Product Lifecycle Management (Volume 1): 21st Century Paradigm for Product Realisation

Preface
Contents
1 Product Lifecycle Management (PLM)
1.1 What Is PLM?
1.1.1 Definition of PLM
1.1.2 Definition of the PLM Initiative
1.1.3 A Paradigm
1.1.3.1 The Paradigm Before PLM
1.2 This Chapter
1.2.1 Objective
1.2.2 Content
1.2.2.1 Skills
1.2.3 Relevance
1.3 The P, L and M of PLM
1.3.1 The P of PLM
1.3.1.1 Importance
1.3.1.2 Range of Products
1.3.1.3 Range of Number of Parts
1.3.2 The L of PLM
1.3.2.1 Related Lifecycles
1.3.3 The M of PLM
1.4 The Scope of PLM
1.4.1 Activities in the Scope of PLM
1.4.2 The PLM Grid
1.4.3 Resources in the Scope of PLM
1.4.3.1 Objectives and KPIs
1.4.3.2 Management and Organisation
1.4.3.3 Business Processes
1.4.3.4 People
1.4.3.5 Product Data
1.4.3.6 Product Data Management System
1.4.3.7 PLM Applications
1.4.3.8 Facilities and Equipment
1.4.3.9 Methods and Techniques
1.4.3.10 Products
1.5 The PLM Paradigm
1.5.1 Paradigm Change
1.5.2 From Twentieth Century Paradigm to PLM
1.5.3 Organisation of Work
1.5.4 Orientation: From Technical to Business
1.5.5 Information Calculation, Storage and Communication
1.5.6 Span of Interest
1.5.7 Value of Product Data
1.5.8 Management Approach
1.5.9 Focus
1.6 PLM Consequences
1.7 PLM Corollaries
1.8 The Spread of PLM
1.9 Benefits of PLM
1.9.1 Financial, Time, Quality
1.9.1.1 Revenue Increase
1.9.1.2 Cost Reduction
1.9.1.3 Time Reduction
1.9.1.4 Quality Improvement
1.9.2 Operational Benefits
1.10 Overcoming Problems, Enabling Opportunities
1.10.1 Managing the Product Isn’t Easy
1.10.2 Loss of Control
1.10.3 Sources of Problems
1.10.4 Opportunities
Bibliography
2 PLM and Its Environment
2.1 This Chapter
2.1.1 Objective
2.1.2 Content
2.1.2.1 Skills
2.1.3 Relevance
2.1.3.1 It Depends Where You’re Starting from
2.1.3.2 Time for Complete Change
2.1.3.3 Starting from, Ending in
2.1.3.4 The Name of “Before PLM”
2.1.3.5 The End of “Before PLM”
2.2 Issues with the Departmental Paradigm
2.2.1 Serial Workflow
2.2.2 Departmental Organisations
2.2.3 Piecemeal Improvements
2.3 Product Data Issues
2.3.1 A Lot of Product Data
2.3.2 Poor Change Management
2.3.3 Data not Linked to Management Tools
2.4 A Complex, Changing Environment
2.4.1 Change
2.4.2 Interconnections
2.4.2.1 Macroeconomic Changes
2.4.2.2 Environmental Changes
2.4.2.3 Corporate Challenges
2.4.2.4 Technological Changes
2.4.2.5 Product-Related Changes
2.4.3 Changes Driving PLM
2.4.4 Result
2.5 Example from “Before PLM”
2.5.1 Introduction
2.5.2 Quantitative Feedback
2.6 Product Pains
2.6.1 Aerospace Products
2.6.2 Power Plants
2.6.3 Automotive Products
2.6.4 Financial Products
2.6.5 Other Products
2.6.6 Current and Future Nightmare
2.7 Product Opportunities
2.7.1 Globalisation Opportunity
2.7.2 Technology Opportunities
2.7.3 Social/Environmental Opportunity
2.7.4 Human Resource Opportunity
2.7.5 The Result and the Requirements
Bibliography
3 PLM and Products
3.1 This Chapter
3.1.1 Objective
3.1.2 Content
3.1.2.1 Skills
