AESSiS is an engineering consultancy that specializes in product lifecycle management (PLM) implementation and process improvement to help manufacturing businesses achieve better performance. PLM is a strategic approach to managing product information throughout the lifecycle from concept to end of life. It aims to provide a single source of truth, configuration management, reduced waste, and increased innovation. PLM tools help manage parts, relationships between parts, documents, changes to parts, and the lifecycle of a part from new to obsolete. Aras is an open source PLM platform that provides an enterprise solution with no upfront costs and uses existing IT infrastructure and skills.

1. About AESSiSWho we are, what we do…

2. About AESSiSWho we are…Independent engineering & product development process improvement and PLM implementation specialistsWhat we do…We help manufacturing and technology businesses to find a reliable way through to the simplicity, speed and performance that are often promised but rarely fully attainedOur goal…Contribute to significant improvements in business performance at manufacturing and technology businesses in the UK

3. What is PLM?Product Lifecycle Management (or PLM) is a strategic approach for uniting people and processes around a common and accurate view of information during all phases of a project and stages of a product’s lifecycle. GoalsSingle Source of the TruthConfiguration Management Control (less errors)Reduce WasteIncrease Innovation

4. PartsItems, The basic pieces of information under controlRelationshipsLinks between information (items)DocsChangesPart LifecycleLifecycle MapStages a part/item goes throughNewRevisedReleasedObsoleteWorkflowHow an item is ‘moved’ through its lifecycleSome Basic PLM TerminologyChange Request Workflow

5. Enterprise Open Source PLMAras

6. Business: Enterprise PLM►NPDI New Product Development & Introduction►LPD Lean Product Development►CMII Configuration & Change Management ►APQP Advanced Product Quality PlanningProduct: Aras Innovator®Technology: Advanced Model-based Enterprise SOAPartner: Microsoft Gold Certified PartnerCertifications: Only Microsoft Certified Enterprise PLMAras PLM Technology

7. Aras PLM TechnologyMicrosoft Enterprise Open SolutionsINCLUDEDBENEFITSwww.aras.comEnterprise Production ReadyComplete Solution AccessUnlimited UsersNo Up-Front Capital NeededUse Existing Infrastructure & SkillsDelivers Control & Flexibility

8. Aras CustomersNew Era Ohio, LLCSlide 8

9. Where do PLM tools fit?ConceptDesignDevelopmentLaunchManufactureSupportPhase-based Program ManagementCMII Change MgtDocument MgtFile Vault“The Void”No VisibilityNo Repeatable ProcessesNot LeanQuoting ProcessRequirements&SpecificationsAVL / AMLQualifiedSuppliersPartApprovalBOMs & PartsCAPACorrective ActionsReports &DashboardsFMEAProcess FlowsControlPlansDesign SWCAD/EDAERP

10. Questions

11. Engineering Process Best Practice – Theory & Hands-onNew Product Introduction (NPI)

12. What is New Product Introduction (NPI)?The process by which organisations conceive, develop & commercialisenew products and services. ExploitationDeliveryCaptureExecution

13. Stage-Gate® NPIStage-Gate® Your Roadmap for New Product Development Stage-Gate from idea to launchStage 0DiscoveryStage 2Stage 5Stage 3Stage 4Stage 1DevelopmentTesting and ValidationLaunchBuild Business CaseScoping

14. Stage-Gate® NPIThe structure of each Stage is similar:ActivitiesAnalysisDeliverables (Results)

15. Stage-Gate® Benefits of Better NPIIncreased Revenue PotentialIdeas validated against market opportunities

16. New products more able to meet the needs of the market

17. Deadlines more likely to be met

18. Quicker to market than competitorsReduced Operating & Process Costs More coordinated & effective NPI activities

19. Introduces more discipline into the process

20. Reduces re-work and other forms of waste

21. Improves focus via gates…poor projects are killed

22. More efficient and effective allocation of scarce resources

23. Ensures a complete process – no critical steps are omitted The link between NPI & InnovationWhat is Innovation?Exploitation of new ideas(Warwick)A new method, idea, product (Oxford)Bring something new to an environment (Webster)Ideas applied successfully (Wikipedia)Most companies commercialise only about 20% of their best ideas.Some companies are able to commercialise around 60%Business people know that growth and profits are dependant on the successful launch of innovative products & services.

