Com produtos cada vez mais conectados e inteligentes o gerenciamento do ciclo de serviço se apresenta como uma das principais metodologias para controle, entendimento e satisfação do consumidor. Conheça um pouco mais sobre as soluções Siemens que irão revolucionar a nossa relação com os produtos que nos cercam.
O documento discute as principais mudanças na sétima edição do Guia PMBOK, incluindo o reconhecimento de três abordagens de gerenciamento de projetos (preditiva, adaptativa e híbrida), a mudança do foco de entregas para entregas e resultados, e a mudança dos processos para princípios. O documento também fornece exemplos de como uma abordagem híbrida pode ser usada na prática.
[1] Brainstorming é uma dinâmica de grupo que permite explorar a criatividade para encontrar soluções para problemas. [2] Pode ser usado para desenvolver novos produtos, campanhas de publicidade, melhorar processos e gerir projetos. [3] Seus benefícios incluem fomentar pensamento criativo e inovação, encorajar participação de todos e gerar muitas ideias rapidamente.
O documento apresenta uma introdução à análise de processos em organizações, abordando sua importância e estratégias para estudo de processos, incluindo coleta de dados, representação gráfica e análise. Fluxogramas são apresentados como ferramenta importante para mapear processos.
On the 20th Anniversary of the book "Learning to See" Mike Rother and Jeff Liker reflect on what they've learned about turning value stream maps into reality. In the community of Toyota Kata practitioners, VSM has evolved to fill a particular role (as described in this SlideShare) rather than being a thing unto itself. TK practitioners tend to use VSM *within* the context of a way of striving for goals - i.e., within TK's scientific way of working and thinking. (Note: You can download the PowerPoint slides via www.tinyurl.com/VSMslides)
Lean thinking is based on over two centuries of manufacturing improvement. It aims to improve efficiency by targeting and reducing waste and non-value added activities through identifying value-adding activities from the customer's perspective, categorizing all activities, breaking processes down, and streamlining non-value added activities. The main types of waste are overproduction, waiting time, transport, over-processing, inventory, motion, defects, and unused employee skills. Lean principles focus on specifying value, identifying all process steps, removing barriers to smooth and continuous flow, and continuously improving to achieve perfection.
The A3 form is used to document the Plan-Do-Check-Act (PDCA) cycle for problem solving on a single page. It provides a template to systematically address root causes of problems in a rigorous way. The A3 form was pioneered by Toyota and can be used to report project status or guide problem solving in the workplace through documenting the PDCA cycle.
O documento discute as principais mudanças na sétima edição do Guia PMBOK, incluindo o reconhecimento de três abordagens de gerenciamento de projetos (preditiva, adaptativa e híbrida), a mudança do foco de entregas para entregas e resultados, e a mudança dos processos para princípios. O documento também fornece exemplos de como uma abordagem híbrida pode ser usada na prática.
[1] Brainstorming é uma dinâmica de grupo que permite explorar a criatividade para encontrar soluções para problemas. [2] Pode ser usado para desenvolver novos produtos, campanhas de publicidade, melhorar processos e gerir projetos. [3] Seus benefícios incluem fomentar pensamento criativo e inovação, encorajar participação de todos e gerar muitas ideias rapidamente.
O documento apresenta uma introdução à análise de processos em organizações, abordando sua importância e estratégias para estudo de processos, incluindo coleta de dados, representação gráfica e análise. Fluxogramas são apresentados como ferramenta importante para mapear processos.
On the 20th Anniversary of the book "Learning to See" Mike Rother and Jeff Liker reflect on what they've learned about turning value stream maps into reality. In the community of Toyota Kata practitioners, VSM has evolved to fill a particular role (as described in this SlideShare) rather than being a thing unto itself. TK practitioners tend to use VSM *within* the context of a way of striving for goals - i.e., within TK's scientific way of working and thinking. (Note: You can download the PowerPoint slides via www.tinyurl.com/VSMslides)
Lean thinking is based on over two centuries of manufacturing improvement. It aims to improve efficiency by targeting and reducing waste and non-value added activities through identifying value-adding activities from the customer's perspective, categorizing all activities, breaking processes down, and streamlining non-value added activities. The main types of waste are overproduction, waiting time, transport, over-processing, inventory, motion, defects, and unused employee skills. Lean principles focus on specifying value, identifying all process steps, removing barriers to smooth and continuous flow, and continuously improving to achieve perfection.
The A3 form is used to document the Plan-Do-Check-Act (PDCA) cycle for problem solving on a single page. It provides a template to systematically address root causes of problems in a rigorous way. The A3 form was pioneered by Toyota and can be used to report project status or guide problem solving in the workplace through documenting the PDCA cycle.
The Toyota Way document outlines the philosophy and principles that guide Toyota's continuous improvement system. It discusses two key areas: continuous improvement and respect for people. The 14 principles that comprise the Toyota Way are organized into four sections: philosophy, process, people and partners, and problem solving. The overarching goals are to eliminate waste, level production, build quality into processes, and develop a culture of learning and improvement.
Kaizen is a Japanese philosophy of continuous improvement of processes in manufacturing, engineering, and business management. It originated with Toyota in the 1950s and was popularized in the Western world by Masaaki Imai in the 1980s and 1990s. Kaizen focuses on continual small improvements through standardized work and identifying and addressing problems to minimize waste and costs, increase safety and efficiency, and improve customer satisfaction. When implemented successfully, kaizen results in major benefits to businesses through faster delivery, lower costs, and greater customer satisfaction.
Este documento fornece uma visão geral do processo de desenvolvimento de produto, discutindo tópicos como a estrutura do processo, identificação de oportunidades, avaliação de projetos e planejamento de recursos. O autor apresenta sua experiência e descreve as principais etapas e desafios do desenvolvimento de novos produtos.
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
O documento apresenta sete ferramentas da qualidade que podem ser utilizadas para auxiliar nas tomadas de decisão: 1) Brainstorming para gerar ideias; 2) Diagrama de fluxo para representar processos; 3) Diagrama de Pareto para priorizar problemas; 4) Diagrama de causa e efeito para analisar relações causais; 5) Carta de tendência para monitorar sistemas ao longo do tempo; 6) Indicadores para medir desempenho e definir metas; 7) Exemplos e exercícios para aplicação prática das fer
To get better at scientific thinking begin with these Starter Kata, and build on them once you master their patterns. Instructions for each Starter Kata (and much more) are in the 'Toyota Kata Practice Guide.' Download and use these PowerPoint slides if you like.
Como solucionar problemas em um mercado complexo
A criação e aquisição cada vez mais rápidas de produtos, serviços e plataformas de comunicação têm exigido de empresas e profissionais abordagens mais práticas e ágeis, que se moldem facilmente aos contextos dinâmicos e novas demandas dos usuários.
O Design Thinking é um processo que transporta as ferramentas das escolas de design para diversos segmentos, como administração de empresas e escolas de negócio, a fim de facilitar o entendimento de cenários complexos e a proposição de soluções inovadoras, com foco nas necessidades das pessoas (consumidores, equipes, fornecedores, usuários, etc).
Vamos trazer uma introdução ao Design Thinking, mostrando cada uma de suas fases e como suas ferramentas são utilizadas por grandes empresas para entender seus consumidores e promover a inovação em produtos e serviços.
