Product Life Cycle

Management
UNIT-2
Straight line Motion Mechanism

UNIT-2
Straight line Motion Mechanism
11/12/2024 B. V. Raju Institute of Technology, Narsapur
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 OBJECTIVES
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1. Understand the need for PLM and its strategies.

2. Identify the principles of product design and reduce
environmental impacts at end of life.
3. Familiarize with the new product development
4. Increase market share through product positioning.
5. Forecast the technology of product using different methods
6. Impact of various models in the product conception process

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 SYLLABUS
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UNIT-1
Introduction to PLM: Need for PLM, opportunities and benefits of PLM, different
views of PLM, components of PLM, phases of PLM, PLM feasibility study, PLM
visioning.
PLM strategies: Industrial strategies, strategy elements, its identification, selection
and implementation, change management for PLM.

UNIT-2
Product Data Management (PDM): PDM systems and importance, reason for
implementing a PDM system, financial justification of PDM, barriers to PDM
implementation.
Product Design: Engineering design, organization and decomposition in product
design, product design process, methodical evolution in product design, concurrent
engineering, design for 'X' and design central development model. Strategies for
recovery at end of life, recycling, human factors in product design. Modeling and
simulation in product design 11/12/2024
 SYLLABUS
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UNIT-3
New Product Development: Structuring new product development, building decision
support system, Estimating market opportunities for new product, new product financial
control, implementing new product development,
Market Entry: Market entry decision, launching and tracking new product program,
Concept of redesign of product.
UNIT-4
Technology Forecasting: Future mapping, invocating rates of technological change,
methods of technology forecasting such as relevance trees, morphological methods and
mission flow diagram, combining forecast of different technologies, uses in manufacture
alternative.
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 SYLLABUS
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UNIT-5
Product Conception Process: Business processes, data-process relationship, from
the idea to waste disposal Product structures: Variant management, product
configuration, material master data, product description data, Data models, Life
cycles of individual items, status of items.

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 OUTCOMES
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1. Develop a new product strategy.

2. Predict the life cycle of product.
3. Interpret the life cycle process of individual items.
4. Infer the market entry of the product.
5. Forecast the demand of the product
6. Analyze the process of product conception.

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 Google Classroom Code
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ucgnyqv

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 PLCM Definition
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• PLCM is the activity of managing a company’s products all the

way across their lifecycle in the most effective way. In so doing, it
enables the company to take control of its products.
• For various reasons, companies are losing control of their products.
Losing control of their products can have disastrous effects.
• Keeping control isn’t easy.
• During the development of a product, it doesn’t physically exist, so
during that phase of its life it’s difficult to control.
• Once a product does exist, it should be used at a customer location,
where again, it’s difficult for a company to keep control of it.

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 Product Life Cycle
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 Product Life Cycle
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 What PLCM does?
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• PLCM helps bring better products to market faster and enables

better support of customers’ use of products.
• PLM helps reduce the cost of a product
• PLCM enables the value of a product to be maximized over its
lifecycle.
• PLCM gives transparency about what is happening over the
product lifecycle.
• PLCM offers many ways to solve problems and seize market
opportunities.

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 Results Achieved- Case Study
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• Many companies have improved competitiveness through successful

implementation of PLM technologies, reducing, for example, product
development costs by 15%, product development time by 25%,
engineering change time by 30%, and the number of engineering changes
by 40%.
• Hewlett-Packard Co. used PTC’s Windchill to improve their product
development process. HP achieved an 80% improvement in design and
process reuse. Time-to-market, product cost, and warranty cost fell.
Productivity rose between 20% and 30%.
• NEC Computers, using the Agile Product Collaboration solution suite,
quoted an efficiency increase estimated at 30% savings in monthly
engineering workload. The quality improvements achieved meant a 39%
reduction in scrap and rework costs.
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 Need for PLM
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• Outsourcing has led to long design and supply chains with the result
that product development, manufacturing and support activities are
spread out over different organizations, often over different continents.
managing them across an extended enterprise is many times more
difficult.
• The functionality of products goes on increasing, complicating their
development and support.
• Deregulation has led to the break-up of large organisations with well-
defined responsibilities, and their replacement by numerous
companies, contractors and subcontractors with unclear relationships.
• Competitive pressures result in less time being available for product
development.
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 Need for PLM contd..
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• Many companies now offer complete solutions, rather than individual