3.2 Product Importance, Range, Instance
3.2.1 Importance of the Product
3.2.2 Wide Range of Products
3.2.3 More Than the Product
3.2.4 Instance of a Product
3.2.5 Number of Products
3.2.6 Hazardous Products
3.2.7 Commonality
3.3 Parts, Ingredients, Components, Assemblies
3.3.1 Range of Parts
3.3.2 Number of Parts
3.3.3 Part and Product
3.4 Identifier
3.4.1 Need for an Identifier
3.4.2 Name, Number
3.4.3 Internal and Other, Names/Numbers
3.4.4 Serial Numbers
3.4.5 Significant Numbers
3.4.6 Product Key
3.4.7 Naming Languages
3.4.8 Some Product and Part Identifiers
3.4.9 Product Name and Part Name
3.4.9.1 Trade Mark
3.5 Requirements
3.5.1 Customer Requirements
3.5.2 Emergence of Global Products
3.5.3 Requirements for Global Products
3.6 From Customer Requirement to Product Specification
3.7 Identification Standards
3.7.1 Global Trade Item Number
3.7.2 International Standard Book Number
3.7.3 International Mobile Equipment Identity
3.7.4 International Standard Music Number
3.7.5 CAS Registry Numbers
3.8 Unique Identifier, Unique Key
3.9 Traceability
3.10 Communication of Identifier
3.10.1 Type of Communication
3.10.2 UPC Barcode
3.10.3 EAN-13
3.10.4 Two-dimensional Barcodes
3.11 Product Classification
3.11.1 Classification
3.11.2 Advantages of Classification
3.11.3 Classification Systems
3.12 Versions, Variants, Options
3.12.1 Lifecycle State
3.12.2 Version, Iteration
3.12.3 Variant, Option
3.12.4 Product Life, Lifetime
3.13 Product Ownership
3.13.1 Rights
3.13.2 Intellectual Property
3.14 Product Structure and Architecture
3.14.1 Structures
3.14.2 Bill of Materials
3.14.3 Product Architecture
3.14.4 Product Portfolio
3.14.5 Product Model
3.15 Description, Definition and Representation
3.16 From Customer Requirement to Performance
3.17 No Product Is an Island
3.18 Causes of Product Problems
3.18.1 Challenger
3.18.2 Columbia
3.18.3 SR-111
3.18.4 Ariane 5
3.18.5 Multiple Causes
3.19 The Challenges
Bibliography
4 PLM and Business Processes
4.1 This Chapter
4.1.1 Objective
4.1.2 Content
4.1.2.1 Skills
4.1.3 Relevance of Business Processes in PLM
4.2 Definitions and Introduction
4.2.1 Definitions
4.2.1.1 Process
4.2.1.2 Business Process
4.2.1.3 Process Mapping
4.2.1.4 Process Modelling
4.2.1.5 Business Process Management
4.2.1.6 Methods/Techniques/Best Practices
4.2.1.7 Use Case
4.2.1.8 Workflow
4.2.2 Action Across the Product Lifecycle
4.2.3 Organising the Action
4.2.3.1 Departmental Focus
4.2.3.2 Method, Technique, How-To, Best Practice
4.2.4 Process Approach
4.2.4.1 No Standard Processes
4.2.4.2 Business Process Architecture
4.2.4.3 Business Process Management
4.2.4.4 Needed Characteristics of a Process
4.2.4.5 Naming of Processes
4.2.4.6 Particularities of Business Processes in PLM
4.2.4.7 PLM Process Particularities, but Similar Management
4.2.4.8 Consequences of Neglecting Processes in the PLM Initiative
4.2.5 Tools to Represent Business Processes
4.2.5.1 BPMN
4.2.6 Documenting Processes
4.2.6.1 Reasons for Documenting Processes
