Wax On/Off, BPM ROI, White Goods Predictive Maintenance, BPM MIstakes

2PLM Newsletter

John Stark Associates                                                                                                                                               August 16, 2010 - Vol13 #10

Welcome to the 2PLM e-zine

This issue includes :

 RSS Feed for 2PLM

NB. If you are viewing this page as a guest you only have limited access to our community.
Please take time to register and you will gain a lot of additional great features including:
More SEARCH results, tags, newsletter archives, and much more. Not yet registered?  It's easy and it's free!

Wax On, Wax Off - PLM in the Newspapers
by Roger Tempest
This quote from the Karate Kid became more widely known than the film itself. The karate teacher sets his pupil to work cleaning and waxing the second-hand cars in his lot. When the pupil eventually complains that this is pointless, the teacher shows him that the "Wax On, Wax Off" movements, used in karate, repel opponents who attack to the body.

It is possible to educate people about PLM in the same way. Rather than setting up a formal PLM programme (which would be the equivalent of 'putting on a karate suit and going to lessons') you can focus on areas such as data management, portfolio management, marketing input to design, supplier interfaces, workflow control, process improvements, field returns and end of life.

Each of these is easy to convey and to deal with. Eventually, as understanding and acceptance increases, you can show that "we were doing PLM all along". It is then much easier to set up the PLM programme that you wanted in the first place.

This is most likely to be useful in SMBs, or in larger companies where there happens to be a lot of resistance to PLM. Smaller companies are often risk-averse, and want to apply things that they know will work. Larger companies may think that PLM is somehow "officious" or controlling, or perhaps just another overhead that they don't need right now.  

These may sound like 'laggard' companies, but they make up a large part of the untapped potential in the PLM marketplace. You may be working in one right now, and know that it is innovative and forward-looking: it's just that people haven't been enthused by PLM ideas yet.

The key to this approach is to understand exactly what you are doing, and how it fits into the overall picture. You need to be sure of all the elements of PLM, and to have a clear plan for how the short-term progress wins will build into the future PLM environment. Tools for Self-Assessment and Roadmapping are useful, and there needs to be a general awareness of the basic PLM Concept Set.

This method of building PLM awareness also applies to the drive to get PLM into the general newspapers (see 2PLM July 19). No business section is going to take the whole of PLM in one hit, but with a series of reports of successes in the various elements of PLM, (ranging from such things as financial impact through to their effect on the economy), PLM can be part of the general news arena in 12 months' time. The PLMIG drive to achieve this is covered in our PLM in the Popular Press feature.


Roger Tempest is co-founder of the PLMIG. You can send your feedback or request more information via plmnews@plmig.com    

BPM Return on Investment
by Scott Cleveland
Many companies are required to create a return on investment [ROI] analysis for purchases over some dollar amount. I have put together many ROI analyses for BPM projects. Each time, the payback was achieved in less than a year.

The basis for an ROI analysis is Savings less Costs equals the return on investment.

The Costs
The costs of a BPM project include: The Software, The Services and [if you are to be accurate] The Time that 'your people' put into the project.

The Savings
There are 2 kinds of savings - hard costs and soft costs. Hard costs are savings that can actually be counted. Soft costs are savings that might happen or cannot be measured with any certainty.

How much money will you save by automating non-value added tasks? Many process improvements allow computer software to perform a task or tasks. You should be able to measure these savings.

Your re-engineered process may have reduced the steps in your process or eliminated an activity entirely. This requires that you measure the 'as-is' process and estimate the measure from the 'to-be' process.


If you are required to be compliant with some standard, there is a cost associated with that activity. Can your re-engineered process reduce the cost of compliance?

Quality Improvements
Re-engineering your processes gives you the opportunity to either improve an activity or add a step that will improve the quality of your product or service. What would a 10% improvement mean to your company in dollars? What impact will improved quality have on your customer base?

Once you have identified the costs and the savings, you can easily generate the payback time, the net present value, the internal rate of return, etc. Many companies will have their own format for ROI analyses - emphasize what is important to your company.

Managing your business processes more efficiently will increase revenues, lower costs and improve customer relationships. It can differentiate you from your competitors. It can be the key that allows your company to break out as the market leader.

Your Thoughts....

