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AU 2015: Enterprise, Beam Me Up: Inphi's Enterprise PLM Solution (PPT)

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In this course you will learn how Inphi Corporation has capitalized on the Autodesk PLM 360 tool to
manage its enterprise business processes; including new product introduction, items and BOMs, change
management, quality management, supplier management and much more. Share Inphi’s excitement
about improved visibility of organizational performance to project managers, executives, and indeed the
entire global organization by incorporating all of these business applications onto a single platform.
Understand how Inphi has improved compliance to their NPI and Quality processes by implementing task
management with workflow validation and a tiered approval process. Learn how Inphi tracks their
development process through the use of connected, but dedicated, workspaces for Engineering,
Marketing and Operations. See how Inphi leverages Jitterbit to integrate with several other business
systems such as salesforce.com, Oracle EBS, and Autodesk Vault. By attending this class, you will go on a
tour of how Autodesk PLM 360 has transformed Inphi’s business and could potentially transform yours as
well.

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AU 2015: Enterprise, Beam Me Up: Inphi's Enterprise PLM Solution (PPT)

  1. 1. Join the conversation #AU2015 Enterprise, Beam Me Up: Inphi’s Enterprise PLM Solution Dr. 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.  Discover how to use Autodesk PLM 360 to capture diverse business processes and bridge a global organization  Learn how to manage product development processes among suppliers, vendors, and all departments within your organization  Learn how to capitalize on Autodesk PLM 360 to accommodate complicated approval processes  Discover the benefits of integrating Autodesk PLM 360 with other business systems such as Oracle EBS and Autodesk Vault 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 $250M Fabless semiconductor company Founded in Nov. 2000, IPO in Nov. 2010 Optical, networking, memory interconnect leader for service providers, data centers 460+ employees worldwide, 75% engineering Focused on success of system and module customers worldwide Innovative breakthroughs, solid execution resulting in many industry’s firsts
  8. 8. How Fast? 12.6 Terabits per second 396 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 460+ employee company with world wide locations  Processes and procedures became harder to manage and enforce  Things done differently at each location  Needed better visibility to data in the form of data mining and reporting 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.  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 Why We Chose Autodesk PLM 360
  18. 18. The World of PLM at Inphi Product Management Quality Management Foundry Management Customers Supplier Management Legal Contracts Equipment Document Management
  19. 19. About Inphi Why PLM? Map It Build It Use It Lessons Learned
  20. 20. Building the Right Team for the Job & Identifying a Process that will get Success
  21. 21.  Defined group of Subject Matter Experts (SME) Core Team
  22. 22.  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
  23. 23.  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
  24. 24. Mapping It Identifying our NPI Needs
  25. 25.  Sitting down with the Core Team we identified key areas that we knew Autodesk PLM 360 could help with around NPI / PD Identifying the NPI / PD Needs of Inphi  Document Management  Change Management  Project Management  Item & BOMs Management  NPI Tasks  Approvals  Workflow  Revision Control
  26. 26.  Key to Mapping:  Identify what “NPI” really meant to Inphi  Identify the individual business applications within PLM 360  Workspace Architecture Mapping out our solution Change Management Items & BOMs Document Management NPI / Product Management Project Management
  27. 27.  The biggest requirement  Pulling it all together Identifying the NPI / PD Needs of Inphi
  28. 28.  We gathered requirements and data from:  Existing Procedures  Workflows  Fields  Out of the Heads of our Core Team:  Tasks  Document Types  Approval Protocol Gathering Requirements
  29. 29. About Inphi Why PLM? Map It Build It Use It Lessons Learned
  30. 30.  We knew from the beginning each piece was part of a bigger solution  The process needed to hold everyone accountable  Information coming from other systems – Integration  Facilitate 12 – 16 month Product Development Cycle Building out our solution Engineering Projects Operations Projects NPI Engineering NPI Operations NPI Marketing Items & BOMs / ECO Document Libraries Products - NPI
  31. 31. Building out our solution Engineering Projects Operations Projects NPI Engineering NPI OperationsNPI Marketing Items & BOMs / ECO Document Libraries Products - NPI
  32. 32.  We began by building the individual workspaces with the common PLM 360 Capabilities: Workspace Architecture Item Details AttachmentsWorkflow Bill Of Materials Change Log MilestonesGrid Relationships
  33. 33. Building It Document Management
