PLM Fundamentals - Part 1: Where did it come from?
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Evolution of PDM tools from the 1980s to late 1990s, starting with basic file management and access control, and advancing to more full-featured product data management applications. By the late 1990s, the complexity of solutions built with individual tools drove the desire for integrated PLM applications. PLM provides capabilities for CAD data management, product structure management, workflow, document management, change management, and extended enterprise connectivity to manage products and processes throughout their lifecycles and collaborate across organizations.
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PLM Fundamentals - Part 1: Where did it come from?
- 1. Anand Joshi PLM FundamentalsPLM Fundamentals
- 2. PLM Fundamentals Part 1 Where Did It Come From?
- 4. Evolution of PDM Man In the beginning there was darkness
- 5. Evolution of PDM Man Prior to the 80’s, there was a low level of design automation. PDM man has no tools and is using his bare hands to manage paper based information.
- 6. Evolution of PDM Man Early 80’s, design tool usage accelerates with a consequential increase of information to manage. PDM man builds his first flint tools and tries to use file systems and naming conventions to solve the problem.
- 7. Evolution of PDM Man Mid 80’s, the first primitive tools start to appear to provide basic vaulting and access control. The bronze age of PDM Man.
- 8. Evolution of PDM Man Late 80’s/Early 90’s, PDM man now has a collection of shiny new tools and with a lot of brute force he can build a working solution. The iron age.
- 9. Evolution of PDM Man By mid 90’s, the tools are powered but what PDM man now wants to build has got so much more complex that he is taking as long as he did with his primitive tools to build a simple solution.
- 10. Evolution of PDM Man Late 90’s, it dawns on PDM man - Why should I build it if I can get someone else to do it? The desire for an application is born.
- 11. PDM Calendar Doc Mgr PDM IPD ApplicationsPaper, O/S
- 13. PDM Positioning
- 14. Industry Solutions Quadrants SERVICE INDUSTRIES CUSTOMER RELATIONSHIP MANAGEMENT (CRM) CONSUMER GOODS SUPPLY CHAIN MANAGEMENT (SCM) PRODUCTION ENTERPRISE RESOURCE PLANNING (ERP) PRODUCT DEVELOPMENT PRODUCT DATA MANAGEMENT (PDM) EXTENDED ENTERPRISE PRODUCT LIFECYCLE MANAGEMENT (PLM)
- 16. Competitive Advantage Is Derived From Value Chain Optimization B2B Opportunities The Internet Removes Company, Organizational and System Boundaries
- 17. Competitive Parity is the Eventual Outcome Early Value Chain Initiatives • Issues: • Products do not always match customer needs • Frequent delays and mistakes in delivering of customized products • Resources focused on order fulfillment versus product innovation Operational Efficiency (ERP) Time To Customer Customer Care (CRM) Supply Chain Optimization (SCM) • Benefits: • Reduced Time-to-Customer cycle times (order-to-cash) • Reduced internal and supply chain inventories/costs • Increased in satisfied and repeat customers
- 18. Time To Customer Sustained Competitiveness Requires Continual Differentiation Delivering Winning Products • meeting customer’s unique requirements • design for rapid customization • providing highest value at lowest cost • capitalize on the advantages of time-to- customer processes • reduce engineered product costs • outsource non-value added components • delivering continuous innovation Product success is determined by:
- 19. Time To Market Time To Customer Delivering Winning Products Increase Market Share and Market Growth • Benefits: • Increased product innovation • Improved profit margins • Customer satisfaction and loyalty • Higher barriers to competitive entry
- 20. Strategic Value Chain Initiatives Product Development Collaboration Global platform design Customizable products Design for postponement Customer Collaboration Joint product definition Rapid proposal response Online custom configuration Manufacturing Collaboration Scheduling synchronization JIT customization Supplier Collaboration Joint development Outsource design Contract manufacturing
- 21. Enabling the Virtual Corporation Value Chain Collaboration Executive Views Product Portfolio Analysis Effectiveness Metrics
- 22. PLM Capabilities •CAD Data Management •Product Structure/Configuration Management •Workflow/Process Management •Document Management •Engineering Change Management •Vault Management •Extended Enterprise Connectivity •Project Management
- 23. PLM Positioning •Why PLM? • Rich Engineering & Product Development Background • Ability to manage CAD data & design documents • Ability to manage Engineering BOM • Rich in Knowledge Management • Need to capture & organize the data & the relations between them • Track & Propagate changes effectively • Need to navigate to & search for the information • Manage “Extended enterprise” • In discrete Manufacturing, typically, 70-80% of the components are outsourced • Need to Manage collaboration with your customers & suppliers
- 24. PLM Positioning (Continued…) •Why PLM? • Ability to Manage Product & Process Lifecycles • Ability to Interact with / Integrate other enterprise solutions • Leveraging the Web architecture
- 25. Questions?
Editor's Notes
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- #22: In addition to the four primary areas of focused initiatives, you can see that as the value chain becomes more closely coordinated, the small triangular overlaps emerge. These represent the collaboration among three of the value chain participants, enabling synchronization and analysis among them. The image that you see in this slide is just one example of how customers are leveraging this tri-participant collaboration. In this example an aircraft manufacturer has created an executive project view. It measures the critical project criteria, in this case being schedule, weight and cost, by extracting the required information from the various sources, analyzing it and displaying it in a simple traffic light representation. This provides the summary that has typically required the input of multiple resources and meetings to determine the status from each value chain participant. One additional note of interest in this example is what happens as the value chain participants become even more closely coordinated. Suddenly, the activities of all four value chain participants become synchronized, creating the “virtual corporation”. The danger is if you have not differentiated yourself - your supplier can become your competitors. This is why focusing on core competencies is critical to ensure the continual differentiation of your products and services.
- #26: That’s simple. It means the technologies have to enable the manufacturers to get it RIGHT, the first time, every time. SDRC’s e-business enabled solutions do that . In the CPC area, our e-business framework is the central point that will enable connections among people, among systems, and among applications that was never possible before. That translates to real gains in producitivity. But it’s important to note, and a key differentiator for SDRC’s solution. While some suggest that CPC encompasses every aspect of the e-business equation, CPC needs to be much more than just a system for pointing to data. To meet industry’s needs, it must provide information and knowledge. That requires PKM. In fact, PKM is a necessary prerequisite to achieve the promises of CPC. Where the two categories intersect is the key to the entire puzzle: and that’s PDM. Because when PKM is powered by a mature, fully functional PDM system, PKM helps companies understand the relationships between different pieces of information. PDM allows data to be reused, and it becomes information. When information is reused, and the relationships among pieces of information are understood, it becomes knowledge. And, when knowledge is properly applied to the product lifecycle, the result is innovation. This is what a robust PDM system can deliver. The results can not just bring incremental product improvements, but real quantum leaps forward. And that means products are not only faster to market, but they’re right to market.