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AU 2014: Autodesk PLM 360 Success Story with Inphi (PPT)

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Discover the iterative design process and how to foster Autodesk PLM 360 software's flexible design process.
Understand how to use Autodesk PLM 360 software to bridge the gap between multiple business process. Understand how to manage different types of change across an entire organization. Recognize the challenges that come with adoption in a global organization and how Autodesk PLM 360 software
can help

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AU 2014: Autodesk PLM 360 Success Story with Inphi (PPT)

  1. 1. Join us on Twitter: #AU2014 Autodesk PLM 360 Success Story: Inphi - A “Quality” Solution that Changed Our Business Robb Johnson Inphi - Director of Technology Rodney Coffey Razorleaf - Sr. PLM Consultant
  2. 2. Your Instructor Rodney Coffey Sr. PLM Consultant, Razorleaf Corporation 10+ Supporting the Autodesk Manufacturing Channel Extensive Experience with Autodesk PLM 360 Services including Enterprise Implementation & Integration His team has been partnered with Autodesk Consulting to provide customers with PLM 360 services since the product was launched
  3. 3. Learn how Inphi changed its business by implementing Autodesk PLM 360 software for quality management Learn how Inphi changed un-scalable processes like emails, forms, and spreadsheets into manageable business flows that provide valuable metrics and stability Learn how Inphi built quality applications to support RMA, MRB, CAR, CAPA, and Change Management and integrated with other cloud software: salesforce and Oracle Learn about the iterative design process used to implement Autodesk PLM 360 Class Summary
  4. 4. About Inphi Why PLM? Map It Build It Use It Lessons Learned Agenda
  5. 5. Your Instructor Dr. Robb Johnson Director of Technology, Inphi Corporation 15+ years of experience in semiconductor process development and management of semiconductor suppliers Technical face to Inphi’s semiconductor suppliers New supplier and semiconductor process selection Responsible for enterprise business solutions including SharePoint and PLM
  6. 6. We Move Big Data Fast “Data is the new oil” – Clive Humby We design semiconductor chips for high speed communications 80% of all internet traffic will go through an Inphi chip About Inphi
  7. 7. Inphi Leads in Data Movement Interconnects Fabless semiconductor company Founded in Nov. 2000, IPO in Nov. 2010 Optical, networking, memory interconnect leader for service providers, data centers 400+ employees worldwide, 70% engineering Focused on success of system and module customers worldwide Innovative breakthroughs, solid execution resulting in many industry’s firsts
  8. 8. How Fast? 1.4 Terabits per second 44 uncompressed HD movies per second
  9. 9. How Big? 5 Zettabytes 700 Gigabytes of data for every human 1.2 trillion high definition movies
  10. 10. How Far? Optical 3,000km Networking 100s meters Memory Millimeters
  11. 11. For Whom? Carrier and Service Providers Data Centers Long-Haul Metro Cloud Enterprise
  12. 12. About Inphi Why PLM? Map It Build It Use It Lessons Learned
  13. 13. Our customers demand high quality Inphi products go into expensive systems which are expected to be in use for >10 years Inphi grew from a small company in a single location to a 400+ employee company with locations all over the globe Process and procedures became harder to manage and enforce Things done differently at each location Needed visibility to all and ease of reporting and data mining Why PLM?
  14. 14. We had “PLM” via many different methods that were not scalable nor providing the desired results Email, spreadsheets, network drives, SharePoint Ineffective / unenforced processes and procedures Drive-by communication With scattered information and lack of control, people were uninformed of a change – when or why it happened Inphi’s “PLM” Problem
  15. 15. Identifying the problem – Business Solutions Quality Management Return Material Authorization Failure Analysis Corrective Actions Change Management Supplier Management Product Management Items & BOMs Project Management Issue Tracking Document Management We identified key areas that needed addressing
  16. 16. We knew that existing Business Systems had to be taken into account – This meant Integration Finance utilizing Oracle EBS Sales utilizing salesforce Engineering utilizing Autodesk Vault Identifying the problem – Integration
  17. 17. Finding a solution to the Problem
  18. 18. We evaluated a number of PLM systems Customer demos and references Requirements: Limited IT support Easy to administer, configure and support Low cost of entry and 5 year cost of ownership Strong technical support Able to address all the business issues (and more) we identified Secure Choosing A PLM System
  19. 19. Cloud based Administration & End User Experience Ease of Use Configurability Broad Application to Business Cases Integration Abilities to Other Business Systems Cost of Ownership Why We Chose Autodesk PLM 360
  20. 20. The World of PLM at Inphi Product Management Quality Management Foundry Management Customers Supplier Management Legal Contracts Equipment Document Management
  21. 21. About Inphi Why PLM? Map It Build It Use It Lessons Learned
  22. 22. Building the Right Team for the Job & Identifying a Process that will get Success
  23. 23. Defined group of Subject Matter Experts (SME) Core Team
  24. 24. Map it, Build It, Use It…..Build It, Use It… Conference Room Pilots (CRP) User Acceptance Testing (UAT) What is the Iterative Design Process Map It Build It Use It CRPUAT