The document discusses the Document Development Life Cycle (DDLC), which is a sequential process that technical writers use to create well-structured technical documents. The DDLC includes requirements analysis, project design, content development, editing, publishing, and content maintenance. It aims to establish a baseline methodology for creation, ensure documents are well-defined and structured, and improve productivity. Each phase involves gathering information, designing the document structure, writing content, reviewing for errors, publishing the document, and later maintaining and updating it with new information.
In this slide presentation we will examine the 5S Methodology. This methodology provides a sound structure to proceed with any project, professional or personal. Please Like It and Share It with your community.
O documento descreve a filosofia e metodologia Kaizen de melhoria contínua de processos. Apresenta o Instituto Kaizen, fundado por Masaaki Imai para ajudar organizações na implementação de processos de melhoria sustentada. Detalha os princípios de Kaizen como envolvimento de todos, melhoria diária em todos os setores visando satisfação do cliente e produtividade.
This document discusses Six Sigma, which aims to reduce variability in business processes. It defines Six Sigma as a statistical term representing 3.4 defects per million opportunities. The document outlines the benefits of Six Sigma, such as generating sustained success, enhancing customer value, and accelerating improvement. It also describes the DMAIC methodology, which is a five-step approach for process improvement involving Define, Measure, Analyze, Improve, and Control phases.
O documento descreve o sistema Kanban, criado pela Toyota em 1953 para controlar a produção e evitar desperdícios. Kanban usa cartões para autorizar a produção de itens conforme a demanda, puxando materiais apenas quando necessário e mantendo estoques mínimos. O sistema visa melhorar a produtividade através do controle visual do fluxo de produção.
The document provides an overview of Lean Six Sigma Green Belt training being offered by the County Executive Office. It introduces key concepts that will be covered in the training, including challenges faced by government, Lean and Six Sigma principles and tools, and an overview of the County's Service Excellence Program which uses continuous improvement methods. The training will help participants develop skills in areas such as facilitation, team building, and Lean Six Sigma thinking to identify and implement process improvements within their own work areas. The syllabus outlines lessons that will cover topics like defining processes, measuring performance, analyzing problems, and improving and controlling processes using Lean tools.
You might have heard of Lean – Toyota & Boeing are among the best exponents of Lean thinking, but it’s used by almost all of the top 1000 blue chip companies to drive effectiveness. Simplistically, Lean involves studying all of the activities carried out during delivery of a product or service, improving those that add value and eliminating those that don’t. By identifying discontinuities and poorly coordinated or unproductive activities throughout the delivery team and supply chain Lean can eliminate waste and improve value.
Lean Project Management is the theme of the March 16 Norfolk Branch event to be held at the Norfolk Record Office. Here two experienced Lean Practitioners; Stephen Pearson and David Butcher, will provide you with an insight as to how Lean can help your own business and will give you some tools and ideas that can be used immediately to make a difference in your own organisation.
The document discusses the key stages in engineering design and new product development processes:
1) The conceptual stage involves defining the problem, requirements, constraints and potential solutions at a high level. This stage has the lowest cost but highest impact on the final product's lifecycle costs.
2) The technical feasibility stage confirms that a solution can meet requirements through testing while identifying any barriers. This stage determines around 85% of lifecycle costs.
3) Later stages include development of prototypes, commercial validation, full production, product support, and eventual disposal. Concurrent engineering approaches integrate these stages to speed development and reduce costs.
Engineering change management webinar april 2013John Cachat
1) Engineering change management is a critical but often poorly defined and executed process for managing changes to products and ensuring compliance. It typically involves four steps - change request, change notice, change order, and change verification.
2) Automating the engineering change management process can provide benefits like faster time to market, lower costs, reduced inventory waste, improved decision making, and increased compliance. However, many companies still rely on tools like Excel and lack an integrated process view.
3) The presentation proposes developing a single, integrated engineering change management process supported by enterprise software. This could help organizations more effectively engage stakeholders, reduce variation, eliminate waste, and increase profits on new products.
Teamcenter is a product lifecycle management (PLM) software developed by Siemens that helps manage a product from inception through production. It features visualization, collaboration, reporting and analytics tools as well as integrated material management, search capabilities, security, file management and multi-site support. Teamcenter is used across industries like aerospace, automotive, manufacturing, consumer goods, healthcare, electronics, energy and more to manage product data, enable design sharing and reuse, maximize productivity and streamline global operations through flexible deployment options.
Plural Technology provides PLM consulting and implementation services. They have over 150 personnel with experience implementing Windchill, ARAS, and Agile PLM solutions. Plural works with partners to deliver PLM projects using proven methodologies while maintaining high quality and communication standards.
The Toyota Way document outlines the philosophy and principles that guide Toyota's continuous improvement system. It discusses two key areas: continuous improvement and respect for people. The 14 principles that comprise the Toyota Way are organized into four sections: philosophy, process, people and partners, and problem solving. The overarching goals are to eliminate waste, level production, build quality into processes, and develop a culture of learning and improvement.
Kaizen is a Japanese philosophy of continuous improvement of processes in manufacturing, engineering, and business management. It originated with Toyota in the 1950s and was popularized in the Western world by Masaaki Imai in the 1980s and 1990s. Kaizen focuses on continual small improvements through standardized work and identifying and addressing problems to minimize waste and costs, increase safety and efficiency, and improve customer satisfaction. When implemented successfully, kaizen results in major benefits to businesses through faster delivery, lower costs, and greater customer satisfaction.
Este documento fornece uma visão geral do processo de desenvolvimento de produto, discutindo tópicos como a estrutura do processo, identificação de oportunidades, avaliação de projetos e planejamento de recursos. O autor apresenta sua experiência e descreve as principais etapas e desafios do desenvolvimento de novos produtos.
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
O documento apresenta sete ferramentas da qualidade que podem ser utilizadas para auxiliar nas tomadas de decisão: 1) Brainstorming para gerar ideias; 2) Diagrama de fluxo para representar processos; 3) Diagrama de Pareto para priorizar problemas; 4) Diagrama de causa e efeito para analisar relações causais; 5) Carta de tendência para monitorar sistemas ao longo do tempo; 6) Indicadores para medir desempenho e definir metas; 7) Exemplos e exercícios para aplicação prática das fer
To get better at scientific thinking begin with these Starter Kata, and build on them once you master their patterns. Instructions for each Starter Kata (and much more) are in the 'Toyota Kata Practice Guide.' Download and use these PowerPoint slides if you like.
Como solucionar problemas em um mercado complexo
A criação e aquisição cada vez mais rápidas de produtos, serviços e plataformas de comunicação têm exigido de empresas e profissionais abordagens mais práticas e ágeis, que se moldem facilmente aos contextos dinâmicos e novas demandas dos usuários.
O Design Thinking é um processo que transporta as ferramentas das escolas de design para diversos segmentos, como administração de empresas e escolas de negócio, a fim de facilitar o entendimento de cenários complexos e a proposição de soluções inovadoras, com foco nas necessidades das pessoas (consumidores, equipes, fornecedores, usuários, etc).
Vamos trazer uma introdução ao Design Thinking, mostrando cada uma de suas fases e como suas ferramentas são utilizadas por grandes empresas para entender seus consumidores e promover a inovação em produtos e serviços.
The document discusses the Document Development Life Cycle (DDLC), which is a sequential process that technical writers use to create well-structured technical documents. The DDLC includes requirements analysis, project design, content development, editing, publishing, and content maintenance. It aims to establish a baseline methodology for creation, ensure documents are well-defined and structured, and improve productivity. Each phase involves gathering information, designing the document structure, writing content, reviewing for errors, publishing the document, and later maintaining and updating it with new information.
