PLM in the USA [2], BPM Process Intelligence
2PLM NewsletterJohn Stark Associates September 13, 2010 - Vol13 #12 |
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Welcome to the 2PLM e-zine This issue includes :
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| PLM In The USA [2] by Roger Tempest |
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Initial feedback to the launch article in the August 30 Issue of 2PLM suggests that PLM in the USA is indeed different to the rest of the world, and for reasons that may not be entirely positive. At this stage, let's look at the high-level view. Despite its size, and the global presence of many of its corporations, North America is something of a closed environment in PLM terms. This is because the Atlantic is a big barrier, both physically and culturally. Even when a company has a genuinely global PLM outlook, there is often a PLM team in the USA and a separate PLM team within Europe. In practice, in your own organisation, do you have one PLM team or several? A closed environment is likely to evolve in its own way, and after 10 years of PLM development this seems to have happened - rather like the Galapagos Islands, but on a much larger scale. Factors that have driven America's evolution include:-
The push from vendors is simply a result of commercial forces. PLM and 'Lean', for example, could be expected to have a similar priority in management thinking, but there is more focus on PLM because there are vendors to advertise and sell the technology. This seems to be combined with a strong focus on technology implementation within the user companies. Management have their heads down looking for "bang for the buck", and may neglect the strategic and process issues. |
American companies tend to operate with a very strong project emphasis. Projects are highly constrained, and resources are applied so that the project needs are fulfilled. With large programmes, this can even extend to buying new items or versions of software and tools specifically to enable that project set to come in on time. This in turn tends to increase the fragmentation of the PLM infrastructure, rather than harmonise it. America's home market has less diversity (or more commonality) and is generally driven by the lowest price. This places less demand on product development, and therefore on PLM. All this may mean that US companies are doing only part of what is possible with PLM. It certainly seems that more visibility will show areas where more benefits can be gained. This is just another step in giving the PLM industry in the USA a voice, and to enable companies to learn from their collective experience. These views may be proved correct, or might be challenged and shown to be wrong. In either case, the outcome will be instructive for everyone. The PLM in the USA discussion continues, and we would welcome your input.
Roger Tempest is co-founder of the PLMIG. You can send your views of PLM in the USA to him (or request more information) via plmusa@plmig.com
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| BPM Process Intelligence by Scott Cleveland |
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| Successful organizations share a sense of purpose and priority. They define the key indicators of performance at every level, and manage the processes that drive performance.
The Need for Process Intelligence
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Implementing a re-engineered business process is not the 'whole' project, it's just the starting point. If you don't measure/monitor the process, you will never know if you are successful. Further, over time, changes occur - people, environment, equipment, software, etc. Managing/Monitoring/Improving your business processes is an ongoing activity. What's in it for you? Your Thoughts.... What steps has your company taken to be a market leader?
Scott Cleveland can be contacted on +1 408-464-6387
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