4.2.6.2 Models
4.2.6.3 Process Flow Diagrams
4.2.6.4 Swimlanes
4.2.6.5 Process Description Documents
4.2.6.6 Process Steps
4.2.6.7 Use Case, Use Case Description
4.2.6.8 Use Case Diagram
4.2.6.9 Creation of Workflows
4.2.7 KPIs for Business Processes
4.2.8 The Importance of Business Processes in PLM
4.2.8.1 A Company is Its Processes
4.2.8.2 Revenues Result from Processes
4.2.8.3 Waste Results from Processes
4.2.8.4 The Process is What People Do
4.2.8.5 Automation
4.2.8.6 Understanding and Improvement
4.2.8.7 Brother and Sister: Product Data and Business Process
4.2.8.8 Process-Related Targets of a PLM Initiative
4.3 Process Reality in a Typical Company
4.3.1 Generic Issues with Business Processes
4.3.1.1 Name and Scope
4.3.1.2 Development
4.3.1.3 Changes
4.3.1.4 Management
4.3.2 Interaction with Other Activities
4.3.3 Interaction with Company Initiatives
4.3.4 Generic Challenges with Business Processes
4.3.5 A Generic Vision for Business Processes in PLM
4.3.5.1 Phases of the Product Lifecycle
4.3.5.2 Management of the Product Lifecycle
4.3.5.3 Lifecycle Design and Analysis
4.3.5.4 Lifecycle Modelling
4.3.5.5 Process Definition and Automation
4.3.5.6 Standard Lifecycle Processes
4.3.5.7 Standard Lifecycle Methodologies
4.3.5.8 Mandatory Compliance
4.3.5.9 Voluntary Conformity
4.3.5.10 Progress with Lifecycle and Process
4.4 Business Process Activities in the PLM Initiative
4.4.1 Projects Related to Business Processes
4.4.2 Business Process Improvement
4.4.3 Business Process Mapping and Modelling
4.4.4 The ECM Business Process
4.4.4.1 Process Name(s)
4.4.4.2 No Standard Process
4.4.4.3 Purpose
4.4.4.4 Objective
4.4.4.5 Need for Change
4.4.4.6 Sources and Reasons for Change
4.4.4.7 The Risk of Uncontrolled Change
4.4.4.8 The Danger
4.4.4.9 The Future
4.4.4.10 Typical Activities
4.4.4.11 Different Numbers of Steps
4.4.5 The NPD Business Process
4.4.5.1 Process Name(s)
4.4.5.2 No Standard Process
4.4.5.3 Stage and Gate
4.4.5.4 Lessons Learned
4.4.6 The Portfolio Management Process
4.4.6.1 Different Scopes
4.4.6.2 Process Name(s)
4.4.6.3 NPD Project Portfolio Management
4.4.6.4 Similar Starting Point
4.4.6.5 Requirement
4.4.6.6 Reports
4.4.6.7 Lessons Learned
4.5 Learning from Experience
4.5.1 From the Trenches
4.5.1.1 No Time for Processes
4.5.1.2 Unexpected Interest
4.5.1.3 Unexpected Reply
4.5.1.4 Processes Aren’t in PLM?
4.5.1.5 Process and System (1)
4.5.1.6 Process and System (2)
4.5.1.7 Too Much Mapping
4.5.1.8 A Change of Situation
4.5.2 Business Process Improvement Approach
4.5.2.1 As-Is Situation
4.5.2.2 Towards To-Be
4.5.2.3 To-Be
4.5.2.4 To-Be Process Model
4.5.2.5 Benefits
4.5.3 Pitfalls of Business Process Mapping and Modelling
4.5.4 Top Management Role with Business Processes
4.5.4.1 In Control of Business Processes
4.5.4.2 Leading from the Top
4.5.4.3 The Right Structure
4.5.4.4 The Right Culture
4.5.4.5 The Right Skills
Bibliography
5 PLM and Product Data
5.1 This Chapter
5.1.1 Objective