In this slide presentation we will examine the 5S Methodology. This methodology provides a sound structure to proceed with any project, professional or personal. Please Like It and Share It with your community.
O documento descreve a filosofia e metodologia Kaizen de melhoria contínua de processos. Apresenta o Instituto Kaizen, fundado por Masaaki Imai para ajudar organizações na implementação de processos de melhoria sustentada. Detalha os princípios de Kaizen como envolvimento de todos, melhoria diária em todos os setores visando satisfação do cliente e produtividade.
This document discusses Six Sigma, which aims to reduce variability in business processes. It defines Six Sigma as a statistical term representing 3.4 defects per million opportunities. The document outlines the benefits of Six Sigma, such as generating sustained success, enhancing customer value, and accelerating improvement. It also describes the DMAIC methodology, which is a five-step approach for process improvement involving Define, Measure, Analyze, Improve, and Control phases.
O documento descreve o sistema Kanban, criado pela Toyota em 1953 para controlar a produção e evitar desperdícios. Kanban usa cartões para autorizar a produção de itens conforme a demanda, puxando materiais apenas quando necessário e mantendo estoques mínimos. O sistema visa melhorar a produtividade através do controle visual do fluxo de produção.
The document provides an overview of Lean Six Sigma Green Belt training being offered by the County Executive Office. It introduces key concepts that will be covered in the training, including challenges faced by government, Lean and Six Sigma principles and tools, and an overview of the County's Service Excellence Program which uses continuous improvement methods. The training will help participants develop skills in areas such as facilitation, team building, and Lean Six Sigma thinking to identify and implement process improvements within their own work areas. The syllabus outlines lessons that will cover topics like defining processes, measuring performance, analyzing problems, and improving and controlling processes using Lean tools.
You might have heard of Lean – Toyota & Boeing are among the best exponents of Lean thinking, but it’s used by almost all of the top 1000 blue chip companies to drive effectiveness. Simplistically, Lean involves studying all of the activities carried out during delivery of a product or service, improving those that add value and eliminating those that don’t. By identifying discontinuities and poorly coordinated or unproductive activities throughout the delivery team and supply chain Lean can eliminate waste and improve value.
Lean Project Management is the theme of the March 16 Norfolk Branch event to be held at the Norfolk Record Office. Here two experienced Lean Practitioners; Stephen Pearson and David Butcher, will provide you with an insight as to how Lean can help your own business and will give you some tools and ideas that can be used immediately to make a difference in your own organisation.
The document discusses the key stages in engineering design and new product development processes:
1) The conceptual stage involves defining the problem, requirements, constraints and potential solutions at a high level. This stage has the lowest cost but highest impact on the final product's lifecycle costs.
2) The technical feasibility stage confirms that a solution can meet requirements through testing while identifying any barriers. This stage determines around 85% of lifecycle costs.
3) Later stages include development of prototypes, commercial validation, full production, product support, and eventual disposal. Concurrent engineering approaches integrate these stages to speed development and reduce costs.
Engineering change management webinar april 2013John Cachat
1) Engineering change management is a critical but often poorly defined and executed process for managing changes to products and ensuring compliance. It typically involves four steps - change request, change notice, change order, and change verification.
2) Automating the engineering change management process can provide benefits like faster time to market, lower costs, reduced inventory waste, improved decision making, and increased compliance. However, many companies still rely on tools like Excel and lack an integrated process view.
3) The presentation proposes developing a single, integrated engineering change management process supported by enterprise software. This could help organizations more effectively engage stakeholders, reduce variation, eliminate waste, and increase profits on new products.
Teamcenter is a product lifecycle management (PLM) software developed by Siemens that helps manage a product from inception through production. It features visualization, collaboration, reporting and analytics tools as well as integrated material management, search capabilities, security, file management and multi-site support. Teamcenter is used across industries like aerospace, automotive, manufacturing, consumer goods, healthcare, electronics, energy and more to manage product data, enable design sharing and reuse, maximize productivity and streamline global operations through flexible deployment options.
Plural Technology provides PLM consulting and implementation services. They have over 150 personnel with experience implementing Windchill, ARAS, and Agile PLM solutions. Plural works with partners to deliver PLM projects using proven methodologies while maintaining high quality and communication standards.
The document discusses Delphi's implementation of Teamcenter Community (TcC) from pilots to full production use. It describes how TcC was piloted successfully within different divisions to enable collaboration. It then outlines the project to purchase licenses, install TcC on Delphi-owned servers, migrate pilot data, and administer TcC for expanded use across multiple divisions. The goals were to transition from a rental pilot setup to a fully supported production system integrated with Delphi's IT infrastructure and security.
Product lifecycle management (PLM) is the process of managing a product throughout its lifecycle including conception, design, manufacture, and disposal. PLM integrates people, processes, data and systems to provide a centralized product information backbone for companies. PLM software from companies like Siemens and Omnify provide a single source of truth for all product data and ensure the correct parts are ordered and produced according to approved documentation. PLM benefits include reduced time to market, improved quality, and ability to quickly identify sales opportunities.
This document discusses Siemens' application management services for product lifecycle management (PLM). It provides an overview of PLM and the key business drivers for adopting it. It then explains why managing a PLM application landscape is important as complexity, interoperability, maintenance, and changes need to be addressed. The document outlines Siemens' application management services which aim to drive efficiency, evolve performance, and empower competitiveness through a transformational journey. It provides examples of service offerings tailored to different business needs and describes Siemens' global delivery model and end-to-end PLM solutions across the IT value chain.
This document discusses trends in product lifecycle management (PLM). It defines PLM as managing the lifecycle of a product from concept to end of life, including design, simulation, manufacturing, and support. The document also notes key trends in PLM including cloud computing, out-of-the-box solutions, standards, social and mobile collaboration, and how consumer IT is driving innovation. Challenges for PLM implementations include fully addressing revision management, customer response, problem solving, cost reduction, and regulatory compliance.
This presentation discusses applying product lifecycle management (PLM) systems on the cloud. It covers the increasing adoption of cloud computing, both drivers and barriers to cloud adoption. The presentation then provides an overview of Aras Spectrum, a PLM system designed for the cloud, including its capabilities to enable globally scalable and portable PLM-as-a-service deployments. Specific scenarios where cloud-based PLM may provide benefits are also examined, such as rapid deployments, global supply chain management, and disaster preparedness through automatic data replication across regions.
PLM Innovation Congress 2011: PLM and Engineering Software Trends Oleg Shilovitsky
The document discusses future trends in engineering software. It notes that mobile devices are becoming equivalent to laptops for work. Social technologies will be increasingly important for collaboration. Open source software will become more prominent in enterprises. Cloud computing will continue to be confusing to implement. Engineering data will be distributed across networks rather than centralized databases. PLM solutions may not be necessary if the essential functions can be achieved more simply and at lower cost through alternative approaches. The conclusion is that "no PLM" does not mean the end of product lifecycle management, but that the goals of PLM may be achieved through different and more flexible means.
Adopting and Managing Teamcenter 8 at WagstaffRick Stavanja
This is a case study in the challenges we faced at Wagstaff in migrating our Mechanical and Manufacturing Engineering groups from our legacy custom PDM & document control systems to Teamcenter 8. We’ll address our strategies for data migration, CAD integration, customization, training, and support, as well as the reasons we took the direction we did. Lastly, we’ll talk about how we work with our corporate IT team to implement our methodologies for managing Teamcenter.