products. This adds a new layer of challenges. Solutions are more
complex to develop and support than single products.
• Many more services are offered along with a product. Sometimes, it
seems as if the services are more important than the product.
Developing and supporting these services may require additional skills.
• Consumers want customized products – which are much more difficult
to develop and support than standard products.
• Consumers want more services – not easy for organizations that only
used to sell products.
• Population trends, such as ageing in Western countries, lead to the need
for new types of products.
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 Need for PLM contd..
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• Globalisation has led to the availability of hundreds of millions of workers

in Asia with wages far below US levels. New approaches are needed to
manage their efforts.
• Increased environmental awareness leads to calls for reduced pollution
from manufacturing and logistics.
• Sustainable development is needed to ensure resources are available for
future generations.
• The rapid emergence of new technologies provides many opportunities –
but also the difficulties of industrialising them and ensuring their safe use.
• Geopolitical developments – such as the appearance of China as a major
exporter of manufactured goods, India as a leading producer of software
and software developers, and Russia as a leading producer of oil and gas –
lead to many changes. 11/12/2024
 Risks to companies: If a company
loses control
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• Products not behaving as expected

• Losses due to damages resulting from product use (maybe $4
million for each person the product kills)
• Damage to the company’s image
• Loss of customers concerned about product problems
• Revenues lost to low-cost competitors
• Reduced profit due to costs of recalls and legal liabilities
• Management appearances in court.

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 Why the product fails
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• Design fault
• testing not rigorous enough
• people not trained sufficiently
• standards not adhered to
• communication problems
• customer needs were misunderstood
• ineffective safety program
• culture that accepted risk
• informal decision-making and decision-taking.

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 Opportunities of PLM
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• Existing technologies such as electronics, computing, telecoms,

robotics and biotechnology all offer scope for new products, as do
newer technologies such as nanotechnology.
• Down at this level of individual molecules, matter can be arranged
and assembled to make products such as new drugs, plastics and
electronic circuits.
• Bundling existing products together and offering them as an easy-
to-use solution is another way to meet customer requirements.
• The Internet, the World Wide Web and the Grid all offer
opportunities for new products and services, and new ways to
develop, sell and support products.
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 Opportunities of PLM contd..
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• The Global Positioning System (GPS) underlies many new

products. Mobile telephony offers new opportunities, as do
portable computers and other portable devices.

• Increasing social and environmental pressures provide all sorts of

opportunities for new products in areas such as reducing pollution
in cities, reducing pollution from ships.

• Reducing the number of car accidents, reducing the growing

problem of pollution from aircraft
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 Benefits of PLM
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• Capture customer requirements better

• Create more innovative ideas
• Improve the sales process, wherever the customer is located
• Develop products faster
• Develop products in an international collaborative development
environment
• Manufacture in-house, or outsource manufacture to low-cost
suppliers
• Deliver the required product at the required time in the required
place
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 Benefits of PLM contd..
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• Provide superb support of product use

• Prevent future product failures through knowledge of past failures
• Schedule maintenance effectively based on knowledge of the
actual use of the product
• Reduce spares requirements by better knowledge of use of spares
• Provide maintenance information online, with up-to-date
documentation and service bulletins
• Provide better product maintenance and service until the product is
• Eventually recycled and disposed of in an environmentally-
sensitive manner
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 Different views of PLM

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We’re focusing on customers these days, not products. Customer focus is our
message.
● It’s another enterprise-wide mega-project. Everyone knows that kind of
project doesn’t work.
● It’s just another cost. We have to focus on cost-cutting, not look for ways to
spend money.
● The payback period is more than 12 months so we’re not interested.
● Get Engineering to do its job properly, and you won’t need PLM.
● Get Marketing to define specifications properly, and you won’t need PLM.
● We don’t need it.We just put a new product support organisation in place.
● We’ve done it.We have a product knowledge database.
● We’ve done it.We already have a PLM system.
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● Talk about it with the CAD Manager. It’s his responsibility – not ours.
 Different views of PLM Cont…

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● We don’t believe in Three Letter Acronyms (TLAs).No more acronym soup

here.
● It’s early days for PLM. Come back in 5 years.
● We’ve had enough of enterprise systems.We’re trying to simplify before
automating.
● PLM is just a new name invented by system vendors because PDM didn’t sell.
Like PDM, it won’t work. Real PLM isn’t a system issue, it’s cultural.You can’t
buy it. Shrink-wrapped or otherwise.
● I understand the need for PLM, but there’s no support from top management,
so it doesn’t interest me.
● We don’t have the technical and management skills to implement PLM.
cost, so isn’t pursuing it.