5.1.2 Content
5.1.2.1 Skills
5.1.3 Relevance of Product Data in PLM
5.2 Definitions and Introduction
5.2.1 Definitions
5.2.1.1 Product Data
5.2.1.2 Product Data Management
5.2.1.3 Data Model
5.2.1.4 Conceptual Data Model
5.2.1.5 Logical Data Model
5.2.1.6 Physical Data Model
5.2.1.7 Entity-Relationship Model
5.2.1.8 Configuration, Configuration Management
5.2.2 Product Data Across the Lifecycle
5.2.3 Organising the Product Data
5.2.3.1 Departmental Focus
5.2.3.2 Paper
5.2.3.3 Document Management Group
5.2.4 Product Data as a Strategic Resource
5.2.4.1 Metadata
5.2.4.2 Product Data Architecture
5.2.4.3 Product Data Modelling
5.2.4.4 Product Data Rules
5.2.4.5 Managing Product Data
5.2.5 Tools to Represent Product Data
5.2.5.1 UML
5.2.6 Data Model Diagrams
5.2.6.1 Data Flow
5.2.6.2 Class Diagram
5.2.6.3 State Diagram
5.2.7 KPIs for Product Data
5.2.8 The Importance of Product Data in PLM
5.3 Reality in a Typical Company
5.3.1 Generic Issues with Product Data
5.3.1.1 Access to Product Data
5.3.1.2 Applications
5.3.1.3 Archiving of Data
5.3.1.4 Availability of Data
5.3.1.5 Change
5.3.1.6 Copies of Data
5.3.1.7 Confidentiality of Data
5.3.1.8 Configuration
5.3.1.9 Definition of Data
5.3.1.10 Duplicate and Redundant Data
5.3.1.11 Exchange of Data
5.3.1.12 File-Based Data
5.3.1.13 Formal Description
5.3.1.14 History
5.3.1.15 Identification and Classification Systems
5.3.1.16 Inconsistent Data
5.3.1.17 Incorrect Data
5.3.1.18 Informally Annotated Documents
5.3.1.19 Informal Communication of Data
5.3.1.20 Input of Data
5.3.1.21 Interoperability
5.3.1.22 Languages
5.3.1.23 Level of Detail
5.3.1.24 Library of Data
5.3.1.25 Locality of Data
5.3.1.26 Long-Life Data
5.3.1.27 Manuals
5.3.1.28 Media
5.3.1.29 Meaning of Data
5.3.1.30 Missing Data
5.3.1.31 Navigation to Data
5.3.1.32 Ownership of Data
5.3.1.33 Processing of Product Data
5.3.1.34 Project Data
5.3.1.35 Reinvention of Existing Product Data
5.3.1.36 Relationships Between Data
5.3.1.37 Representations of Product Data
5.3.1.38 Rules Shortfall
5.3.1.39 Searching for Data
5.3.1.40 Security of Data
5.3.1.41 Sources of Product Data
5.3.1.42 Software
5.3.1.43 Standards for Data
5.3.1.44 States of Data
5.3.1.45 Structure of Product Data
5.3.1.46 Tabulated Documents
5.3.1.47 Traceability of Data
5.3.1.48 Training Deficiency
5.3.1.49 Type and Format of Data
5.3.1.50 Update Frequency of Data
5.3.1.51 Users of Data
5.3.1.52 Uses of Data
5.3.1.53 Value of Data Unknown
5.3.1.54 Variants and Options
5.3.1.55 Versions of Data
5.3.1.56 Versions of Applications
5.3.1.57 Views of Data
5.3.1.58 Vocabulary
5.3.1.59 Volume of Data
5.3.1.60 Workflow
5.3.1.61 Consequence
5.3.2 Interaction with Other Activities
5.3.3 Interaction with Company Initiatives
5.3.4 Generic Challenges and Objectives
5.3.5 A Generic Vision for Product Data in PLM
5.3.5.1 Clean, Standard, Process-Driven Data
5.3.5.2 Digital Data
5.3.5.3 Data Management
5.3.5.4 Legacy Data
5.3.5.5 Data Exchange