Dassault systemes enovia multi cad 2012David Segal
This document summarizes ENOVIA xCAD, a product from Dassault Systemes that enables multi-CAD collaboration. It integrates mechanical and electrical CAD applications for design data management, multi-CAD collaboration, and 3D visualization. The solution supports collaboration across various CAD tools including Autodesk, PTC, Siemens, Bentley and Cadence. It manages CAD data across the enterprise and value stream through processes like BOM, compliance and suppliers. The document outlines key capabilities and use cases to facilitate manufacturers' multi-CAD strategies and provides metrics on productivity improvements customers have achieved with ENOVIA xCAD.
Michael Craffey presented on ENOVIA SmarTeam and V6 Readiness. He discussed what V6 readiness is, the benefits of preparing for the transition to V6, and the various paths companies can take to migrate from CATIA V5 to V6 depending on their current setup. He also covered challenges companies may face in the transition and emphasized starting planning early and getting help.
This document provides instructions and download links for Dassault Systemes CATIA V6 R2012x software with a crack by SSQ to remove licensing restrictions. It notes the system requirements including a 64-bit CPU, 8GB RAM, and Windows 64-bit to run the Enovia server software. Instructions are given to install the Enovia server, replace the license server with SSQ's cracked version, and then install the 32-bit or 64-bit CATIA client software depending on the computer system. Registration on the forum is required to access the direct download links.
This document provides best practices for presales professionals to use when preparing for and delivering product demonstrations. It emphasizes the importance of discovery to understand the customer's needs and pain points. It also stresses preparing a customized demo tailored for the client by knowing their business and processes. When delivering the demo, the recommendation is to use a "tell-show-tell" approach where the presenter explains key points, shows relevant features, and then summarizes to keep the customer engaged. The document includes several case studies of past client demos that were both successful and unsuccessful, highlighting lessons learned.
The document discusses the process of new service development. It begins by defining what a service is and the differences between goods and services. It then outlines the types of new services and describes the new service development process. This includes front-end planning, idea generation, concept development and evaluation, business analysis, implementation through testing, commercialization, and post-introduction evaluation. The key steps involve reviewing business strategy, developing a new service strategy, generating and screening ideas, developing service concepts, evaluating concepts with customers and employees, analyzing business factors, testing the service, launching it commercially, and ongoing evaluation.
Presales plays an important role in an organization beyond just booking meetings and editing proposals. It requires energy, enthusiasm, and passion around the clock to understand customers, gain domain knowledge, know competitors, own the bid management process, and effectively manage customer visits. The role requires both marketing and sales skills to differentiate services, build branding, and fuel the presales engine to help drive sales. Presales representatives must read extensively, understand customers' needs and budgets, map solutions to requirements, and make customers feel important through effective visit management.
The document discusses the product life cycle, which consists of four stages: introduction, growth, maturity, and decline. Each stage is characterized by different sales volumes, costs, profits, and marketing objectives. The introduction stage involves building product awareness at high costs and negative profits. Growth sees rapidly rising sales through expanded distribution and lower prices. Maturity reaches peak sales with efforts to maximize profits and defend market share. Finally, decline has falling sales and profits as the product is phased out.
The document discusses product life cycle management from concept development through commercialization, maturity, and end of life. It covers integrating product life cycle management with related areas like new product development, supply chain management, and customer relationship management. Key aspects of PLM include managing all product data and changes throughout the life cycle, integrating data across systems, and collaborating with internal and external stakeholders.
The document discusses managed services and managed service providers. It describes how MSPs can provide defined IT services to clients to help manage things like multiple locations, large workforces, specialized skills, and rising costs. Key benefits to clients include peace of mind from 24/7 monitoring, single points of contact, lower total costs of ownership, and more value from services. Key benefits to MSPs include more business contracts, increased revenue per user, and providing added value to clients. Typical MSP architectures include data centers, provisioning managers, monitoring servers, and application servers. Managed services can improve agility, reduce costs, improve focus on processes over technology, and increase reliability, scalability, security, and sustainability.
This document discusses the need for integrated service parts management systems. It notes that original equipment manufacturers are increasingly focusing on after-sales service as new equipment sales decline. Effective service parts management requires connecting various systems for real-time information exchange across the product lifecycle. However, generic supply chain solutions are not sufficient due to the unique needs of service parts planning and logistics. An integrated system is needed to optimize service parts visibility, inventory, distribution and fulfillment to improve customer service and maximize profits.
TCS Cloud Plus Service Manager is a cloud-based IT service management tool that provides automated solutions for the entire IT service management lifecycle. It facilitates comprehensive service management and helps drive process efficiency and agility. The solution integrates key IT operations and service management processes, providing visibility into IT services to demonstrate their value while ensuring security and compliance.
1. The document discusses service design basics in ITSM, including the importance of adopting standardized approaches to service design.
2. Key aspects of service design covered include identifying business requirements, designing service solutions, management systems, technologies, processes, and metrics.
3. Effective service design requires taking a holistic approach and balancing functionality, resources, and timelines while working within constraints from business strategies, budgets, regulations, and standards.
The document provides an overview of ITIL (IT Infrastructure Library), including its background, core concepts, and service lifecycle framework. ITIL is a best practice framework for IT service management that was published by the UK government. It describes five stages of the service lifecycle - service strategy, design, transition, operation, and continual service improvement. Each stage involves key processes to manage the planning, delivery, and improvement of IT services. The document also outlines some important ITIL roles and qualifications.
CEM (Customer Experience Management) focuses on managing the customer experience from the customer's perspective, taking a more holistic view than CRM. Key drivers for CEM include market maturity, economic trends, new technologies, and changes in customer behavior and preferences. Implementing an effective CEM program requires coordination across the organization and can follow the CMMI maturity framework with focus on people, processes, systems, and governance. CEM builds upon CRM processes and aims to improve customer satisfaction by understanding what is important to customers.
This document provides an overview of PTC's Service Lifecycle Management (SLM) strategy and portfolio. It discusses how PTC SLM solutions can help organizations transform their service business by improving profitability, increasing revenue, and growing customer value. The document outlines challenges currently faced by service leaders and how PTC SLM addresses these challenges through specialized solutions that are product-smart and service-smart. It also provides examples of how specific PTC solutions have helped organizations like Trane and GE Aviation improve their service operations.
CRM Development Process - MechlinTech.pptxMitchell Marsh
The CRM (Customer Relationship Management) development process involves designing and implementing a system that effectively manages a company's interactions with current and potential customers. This process includes several key phases: needs assessment, system selection or custom development, data migration, system integration, user training, and ongoing support and optimization. Each phase is critical to ensure the CRM system aligns with business objectives, enhances customer satisfaction, and drives growth. By meticulously planning and executing these steps, businesses can develop a robust CRM system that streamlines operations, improves customer insights, and fosters long-term relationships.
Managed ITSM Services discusses how adopting a managed services provider model can help IT transform to better align with business needs by focusing on service value rather than technological value. It maps the five domains of ITIL V3 - service strategy, service design, service transition, service operation, and continual service improvement - to specific managed services. Adopting this model and integrating individual work practices in the context of a shared service delivery model can help IT and business develop a symbiotic relationship and drive operational excellence.