24. The link between NPI & InnovationEvidence that… Organisations that provide easy, fast access to information among individuals

25. Organisations with formal processes for evaluating and transforming ideas to products do better…Some companies fail at innovation because they get invention confused with innovationInvention is not the same as innovation.Something only becomes an innovation when it is successfully brought to market.

26. Stage-Gate® Benefits of Better NPIProfitsProduct/Plant LifecycleCostsIncreased ProfitabilityLarger Market ShareImproved In-Service OperationFaster to ProductionPremium PricingLaunchCost Reduction

27. …from good idea to profitProduct and project information together in one place. Single & common plan that everybody sticks to.Product & project status always known.Clear milestones & gates with clear exit criteria & deliverables.Quick & clear visibility of program status information by managers.1 click reports to keep track of resourceProject risk assessed & managed.Stage-Gate® Bridging the Gap

28. Questions

29. Hands-On

30. Setting the Scene1.Someone is going to have a ‘light bulb moment’ to develop a new light weight brake assembly for the car industry which we will capture in a formManager ReviewMarketing ReviewStartApprovedWe will review the idea via electronic workflow and approve itNot Approved2.RejectWe will kick-off a Stage-Gate project to assign resource to activity to take the idea to the next stage & track progress3.

31. Engineering Process Best Practice – Theory & Hands-onProduct Structure, Bills of Material & Information

32. ReleaseMRP/ERPPARTPARTPARTPARTPARTPARTPARTPARTPARTPARTPARTPARTPARTPARTPARTPARTPARTPARTPARTPARTPARTPARTBill Of Material

33. Where UsedPARTPARTPARTPARTPARTPARTPARTPARTPARTPARTPARTPARTPARTPART

34. Bill of InformationRelationshipsRelationshipsSubstitutesPart AlternatesPARTPart SubstitutesRelationshipsProblemsChangesChange Requests/NoticesEBOM/MBOM/SBOMRequirementsPARTSpecificationsDocumentsPARTCADPARTDrawingsPlansProjectsTasksDeliverablesPARTMaterial Non-ConformanceQualityCAPADeviationsFMEA

35. Bill of InformationAre You Re-Inventing the Wheel?“Up to 80% of the work done in an engineering department is identical or very similar to work done previously.” Arthur D. LittleMaximize use of existing parts & documentsEasy retrieval of standard itemsClassification structures…allocation of parts to classes and groups

36. Questions

37. Hands-OnCreate & maintain the Bill of Information:Part-to-part, part-to-document, document-to-document relationships (item-to-item)Compound document component relationshipsProduct components—including material, mechanical, electronic, software, and documentationCreate & maintain configuration variationsVersions and effectivitiesOptions, alternates, substitutionsMultiple product structure viewsBrowsing and reportingWhere-usedBOM explosionsSelective queries ...

38. Configuration Management& Change Management

39. The Change ProcessCollecting Problems, Concerns, SuggestionsExecuting Changes to Documentation & Scheduling IntroductionMaking & Tracking Business DecisionsProblem Report ProcessChange Request ProcessChange Execution Process

40. The Change ProcessChange RequestChange NotificationConcern/IncidentChange OrderProblem Report ProcessChange Request ProcessChange Execution Process

41. Part Baselines, Revisions, VersionsCompletedChangeChange is only possible in the context of an approved change order/note.Execution of the change creates a new ‘baseline’ApprovedReleaseApprovedChangeRev 3 (or C)Status = ReleasedBaselineRev 2 (or B)Status = ReleasedBaselineRev 1 (or A)Status = ReleasedDrawing (or CAD model) iteration in the context of a change.These are file versionsRev 0Status = PreliminaryTime

42. When it goes wrong….Non-ComplianceDifferences between as-designed & as-builtNo audit trailProblems with service itemsUndocumented changeWaste (Scrap, Re-work, Unused stock)Continue to produce unwanted designIncreased CostsPeople avoid formal change processIncreased Administrative OverheadDelays ChangeSerial processManual & BureaucraticHold-up & DelaysChangeNo Where UsedImpact of change poorly understoodNot transparentUnanticipated Cost

