Jagan Thiruvazhi

Presents

Marcel Croonen

A PLM Bite Before Lunch

with Jos Voskuil
Mar 29, 2012
Jos Voskuil

Agenda
Welcome & Introduction by Marcel Croonen PLM Bite Before Lunch by Jos Voskuil About BWIR-Korade partnership by Jagan
5 min

25 min

5 min

Q&A

10 min

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 from encounters in the PLM field. He helps companies and PLM vendors to bridge the gap of understanding each others worlds

A PLM Bite Before Lunch - Jos Voskuil

Making the case for PLM

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

PLM the basics

Intellectual Property

PLM and ERP complementary roles

Slide from tech-clarity: closing loop product innovation erp plm

PDM versus PLM PDM characteristics

Product Data Management

Boosted by 3D CAD Departmental solution Easy to implement

PDM versus PLM PLM characteristics

Product Lifecycle Management

IT and Business Strategy Connecting and sharing Requires change difficult to implement

Making the case for what ?

Innovation Time to Market

Efficiency
Quality ..

Extended PDM or Innovation oriented ?

Making the case for Efficiency

PLM reduces manual processes

Visibility of data across the enterprise

Reduce errors and design iterations

Making the case for Quality

Assure standard processes Work with the right data Integrate requirements Connect field / customer data

Making the case for Innovation

Identify opportunities in an early stage

Connect to the customer Spend time and energy in early development

Making the case for Time-to-Market .. a combination of all

And upcoming cases for PLM..

Knowledge capturing: aging workforce

Managing the digital explosion

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)

Intermediate summary

1 2 3

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

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

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

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 ?

Next steps
After

you cannot fail,

if you do not respect the dos and dont 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 change's 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 product's 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.

Step 4: Securing the change Dos / Donts

Dos :
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

Step 4: Securing the change Dos / Donts

Donts:
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

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

About BWIR-Korade partnership

Jagan Thiruvazhi

About BWIR & Korade

Global technology & engineering solutions provider for discrete manufacturing

Europe-based solutions provider focussed on services around Infor suite of ERP solutions

Over 50 enterprise implementations across ..... PLM, ERP and CAD for global clients

Strong understanding of both technology and client business processes

Strategic product alliances with PLM and ERP OEMs & implementation expertise

Consistent delivery of value to clients through ERP expertise & implementation

BWIR-Korade Partnership Offerings & Benefits to Clients

Suite of Engineering Services PDM/PLM Consulting & Services Local access, cost-efficient delivery

Enterprise Solutions ERP, CRM, BI

Comprehensive business solutions

End-To-End Business, Engineering & Technology Solutions