FuturEdge is a comprehensive set of business-led services from CSC that helps organizations modernize their application portfolios and maintain business and IT alignment over the long term. The services are delivered in three phases - Shape, Transform, and Manage. In Shape, CSC assesses applications and plans the modernization roadmap. In Transform, applications are technically modernized following the roadmap. In Manage, the application portfolio is governed and optimized on an ongoing basis to ensure continued alignment with business goals. FuturEdge provides a modular framework that organizations can use to improve business agility, reduce costs, and better manage risks associated with aging IT systems.
Implement ServiceNow ITSM to automate your IT workflows.pdfAelum Consulting
ServiceNow ITSM (IT Service Management) systems smoothly manage all incidents, changes, and requests. Through adaptability to the future cloud-centric, process-based, and silo-busting ITSM options, companies can gain complete control over all operational parts of their IT operations. It improves your IT organization's operating model. You get a faultless customer experience at lower costs, in response to a versatile and expandable solution that performs better and quicker, with a far shorter time to solve.
Why you really need a SIAM tooling strategy Steve Morgan
Service Integration & Management (SIAM) is the term applied to IT Operating Models which cater for a multi-vendor strategy. If you are adopting a SIAM approach, this presentation will help you develop your underpinning tooling strategy
The document provides an overview of Service Design according to ITIL. It discusses how Service Design translates strategic plans into service specifications and designs to be implemented through Service Transition and Operations. Key aspects of Service Design include designing new or changed services, service management systems, technology architecture, processes, and metrics. The document also covers topics like service portfolio and catalog management, sourcing approaches, key Service Design processes, and elements of Service Level Agreements.
Three steps-to-selecting-a-plm-system-white-paperCBX Software
There are a number of factors to consider when selecting a PLM system, including the return on investment, readiness of internal processes, scalability, integration, ease of use and more.
For over 18 years, we have supported large brands and retailers such as Safeway, Kmart, Migros, Lidl, Carrefour and many others with product lifecycle management and related systems.
Before you select a system or look at upgrading your current one, we hope you will have a look at our white paper on how to select a PLM system.
Please visit our company website to have more information:
http://www.coresolutions.com/
Or give us some comments:
http://www.coresolutions.com/request-a-callback/
This document provides an overview of ITIL (Information Technology Infrastructure Library), including its origins, core concepts, benefits, and widespread adoption. ITIL is a framework for IT service management that was developed in the 1980s by the UK government to promote best practices. It consists of five core publications that cover the service lifecycle from strategy to continual improvement. Implementing ITIL's standardized processes can help organizations improve efficiency, alignment with business needs, service quality, and gain a common language for discussing IT services. Thousands of large companies across various industries have adopted ITIL in whole or in part.
ESM Webinar Series Part 2 | The Keys to Optimal ESM are Automation and Integr...Cprime
The webinar discussed optimizing enterprise service management (ESM) through automation and integration. It emphasized identifying value streams to understand service delivery end-to-end and ensure optimal collaboration. Automating repetitive tasks and integrating systems can increase efficiency and customer satisfaction by streamlining processes like onboarding, requests, and approvals. Key takeaways included focusing on high-value activities, quantifying service delivery, and coordinating teams through automation and data sharing between tools.
Employ ServiceNow ITSM to streamline your IT Workflows.pdfAelum Consulting
ServiceNow ITSM, a modern cloud-based solution, improves overall performance for your company by potentially revolutionizing processes while increasing employee and client engagement.
SpaceX uses NX, Femap, and Teamcenter software to create a managed development environment for its rockets. This allows SpaceX to virtually model entire rockets in NX, collaborate effectively between teams, and leverage design data for manufacturing and marketing. Using this environment has resulted in a 50% productivity improvement and enabled SpaceX to develop the first privately operated liquid-fuel rocket to deliver a commercial satellite to orbit at a cost that is one-third of other options.
Este documento convida parceiros da UNIMEP e do IAR para participarem de um workshop sobre Indústria 4.0 que será realizado em 13 de junho de 2016 na UNIMEP. A programação inclui palestras sobre visões da Siemens, análise de fluxo de valor, manufatura avançada, pesquisa e desenvolvimento nesta área, programação robótica e aplicações do Google Glass na indústria.
O documento anuncia cursos de extensão universitária e pós-graduação em tecnologia mecânica na Faculdade de Tecnologia Mecatrônica da Escola Armando de Arruda Perreira em São Caetano do Sul, com início em 18 de julho de 2015, fornecendo contatos da secretaria e coordenação.
A Faculdade SENAI de Tecnologia Mecatrônica irá oferecer cursos de extensão universitária sobre a ferramenta de software NX da Siemens para modelagem 3D, montagem de conjuntos, usinagem de superfícies complexas e simulação de engenharia; os cursos poderão ser aproveitados para a obtenção de um título de pós-graduação e ajudar profissionais a adquirir novas competências.
The document discusses NX Automotive Supplier bundles which provide automotive design tools using NX software. The bundles are prepackaged and competitively priced in three tiers - Entry, Engineering and Advanced Engineering bundles. Each tier provides a complete solution with increasingly advanced design capabilities. The bundles include tools for modeling, drafting, validation, sheet metal design, routing, simulation and data management to support automotive design processes.
For manufacturing companies, controlling product costs is essential for competitiveness. Teamcenter software provides an integrated platform for managing costs throughout the entire product lifecycle. It enables cost analysis and optimization early in development when changes have the greatest impact. Teamcenter offers standardized costing methods, cost models, and transparency into cost drivers to help companies meet cost targets and maximize profits.
Conheça a resposta da Siemens para a demanda de próteses ortopédicas customizadas e como é possível automatizar o processo desde a captura da imagem do paciente até o projeto, fabricação e planejamento cirúrgico da prótese ou implante.
Leia este estudo de caso, oferecido pela Siemens PLM Software, para dar o próximo passo em direção a tomada de decisões mais inteligentes e a construção de melhores produtos.
O documento discute a importância da excelência no projeto para o produto final, propondo uma plataforma PLM para melhoria contínua através da integração entre as etapas de projeto, produção, lançamento e medição. A força de trabalho pode mudar de reativa para preditiva com a definição adequada do processo e do projeto de produto. Contatos para obter mais informações são fornecidos no final.
Veja com a Integradora Magna Steyr Introduziu um novo carro em uma linha existente sem causar impacto validando digitalmente a linha antes de qualquer alteração utilizando o Tecnomatix.
O Solid Edge ST6 traz diversos aprimoramentos para melhorar a experiência de modelagem síncrona, projeto de superfícies estilizadas, componentes de chapa metálica e montagens complexas, permitindo que empresas projetem produtos melhores e concluam projetos de forma mais rápida.
Este treinamento ensina como migrar do ambiente ordered para a tecnologia síncrona utilizando o Solid Edge ST6 em 8 horas. O curso ensina os conceitos básicos da tecnologia síncrona, modelagem, modificação simultânea de peças e geração de detalhes no Solid Edge ST6.
A Comil Ônibus implementou soluções da Siemens PLM para integrar suas engenharias de desenvolvimento e produto, centralizando atividades em um único ambiente e otimizando fluxos de trabalho. Isso reduziu o tempo de projeto em mais de 50% e erros em 70%, dobrando a produtividade sem aumentar a equipe.
The document summarizes new capabilities in Siemens' Tecnomatix digital manufacturing software release 11, including improvements to manufacturing process planning, work instructions, layout planning, and dimensional variation analysis. Key enhancements allow users to more efficiently plan manufacturing processes, validate designs for manufacturability earlier, integrate process data with the shop floor, and reduce dimensional variation. The software supports smart, fast, lean manufacturing.