5.3.5.6 Progress with Data, Information and Knowledge
5.3.5.7 Progress Report
5.4 Product Data Activities in the PLM Initiative
5.4.1 Product Data-Related Projects
5.4.2 Product Data Modelling
5.4.2.1 Iterative Approach
5.4.2.2 Involvement in Modelling
5.4.2.3 Characteristics of Modellers and Models
5.4.3 Product Data Improvement
5.4.4 Product Data Cleansing
5.4.5 Product Data Migration
5.5 Learning from Experience
5.5.1 From the Trenches
5.5.1.1 Devil in the Details (1)
5.5.1.2 Devil in the Details (2)
5.5.1.3 Devil in the Details (3)
5.5.1.4 Devil in the Details (4)
5.5.1.5 Devil in the Details (5)
5.5.1.6 Devil in the Details (6)
5.5.1.7 Devil in the Details (7)
5.5.1.8 Mission-Critical Product Data
5.5.1.9 Product Data in Prior Art
5.5.1.10 Product Data in the Operating Phase
5.5.1.11 Unexpected Reaction
5.5.1.12 Data Review (1)
5.5.1.13 Data Review (2)
5.5.2 Product Data Improvement Approach
5.5.2.1 As-Is
5.5.2.2 Towards To-Be
5.5.2.3 To-Be
5.5.2.4 To-Be Data Model
5.5.2.5 Benefits
5.5.3 Pitfalls of Product Data Modelling
5.5.4 Top Management Role with Product Data
5.5.4.1 Under Control
5.5.4.2 High Quality
5.5.4.3 Complete
5.5.4.4 Secure
5.5.4.5 Available
5.5.4.6 Strategic Asset in the Digital Company
5.5.4.7 Cross-Functional
5.5.4.8 Reusable
Bibliography
6 PLM and PDM
6.1 This Chapter
6.1.1 Objective
6.1.2 Content
6.1.2.1 Skills
6.1.3 Definition
6.1.4 Relevance of PDM Systems
6.2 Many Names and Acronyms
6.3 PDM System Overview
6.4 Importance of the PDM System
6.5 Benefits of PDM Systems
6.6 The Eight Components
6.6.1 Information Warehouse
6.6.2 Information Warehouse Manager
6.6.3 Infrastructure
6.6.4 System Administration Manager
6.6.5 Interface Module
6.6.6 Product and Workflow Structure Definition Module
6.6.7 Workflow Control Module
6.6.8 Information Management Module
6.7 Common Issues
6.7.1 Naming, Functionality, Scope
6.7.2 Change, Version Management
6.7.3 Interfaces
6.7.4 Data Model, Workflow
6.7.5 Ownership, Funding, Support
6.7.6 Fit in IS Architecture
6.7.7 Customisation, Installation
6.7.8 Everyday Use
6.7.9 Sources of Challenges
6.8 Guidelines for PDM System Implementation
6.9 Pitfalls of PDM System Implementation
6.10 Little Data Management Excitement
6.11 No PDM System is an Island
Bibliography
7 PLM and Product-Related Applications
7.1 This Chapter
7.1.1 Objective
7.1.2 Content
7.1.2.1 Skills
7.1.3 Definition
7.1.4 Relevance of PLM Applications
7.2 Introduction to PLM Applications
7.2.1 Additive Manufacturing Applications
7.2.2 Application Lifecycle Management
7.2.3 Artificial Intelligence
7.2.4 Augmented Reality
7.2.5 BOM Applications
7.2.6 Compliance Management
7.2.7 CSM Applications
7.2.8 CAD Applications
7.2.9 CAE Applications
7.2.10 CAID Applications
7.2.11 CAM Applications
7.2.12 CAPE Applications
7.2.13 CAPP Applications
7.2.14 CASE Applications
7.2.15 CIM
7.2.16 Data Exchange Applications
7.2.17 DECM Applications
7.2.18 Digital Manufacturing Applications
7.2.19 DMU Applications
7.2.20 EDI Applications
