The document presents a presentation by Marcel Croonen and Jos Voskuil on Product Lifecycle Management (PLM), addressing its value, characteristics, and the steps needed for successful implementation. Jos Voskuil shares his experiences and insights into PLM's benefits, such as innovation, efficiency, quality, and improved time-to-market, while emphasizing the necessity of executive sponsorship and stakeholder involvement in the process. Additionally, the document briefly describes the BWIR-Korade partnership and its offerings in the context of PLM and ERP solutions.

1. Jagan Thiruvazhi Marcel Croonen
Presents
“A PLM Bite Before Lunch”
with Jos Voskuil
Mar 29, 2012
Jos Voskuil

2. Agenda
 Welcome & Introduction by Marcel Croonen 5 min
 “PLM Bite Before Lunch” by Jos Voskuil 25 min
 About BWIR-Korade partnership by Jagan 5 min
 Q&A 10 min

3. Welcome & Introduction
Jos Voskuil is an independent
PLM expert and thought leader
with 20+ years experience in
implementing, guiding and
coaching PLM projects.
Jos shares through his blog, www.virtualdutchman.com, experiences from
encounters in the PLM field. He helps companies and PLM vendors to
bridge the gap of understanding each other’s worlds

4. A PLM Bite Before Lunch - Jos Voskuil
Making the case for PLM

5. A formal definition of PLM
• Bring products faster to market
• Less iterations – lower prototype costs
• Better communication between
departments
• Better collaboration / sourcing with
suppliers
• Lower compliance efforts and costs
• Select the right potential products
• Respond better to customer and
market demands
• Innovate – create the opportunity

6. PLM – the basics
Intellectual
Property

7. PLM and ERP – complementary roles
Slide from tech-clarity: closing loop product innovation erp plm

8. PDM versus PLM – PDM characteristics
Product Data Management
 Boosted by 3D CAD
 Departmental solution
 ‘Easy’ to implement

9. PDM versus PLM – PLM characteristics
Product Lifecycle Management
 IT and Business Strategy
 Connecting and sharing
 Requires change  difficult to implement

10. Making the case for what ?
 Innovation
 Time to Market
 Efficiency
 Quality
 …………..

11. Extended PDM or Innovation oriented ?

12. Making the case for “Efficiency”
 PLM reduces manual processes
 Visibility of data across the enterprise
 Reduce errors and design iterations

13. Making the case for “Quality”
 Assure standard processes
 Work with the right data
 Integrate requirements
 Connect field / customer data

14. Making the case for “Innovation”
 Identify opportunities in an early stage
 Connect to the customer
 Spend time and energy in early development

15. Making the case for “Time-to-Market”
….. a combination of all

16. And upcoming cases for PLM…..
 Knowledge capturing: aging workforce
 Managing the digital explosion

17. Intermediate summary
 PLM value drivers are diffuse
 PLM benefits vary per company (business)
And some misunderstandings
 PLM is not just automate how we worked before
 PLM is not OOTB (out of the box)

18. Intermediate summary
1
2
3

19. Step 1: Build the vision
 Does the management want the
organization to change ?
 Where do we want to be in
5 years from now ?
WHO: The Management
You – challenging the management
Consultants – helping the you and the
management

20. Step 2: Understand the vision
 Share and discuss the vision – make it your
mantra – make it known inside the company
 Imagine the implementation of the vision
 Start collecting proof points (measure)
 Explore the world (PLM congresses, Social Media, Consultants,
PLM vendors, IT trends)
WHO:
Management / Middle management
PLM champion(s) / Thought Leaders

21. Step 3: Understand the vision
 Map the vision to reality:
 Alignment / Efficiency / Quality
 Time to market ?
 Customer centric ?
 Innovation ?
 What are the relevant KPIs?
 Decide on your type of PLM platform
WHO: Management / Middle management / IT
PLM champion(s) / potential PLM implementation
partners / vendors

22. Can you make the case ?
 Step 1 to 3 are mandatory steps for
success, but ….
Now it is time for commitment !
 Will there be active executive sponsorship ?
 Will there be a champion / project team ?

23. Next steps
After
you cannot fail, if you do not respect the do’s and don’t s from a regular implementation, which with a lot of technology, products, politics,
financial impact, outside intervention and vision storing can become a huge effort for an implementation team to maintain but at the end it is a rewarding job to implement PLM and
bring a company to the next stage Most product companies begin with a manual paper-based engineering change process. In these configuration management (i.e., "document control")
systems, change forms are documents that describe the change, list the items that are affected by the change, and provide for authorized people to approve the change. In a PLM software
system, these functions are still important. In addition, the automated system will actually release or cancel items as directed by the change's contents and perform cost estimates. The
PLM software also provides convenient real-time links to the affected items, their parent assemblies, and attached electronic data files such as CAD drawings, specifications and budget
worksheets. Engineering change process overview The purpose of any change control process is to manage the evolution of a product from the current approved configuration to a new
approved configuration. And, by definition, an "approved configuration" includes all of the product data necessary to reliably create the product. The Institute of Configuration
Management defines its change process (CMII1) as a means to accommodate change accommodate the reuse of standards and best practices ensure that all requirements (all released
information) remain clear, concise and valid communicate (1), (2) and (3) to each user promptly and precisely ensure that results conform to the requirements in each case. Engineering
change process forms A change form describes an intended or actual action affecting a product's documentation and/or parts. You can specify related information, such as Whether a
change affects the actual release or cancellation of an item The disposition of the affected items Who will be reviewing and approving the change, and who will be notified after the
change has been approved A cross-reference to preceding or related changes Electronic file attachments that describe rework instructions, cost impact or other information necessary to
ensure that the change is adequately reviewed and implemented. Implementing and non-implementing changes An implementing change form (sometimes called a "permanent change"
form) is the vehicle for executing the release and/or cancellation of a set of affected items.

24. Step 4: Securing the change – Do’s / Don’ts
 Do’s :
 Keep the vision all time in the picture
 Small steps – give the organization time to
adjust
 Involve the users, but lead the change
 Communicate and sell internal

25. Step 4: Securing the change – Do’s / Don’ts
 Don’ts:
 Think PLM is an IT project
 Think a PLM product feature is a solution
 Believe customization is solving the change
 Believe it is easy and in the cloud

26. Conclusions
 Build the vision and motivation
 Realize PLM is change – create the enthusiasm
and support but do not undermine company culture
 Select a partner, somebody who understands your
business needs and has a proven track record
 Scope should be well defined and understood
 Use pilot projects – step by step

27. About BWIR-Korade partnership
Jagan Thiruvazhi

28. About BWIR & Korade
Global technology & engineering solutions Europe-based solutions provider focussed on
provider for discrete manufacturing services around Infor suite of ERP solutions
Over 50 enterprise implementations across Strong understanding of both technology and
.....
PLM, ERP and CAD for global clients client business processes
Strategic product alliances with PLM and ERP Consistent delivery of value to clients through
OEMs & implementation expertise ERP expertise & implementation

29. BWIR-Korade Partnership -
Offerings & Benefits to Clients
PDM/PLM
Consulting &
Suite of Services
Local access,
Engineering cost-efficient
Services delivery
Enterprise Comprehensive
Solutions business
ERP, CRM, BI solutions
End-To-End
Business, Engineering & Technology
Solutions