Understanding PLM & Its Relevance for your Business

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A knowledge presentation about PLM by Jos Voskuil facilitated by BWIR-Korade covering:
Need and relevance of PLM for today's global businesses and their competitiveness
PLM and its complementarity with ERP
How PLM is a tailored strategy depending on your company goals – efficiency, innovation and quality
5 steps to think about your PLM strategy and approach the implementation
Why implementing PLM is not an IT activity, but requires a business focused approach with right contributors

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Understanding PLM & Its Relevance for your Business

  1. 1. Jagan Thiruvazhi Marcel Croonen Presents “A PLM Bite Before Lunch” with Jos Voskuil Mar 29, 2012 Jos Voskuil
  2. 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. 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 fromencounters in the PLM field. He helps companies and PLM vendors tobridge the gap of understanding each other’s worlds
  4. 4. A PLM Bite Before Lunch - Jos Voskuil Making the case for PLM
  5. 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. 6. PLM – the basics Intellectual Property
  7. 7. PLM and ERP – complementary roles Slide from tech-clarity: closing loop product innovation erp plm
  8. 8. PDM versus PLM – PDM characteristicsProduct Data Management  Boosted by 3D CAD  Departmental solution  ‘Easy’ to implement
  9. 9. PDM versus PLM – PLM characteristicsProduct Lifecycle Management  IT and Business Strategy  Connecting and sharing  Requires change  difficult to implement
  10. 10. Making the case for what ? Innovation Time to Market Efficiency Quality …………..
  11. 11. Extended PDM or Innovation oriented ?
  12. 12. Making the case for “Efficiency” PLM reduces manual processes Visibility of data across the enterprise Reduce errors and design iterations
  13. 13. Making the case for “Quality” Assure standard processes Work with the right data Integrate requirements Connect field / customer data
  14. 14. Making the case for “Innovation” Identify opportunities in an early stage Connect to the customer Spend time and energy in early development
  15. 15. Making the case for “Time-to-Market”….. a combination of all
  16. 16. And upcoming cases for PLM….. Knowledge capturing: aging workforce Managing the digital explosion
  17. 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. 18. Intermediate summary 1 2 3
  19. 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. 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. 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. 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. 23. Next stepsAfter 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 changes 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 products 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. 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. 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. 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. 27. About BWIR-Korade partnership Jagan Thiruvazhi
  28. 28. About BWIR & KoradeGlobal technology & engineering solutions Europe-based solutions provider focussed onprovider for discrete manufacturing services around Infor suite of ERP solutionsOver 50 enterprise implementations across Strong understanding of both technology and .....PLM, ERP and CAD for global clients client business processesStrategic product alliances with PLM and ERP Consistent delivery of value to clients throughOEMs & implementation expertise ERP expertise & implementation
  29. 29. BWIR-Korade Partnership - Offerings & Benefits to Clients PDM/PLM Consulting & Suite of Services Local access, Engineering cost-efficient Services delivery Enterprise Comprehensive Solutions businessERP, CRM, BI solutions End-To-End Business, Engineering & Technology Solutions

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