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 Different views of PLM Cont…
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● Why worry about the actual product when it’s so much easier just to change
peoples’ perception of it?
● I know my boss is interested in PLM, but he doesn’t know how to justify its
● Enterprise-wide technologies such as PLM are difficult to implement and have a
high failure rate. I don’t want that risk.
● We have one guy who manages all our technical computing. There’s no way he
can do PLM alone.
● NIH.We don’t want it – it wasn’t invented here, so isn’t worth having.

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 Components of PLM
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Behind the relatively simple diagrams of the product’s lifecycle seen by the
manufacturer and the user a mass of activities takes place in the product lifecycle.

Manufacturer’s view of a product’s

lifecycle.

User’s view of a product’s lifecycle.

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• The product portfolio is built up and managed. Ideas for new products appear.
They are captured and screened. Proposals for new products are evaluated.
Projects are prioritised. Customer requirements are identified. Products are
specified. BOMs are built. Design rules are defined. Products are designed.
Products are costed. Parts are purchased. Parts are simulated and tested.
Products are configured. Manufacturing is planned. Products are
manufactured, assembled, and installed. Products are used. Usage
information is fed back. Problems in manufacturing are resolved. Problems in
the field are analysed and solved. Engineering changes are defined and
implemented. Parts are replaced. Products are maintained. Actual costs are
compared with planned costs. Products are disassembled. Parts are recycled.
Products are retired. Organisational structure is defined. Processes are defined
and managed.Resources are allocated based on priorities,project demands,
and capacity. People are hired and trained.
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 Phases of PLM
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 PLM feasibility study

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The feasibility study is carried out to find out what type of approach and what level
of response is appropriate for the challenges that the company faces.
● Maybe an enterprise-wide initiative targeting new market-leading products and
control over the entire lifecycle is needed? In which case it would be useful to
develop a PLM Vision, a PLM Strategy and a PLM Plan.
● Maybe the main benefits can be achieved by implementing new lifecycle
processes across several functions?
● Maybe there are benefits to be had by targeting some very precisely defined
improvement areas?

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• The feasibility study should lead to a report of the form and contents. Much of
the study will address the options. For each option, the following questions have
to be answered: what? how? why? who? when? where? how much?

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 PLM visioning
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 It is to be expected that different organizations will have different

PLM Visions. The only real test of whether a PLM Vision is
correct, or not, is the extent to which it will allow a company to
perform successfully.

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 PLM strategies:

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• Once the PLM Vision has been defined, people will want to know what the
organization will look like in five years. They’ll ask how the resources in the
product lifecycle should be deployed, structured and used in the next five years
to achieve the Vision. They’ll want to know how to organise the change from
today’s organization to the future organisation.
• There are many ways to reorganise resources, but how is it possible to know the
best? How would you proceed? If it’s not something you’ve done before, if you
have no experience of developing a PLM strategy, perhaps you would start by
looking to see if someone has written down their experience of developing one,
or has written about how other people have developed PLM strategies.
• One source of lessons learned might be case studies from industry, but these are
nearly always in the shape of success stories extolling the merits of a great
leader.

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• One area that would be worth looking at is the development of military

strategies. This is because the events were so large in scale that their description
is not deformed by one or two individuals trying to present their behaviour
favourably, they took place sufficiently long ago for there to be general
agreement on objectives and strategies, and most people will be familiar with the
events described and have a general understanding of the overall issues.

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 Industrial strategies

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1. Manufacturing strategy
 Manufacturing organisations need a strategy to meet their objectives and to
manage and use their resources – people, machines, methods, materials and
money.
2. Company strategy
 Both military and manufacturing strategies change in response to the changing
environment of resources and technologies. The strategies that companies adopt
are also subject to change. Two main strategies have been used by companies to
meet their objectives – a low-cost,“cost leadership” strategy and a strategy based
on differentiation.

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• Principles of strategy
• Just as there are “principles of war” that can help in the development of military
strategy, there are “business principles” that can help in the development of
business Product Lifecycle Management strategy

PLM strategy is important because it:

● provides the best chance of achieving the PLM Vision
● makes sure resources and capabilities are used to their best
● makes sure everybody knows what’s happening
● makes sure all resources are aligned in the same direction
● enables planning decisions to be taken in a coherent way.