  25. 25. Through our PLM implementation we found that each core team member: Responded differently when asked about requirements Needed different levels of verification of what was being built Had different styles of providing input and feedback Requirements were impossible to write down and walk away with 100% accuracy Why the “Iterative Design Process”
  26. 26. Why PLM 360 worked for the Iterative Design Process Quickly build and show the foundation of the processes Easily change and iterate the design and process Facilitated functional design meeting Helped capture many requirements real time PLM 360 and the Iterative Design Process
  27. 27. Mapping It Identifying our Quality Management Needs
  28. 28. Sitting down with the Core Team we identified key areas that we knew Autodesk PLM 360 could help with Quality Incidents (New) Return Material Authorization Failure Analysis Corrective / Preventive Actions Material Review Board (New) Identifying the Quality Management Needs of Inphi
  29. 29. We gathered requirements and data from: Existing Procedures Workflows Fields Validation Scripts Condition Scripts Hard copy forms Fields Validators Gathering Requirements
  30. 30. About Inphi Why PLM? Map It Build It Use It Lessons Learned
  31. 31. Key to Building: We knew from the beginning each piece was part of a bigger solution The overall process could start from anywhere Information coming from other systems - Integration Building out our solution RMA FA CAPA MRB QI
  32. 32. Building It Building the Pieces
  33. 33. We began by building the individual workspaces with the common PLM 360 Capabilities: Workspace Architecture QI RMA FA CAPA MRB WorkflowAttachments Change LogItem Details Action Notifications
  34. 34. Return Material Authorization RMA
  35. 35. RMA – Benefit to the Business RMA Sales continuously updated real time via integration to salesforce Customers more informed Reports to see which customers or products have high RMA rate Improved product quality RMA request process is now followed closely and parts no longer show up at Inphi without proper RMA paperwork “My sales team now spends less time tracking down RMA status and more time selling products.”
  36. 36. Failure Analysis FA Analysis Record
  37. 37. Failure Analysis – Benefit to the Business FA FA was previously managed in Excel spreadsheet and network drive. With PLM, data is accessible by anyone and has relationship to products and suppliers. Pareto reports for failure types are easy to produce and show areas for improvement in our assembly process or with our suppliers “We realized a lot of our FA results are RTOK. We are working closer with our customers to ensure they do due diligence before sending parts back for analysis.”
  38. 38. Corrective and Preventive Actions CAPA Containment Actions
  39. 39. CAPA – Benefit to the Business CAPA Relationship to other quality items helps pinpoint areas for improvement Status of CAPAs and other metrics are easy to produce and help drive closure Increased visibility and workflow reminders help to close corrective actions quicker “Corrective Actions are easier to manage. As a result, they are closed in a more timely fashion.”
  40. 40. Material Review Board MRB Action Record
  41. 41. Material Review Board MRB With PLM, we were able to implement and bring up an MRB process that allows us to disposition material quickly We are able to quickly disposition material and inform the finance group PLM is used to run the weekly MRB meeting “PLM has allowed us to implement a much needed MRB. We now disposition material in a short weekly meeting.”
  42. 42. Quality Incidents QI Supporting Actions
  43. 43. Quality Incidents – Benefit to the Business QI Efficient way to track related RMA, FA, and CAPA items Improved communication and response time to customers Easy to identify patterns with customer or product to enable us to fix issues or educate the customer “We now have a way to see the big picture, prioritize our efforts and manage customer communications.”
  44. 44. Building It Putting all the pieces together with Automation
  45. 45. We had to refine our early process Maps Putting all the pieces together - Process
  46. 46. All QM items needed to be related to a QI The process could start from any single workspace The RMA process needed to start in salesforce Putting all the pieces together - Process QI RMA FA CAPA MRB CAPA MRB MRB MRB
  47. 47. Breaking down the Solution Elements QI RMA We had three main methods for relating data
  48. 48. Breaking down the Solution Elements – QI QI QI items needed to be related to all other QM items PLM 360 Relationships
  49. 49. Breaking down the Solution Elements – QM Workflow QM Process that: Worked through each QM workspaces workflow Could start anywhere in the QM process (RMA, FA, CAPA, MRB) RMA FA CAPA MRB CAPA MRB MRB MRB
  50. 50. Breaking down the Solution Elements – QM Workflow Re-Evaluation of our Workflow: RMA FA CAPA MRB
  51. 51. Breaking down the Solution Elements – QM Workflow Scripting: Spawn Item and Add to Picklist (Library, Action) Consistency between workspaces Reference Hand Out function spawnItemAndAddToPickList(baseItem, pickListFieldName, spawnItemToCreate, spawnItemProperties, twoWayLink, spawnedPickListField) { //create the item newItem = createItem(spawnItemToCreate); //add the properties for (var propKey in spawnItemProperties) { newItem[propKey] = spawnItemProperties[propKey]; } //associate with the item's picklist baseItem[pickListFieldName] = newItem; if (twoWayLink) { //a two-way link is requested if (spawnedPickListField !== null) { //a two-way link is requested and a picklist field has been provided newItem[spawnedPickListField] = baseItem; } }} if (item.NUMBER.length > 0){ var newProperties = []; newProperties.PRODUCT_LINE = item.PRODUCT_LINE; spawnItemAndAddToPickList(item, "ASSOCIATED_CAPA_DOCUMENT", "WS_DOCUMENT_LIBRARY", newProperties, true, "ASSOCIATED_CAPA"); }
