PLM Workshop 2011, PLM Formalisation, Value of PLM/ERP Integration and Collaboration (4)

   

2PLM Newsletter

John Stark Associates                                                                                                                                               January 3, 2011 - Vol13 #20

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PLM Workshop 2011 : A Concentrate of PLM Knowledge
by John Stark
 

Going into 2011, do you feel confident that you know everything that you need to know about PLM? If not, could you benefit from attending a state-of-the-art PLM Workshop?

The PLM 2011 State-of-the-Art Workshop aims to help participants quickly understand the PLM State of the Art, identify high potential areas of PLM that are key to achievement of business benefits, and plan the next steps of their PLM projects. It's based on a decade of PLM experience, and answers frequent questions about PLM and about PLM projects.

The Workshop is in four parts:

  • The Evolution of PLM (2001 - 2011)
  • PLM in 2011
  • Typical PLM Strategies and Activities in 2011
  • Progressing with PLM in 2011

The four parts of the Workshop are usually presented in one day. However, they can also be presented in a half-day format, or as a 2-day Workshop.
 

Participate in the Workshop and:

  • see how PLM has evolved to its 2011 status
  • understand the 10 components of PLM (PDM, processes, product data, other PLM applications, methods, etc.) and their relationships. Understand PLM vision and business-level best practice in 2011
  • compare your PLM strategies and activities with those of other companies
  • learn about 10 high potential areas of PLM that are key to achievement of business benefits
  • get input for the next steps of your PLM Project
  • review your PLM situation with an independent expert

 

For more details of the Workshop, contact John Stark at pdm@2pdm.com.


PLM Formalisation
by Roger Tempest
 

As we start work again in 2011 it would be good to set some PLM goals for the year. For example, by December:-

  • most of the current barriers to PLM will have been removed; and,
  • the main areas of PLM best practice will have been documented for everyone to use.

These two goals will be of benefit to everyone. Users will achieve more with the same resources, and the leading companies will take PLM into advanced areas that have previously been left for "some time in the future".

The key to this is formalisation - collating the extensive PLM expertise of many countries to create straightforward standards, tools and manuals that hit the key points of PLM implementation. Everyone knows the main PLM barriers. You want to be able to go to the bookshelf and find a best-practice solution to each one of them.

These standards and tools do not need to be complex. They simply need to be neutral, effective and directed at the "points of pain". Each time that a standard methodology can be followed in a real-world, complex situation it saves time and effort, and produces better results.

This process of formalisation has already started. One long-standing barrier to PLM is the difficulty of getting CEO and VP involvement. The CEO Briefing Document (which was published in December as the Q4 2010 Issue of the PLM Journal) provides the understanding that the board needs, and allows PLM managers to concentrate on the merits of their projects without being sidetracked.
 

Other publications in 2010 covered PLM Dashboarding (how do you display your PLM configuration and metrics to the rest of the company?); and the first instalment of the PLM Manager's Handbook.

More tools are needed, and these will be generated by international collaboration during 2011. A global series of events will highlight current best practices in the main PLM regions of the world, as described using the 'PLM World Cup' analogy in the 2PLM November 22 and December 06 issues. This will create a train of PLM improvements that will run throughout the year and formalise the best PLM knowledge in Europe, the USA, and Asia.

By the end of the year the PLM industry will have made a significant move forward. Experienced users will see their ideas embodied in neutral, international standards that can be applied throughout their customer and supply chains; and new adopters will have a much clearer implementation path to follow. We will also have generated a framework of neutral metrics based on PLM success stories in different countries that will provide a more effective basis for PLM project justification.

 

Roger Tempest is co-founder of the PLMIG. Membership of the PLMIG is available via membership@plmig.com.


Maximizing the Value of PLM/ERP Integration and Collaboration (4)
by Dick Bourke
 
Preface
In the last column, before the holiday hiatus, I reviewed basic Collaborative Product Development (CPD).

That previous discussion will now be expanded for manufacturers of configurable products, and also enterprise resource planning (ERP) collaboration with CPD.

Configurable Product Manufacturers
To meet customer demands for unique configurations of products and services mandates a distinctive methodology for product development, sales, manufacturing and delivery - a Configurability Strategy sometimes known as Mass Customization.

The essence of a Configurability Strategy - briefly stated - is to take advantage of proven methods of product development to achieve greater customer satisfaction at lower costs. These methods include:

  • Platform planning - designing parts and assemblies to be widely shared by product families
  • Design reuse - taking advantage of tested designs
  • Product modularization - developing smaller sub-systems that will be able to function properly when assembled and tested as an end item

Product modularization makes viable the efficient use of configurator software and the delivery strategy known as postponement.

