Point to be remembered in unit 1 Introduction to Product Life Cycle Management(PLM) : Definition, PLM Lifecycle model, Threads of PLM, Need for PLM, Opportunities and benefits of PLM, Views, Components and Phases of PLM, PLM feasibility study, PLM visioning. Point to be remembered in UNIT – 2 PLM Concepts, Processes and Workflow: Characteristics of PLM, Environment driving PLM,PLM Elements, Drivers of PLM, Conceptualization, Design, Development, Validation, Production,Support of PLM. Product Lifecycle Management Definition PLM : Product Lifecycle Management (PLM) is an integrated, information driven approach comprised on people, processes/practices, and technology to all aspects of a product’s life, from its design through manufacture, deployment and maintenance – culminating in the product’s removal from service and final disposal. By trading product information for wasted time, energy, and material across the entire organization and into the supply chain, PLM drives the next generation of lean thinking.” 3marks Lifecycle model :The purpose of having a diagram is to help you understand the changes, in the revenue that is made, as you go through the different stages of selling a product, from the beginning, to the end.
Introduction The seller tries to stimulate demand Promotion campaigns to get increase public awareness Explain how the product is used, • Features Advantages Benefits
You will lose money, but you expect to make profits in the future • Sales are low, and profits are below the line because your costs are greater than the amount of money you make • you have “negative” profit • Need to spend a lot of money on promotion Growth • A lot is sold - The seller tries to sell as much as possible • Other competitor companies watch, and decide about joining in with a competitor product • “success breeds imitation” (Text) • Growth will continue until too many competitors in the market - and the market is saturated • At the end of the growth stage, profits start to decline when competition means you have to spend more money on promotion to keep sales going. • Spending money on promotion cuts into your profit Maturity • Many competitors have joined - the market is saturated • The only way to sell is to begin to lower the price - and profits decrease • It is difficult to tell the different between products since most have the same F.A.B. - Features, Advantages & Benefits • Competition can get “Nasty” and commercials are intense • “Persuasive Promotion” becomes more important during this stage • That is to say, you have commercials almost begging the customer to still buy your product because you still make it just as good. Decline • Newer products are now more attractive - even a low low price does not make consumers want to buy. • Profit margin declines - and so the only way to make money is to sell a high volume • To increase volume you try to • 1. Increase the number of customers - get new customers • 2. Increase the amount each customer uses Things you can do Market Modification 1. Increase frequency of use by present customers 2. Add new users 3. Find new uses 4. Change product quality or packaging Product Modification • adding new features, variations, model varieties will change the consumer reaction - create more demand therefore you attract more users Threads in PLM –CAD,EDM,PDM,CIM Weaving the threads in to PLM
function
Design & development
PLM
engineering
scm
production Sales and service
CRM ERP
Recycleing Demines knowledge Need for plm Globalization, International standardization More manufacturers New products No monopolistic market Competitive market Quality of the product improved Change in loyalty to product Shorting of stability time in market
Opportunities and benefits of PLM Larger market Customer will not stick to one product Competitive pricing More suppliers Innovative ideas and products Intellectual properties leased or licensed
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Innovators (First in) • Motivated by market knowledge Imitators (Followers) • Motivated by interpersonal influences
PLM characteristics Singularity Correspondence Cohesion Traceability Reflectiveness Cued avalibility Drivers of PLM internal drivers
• Productivity • Innovations • Collaborations • Quality External drivers • Sales • Cycle times • Regulations Board room drivers • IT VALUE • Income revenue costs • Lean manufacturing ERP,CRM,PLM • Plm elements Process practice v/s technology matrix high
Good result more efficiency High ROI
Good result less efficiency
low
Limited result low ROI
poorresult poorefficiency
high
low
People processes practice technology triangle People
processes practice • • • • • • •
technology
People _Experience ,education training support, change capacity processes practice focus on processes , focus on practice Technology _ infrastructure hurdle ,open, harmonized application, configurable but not customizable ,embedded usable ,utility life performance. Conceptualization , design , validation production , support of PLM
Point to Remembered in UNIT 3 Product Data Management (PDM) Process and Workflow: PDM systems and importance, reason for implementing a PDM system, financial justification of PDM implementation. Versioning, check-in and checkout, views, Metadata, Lifecycle, and workflow. Applied problems and solution on PDM processes and workflow.
