The document discusses the integration of Product Lifecycle Management (PLM) and Enterprise Resource Planning (ERP) systems to enhance collaboration in value-added activities during new product implementation. It outlines the interactions between engineering and manufacturing, emphasizing the role of 3D modeling and the management of engineering and manufacturing bills of materials. Successful integration offers strategic advantages, including improved cost management and streamlined processes across product development and operational phases.

1. PLM – ERP Integration
Towards Synchronous collaboration*1: Streamlining value
added activities from first definition to Steady State
*1 SMT Surface Mount Technology – « Collaborate: Design to Manufacture »
Based on PTC PLM and SAP ERP

2. Preliminary Words
Examples worked on this documents are taking reference from
relevantly chosen fictitious datas. Others were were taken from the
website of the providers and reworked towards its adequate use in
context, in my perceptions:
In every case, the information included hereby are here to provide an
overview of the world of PLM using 3D as a common media throughout
the organization. Nothing more, Nothing less. Your input is greatly
welcomed.

3. Objective
 Understand how engineering value chain can enable all actors of the
business to focus on value added activities over the development of
the NPI*.
 Focus on CAD-PLM-ERP IS architecture using full 3D medias during
the NPI lifecycle for full enablement of work packages shares
*NPI New Product Implementation
http://www.ptc.com/appserver/wcms/standards/fileothumbred
irect.jsp?&im_dbkey=43550&icg_dbkey=841
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4. Agenda
1. Definitions
1.A PDM in PLM
1.B PLM & ERP
2. Business Context
2.A PLM-ERP Overall view in NPI
2.B What is an EBOM? What is a MBOM?
2.C Who owns Configuration?
2.D Engineering Change Management - ECM
2.E PLM-ERP interactions over A/C development
3. NPI Overview
3.A. Content Management
 3.A.1 CAD to Content Management
 3.A.2 Content Management
3.B. Product Development
 3.B.1 Content Management – Product Development
 3.B.2 Product Development
3.C. Process Development
 3.C.1 Product Development – Process Development
3.D. Build up to Steady-State Operations
 3.D.1 ERP enablement for Steady State Operations
4. Example of a unified « PLM-ERP » for NPI development – Siemens
5. Summary

5. 1.A PDM in PLM
 Product Lifecycle Mngt is based onto a strong Product
Data Mngt covering Creation, Management and Release
of Products datas.
Source : SolidWorks Enterprise PDM

6. 1.B PLM & ERP
 PLM IS Solutions meets a business strategy to share digital datas from design
to servicing in a constant environment of change, up to maturity in the
context of horizontal integration (Extended Enterprises Community)
 ERP sets up a robust and continuous frame of operations for steady state
around the physical product.
PLM/ERP needs a clear business vision.
• Customization vs Mass-production
• Complexity of products
• Market Strategies & Customer Profiling

7. Constraints: Links &
2. Business context
Kinematics
Volume Definition &
location in Reference
systems
CAD Product
Structure
Logistic
Value
Chain
Engineering Value
Chain
Engineering
Value Chain
Production Development
Process Processes
With a clear & consistent business vision, PLM enables to step back from
complex engineering structures, and reframe concerns in the whole value chain

8. 2.A PLM-ERP interactions for NPIs
ESI Enterprise Systems Integration
WIP Work In Progress
CAD Computer Aided Design
EBOM Engineering Bill of Materials
MBOM Manufacturing Bill of Material
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9. 2.B What is an EBOM? What is a MBOM?
 EBOM is the engineering bill of material, i.e. all designed components
(fasteners, parts, sub-assembly,…) required to create the engineering
assembly.
 MBOM is the manufacturing bill of material, with all parts, and consumables
required to effectively build the assembly as per design.
• MBOM can differ from EBOM by the division of components
(ease of manufacturing) and includes consumables, like
packaging materials, tools user manuals, printed guided.
 The trend, from Airbus A400M program, is to reconciliate both into one
BOM: the EBOM. The whole assembly configuration aimed to be fully
owned by the design office. What does it mean?
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10. 2.C Who owns the configuration?
AS AS
AS QUOTED AS COSTED AS DESIGNED AS PLANNED AS BUILT
DOCUMENTED MAINTAINED
Program Mgt Program Mgt Engineering Matls Mgt Mfg
Config Mgt Field Svc
Paper Parts WBS Printout or Printout or Printout or Printout or Printout or
List Screen Screen Screen Screen Screen
File WBS CADCAM Mfg
Cabinet database Parts List BOM
File File ? ? ?
Engineering
Change
Notice

