture and Susta olio ality Delivery, P ABLE PR ABLE PR ectideas RODUCTS RODUCTS gement Pubs,Train gement -P ing Definition Hardware Softwareideas g Design ment Design – PCP S S ning ain Authoring – Authoring IDE CAD-ME,EE Integration of Applications Core and Master Data Strategy BOLD=Industry Term David G. Sherburne Carestream Health Inc. Page 12
  13. 13. Appreciate the Complexity in each “Block”Busine Proces Maturity Presentation Layer ess Web Channels internal and external Social Dashboards BI Social, Dashboards, Increasin Architec Business Process Layer - Standard Workflow and Responsibilities (Engineering Change Control, Production Release Process, ng ss Supplier Quote Process, Defect Management Process) Application Layer ctural Matu y Aras Innovator, Teamcenter, Doors, Clearquest and Clearcase Data LayerIT M System of Record for Master Data Attributes Field Mapping to Metrics clean up Data, Attributes, Metrics, clean-up urity Maturity IT Infrastructure Layer Networks, Servers, Databases, Storage, Back up, Networks Servers Databases Storage Back-up Archive Increase Organizational Maturity + Architectural Awareness = Success David G. Sherburne Carestream Health Inc. Page 13
  14. 14. Architectural Orientation and Strategic Planning Ability PDM Enterprise Systems Knowledge Sharing, Social Nets Desktop Office, HW PLM A Innovator Aras I and Webchannel Project Webchannel/ Closed Loop Engineering Change Dashboards- Social Management (HW/SW) Metrics MCAD Tools Development Aras Event Tracking and Defect Mgmt Supplier 1 CAPA Management g KM LN DBs Supplier 2 Audit Management Platform Supplier Access/ DFM Input Supplier 3 Supplier Quote stems RQMTS ECAD, MCAD PDM Integrations Manufacturing Transfer New New EBOM, EBOM MBOM M ManagementAuthoring Sys Modeling Raw Material Master SAP Platform Costing ECAD Tools Commercial Parts Library Purchase ECAD 1 RoHAS Portals – Integrated As Built Testing Requirements Change Control q g ECoutlook Master D t M t DataA ECAD 2 ISDE Integration for SW events Smart source-Ebid Quality Platform Established ECAD 3 Standard Emerging g g Integrated SW Development Environment SW Environment) Environment- SW Authoring Standard ISDE 2012 MS Visual Studio Core SW Project Management, Build Tools and Services. Proposal Dashboards Test Scripting Some No CM-STD Build Configuration XCODE, XCODE Other Integration Standard St d d Management Key IDEs End of Life David G. Sherburne Carestream Health Inc. Page 14
  15. 15. Business Process Development- Low Level Architecture SwimLanes PLI Initiative Key Points Drives deeper “use case” discussions Refines functional requirement understanding Concentrates people on future state and consistency vs current state, holding on to today Swim Lanes Organization Independent Focuses training development on p p process not button clicks Focuses test plans for validation on key workflow performance p David G. Sherburne Carestream Health Inc. Page 15
  16. 16. Process Balance Yin-Yang Suppliers and Partners DefectsResearch Concept Retirement Product Lifecycle Management Enterprise Resource Planning Product Application Requirement Data Lifecycle Management Management Management Balanced representation from p Subject Matter Experts on both ends of the process spectrum David G. Sherburne Carestream Health Inc. Page 16
  17. 17. Training• Technology and Process are complex, skimping on training leads to inefficiency and slow adoption• T i i th context of business process not Technology Train in the t t fb i tT h l “button clicks”• Carefully identify the roles that require training and target information• Evaluate self paced training, it’s the hardest to deliver but most flexible for users David G. Sherburne Carestream Health Inc. Page 17
  18. 18. Reporting Structure and Governance CTO Office CIO Office Alignment with IT • Ensures Scalability Director R&D Effectiveness • Architectural focus and alignment David Sherburne • Improved on-going services • Leverages strengths of both groups Business Structure • Sponsors • Subject Matter Experts • Middle Managers • Finance David G. Sherburne Carestream Health Inc. Page 18
  19. 19. Choose “Ubiquitous” Platforms and “Real” Partners• Platforms must scale globally• Provide a cost model in line with business benefit• Allow web access with solid security• Enable flexible configuration and integration• Deliver user performance globally• Allow for growth over time• “Real” partners provide a strategic relationship Share in risk Offer fl ibl terms i li with b i Off flexible t in line ith business needs d Partner during implementation Keep costs in line with benefits David G. Sherburne Carestream Health Inc. Page 19
  20. 20. Aras “Attitude” and Advantages• Cost model allowed global scale• Flexible architecture enabled rapid development 50% easier th other platforms i than th l tf• Web based, scalable cost model… key to ubiquitous access• Ties to MS Sharepoint, which is being evaluated for the enterprise• Good Technical Partnership – Anti-virus performance, E-Signature help• Some risk but balanced with High Value• Community concept, that we hope to better leverage David G. Sherburne Carestream Health Inc. Page 20
  21. 21. Complete Teams = Successful Results Technology Partners Business Process & and Application Metrics Development Architecture Leading Change IT Architecture, A hit t Coding and Master Data Configuration Cleaning and Skills for Migration ga o implementationAll skills arecritical and equal for success David G. Sherburne Carestream Health Inc. Page 21
  22. 22. Learnings to Date• Mindfully consider the elements required for success…• Carefully craft your team, leadership awareness, project management, and communications skills• Set project governance and decision rights formally• Determine your internal critical mass and match with implementation partner development speed• Ensure business-process work leads and requirements follow• Work in parallel with master data modeling and migration tests• Train in context of the business process not in context of the tool• Get involvement of Subject Matter Experts early and often. Cover all disciplines and phases of the lifecycle…. Balance….• Turn user interface prototypes early, fast and review the implementation early approach taken carefully• Prioritize architecture and code reviews highly; easily skipped• Verify and Validate functionality using business process diagrams as basis business-process David G. Sherburne Carestream Health Inc. Page 22
  23. 23. Global New Product DevelopmentImplementing SuccessfulTransformational ChangeDavid G. SherburneDirectorGlobal R&D Effectiveness David G. Sherburne Carestream Health Inc. Page 23

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