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Need Of PDM Competitive world Low cost Reduced lead time High quality Low time for design and engineering Low time for product development Faster delivery Search for new market and profit Assign resources properly Make people work together from different location Reduction in scarp Customer satisfaction Top management Involvement Need more initial investment Need to have vision During product development should take Info system help Should use Info system help to trace the phases of product development use available data for marketing , manufacturing and different activites of management Interconnect different departments, organizations for technological and intellectual transfer Reduce the time and cost of all activities in long run Data is used many ways Faster data transfer will resolve many problems Decision taking will be faster PDM property Multi user Multi organization Multi application Multi file based Multiple data definition Multiple date representation Multiple version Multiple relationship Meaning of data and need of PDM Data row information Cad files ,Drawings Developments, Specifications Renewable data Long life for design, development and support Saving of 30% time in search of data Reasons for implementing PDM Rapid increment of data Island automation waste lot of time in sharing Search of information delays product development Need of information management Reuse of information Work flow management Engineering change management
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Overall business performance improvement Regulation of business problems like scrap Improvement in function Better management of product development activities Automation of product development activities Improve effectiveness of information and infrastructure Information management Basic data Data access Advanced information control: Definition of data elements, standardization of data , relationship and linkage between data elements Reuse of information For fewer quality problems Speed up the development activities Engineering change statistics Reduce scarp Reduce engineering cost Improve in many areas Reduce data reentry Improve quality Schedule activities properly Reduce overall cost Able to support business strategy Able to support concurrent engineering Able to support customers and suppliers Able to support reuse of the data for find out source of problem Work flow Management Make sure most appropriate process is followed Clean up product development Get control product development Improve resource utilization and project coordination improve Project visibility and status information Provide Audit trail Provide security Reduce product development cost Reduce product development cycle time Reduce re work Provide the benefit of Electronic information flow Reduce paper work Information readily available Join geographically apart engineers Reduce the face to face project meetings Ensure specific processes followed Help to manage engineering changes Automate uninteresting procedure Improve reliability of project development schedules Improve communication Make sure that things done at right time
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Engineering change management Better status information Reduction in cost of change management Make sure most appropriate change management is followed Better coordination in engineering changes Less cycle time benefit of Electronic information flow Join geographically apart engineers Better change management plans Better estimates change costs and times Easier to manage Parallel work done and finished quicker Faster response to change Increase the revenue Reduce cost Better profit More customers, better customers service better communication with suppliers Increase the productivity Stimulate the reengineering processes Resolution of Business problems Customer satisfaction Better after sales service helps that product will not break down as soon as it reaches the customer Reduce the product rates Faster to market More market share and profit Customized product more profit Better aftersales service due to better field service On time delivery of the product Able to meet after regulatory and standards Functional Performance Improvement Better and faster responds to requests for proposal Better marketing and sales performance More productivity Easier manufacturing with better operations Improved installation services Improved field service performance Better quality of the product/performance of the department Performance of information science the department will improve Management of product development activity Better plans Reliable estimates of cost and time Projects are easier to manage Can run tasks parallel and faster Right processes can be followed Better communication between developers and managers Improved distribution of tasks to developers Improve the results of the business
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Faster response to the changes Better coordination Savings to the company know how for future use Better use of resources cost cut and cycle times of product development Better interaction with customers , suppliers and other departments. Change can be implemented in business activity Automation of product development activity Able to Automate the direct product development activities Able to Automate the indirect product development activities Benefits Automation product development activities faster information transfer Integrate all Automated activities Better Automation of all activities than past Automation of product management Work flow between product development activity will improve Expert can do product development activity Uses QFD and DFM Push button for product development IS effective improvement Replace inefficient current system with powerful tool Links systems togather Reduce overall cost Better service to