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• Developing and implementing a PLM strategy to achieve the PLM Vision is

a five step process:
• Collecting information: the information with which the strategy will be
developed is collected and assembled.
• Identifying possible strategies: several potential strategies are identified,
formulated and described in terms of resources, and the organisation and
policies to be applied to the resources.
• Selecting a strategy: potential strategies are evaluated and tested, and the most
appropriate strategy is selected and detailed.
• Communicating the selected strategy: the chosen strategy is communicated to
everyone affected by it.
• Implementing the strategy: involves detailed planning followed by
implementation.
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 Identifying strategies

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• It is always useful to identify and describe several possible strategies. This will
improve the chances of finding the best strategy since the most obvious
strategies are not necessarily the most appropriate.
• military environment, strategies include: control of the seas, control of the air,
control of a land region, attack in overwhelming strength, attack with
overwhelming speed, destroy the enemy’s will to fight, divide the enemy’s
resources, cut the enemy’s communication lines, cut the enemy’s supply lines,
siege blockade and impregnable defence.
• Business strategies include: cost leadership, differentiation niche, leadership,
follower low-cost variety, fast response time, partnering and process-based
strategies.

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• A cost-leader will be more interested in reducing manufacturing costs than

developing market-leading functionality for its products.
• Often this will come from the “trash can” approach of continually sifting
through information until something useful rises to the surface. In many cases, a
candidate strategy will be developed by a “pick and mix”approach to strategies
found by the above methods.
• The strategy chosen for PLM has to meet the objectives of the company.

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 PLM Strategic Elements
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• Usually a strategy can’t be based on just one strategy element, one improvement
initiative, or one resource. eg. Customer Focus.
• PLM strategies aren’t one-dimensional. Several strategy elements need to be
combined to develop a particular organisation’s strategy.
• It may appear that all elements should be needed, but in practice, organisations
have limited resources so can’t do everything.
• An attempt to do everything would lead to confusion, and probably nothing
would get done. As a result, choices have to be made and a clear strategy has to
be created.

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Types of strategy elements that can be proposed include:

● customisation capability – every customer can configure their own product
● the highest functionality products and/or services
● the most robust product or service
● the most sustainable products – perpetual recycling
● the best processes across the lifecycle
● environmental-friendly products and processes
● fastest time to market
● market-leading hi-tech products
● bundled solutions, rather than individual products long-life products – buy once, use forever
● most mobile products and services
● lowest-cost competitor
● best service over the lifecycle
● the safest products 11/12/2024
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• The exact meaning of a strategy element will differ from one company to
another.
• For example, the strategy elements of “fastest time-to-market” and “lowest-cost
competitor” could both be implemented in many ways.

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 Implications of strategy elements

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• Different companies will develop different strategies and these may have very
different implications for the resources used in the activities of the product
lifecycle. Consider the two strategies of “value-adding product” and “the lowest-
cost product”.
• “Value-adding lifecycle” focuses on the key lifecycle activities that differentiate
a company from its competitors. This often means outsourcing lifecycle
activities that are not strategic. The main activities of an organisation with a
“value-adding lifecycle” strategy could be defining customer requirements,
system engineering, simulation, and management of suppliers. Everything else,
including design and drafting of components and parts, and manufacturing and
assembly, could be outsourced. The organisation would employ highly
experienced, competent and creative engineers.
• It might use a technique such as Quality Function Deployment to capture the
voice of the customer.
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• A “lowest-cost product” strategy could focus on Value Analysis, simplifying

the product, reducing the number of parts, using standard parts, using
cheaper parts, and reducing machining and assembly time. The main activity
of such an organization would be to work at the level of detailed
components and parts – just the opposite of the organization described
above. Highly creative engineers and system engineers would not be needed
to make detailed changes.

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 Some examples of the type of action that each strategy element might
lead to are given below:
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 Change in Management for PLM
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The strategy development process will probably lead to the need for change. But it
is difficult to change.
• Major changes can only happen if top management takes the lead, yet top
managers may not be capable of taking the lead in a particular environment.
• It can be expensive to change. Downsizing the payroll by several thousand
people can lead to quarterly results looking sickly for quite a few quarters.
• Massive change in a company isn’t going to be brought about by one person. It’s
not enough for one person to want to change, the whole top management team
has to be on board.
• In a large company, it’s going to take a long time and a lot of effort to bring
about change. For a large company it may take 5 years for the real results of the
change to come through. That’s a long time for a top management team to
maintain focus and involvement.
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Managers who want to bring about changes and achieve successful

PLM have to:
• understand the need for change
• accept the need for change
• understand that they personally have to change
• understand that change is a major activity in its own right
• find out where they want the changes to lead to
• find out how to carry out the changes
• carry out change activities
• then implement new tools and techniques.
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