  34. 34. Engineering Projects Operations Projects NPI Engineering NPI OperationsNPI Marketing Items & BOMs / ECO Document Libraries Products - NPI Document Management Engineering Projects Operations Projects NPI Engineering NPI OperationsNPI Marketing Items & BOMs / ECO Document Libraries Products - NPI
  35. 35. Document Management Revision Controlled Documents Documents Document Change Order Engineering Documents – Rev Controlled Engineering Documents Document Type Supporting Workspaces Document Libraries Document Sequencers
  36. 36. Non-Revision Controlled Document Workspaces Attachments WorkflowRelationshipsDocument Libraries State for documents that do not require approval
  37. 37. Revision Controlled Document Workspaces Document Libraries Attachments Assoc. WorkflowRelationships  Revision controlled documents for documents sent to customers and suppliers and for ISO procedures  Ensure that only the latest copy is available
  38. 38. Document Change Order Workspaces Document Change Order Affected Items Attachments Workflow Relationships
  39. 39. Documents Automation Document Type  Division  Type  Sub-Type  3 Letter Acronym  Approval (Yes, No)  Approval Tiers (1,2,3)
  40. 40. Documents Automation Document Type Document Sequencers Revision Controlled Docs Document Picklist {}
  41. 41.  Our executives did not want to approve until others had approved  We wanted the system to determine who should approve, not the users Multi-Tier Approval 4 serial tiers Parallel approval within tier
  42. 42. Documents Automation Document Type Approval Lists Approval Group Lists Document Change Order
  43. 43.  Ensure the latest released version is available to everyone  Pre-defined document types and numbering creates consistency  Multiple document libraries allow us to better control access permissions  Multiple tier approval allows details to be sorted out before asking executives to approve  Pre-set list of approvers ensures the right people are approving and ensures compliance with ISO procedures Document Libraries – Benefit to the Business
  44. 44. Building It New Product Introduction
  45. 45. Engineering Projects Operations Projects NPI Engineering NPI OperationsNPI Marketing Items & BOMs / ECO Document Libraries Products - NPI Engineering Projects Operations Projects NPI Engineering NPI OperationsNPI Marketing Items & BOMs / ECO Document Libraries Products - NPI New Product Introduction / Product Management
  46. 46. Products - NPI Products - NPI BOM Relationships Workflow Automatically “spawned” items Workflow dates recorded in item details Product leads clearly identified
  47. 47. Products - NPI Products - NPI Workflow Product Setup Concept Phase (C) Investigation Phase (I) Development Phase (D) Engineering Sample Phase (S) Pre-Prod Phase (P) Mass Prod Phase (M) End of Life C Exit Checkpoint I Exit Checkpoint D Exit Checkpoint S Exit Checkpoint P Exit Checkpoint M Exit Checkpoint
  48. 48. New Product Introduction / Product Management NPI Engineering NPI OperationsNPI Marketing Supporting Workspace NPI Templates Products - NPI
  49. 49. NPI – Marketing, Operations, Engineering NPI Item Details
  50. 50.  When the due date is within 30 days and has not been marked completed, the “Owner” is e-mailed a reminder every week NPI – Marketing, Operations, Engineering NPI Grid (Tasks)
  51. 51. Putting all the pieces together - Process C I D PS End of LifeM Process Automation – Scripting & Business Logic  Goals:  People: User Interface, Clicks, One Stop Shop  Process: NPI, Tasks  Technology: Drive the right activity to occur at the right time Marketing Operations Engineering
  52. 52. NPI Automation – Document Spawning NPI Docs Action  Phase Documents  Exit Presentations  Product Requirement  Division NPI  Marketing  Operations  Engineering
  53. 53. NPI Automation - Tasks  Division  Phase  Description  Owner  Document  Complete? (Yes, No) NPI Templates
  54. 54. NPI Automation – Tasks NPI Templates Grid  Pre-defined set of tasks to be completed at each phase by each organization  Documented in our ISO procedures (QSP#)  Owner role identified
  55. 55. NPI Automation – Tasks NPI Templates NPI Marketing NPI Engineering NPI OperationsAction  Manage Multiple Division Tasks in One Place  Repeat Phase Process if needed  Manage configuration of tasks for change
  56. 56. NPI Automation – Tasks NPI Tasks ValidationCondition
  57. 57.  Ensure that all tasks are completed prior to each gate approval  Ensures compliance with ISO procedures  Ensures quality of Inphi product  Reminder e-mails ensure completion of tasks is timely  Automation of document creation (spawning) simplifies user experience  Reporting on time to complete projects  Reporting on non-completed tasks allows PM to know where to focus resources NPI – Benefit to the Business
  58. 58. Building It Project Management
  59. 59. Engineering Projects Operations Projects NPI Engineering NPI OperationsNPI Marketing Items & BOMs / ECO Document Libraries Products - NPI Project Management Engineering Projects Operations Projects NPI Engineering NPI OperationsNPI Marketing Items & BOMs / ECO Document Libraries Products - NPI
  60. 60.  Operations and Engineering organizations can have many projects and sub-projects that are one checkbox at the NPI level  Both organizations have a detailed ISO procedure for each NPI phase  Needed a better way to track all the work being done to complete the NPI task  Needed a way to easily see all the different development items Project Management Engineering Projects Operations Projects NPI Engineering NPI Operations Document Libraries