7.2.21 EDA Applications
7.2.22 ECM Applications
7.2.23 EDM Systems
7.2.24 Factory Automation
7.2.25 FEA Applications
7.2.26 Geometric Modelling Applications
7.2.27 Haptic Applications
7.2.28 IM Applications
7.2.29 IoT Platforms
7.2.30 IPM Applications
7.2.31 Knowledge Based Systems
7.2.32 LCA Applications
7.2.33 Machine Learning Applications
7.2.34 Manufacturing Automation
7.2.35 MRP 2 Applications
7.2.36 NC Applications
7.2.37 Parts Catalogue Applications
7.2.38 Parts Libraries
7.2.39 Phase-Gate Applications
7.2.40 Portfolio Management Applications
7.2.41 PDM Systems
7.2.42 Project Management Applications
7.2.43 RP Applications
7.2.44 Requirements Management Applications
7.2.45 Reliability Management Applications
7.2.46 Simulation Applications
7.2.47 SCM Applications
7.2.48 Service Management Applications
7.2.49 TDM Applications
7.2.50 Technical Publication Applications
7.2.51 Translation Management Applications
7.2.52 VR Applications
7.2.53 VE Applications
7.2.54 Virtual Prototyping Applications
7.2.55 Visualisation and Viewing Applications
7.2.56 3D Printing Applications
7.2.57 3D Scanning Applications
7.3 PLM Applications in the Product Lifecycle
7.3.1 Generic and Specific PLM Applications
7.3.2 Generic PLM Applications
7.3.2.1 Data Management/Document Management
7.3.2.2 Part Management/Product Management/Configuration Management
7.3.2.3 Process Management/Workflow Management
7.3.2.4 Program Management/Project Management
7.3.2.5 Collaboration Management
7.3.2.6 Visualisation
7.3.2.7 Integration
7.3.2.8 Infrastructure Management
7.3.2.9 Idea Management
7.3.2.10 Product Feedback Management
7.3.3 Specific PLM Applications
7.3.3.1 Product Portfolio Management
7.3.3.2 Idea Generation Management
7.3.3.3 Requirements and Specifications Management
7.3.3.4 Collaborative Product Definition Management
7.3.3.5 Supplier and Sourcing Management
7.3.3.6 Manufacturing Management
7.3.3.7 Maintenance Management
7.3.3.8 Compliance Management
7.3.3.9 Intellectual Property Management
7.3.4 Organising the Applications
7.3.4.1 Departmental World
7.3.4.2 Enterprise World
7.3.4.3 PLM Application Architecture
7.3.4.4 PLM Application Strategy
7.3.4.5 PLM Application Management Processes
7.3.5 KPIs for PLM Applications
7.4 Reality in a Typical Company
7.4.1 Generic Issues with PLM Applications
7.4.1.1 Ambiguous Name and Unclear Scope
7.4.1.2 Islands of Automation
7.4.1.3 Departmental Islands, Supplier Islands
7.4.1.4 Interface and Integration Need
7.4.1.5 Overlapping Data Management Functionality
7.4.1.6 Different User Interfaces
7.4.1.7 Organisational Match
7.4.1.8 Limited Operating Environment
7.4.1.9 Versions
7.4.1.10 Legacy Applications
7.4.2 Interaction with Other Activities
7.4.3 Interaction with Company Initiatives
7.4.4 Generic Challenges with PLM Applications
7.4.5 A Generic Vision for PLM Applications
7.4.5.1 Digital Company
7.4.5.2 PLM Application Architecture and Strategy
7.4.5.3 Product Data Management for PLM