11. 2.D Engineering Change Management – ECM
& Configuration Status Accounting
 ECO, ECR, ECN are engineering change orders, requests, notes that request
changes on the « As something » product during its development.
 From initial design, changes can be thought to evolve in a 4F dimensions that defines
the possible impacts to the organization (from design to manufacturing &
procurement):
• Function: What does the change do?
• Form: What does it look like?
• Fit: How does it interface?
• Fee: What do we charge for it?
 PLM solutions aim to fully integrate, on an unique platform, the various stakeholders
of the programme for collaboration during the change process.
 Once released, the ECN tells us:
• What & Why is the product definition changing?
• How & when the change will be implemented?
• Who have tasks assigned to carry out the change?
• Where are the documents for this change?
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12. 2.E PLM-ERP uses in A/C deployment
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7
Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
Serial
Design & Concepts Validation Prototype & Industrialization Certification & Serialization
Life
Critical Major Equip. Proto Serial Start Serial H/C 1st 1st
Proto Proto 1st Type
Interfaces Interfaces Interfaces Power Design Final flight H/C
Design Release flight Certif.
Release Release Release ON Release Assembly Delivery
MG MG MG MG MG MG MG MG
3.2 4 5 6.1 7 9 12 13
PDR
CDR
Content Management
Product Development
Process Development
CAD-PLM
ERP

13. 3. Review of IS interactions over NPI Cycle

14. 3.A Content Management
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7
Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
Serial
Design & Concepts Validation Prototype & Industrialization Certification & Serialization
Life
Critical Major Equip. Proto Serial Start Serial H/C 1st 1st
Proto Proto 1st Type
Interfaces Interfaces Interfaces Power Design Final flight H/C
Design Release flight Certif.
Release Release Release ON Release Assembly Delivery
MG MG MG MG MG MG MG MG
3.2 4 5 6.1 7 9 12 13
Content Management
• Agree with Design Partners
interface wing/fuse –
wing/engine
• Consolidate mature DO
product structure
• Digital Tests (FEA,
Aerodyn.)
CI DS1
DS2
R&R
P&W
CAD to Windchill

15. 3.A.1 CAD – Content Mngt
Tasks
Define interfaces and overall geometry
Organization Define overall product structure (PLM-wise)
Enable DO suppliers to design their
equipments (constrained « black box » from
design into CAD environment)
PLM-ERP interactions
Requirement for an integral Visualization of
Product & Info Attributes at an early stage to
enable feedbacks from lessons learnt from
previous NPI now in the ERP
DO Design Office
PLM Product Lifecycle Management
ERP Enterprise Ressource Planning
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16. 3.A.2 Content Management
Tasks
Design part contents (sub-assy & assy) in details
Review/Accept design from design partners
Organization Carry out digital tests analysis (FEA* Stress, tol. )
Manage Maturity of Drawings (« Release» -
« WIP »)
Set up COS* with suppliers
Carry out operations test (Work enveloppe
meeting customer specifications)
PLM-ERP interactions
Translate DO product structure into ERP
overall WBS (No drawing, only BOM,
identifiers and metadatas)
Transfer & Translate into ERP design COS
FEA Finite Elements Analysis
COS Conditions of Supply
from partners & Suppliers
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17. 3.B Product Development
2011 2012 2013 2014 2015 2016 2017
Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
Serial
Design & Concepts Validation Prototype & Industrialization Certification & Serialization
Life
Critical Major Equip. Proto Serial Start Serial H/C 1st 1st
Proto Proto 1st Type
Interfaces Interfaces Interfaces Power Design Final flight H/C
Design Release flight Certif.
Release Release Release ON Release Assembly Delivery
MG MG MG MG MG MG MG MG
3.2 4 5 6.1 7 9 12 13
Content Management Product Development
• Agree with Design Partners • Engineering Change (Digital,
interface wing/fuse – Physical & Software)
wing/engine • Update of interface with
• Design to release mature design partners
DO product structure • Definition of Tools &
• Digital Tests (FEA, Assembly Sequences
Aerodyn.) • Detailed specs of long lead
times items
CI DS1 ASO 1
ASO 2
DS2
+Tools
+Metrology
R&R +Quality
P&W +BOM
CAD to Windchill Windchill to SAP