  61. 61. Engineering & Operations Projects Attachments WorkflowRelationshipsEng & Ops Projects Project type drives different workflow and spawned documents Team members (informational and used for approvals) Workflow state recorded for simplified reporting Link to main NPI for simplified navigation
  62. 62. Engineering & Operations Projects Workflow Project Setup Definition Design Implementation Released PDR Review EDR Review FDR Review Validation Design Project Eng & Ops Projects
  63. 63. Engineering & Operations Projects  Configure workspace view to see project status
  64. 64.  Utilize the BOM tab to show relationships to Parent NPI, other projects, and spawned documents  Display workspace and status of the item in the item descriptor  Quick access to file attachments BOM for Item Relationships Action
  65. 65.  Quickly find and see the status of projects, their status and their spawned documents  Ensure completion of development tasks such as design reviews and other required documents  Know where to focus resources Eng & Ops Projects – Benefit to the Business
  66. 66. Building It Items & BOMs
  67. 67. Engineering Projects Operations Projects NPI Engineering NPI OperationsNPI Marketing Items & BOMs / ECO Document Libraries Products - NPI Items & BOMs & Change Management Engineering Projects Operations Projects NPI Engineering NPI OperationsNPI Marketing Items & BOMs / ECO Document Libraries Products - NPI
  68. 68. Items & BOMs & Change Management Change ManagementItems & BOMs Supporting Workspaces Classification Structure - Products Items & BOMs Classification
  69. 69. Items & BOMs & Change Management Attachments Assoc. WorkflowBOMItems & BOMs Where Used ROB BOM Screen shot
  70. 70. Items & BOMs & Change Management Affected Items WorkflowGridChange Orders Attachments
  71. 71.  Grid tab used to track action items requested by CCB Items & BOMs & Change Management Change Orders Grid
  72. 72. Items & BOMs Automation Items & BOMs Classification
  73. 73. Building It Connecting Systems with Integration
  74. 74. Breaking down the Solution Elements – Integration  Items & BOMs / Document Management Integration:
  75. 75. Breaking down the Solution Elements – Integration  Items & BOMs Integration:  Engineering, Operations, and Marketing enter Product data into PLM 360  Procurement, Planners, Finance add important information to the Product after development in Oracle EBS
  76. 76. Breaking down the Solution Elements – Integration
  77. 77.  Building the Integration  Both Oracle EBS & PLM 360 were steady state 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 business applications were piloted before Integration  Used with out Oracle EBS in production  Jitterbit installed On-Premise  Production  Development Breaking down the Solution Elements – Integration
  78. 78.  Customer Integration  Customer information is needed in PLM 360 to create relationships to items  Customers are created in Oracle and pushed into PLM 360 and salesforce via Jitterbit integration Breaking down the Solution Elements – Integration
  79. 79.  Supplier Integration  The supplier on-boarding and review process is managed by PLM 360  Supplier financial information is entered in Oracle  Supplier status is managed in PLM 360 and pushed to Oracle Breaking down the Solution Elements – Integration
  80. 80.  When, who, and why something was changed visible to all  Information (drawings) easily found in Vault with integration  Reduce input errors when creating items and BOMs in Oracle Items & BOMs & Change Management – Benefits
  81. 81. NPI Solution Development Summary Engineering Projects Operations Projects NPI Engineering NPI OperationsNPI Marketing Items & BOMs / ECO Document Libraries Products - NPI
  82. 82. About Inphi Why PLM? Map It Build It Use It Lessons Learned
  83. 83. Process to Successful Adoption Core Team Focus Groups UAT Training
  84. 84.  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
  85. 85. Adoption by the Numbers
  86. 86.  Unique User Logins  Average ~60 per day  300 last 30 days  361 last 90 days Inphi PLM 360 Usage Last 90 days
  87. 87. About Inphi Why PLM? Map It Build It Use It Lessons Learned
  88. 88.  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
  89. 89.  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
  90. 90.  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  Have a wingman in your early training sessions  Allows you to focus on the adopters while they document changes Lessons Learned – Using It
  91. 91. The World of PLM at Inphi Product Management Quality Management Foundry Management Customers Supplier Management Legal Contracts Equipment Document Management  Successful adoption of PLM 360 with a wide variety of business applications around the globe  Improved:  Compliance to ISO procedures  Accuracy and Efficiency  Product Management Visibility  Document Management Visibility
  92. 92. 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. © 2015 Autodesk, Inc. All rights reserved.

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