43. Configuration ManagementConfiguration Management is all about keeping the documents (including requirements) that define that product properly synchronized with the physical product (including the performance of the product) throughout its lifecycle i.e. life-time.The CMII approach builds on this philosophy and, amongst other things, emphasises the need to ‘accommodate’ change and not simply to control it. This is important

44. Change ManagementThe formal process that controlsthe creation of changes the approval of changes the activities associated with applying the approved changes to the affected product information

45. Doesn’t mean every change goes to CCBControlling Change Across the LifecycleChangesControlCost of ChangeStage Gates

46. Closed-loop Change Actions entering the process remain open until proper decisions are made and intended results achieved…Change PlanningEventProblemIncidentQuality IssueApprove ChangeAssess ChangeChange RequestAffected Parts REV A -> B etcDocumentsReview ResultsAssign ChangeExecute ChangeChange Execution

47. Fast TrackChange ManagementSimple, low-risk changes don’t require same controls as high risk changes.Individuals (not boards or groups of individuals e.g. CRB’s or CCB’s) agree & effect change

48. When it goes right….Shorter change cycle time Less people & lower labor cost.Quicker to MarketLess administrative resource required to manage & run the change management process.Less disruption to unaffected people, more focus on affected people.Information can flow efficiently to target recipients across national boundaries.Information can flow to multiple targets recipients concurrentlyUp to date status infoInformation goes directly to affected people at right time.All relevant info & affected parts attached to changeAccurate impact analysis cost predictionsFollows person (not desk-bound)ChangeImmediate (electronic) routing of change related informationTransparency & traceability over decision making processInformation can follow target recipients to different locations (web based interface)

49. Workshop ScenarioFast TrackTick box, where the originator can request that the change be fast trackedChange #PriorityChange TitleProblem #Priority for Review (some kind of scoring system, 1, 2, 3 or High, Medium, Low)Problem DescriptionProposed SolutionThe numbers of the PRs that will be closed by the ECRTechnical CommentsWhat engineering management think about the proposed changePiece Cost ImpactTooling Cost ImpactTiming FactorsInventory ImpactAny pertinent information about the timing of any change introduction e.g. a pending model year introduction etc)Purchasing CommentsAffected Part(s) The part number of the affected part(s)Status

50. Typical Change Request WorkflowFast Track ApproveFast Track ApproveInitial ReviewTech ReviewPurchasing ReviewManufacturing ReviewCCB ReviewStartApprovedReviewNot ApprovedMore info req’dRejectMore info req’dFurther investigationDo studyAdd comments to tech review field.Attach concept sketchesEstablish piece cost impactAdd piece cost information to formAdd purchasing commentsCheck form completenessCheck for similar changesReview affected partsEstablish tooling cost impactAdd tooling cost information Assess inventory impactAdd inventory information to formReview change request & disposition.Make business decision

51. Questions

52. Hands-OnSequential, parallel, conditional stepsVoting rules and time-outsNotification and distributionAudit processes and actions “triggers”Notes and comments collected

53. Surplus Slides

54. Fast Track123HECR #Priority123JSHDECR TitleProblem #Problem DescriptionJHSJH DG SKDKJHNBProposed SolutionJHSJH DG SKDKJHNBTechnical CommentsJHSJH DG SKDKJHNBPiece Cost ImpactTooling Cost Impact£0.99£10kTiming FactorsJSHDInventory ImpactJSHDPurchasing CommentsJHSJH DG SKDKJHNBAffected Part(s)ABC123R1GHJ568R5

55. PLM ImplementationRisks & Challenges

56. Risks & ChallengesAs with any strategic IT initiative, the potential benefits from PLM are substantial but managing PLM initiatives effectively is vital to success. While some PLM initiatives add tremendous value to organisations, others fail to deliver the expected benefits and may actually destroy value.Why?

57. Risks1Disconnect between the PLM initiative & the organisation’s strategy and business issues

58. Risks2Poorly defined PLM process & technology roadmap

59. Risks3Poor understanding of the total software procurement budget required to deliver the full PLM technology roadmap

60. Risks4Poor PLM process-technology alignment

61. Risks5Risk 5 - Poor understanding of implementation services costs required to deliver the full PLM technology roadmap

62. Risks6Underestimating cultural change factors

63. Risks7Inadequate User Methods Development & User Education

64. What is PLMDefinitions, terminology