Configurator software creates, maintains and uses electronic product models to define the available options and variations for a unique end-item, eliminating the predefining of all possible combinations with individual part numbers and bills of material (BOMs). An efficient configurator will meet all configuration needs: sales, engineering, manufacturing and delivery for demand-driven products and with a minimum of data entry.

One of the values of configuration software is to wipe out the inefficiencies commonly found in non-integrated processes. These inefficiencies include, extended quotation lead-times resulting in excessive costs and time to validate configurations. Eliminating these inefficiencies will result in significant cost reductions.

Thus, for manufacturers of configurable products, configurability methods must be inherent in CPD activities. As stated by Peter Drucker, "effectiveness is doing the right thing." An efficient (do it right) Configurability Strategy also extends well into the realm of ERP processes.


ERP Collaboration with CPD
In the Introduction to this series, I stated "successful users of PLM systems cite "Time-to-Market" as a strategic value for implementing PLM. However, achieving "Time-to-Volume" and "Time-to-Profitability," highlights the need for effective PLM/ERP integration and collaboration."

No finer example of CPD and ERP working together exists than the top management process called Sales & Operations Planning (S&OP). One of its prime purposes is to coordinate the new product introduction (NPI) activities of CPD to ensure optimum use of enterprise resources from product launch, manufacturing, delivery and on-site maintenance of the product. The key is balancing the forecasted demands for new products with the available resources to get products to market.

For configurable products, identifying product modules for S&OP planning purposes is vital. The goal is to meet the demands for innumerable unique configurations, but with just the right mix of these building block modules in the manufacturing pipeline.

Numerous software capabilities support S&OP processes, some quite sophisticated, for instance, providing continuous simulation of alternate plans. However, a recent survey by AMR Research (now a part of Gartner) highlighted again that software is not the only critical factor.

Achieving efficiency with the S&OP process is critical - but dependent on trust among enterprise personnel with different attitudes, values and conflicting objectives. For instance, product development personnel may not have the same outlook on desirable new product features as marketing. Cultural aspects will be as significant as software capabilities in supporting enterprise-wide collaboration.

Furthermore, Web-based social tools, such as Facebook, are generating major interest for enhancing collaboration. As with any new technologies, their use in business environments has yet to be fully understood, defined and used efficiently. Nevertheless, it seems obvious that these social tools will have a significant impact in collaboration processes.

Collaboration in its many modes, such as CPD and S&OP, has sparked a great deal of attention as the need to compress product development and delivery lead times and costs remain a major competitive factor. For more detail, see Additional Sources of Information

 

Contact Dick at dickb@bourkeconsulting.com.


 

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PLM News

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Corporate

Hexagon announced that the preliminary result of its rights issue indicate that approximately 87.7 million shares, representing approximately 99.5 per cent of the offered shares, were subscribed for by the exercise of subscription rights. Details

xPLM Solution GmbH announced the acquisition of cae consulting GmbH. Details


Financial

Adobe Systems Inc. reported financial results for its Q4 ended Dec. 3, 2010. Revenue was $1.008 billion. Details

Implementations

Dassault Systemes SolidWorks Corp. announced that Adlens is using SolidWorks software. Details

LMS announced that Tesla selected the LMS NVH turnkey solution. Details

 



Mentor Graphics Corp. announced that Siemens Building Technologies Division, Switzerland migrated to Expedition Enterprise and the HyperLynx SI/PI analysis product. Details

MSC.Software Corp. announced that Toyota Industrial Equipment S.A. has chosen SimXpert with MD Nastran. Details


Developments

Actify Inc. announced the release of SpinFire Publisher 3.4. Details

Docupoint announced the availability of DrawingSearcher - Version 2011. Details

ESI announced the release of its Casting Simulation Suite 2010. Details

ESI announced the Release of Visual-Environment 6.5. Details

MSC.Software Corp. announced the release of Adams Gear Advanced Technology. Details

Rasterex announced the release of RxView & RxHighlight R12. Details

Relationships

Cimatron announced the appointment of two new distributors, CimCAD and MTC, for Brazil. Details
 Product                         Lifecycle                         Management: Paradigm for 21st Century Product                         Realisation

Zuken announced that Computer Aided Technology, Inc. joined its North American network of E3.WireWorks resellers. Details

Other

Cadence Design Systems, Inc. announced that Cadence Virtuoso Accelerated Parallel Simulator won the Elektra Electronics Industry Awards 2010. Details

 

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