Veja como é possível programar robôs de maneira fácil e pratica utilizando o RobotExpert da Siemens PLM. Todas as tarefas de pick and place, solda a arco, polimento entre outras podem ser estudados e otimizados de maneira offline ao robô, e so depois de validadas entregues na linha.
Software Engineering and Project Management - Software Testing + Agile Method...Prakhyath Rai
Software Testing: A Strategic Approach to Software Testing, Strategic Issues, Test Strategies for Conventional Software, Test Strategies for Object -Oriented Software, Validation Testing, System Testing, The Art of Debugging.
Agile Methodology: Before Agile – Waterfall, Agile Development.
Use PyCharm for remote debugging of WSL on a Windo cf5c162d672e4e58b4dde5d797...shadow0702a
This document serves as a comprehensive step-by-step guide on how to effectively use PyCharm for remote debugging of the Windows Subsystem for Linux (WSL) on a local Windows machine. It meticulously outlines several critical steps in the process, starting with the crucial task of enabling permissions, followed by the installation and configuration of WSL.
The guide then proceeds to explain how to set up the SSH service within the WSL environment, an integral part of the process. Alongside this, it also provides detailed instructions on how to modify the inbound rules of the Windows firewall to facilitate the process, ensuring that there are no connectivity issues that could potentially hinder the debugging process.
The document further emphasizes on the importance of checking the connection between the Windows and WSL environments, providing instructions on how to ensure that the connection is optimal and ready for remote debugging.
It also offers an in-depth guide on how to configure the WSL interpreter and files within the PyCharm environment. This is essential for ensuring that the debugging process is set up correctly and that the program can be run effectively within the WSL terminal.
Additionally, the document provides guidance on how to set up breakpoints for debugging, a fundamental aspect of the debugging process which allows the developer to stop the execution of their code at certain points and inspect their program at those stages.
Finally, the document concludes by providing a link to a reference blog. This blog offers additional information and guidance on configuring the remote Python interpreter in PyCharm, providing the reader with a well-rounded understanding of the process.
Mechatronics is a multidisciplinary field that refers to the skill sets needed in the contemporary, advanced automated manufacturing industry. At the intersection of mechanics, electronics, and computing, mechatronics specialists create simpler, smarter systems. Mechatronics is an essential foundation for the expected growth in automation and manufacturing.
Mechatronics deals with robotics, control systems, and electro-mechanical systems.
DEEP LEARNING FOR SMART GRID INTRUSION DETECTION: A HYBRID CNN-LSTM-BASED MODELijaia
As digital technology becomes more deeply embedded in power systems, protecting the communication
networks of Smart Grids (SG) has emerged as a critical concern. Distributed Network Protocol 3 (DNP3)
represents a multi-tiered application layer protocol extensively utilized in Supervisory Control and Data
Acquisition (SCADA)-based smart grids to facilitate real-time data gathering and control functionalities.
Robust Intrusion Detection Systems (IDS) are necessary for early threat detection and mitigation because
of the interconnection of these networks, which makes them vulnerable to a variety of cyberattacks. To
solve this issue, this paper develops a hybrid Deep Learning (DL) model specifically designed for intrusion
detection in smart grids. The proposed approach is a combination of the Convolutional Neural Network
(CNN) and the Long-Short-Term Memory algorithms (LSTM). We employed a recent intrusion detection
dataset (DNP3), which focuses on unauthorized commands and Denial of Service (DoS) cyberattacks, to
train and test our model. The results of our experiments show that our CNN-LSTM method is much better
at finding smart grid intrusions than other deep learning algorithms used for classification. In addition,
our proposed approach improves accuracy, precision, recall, and F1 score, achieving a high detection
accuracy rate of 99.50%.
Height and depth gauge linear metrology.pdfq30122000
Height gauges may also be used to measure the height of an object by using the underside of the scriber as the datum. The datum may be permanently fixed or the height gauge may have provision to adjust the scale, this is done by sliding the scale vertically along the body of the height gauge by turning a fine feed screw at the top of the gauge; then with the scriber set to the same level as the base, the scale can be matched to it. This adjustment allows different scribers or probes to be used, as well as adjusting for any errors in a damaged or resharpened probe.
Prediction of Electrical Energy Efficiency Using Information on Consumer's Ac...PriyankaKilaniya
Energy efficiency has been important since the latter part of the last century. The main object of this survey is to determine the energy efficiency knowledge among consumers. Two separate districts in Bangladesh are selected to conduct the survey on households and showrooms about the energy and seller also. The survey uses the data to find some regression equations from which it is easy to predict energy efficiency knowledge. The data is analyzed and calculated based on five important criteria. The initial target was to find some factors that help predict a person's energy efficiency knowledge. From the survey, it is found that the energy efficiency awareness among the people of our country is very low. Relationships between household energy use behaviors are estimated using a unique dataset of about 40 households and 20 showrooms in Bangladesh's Chapainawabganj and Bagerhat districts. Knowledge of energy consumption and energy efficiency technology options is found to be associated with household use of energy conservation practices. Household characteristics also influence household energy use behavior. Younger household cohorts are more likely to adopt energy-efficient technologies and energy conservation practices and place primary importance on energy saving for environmental reasons. Education also influences attitudes toward energy conservation in Bangladesh. Low-education households indicate they primarily save electricity for the environment while high-education households indicate they are motivated by environmental concerns.
Build the Next Generation of Apps with the Einstein 1 Platform.
Rejoignez Philippe Ozil pour une session de workshops qui vous guidera à travers les détails de la plateforme Einstein 1, l'importance des données pour la création d'applications d'intelligence artificielle et les différents outils et technologies que Salesforce propose pour vous apporter tous les bénéfices de l'IA.
Open Channel Flow: fluid flow with a free surfaceIndrajeet sahu
Open Channel Flow: This topic focuses on fluid flow with a free surface, such as in rivers, canals, and drainage ditches. Key concepts include the classification of flow types (steady vs. unsteady, uniform vs. non-uniform), hydraulic radius, flow resistance, Manning's equation, critical flow conditions, and energy and momentum principles. It also covers flow measurement techniques, gradually varied flow analysis, and the design of open channels. Understanding these principles is vital for effective water resource management and engineering applications.
Software Engineering and Project Management - Introduction, Modeling Concepts...Prakhyath Rai
Introduction, Modeling Concepts and Class Modeling: What is Object orientation? What is OO development? OO Themes; Evidence for usefulness of OO development; OO modeling history. Modeling
as Design technique: Modeling, abstraction, The Three models. Class Modeling: Object and Class Concept, Link and associations concepts, Generalization and Inheritance, A sample class model, Navigation of class models, and UML diagrams
Building the Analysis Models: Requirement Analysis, Analysis Model Approaches, Data modeling Concepts, Object Oriented Analysis, Scenario-Based Modeling, Flow-Oriented Modeling, class Based Modeling, Creating a Behavioral Model.
Digital Twins Computer Networking Paper Presentation.pptxaryanpankaj78
A Digital Twin in computer networking is a virtual representation of a physical network, used to simulate, analyze, and optimize network performance and reliability. It leverages real-time data to enhance network management, predict issues, and improve decision-making processes.
2. Highly-engineered products with long useful lives usually are
very valuable to both the companies that buy them and the
companies that service and support them. Getting the most
from those products means maximizing availability and
reliability. For the end customer, a nonoperational machine,
airplane, generator or train means lost revenue that is not
recoverable. As customers look to maximize the value of
their investment in products, manufacturers and service
providers are looking for a stable, profitable revenue stream
from after-sales service. This focus on service leads to the
need to develop a service lifecycle management (SLM)
strategy.