What steps has your company taken to be a market leader?


Scott Cleveland can be contacted on +1 408-464-6387

CL2M Case Study 10 : MOL Predictive Maintenance for White Goods
by David Potter
This case study, the tenth and last in the series, is based on one of the commercial applications developed during the EU PROMISE Project. It briefly describes how common PROMISE technologies were applied in order to enable predictive maintenance for white goods.
The main objective of the demonstrator was to show the possibility of using predictive maintenance for white goods applications, increasing customer satisfaction with timely and more effective technical assistance. Household appliance manufacturers are also able to increase business opportunities by enabling the sale of extended appliance warranties at a more competitive price.
Another key objective was to exploit the same technologies to improve the efficiency and accuracy of the in-line product test procedures at the end of the production cycle, thus achieving significant cost reductions.
The PROMISE PEID (Product Embedded Information Device) in this application scenario is the digital control system of a refrigerator, the electronic board located inside the product. It is able to generate and store field data (statistical and diagnostic data) and send them from the refrigerator control system itself to a proxy device, the so-called Smart Adapter. The latter is a monitoring device, able to support the in-line test system during the beginning-of-life (BOL) phase as a part of the testing apparatus of the refrigerator. It measures the value of the characteristic parameters of the refrigerator’s electric loads, and sends them to the PEID using ultra low cost power cable communication technology.
During the middle-of-life (MOL) phase, once the refrigerator is installed in a domestic environment, the Smart Adapter continues to measure electrical loads (electric power, power factor, energy consumption) of the refrigerator, receiving/sending data from/to the PEID over the power cable. It also has the capability to connect the refrigerator to a home network using either the power cable or standard wireless communication technologies (for example: WiFi, ZigBee, Bluetooth, etc.). In the context of the PROMISE Architecture, the Smart Adapter performs the role of a Device Controller.
In order to enable predictive maintenance, the optimal scenario requires that the household appliance (refrigerator), should exchange data, day-by-day, with a remote monitoring centre. In order to do this, it is necessary for the Smart Adapter to be connected, through a suitable residential gateway able to communicate via the Internet, to a remote web site where the monitoring centre is located. Here the information trends can be analyzed by the back-end system, consisting of the PROMISE PDKM (Product Data Knowledge Management) system and its associated PROMISE Decision Support System (DSS).

However, not all consumers will accept continuous remote monitoring of their appliances. Therefore the Smart Adapter can be used in a second mode whereby it will connect locally to a PC or PDA used by a visiting service representative in order to access the historical performance information that has been accumulated. In this case the functionality of the PDKM/DSS can be made available on a portable system.

Registered users who are logged in to cl2m.com will be able to access the full public text of this PROMISE demonstrator case study by following this link: Case Study 10: MOL Predictive Maintenance for White Goods. There is no charge for registration.
This has been the last in a series of case studies dealing with the application of PROMISE technologies which have featured in this and the preceding 9 issues of the 2PLM newsletter.




David Potter is Chief Technical Officer, Promise Innovation International Oy, and former Chairman of the Project Steering Board of the EU PROMISE Project. 

BPM Mistakes
by Scott Cleveland
I attended a BPM webinar recently where the topic was BPM mistakes. A few of those mistakes are important enough to rehash ....

You can't solve business process problems with technology alone
I have been saying this for years. Business Process Management software does what you tell it to do. If you don't implement improved processes, you will continue to make errors - only faster. Useful steps:

  • Document the current process
  • Confirm that you have it documented properly
  • Measure it
  • Improve the process
  • Measure it - Repeat

Don't implement an expense report process [for example]
Choose a meaningful process - something that isn't too complex but has some value to the company.

Don't overcustomize the software
Customization of the software costs more. And, it gets worse over time - upgrades are more difficult and expensive. And, if you should choose to change software the migration costs will go up.

Don't take too long implementing that first process
A typical BPM project requires some upfront selling. A 'champion' should be fanning the flames of interest, getting people excited about their new process [and software]. If that project takes too long, people will lose interest. Choose a project that can be completed in 6 months or less and there will still be enthusiasm for the next project.

Why manage your business processes? Managing processes more efficiently will increase revenues, lower costs and improve customer relationships. It can differentiate you from your competitors. It can be the key that allows your company to break out as the market leader.