18. 3.B.1 Content Management – Product Devt
Tasks
Incorporate change requests from
downstreams feedbacks (Manufacturing,
Jigs&Tools, Procurement Org.) in design
Organization CAD
Certify designed parts for prototypes, to
assess physical specs, & ensure virtual
product meets customers requirements
Define parts required for product
assembly (J&T), SOW to tooling providers
PLM-ERP interactions
DO product structure translated into
workable WBS structure in ERP
As there is a transfer of info between 2 IS
systems, requirement for an additional
check to ensure consistency btw PLM and
ERP WBS architecture
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19. 3.B.2 Product Development
Tasks
Define & Update WBS details, with ressources
required, on ERP (Ressources like Manning,
Tools, Time, Budget Code)
Agreement on SOW & Bidding specs to
Organization procure physical parts
Handle maturity of Design Solutions after
DFMRP
Tools Reception & Certification
PLM-ERP interactions
ERPPLM: -MM Materials Creation & Updates
(Suppliers Code/ Cat. Of materials)
-CO Definition & Update of controls accounts –
PP Transfer (EBOM) to SAP (MBOM) for long
lead times items
PLMERP: -Transfer of parts costing info. From
ERP to PLM
-ERP-PLM info consolidation
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20. 3.C Process Development
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7
Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
Serial
Design & Concepts Validation Prototype & Industrialization Certification & Serialization
Life
Critical Major Equip. Proto Serial Start Serial H/C 1st 1st
Proto Proto 1st Type
Interfaces Interfaces Interfaces Power Design Final flight H/C
Design Release flight Certif.
Release Release Release ON Release Assembly Delivery
MG MG MG MG MG MG MG MG
3.2 4 5 6.1 7 9 12 13
Content Management Product Development Process Development
• Agree with Design Partners • Engineering Change (Digital,
• Build up on ERP all Assembly Stage
interface wing/fuse – Physical & Software)
Operations in Manufacturing WBS
wing/engine • Update of interface with
• Release ASO to PO for production
• Design to release mature design partners
• Certification of Tooling
DO product structure • Definition of Tools &
• Change enablement with production
• Digital Tests (FEA, Assembly Sequences
• Training of Operators
Aerodyn.) • Detailed specs of long lead
• Certification of « as built » wing to « As
times items
designed » Specs
CI DS1 ASO 1
ASO 2
DS2
+Tools
+Metrology
R&R +Quality
P&W +BOM
CAD to Windchill Windchill to SAP SAP to Production

21. 3.C.1 Product Development – Process
Development
Tasks
Suppliers & Internal Manuf. Quality (Metrology..)
Organization Update process with mods from change Produce
prototypes components for test
Certification of Tools & Training of Production
Workforce
Include COS into ERP procurement process
Agree CDS with internal Business partners
PLM-ERP interactions
PLMERP
Update & Refine WBS activities with
ressources on ERP (Manning, Tools, Time,
Budget Code)
PP: MBOM updates, Compile ASO content
from drawings notes, tools & eBOM.
PO: release PO from ASO for 1st production
ASO Assembly Stage Operation ERPPLM
PO Production Order - 21 -
CDS Component Delivery Specification Status of operations/Process

22. 3.D. Steady State Operations
 The NPI project now has fully mature products and processes for production:
 NPI enabled for high volumes production of physical products
 Customization enabled to customers requirements
 Integrate support of live product (Servicing – Maintenance)
 Handles large quantities of specific transaction (ERP mode)
 Financials (Consolidation & Budget Review)
 Procurement
 Logistics
 Quality
 Refurbishing Operations from flight tests

23. 3.D.1 ERP enablement to Steady-State
Operations
Tasks
Organization Mature Logistics Flo
Maintenance of Tools
Certification of Wing with external
regulations (Static, Fatigue Specimens +
Flying Prototype)
Refurbish Parts missing certification gate
PLM-ERP interactions
Certification that the latest PLM info
are enabled in production via the ERP
Validation of Refurbishing and Mods
enabled in production on real products
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24. 4. Example of an unified PLM
architecture - Siemens
Modular
Segments -
Storage of
info. cPDM*1
- Extended
Ent. Collab
- Future IS
extension
- Knowledge
mngt modules
PIM*2 Mngt
*1 – cPDM: Collaborative Product Data/Definition Management Layers to
*2 - PIM: Product & Information Management
Source: A CIMdata White Paper – Teamcenter « unified » - Siemens
access
information
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25. 5. Summary - I
PLM are enabling to streamline value added activities during the development of a new product through
collaboration of the business ressources around adequate & updated information.The engineering value added
chain has critical impacts for highly- customized/complex design products.
PLM-ERP integration is a long term strategic vision that can increase values of products contents and
processes for the business overall, if an overall business IS roadmap & business strategy*1 are well defined:
• set up Clear positionning on Master Data Management, where does it lie?
• To understand & share Business and Process Workflow in very transverse org.
• Fit within the business
• Handle Chance consistently & efficiently
• Extended Enterprises Collaboration & Harmonization – Intellectual Property
• Architecture of the IS solutions (modular?) & Scalability
IS Business solutions of best in class businesses start from PLM-ERP integration before integration with other
business processes*2 (SCM, CRM,…).
*Source:
1.Ten Questions to ask PLM solutions suppliers – A CIMData White Paper – August 2010
2. Integrating PLM & ERP Research Brief – Aberdeen Group – June 2008

26. 5. Summary - II
As complexity of design is stream-lined through collaboration with all the business, Budget and
Costing can enable Product Cost Management metrics to effectively control the development.
Developments on PLM are now carried out to link cost management over product development:
ERP covers historical costs and transactions of existing product
PLM covers new product introduction, with possibly new parts that have no cost est..
How to account for cost via Activity Based Budgeting and Costing at all stages of the product
lifecycle is the next PLM challenge, i.e. to enable Cost Management Collaboration, from
engineering costs to manufacturing costs.
Example: From most CAD softwares, geometric cost drivers & cost controls points, aPriori
develops product cost management systems from design to manufacturing.
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