For manufacturers, making the SLM strategy part of an over-
all product lifecycle management (PLM) vision is critical to
addressing a demanding array of challenges. Many of these
challenges are also faced by third-party service providers:
• Leverage engineering, manufacturing and service data.
Manufacturers must leverage their design/build knowledge
to establish a market advantage when they compete as
service providers. Service results must be communicated
back to engineering to improve product offerings
• Implement service-level and performance-based contracts.
Customers expect more. Use of service contracts that
measure performance issues beyond conventional hourly
rate and parts replacement metrics now include
availability/reliability and organizational performance
factors that reflect a better understanding of products,
parts, supply chain and service activity
• Reduce service cycle time and costs. Service teams must
reduce turnaround time as well as the number of service
events needed to resolve issues
• Increase service team productivity. Service organizations
have limited resources in the form of qualified technicians,
tools and parts. Getting the most of these resources helps
increase profitability and capacity
• Maximize operational availability and reduce unscheduled
downtime. Products must remain operational as long as
possible
• Ensure compliant and complete service. Products must be
serviced in a way that complies with industry and company
standards
To meet these challenges for manufacturers, service
providers and owner/operators, Siemens PLM Software intro-
duces a unified approach to SLM and PLM that fulfills the
vision and strategy for both. Teamcenter® software
addresses service as an integral process of the entire product
lifecycle. This unified approach enables manufacturers to
consider product-as-a-platform-for-service and empowers
service providers with a single source of knowledge and
process to manage, plan and execute services.
Business challenges
22
3. Introducing Teamcenter SLM solutions
Teamcenter solutions enable manufacturers, owners and
service organizations to support complex products with a
service management environment. Companies can use this
PLM-enabled, configuration-driven environment and the
following Teamcenter solutions to communicate physical
product definitions and maintenance information within a
service-oriented context that facilitates the accurate and
rapid performance of multiple service functions:
• Service asset management (SAM) provides total visibility
into configuration and service knowledge for complex
long-life physical products (assets), including each asset’s
status and service history. Service event management
enables capture of the results of service activities
performed in-house or outsourced elsewhere in the service
value chain. The service dashboard provides insight into
metrics necessary to effectively manage for commitments
such as performance-based logistics (PBL) and service-level
agreement (SLA) contracts
• Service planner enables organizations to develop detailed
maintenance plans that form the basis for proactive service
operations using preventive-, conditional- and reliability-
based service models. Service planner can also be used to
develop in-depth overhaul and decommission plans
• Service scheduler provides creation of work orders from
plans or ad hoc demands as well as visibility into service
schedules, allowing optimization of resources and service
events to improve turnaround time and asset availability
• Service technician brings service information, instructions
and task assignments to the technician to execute service
tasks accurately, capturing service and asset information
that improves first-time fix rates and reduces asset
downtime
• Content management enables organizations to author and
publish service documentation that can be configured and
delivered to the point of need specific to the asset and end
user to reduce service errors
• Reporting and analytics allows organizations to examine
operational information so they can discern trends in asset
performance and reliability, as well as track and analyze
asset and organizational key performance indicators (KPIs)
By managing service information in a secure web-native PLM
environment, you can use Teamcenter to facilitate a faster,
more coordinated service response. Teams can access this
service knowledge at anytime from anywhere.
By providing PLM core capabilities such as workflow, change,
document and configuration management capabilities,
Teamcenter enables service teams to work with engineering
teams in closed-loop processes that drive today’s optimized
inventory, warranty improvement and build-in initiatives. In
addition, best practices and lean processes can be imple-
mented and tracked across the entire service chain.
By deploying community-oriented collaboration capabilities
across a PLM environment, Teamcenter empowers widely
dispersed service technicians to visually exchange ideas in
real-time conferences, share applications and translate their
point-of-service concerns into re-usable intellectual capital.
3
4. What makes Teamcenter
SLM solutions special?
Factor Differentiation
Configuration-
driven service
As product configurations evolve into as-maintained asset configurations, manufacturers and
service teams have a compelling requirement to maintain configuration control, ensure regulatory
compliance and tightly integrate their operations with product engineering. Teamcenter
configuration-driven service capabilities provide the PLM platform for meeting this need.
By capturing, organizing and accessing asset information within the context of its configuration,
organizations can rapidly and accurately improve service planning and execution activities.
Organizations can leverage Teamcenter to establish feedback loops that bring the service concerns
of field technicians to the product and service engineers who develop and support today’s complex
products.
Teamcenter enables service teams to understand an asset’s ongoing requirements and compliance
constraints. By leveraging a configured structure, service organizations can retain and access all of
the information about an asset within a service-related context including inspection reports, devia-
tions, maintenance procedures, service requirements and lifecycle limits. Teamcenter also provides
the complete history of the asset along with associated support information and monitored parts.
Proven PLM
platform
Teamcenter-driven PLM solutions are used to manage much of intellectual capital that defines
today’s highly complex assets before they reach the in-service stage. Teamcenter is uniquely posi-
tioned to link existing product and engineering data to service operations, and use those same
capabilities to empower other aftermarket service organizations.
Scalability and
openness
Teamcenter provides modular and highly scalable solutions that enable companies to address their
highest business priorities first, without sacrificing security or performance. Organizations can
deploy Teamcenter one step at a time in a phased approach that ensures rapid return-on-invest-
ment (ROI). Teamcenter-driven PLM environments can be expanded in seamless increments to sat-
isfy the needs for growth, technology enhancement or service-team integration.
Teamcenter-driven SLM solutions are delivered on an open PLM platform that protects investment
while facilitating vendor independence. This open platform allows organizations to integrate
Teamcenter with other mission-critical systems, as well as to rapidly accommodate new service
providers and other partners.
Comprehensive
lifecycle
coverage
Teamcenter SLM solutions are part of the larger Teamcenter PLM portfolio of digital lifecycle
management solutions. Organizations that own product responsibility from concept planning to
end-of-life disposition can leverage Teamcenter to manage their entire product lifecycle.
Product teams can incorporate service and reliability requirements determined during the product
development cycle and feed these requirements to service organizations to properly develop
objectives and procedures.
Similarly, service teams can capture operational observations (such as mean time between failure,
time-for-service procedures, failure codes and operational logs) and feed this information back to
improve products and service.
4
5. Delta
As
required
As
conceived
As
designed
As
planned
As
built
As
supported
As
delivered
As
operated
As
maintained
Systems
engineering Concept
Manufacturing
planning
Manufacturing
productionEngineering Logistics
Customer
acceptance Operations Service
Performance
Operations
Producibility
Design to
cost/
Lifecycle
cost
Maintenance
Supportability
Reliability
Availability
PBL metrics
Nastran
Finite
element
modeling
Eng BOM
Geometry
M BOM
Shop
floor
manager
Shop work
breakdown
structure
Work
instructions
MES
Serialized
parts
Deviations
SWBS
closeout
Functional
configuration
audit
O & M
Tasks
Skills
Hours
Parts
Tools
Materials
IETMs and
tech
manuals
Product
structure
Physical
configuration
audit
Serialized
part
numbers
Baseline
configuration
data
Asset
master
record
update
Log book
Environment
Malfunction
MTBF
Performance
problems
Damage
Time/life
limited
FRACAS
Asset master
records
Plan
maintenance
Reserve
parts
Functional
and
configuration
fault isolation
Work cards
Work flow
Execute
Maintenance
history
Predicted
performance,
reliability and
maintainability
Engineering changes
(service bulletins,etc.)