customer Less staff level /horizontal organization Less paper flow Standardization Simultaneous access to business and processes data Effective in overall strategy Demonstrate our changed paradigms Normalize organizational structure Can use computers Advantage of advanced IS technology Infrastructure for product development Provide Infrastructure for product development Support product development process Allow the data flow through out product development cycle Support life cycle practices Support team work Easy access to data needed on time Integrate all computer systems Save time Save money and improve quality Role of PDM Will create the better conditions for people developing product Helps in company to become flexible to change business cycle Helps in company to become flexible to change product development cycle Creates better relations with customers and suppliers Company to grow Better results
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Promotes sales and marketing In Long run high initial investment will be profitable Help in cross adjusting for cross functional activities in cross functional organization Applied problems and solution on PDM processes and workflow. Engineering change processes • EC- Engineering change • ECB- Engineering change BOARD • ECC- Engineering change CONTROL • ECM- Engineering change MANAGEMENT • ECN- Engineering change NOTICE/NOTIFICATION • ECO- Engineering change ORDER • ECP- Engineering change PROPOSAL/PACKAGE • ECR- Engineering change REQUEST • PCM-PRODUCT CHANGE MANAGEMENT FINANCIAL JUSTIFICATION • Time value of the money include Accounting rate of return Payback value Net present value • Cost justification • Identification of benefits • Project calculations Points to remembered in UNIT 8 Developing a PLM strategy and conducting a PLM assessment Developing a PLM strategy and conducting a PLM assessment: Strategy, Impact of strategy, implementing a PLM strategy, PLM initiatives to support corporate objectives. Infrastructure assessment, assessment of current systems and applications. Strategy • Way to achieve objectives, resources utilization and policy for governing them. Follow PLM principles • Objectives • Offensive • Unity command/ cooperation • Concentration of force/effort • Economy force/effort • Flexibility • Surprise • Security • Simplicity • Morale • Administration • Bias for action • Close to customer • Autonomy
• Productivity through Principles of Strategy • Focus on product • Focus on customer ,feedback • Simple slim line organization • Remember Planet and mankind • Highly skilled people • Use modern technology • Coherent PLM vision , Strategy and plan • Continually increased sales and quality • Reduced cycle time and costs • Focus on product Grate product Product based business Chief product officer 5 year product plan Platform product and derivative product Part re-use Integrated product portfolio Focus on customer ,feedback Listen to customer Involve customer Product feedback Listen to the voice of product Redefine Imagine, Define, Realize, Support, Retire about material ,information Simple slim line organization • Simple organizational structure • Simple and clearly defined processes • Product life cycle owner • Simple life cycle methodology • Cross functional team work Remember Planet and mankind • Sustainable development • Environmental requirements • Ageing population developed countries • Large population developing countries Highly skilled people • Hire good people • Training • Generalists and Specialists • Soft skills
Use modern technology • CAD • PDM • Rapid Prototyping Coherent PLM vision, Strategy and plan • Think of future about resources • Business and competition • Watch surroundings • Maintain security Continually increased sales and quality Reduced cycle time and costs • Increase sales • Increase quality of product • Reduced cost • Reduced time PLM Strategy • Structure • Company specific Strategy • PLM Strategy and change Strategy • A Strategy, not a system practice or initiative Developing PLM Strategy • 5 step processes Collecting information Identifying possible Strategy Selecting Strategy Communicating selected Strategy Implementation of selected Strategy Vision of tomorrow Realistic assessment of today Plan to bridge gap Capabilities and resource required Impact of Strategy • Individual projects payback period is 6-9 months (applications) • Operating projects 6-12months (systems) • IP projects 3-5 years (strategy) Implementation of PLM strategy • Top management engaged not involved • Project leaders are veterans and team members are decision makers • 3rd parties fill gap in expertise and transfer knowledge • Change management will go in hand with project management • Satisfying mind set will prevails PLM initiatives to support corporate objectives • Increases IT value
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See beyond functional barriers Watch for optimal decision that are suboptimal Stretch change muscle Thin one organization Infrastructure assessment Infrastructure assessment computer assessments for PLM Change management 4 point adequateness of the current technology The scalability of the technology Modularity of the technology The openness of the technology assessment of current systems and applications People assessment 60-80%time unproductive works duplicating ,recreating ,copying, distributing , wasting information PLM provides Needy information Need to assessed the magnitude ,ability ,willingness timing and distraction of the people in adopting new system Processes and practice assessment Detailed processes map Maps are static but organization is dynamic Helps in training and placement Processes are straight forward but not practices Map the information about streams and wells identify the rote practices that will began as practices because results are unknown Capability maturity model assessment Initial(ad Hoc) Repeatable Defined Managed optimized