Your Thoughts....

What steps has your company taken to be a market leader?




Scott Cleveland can be contacted on +1 408-464-6387


Small Ad Section


2PLM Newsletter introduces Small Ad section

We are now accepting small ads for this section of the 2PLM Newsletter. Up to 100 words and no graphics for $200/€150 per insertion. Discounts available for multiple insertions and repeat advertisers: please see 2PLM Sponsorship Opportunities for further details.






PLM News

sponsored by:   



ANSYS, Inc. announced results for the second quarter of 2010. Total non-GAAP revenue was $137.8 million. Details

Autodesk, Inc. reported financial results for the second quarter of fiscal 2011. Revenue was $473 million. Details

Cimatron Limited announced revenues for the second quarter of 2010 were $8.4 million. Details

FARO Technologies, Inc. announced results for Q2 ended July 3, 2010. Q2 2010 revenues were $45.7 million. Details



Geomagic named Rachael Dalton-Taggart as director of marketing communications. Details 


Aras announced that HYDROMETER selected the Aras PLM software suite. Details

AVEVA Group plc announced that The Bangkok Dock Company (1957) Limited and SKA Marine Services Pvt Ltd. have concluded contracts for the use of AVEVA Marine solutions. Details

AVEVA Group plc announced that Jurong Shipyard selected AVEVA Marine (12 Series). Details


Cortona3D announced that EMDM Inc has selected Cortona3D RapidCatalog. Details

Intergraph announced that ECEPDI designed the underground substation to supply power for the Expo 2010 Shanghai using SmartPlant software. Details

Pilgrim Software, Inc. announced that Dendreon Corporation will implement Pilgrim's automated system for Deviation and CAPA management. Details



CADENAS GmbH announced version 9.02 of the PARTsolutions parts management system. Details

CAD Schroer announced the release of version 5.0 of STHENO/PRO. Details

CCE announced an update to its software development toolkit - Oceans SDK. Details

Extensible CAD Technologies announced the release of their new version InspectionXpert for CATIA V5. Details

Geometric Limited announced the release of Version 2.2 of DFMPro for Pro/ENGINEER. Details

Lawson Software announced a technology platform update for the Lawson Fashion Product Lifecycle Management (PLM) solution. Details

MSC.Software announced that SimXpert 2010 is released. Details

SofTech, Inc. announced the availability of ProductCenter 9.0. Details

SpaceClaim announced SpaceClaim 2010. Details

Surfware, Inc. announced the beta version release of SURFCAM V5.1. Details


Altair announced the addition to its HWPA of STREAM, the thermal fluid analysis system by Software Cradle. Details

Cortona3D announced a partnership with LMGi. Details

IMSI/Design announced that it will begin distributing MecSoft's line of VisualMILL CAM titles. Details

Informative Graphics Corp. announced an integration partnership with Systemates, Inc. Details

 Product                         Lifecycle                         Management: Paradigm for 21st Century Product                         Realisation

MSC.Software announced its reinstated partnership with HBM nCode. Details

Mentor Graphics Corp. announced the signing of PD Solutions as a distributor. Details

Pilgrim Software, Inc. announced a strategic partnership agreement with VennTek Systems, Inc. Details

Theorem Solutions announced integration with Etrage Plot Services for Windchill. Details


Aras announced a 226% increase in sales in the first half of 2010. Details

Intergraph announced it has interfaced Smart 3D software with GexCon's FLACS explosion analysis software. Details

MSC.Software announced that MSC.Software will participate in a project coordinated by Airbus called CRESCENDO, which stands for Collaborative & Robust Engineering using Simulation Capability Enabling Next Design Optimization. Details

Novedge announced an agreement with Kubotek USA to sell the Kubotek Spectrum Viewer. Details

Quickparts announced the availability of Somos NeXt, an extremely durable stereolithography material for rapid prototyping. Details

Schott Systeme GmbH announced simplified 5-axis trimming with the latest version of their Pictures by PC CAD/CAM software. Details

Zuken announced it has become a supporting member of the international eClass standard. Details



Brief lines


 To unsubscribe, please visit My account, - Newsletters- "manage my subscription" and untick the appropriate box.
 Subscription is free to registered users. Register now