Engineering orders
under change management
Reporting
and
analytics
Actual
performance,
reliability and
maintainability
Operational feedback
PLM backbone
5
6. Facilitating total asset visibility
and lifecycle collaboration
The Teamcenter service asset management
solution provides a single source of service
data that supports manufacturers as well as
physical product service providers with the
knowledge they require to be effective in
their portions of the lifecycle. For the manu-
facturer, SAM bridges the gaps between
product engineering, manufacturing, logis-
tics and services with a single knowledge
source that improves collaboration in any
direction of the product lifecycle.
The service provider utilizes SAM to manage
information anywhere it originates in the
service value chain to support service opera-
tions. SAM provides service insight via dash-
boards and reports into product, asset and
process performance metrics that are critical
to achieve commitments, such as PBL and
SLA contracts.
Service asset management captures,
manages and provides data and metrics
on a wide range of operational knowledge
including:
• Configuration information that describes
the complete status and history of an
asset, such as removal/replacement of
tracked components and operational
utilization characteristics
• Comprehensive change and event
histories that describe individual assets
and their related parts
• Baselines and common information that
combine configuration information,
change/event histories, technical
information and compliance standards/
regulatory requirements for each class
• External service event actions and
information
Teamcenter service asset
management solution
6
7. • Logs of overhauls, inspections, fault
codes, service bulletin incorporations and
field orders
• Deviation authority and reasons for
removal/change
• Discrepancies and their corrective actions
Manufacturers leverage Teamcenter
configuration management capabilities to
link physical product configurations (i.e.,
configurations that incorporate serialized
part and lot tracking) with as-designed engi-
neering configurations to link operational
feedback with products for next-generation
improvements.
Owners, operators and third-party service
providers use Teamcenter to capture,
develop and manage asset and service
information in-house and from the service
value chain. Subsequently, service teams
can access all allowable configurations to
determine what approved parts and alter-
nate/substitute parts can be used to resolve
a service event as quickly as possible.
7
8. Managing the advanced service
environment
The Teamcenter service planner solution
addresses the requirements of service organi-
zations executing advanced operational mod-
els in which detailed service planning infor-
mation is required for preventive, conditional
or reliability-based maintenance, and to sup-
port major overhauls or decommissions.
Complex products in many industries require
more aggressive services to prevent safety
failures or operational interruptions.
Adoption of performance-based and service-
level contracts requires a more proactive
approach for servicing assets and meeting
business objectives.
Service planner enables service organizations to:
• Establish plans around baseline and specific
configurations of products and assets
• Define requirements and frequencies for
classes of assets and specific assets
• Create and manage tasks, work
instructions, resources and estimates to
satisfy service requirements
• Utilize workflows to signoff on service
planning elements
• Establish safety and hazardous notices for
material and service tasks
• Analyze work task sequences to remove
nonvalue-added steps for overall
optimization
• Roll up estimates for service tasks
(cost and time)
• Import and export planning information
with other systems
By facilitating an environment that provides
advanced services for complex assets, using
Teamcenter ensures that compliant service
can be accurately and effectively planned.
The service organization using service plan-
ner can organize service information to
reduce risk, cost and cycle time while improv-
ing asset availability and reliability.
Teamcenter service
planner solution
8
9. Managing the service schedule
Teamcenter service scheduler addresses the
needs of both reactive and proactive service
organizations by enabling users to manage
work orders and the creation of, and visibil-
ity into, service schedules. Enabling optimi-
zation of qualified resources, tasking and
scheduling, Teamcenter enables you to
reduce asset downtime and maximize ser-
vice effectiveness.
Service scheduler enables service
organizations to:
• Manage customer contact
• Create service catalogs of standard service
offerings with estimates
• Manage service activities, including
reactive and proactive service requests
• Create work orders and service from the
approved service plans or ad hoc
requirements
• Schedule qualified resources and
equipment based on resource and asset
availability
• Sequence service tasks to reduce
redundant tasks and effort
With visibility into schedules, service
operations can maximize the effectiveness
of service events to increase asset availabil-
ity and customer satisfaction, reduce service
costs and cycle time and optimize service
operations.
Teamcenter service
scheduler solution
9
10. Focusing on getting the work done
Teamcenter service technician brings asset
and service knowledge to the point of need
to enable the technician to focus on com-
pleting the work at hand accurately, quickly
and in compliance with all requirements.
Through service work instructions delivered
by Teamcenter Active Workspace, assign-
ments arrive in the technician’s work list
along with all relevant information to
reduce wasted time and effort.
Service technician empowers the technician
to complete work through:
• Access to asset and service information
(including history)
• Delivery of detailed service work
instructions, including service procedure
documentation (text, 2D/3D and
animations)
• Capture of asset utilization, actual
times and part movement for asset
configuration updates
• Documenting discrepancies and attaching
other physical documentation to the asset
• Digital signoff of work and approval
that automatically updates the service
schedule
Teamcenter allows the service technician to
execute service work accurately and with
reduced effort to improve first-time fix
rate and asset reliability. By reducing the
effort to accomplish service assignments,
Teamcenter improves overall service
operations and throughput.
Teamcenter service
technician solution
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11. Teamcenter SLM benefits
Solutions Benefits
Service asset
management
• Provides total visibility into an organization’s assets under configuration control
• Improves asset tracking and life usage by leveraging fully defined lifecycle bill-of-materials (BOM)
• Enables rapid generation and digital distribution of service bulletins
• Injects event-driven service experiences into closed-loop, product-to-service improvement
processes
• Incorporates service team concerns into early product lifecycle phases
• Delivers global point-of-service knowledge
• Manages all asset-related knowledge while providing access within the context of the asset’s
configuration
• Enables manufacturers and service integrators to capture and incorporate asset knowledge and
configuration changes that originate elsewhere in the service value chain
• Provides a service dashboard that facilitates insight into asset and process performance via key
performance indicators that enable successful PBL and SLA business contracts
• Establishes a configured service BOM to manage all service planning information
Service planner • Enables service compliance and planning by establishing service plans for assets and product
variants
• Improves service efficiency by facilitating accurate and detailed service event planning
• Increases asset availability and reliability by defining service requirements and frequencies that
support advanced service operational models
• Enhances service quality by ensuring that approved service procedures are defined and followed
• Encourages hazard and safety compliance by defining notices that are applicable to specific
materials, parts, service tasks or work cards
• Improves service cycle performance by facilitating faster diagnostic and service procedures tied
to fault codes
• Enables detailed service planning capability for overhaul and decommission work
Service scheduler • Improves service quotes by establishing catalogs of standard offerings
• Controls costs by capturing efficiency and comparing to estimates
• Improves service operations with visibility into schedules for future, active and closed work
• Increases utilization of resources through visibility into work assignments
• Ensures qualified resources are assigned to tasks
• Increases asset availability through increased effectiveness of service events to reduce downtime
Service technician • Maximizes productivity with tasks and service work instructions delivered directly to technician at
point-of-service
• Ensures service work compliance with approved procedures and digital signoff of work and
approvals
• Improves service integrity through rapid access to applicable technical knowledge for each service
task and asset
• Increases asset management effectiveness through capture of configuration changes, utilization
and service measures
• Improves service and asset performance by retaining and delivering service experience and
knowledge to the point-of-service
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