  52. 52. Breaking down the Solution Elements – QM Workflow RMA FA CAPA MRB
  53. 53. Breaking down the Solution Elements – QM Workflow Scripting: Auto-Transition of Related Items to reflect current state of QM process Reference Hand Out var transName = item.workflowActions[0].transition.transitionID; //FA Completed pushes RMA completed if (transName == 920 && item.ASSOCIATED_FA !== null) item.ASSOCIATED_FA.performWorkflowTransition(932,"Complete"); //Capa Completed pushes RMA completed if (transName == 920 && item.ASSOCIATED_RMA !== null) item.ASSOCIATED_RMA.performWorkflowTransition(898,"Complete");
  54. 54. Breaking down the Solution Elements – QM Workflow RMA FA CAPA MRB
  55. 55. Breaking down the Solution Elements – Integration Integration: Sales Team entered RMA Requests through salesforce
  56. 56. Breaking down the Solution Elements – Integration Building the Integration: Both salesforce & PLM 360 were static environments All fields and workflow states to be captured as part of this integration were considered early on in the requirements gathering phase PLM 360 QM application was piloted for 2-3 weeks Used with out salesforce in production Jitterbit installed On-Premise Production Development
  57. 57. Breaking down the Solution Elements – Integration Integration at Work: RMA Requests are created in salesforce RMA record is created in PLM 360 All information from RMA in SF is populated to PLM As the PLM 360 item progresses through the QM process in PLM SF updates with new field data PLM updates with SF data The status of the PLM record updates in SF
  58. 58. Breaking down the Solution Elements – Integration
  59. 59. Quality Management Solution Development Summary
  60. 60. About Inphi Why PLM? Map It Build It Use It Lessons Learned
  61. 61. Process to Successful Adoption Core Team Focus Groups UAT Training
  62. 62. PLM 360 used to manage training Dedicated training tenant Workspaces Training Courses (agenda, training material) Training (track who attended training) Training Item (create items, add attachments, move through workflow) Training sessions Initial Roll-out: Multiple large sessions held at every site On-going: Self-paced training workspace for PLM basics Prerequisite for production tenant access Training & Adoption
  63. 63. Adoption by the Numbers 1 50+
  64. 64. About Inphi Why PLM? Map It Build It Use It Lessons Learned
  65. 65. Requirements for Mapping Phase Core Team + Subject Matter Experts PLM Software Matter Expert The Know and No “Know” the scope of what you are building Don’t be afraid to say “No” Have a third party document the requirements All parties confirm the requirements Avoid the “I said A, you heard B, then built C” scenario Lessons Learned – Mapping It
  66. 66. Have an agreed upon plan Document the foundation Workspace architecture and workflow first Automate later. Moving targets are hard to hit. Integrate last when the workflow is static Moving targets get even harder to hit when integration is involved Limit changes as you near the end Only minor changes past core team acceptance Stand by what you built Lessons Learned – Building It
  67. 67. Find capable, enthusiastic adopters for training Likely to give good, constructive feedback Likely to play in the system and find things you may have missed Likely to stay positive and spread the word Pay attention to the order in which you train Have a wingman in your early training sessions Allows you to focus on the adopters while they document changes Lessons Learned – Using It
  68. 68. Our Solution In Summary
  69. 69. Quality Management was a piece of our overall Solution Our Quality Management Applications reference many other business applications within PLM 360 Suppliers Foundry Customers Document Libraries Product Management Summary
  70. 70. Quality Management Solution Development Summary
  71. 71. Adoption by the Numbers 400+15
  72. 72. The World of PLM at Inphi Product Management Quality Management Foundry Management Customers Supplier Management Legal Contracts Equipment Document Management
  73. 73. Inphi has successfully adopted PLM 360 across a wide variety of business applications Our five Quality Management workspaces were developed using the Iterative Design Process and have the following benefits to our business: Increased visibility to QM throughout the organization Improved response to customers Real-time reporting to facilitate quality improvement Summary
  74. 74. Please Fill Out Your Surveys Make sure your voice is heard! Please take the time to complete your survey for this and every class you attend at Autodesk University. Autodesk uses this information to know what classes to offer in the future.
  75. 75. Autodesk is a registered trademark of Autodesk, Inc., and/or its subsidiaries and/or affiliates in the USA and/or other countries. All other brand names, product names, or trademarks belong to their respective holders. Autodesk reserves the right to alter product and services offerings, and specifications and pricing at any time without notice, and is not responsible for typographical or graphical errors that may appear in this document. © 2013 Autodesk, Inc. All rights reserved.

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