7.4.5.4 PLM Applications Throughout the Product Lifecycle
7.4.5.5 PLM Application Standardisation
7.4.5.6 Interfaces
7.5 Application Activities in the PLM Initiative
7.5.1 Application-Related Projects
7.5.2 PLM Application Status Review
7.5.3 Software Development Approaches
7.5.4 PDM System Selection and Implementation
7.5.4.1 Standard IS System Selection Approach
7.5.4.2 Pitfalls of the Standard Approach
7.6 Best Practice PDM System Selection
7.6.1 Prepare the PDM System Project
7.6.1.1 Hold a Kick-Off Meeting
7.6.1.2 Know Thyself
7.6.2 Document the Business Objectives
7.6.3 Document the Current Situation
7.6.3.1 Activities in Scope
7.6.3.2 Product Data
7.6.3.3 Users of Product Data
7.6.3.4 PLM Applications
7.6.3.5 Product Data Management Systems
7.6.4 Identify PDM System Requirements
7.6.4.1 The Requirements Document
7.6.4.2 Rules for Requirements
7.6.4.3 Requirements Relative to the Current Situation
7.6.4.4 Gathering and Confirming the Requirements
7.6.4.5 Report the Business Objectives and Requirements
7.6.5 Know Your Partners
7.6.5.1 Identify Potential Partners
7.6.5.2 Write and Send the RFPs, Receive Replies
7.6.5.3 Make a Shortlist of Candidate Partners
7.6.5.4 Benchmark Candidate Partners
7.6.5.5 Identify Scenarios
7.6.5.6 Potential Benefits
7.6.5.7 Specific Benefits
7.6.5.8 Costs
7.6.5.9 Other Criteria
7.6.5.10 Roadmap and Plan
7.6.5.11 Return on Investment
7.6.5.12 Risks
7.6.5.13 Build the Scenarios
7.6.5.14 Prepare and Present the Scenarios
7.6.5.15 Select the Partners
7.6.6 Pre-Align with Your Partners
7.6.7 Align and Plan with Your Partners
7.6.8 Carry Out Detailed Design and Planning
7.6.9 Build and Plan the PDM System
7.6.10 Test and Validate the PDM System
7.6.11 Deploy the PDM System
7.6.11.1 Go-Live
7.6.12 Use the PDM System
7.6.13 Support and Sustain the PDM System
7.6.14 Review PDM System Performance
7.6.15 Achieve Breakeven for the PDM System
7.6.15.1 Evolve and Extend the PDM System
7.7 Learning from Experience
7.7.1 From the Trenches
7.7.1.1 Process before System
7.7.1.2 Faraway
7.7.1.3 PDM is for the Lifecycle
7.7.1.4 So That’s What We Do
7.7.1.5 A Clean Slate
7.7.1.6 Now I Begin to Understand
7.7.2 Pitfalls of Application Implementation
7.7.3 Top Management Role with PLM Applications
7.7.3.1 Provide Vision and Leadership
7.7.3.2 Involvement with PDM
7.7.3.3 A Strategy for PLM Applications
7.7.3.4 Clarify the IS Role
7.7.3.5 Communication
7.7.3.6 Vendor Control
7.7.3.7 Budget
Bibliography
8 PLM, Techniques and Methods
8.1 This Chapter
8.1.1 Objective
8.1.2 Content
8.1.2.1 Skills
8.2 Introduction
8.2.1 The Need
8.2.2 Improvement Initiatives
8.3 Overview of Methods
8.3.1 ABC
8.3.2 Alliance Management
8.3.3 Benchmarking
8.3.4 BPR
8.3.5 CWQC
8.3.6 Concurrent Engineering
8.3.7 CM
8.3.8 Continuous Improvement
8.3.9 COQM
8.3.10 Customer Involvement
8.3.11 DFA
8.3.12 DFE
8.3.13 DFM
8.3.14 DFR
8.3.15 DFSS
8.3.16 DFS
8.3.17 Design Rules
8.3.18 DTC
8.3.19 EMI
8.3.20 ESI
8.3.21 FMECA
8.3.22 FTA
8.3.23 GT
8.3.24 Hoshin Kanri
8.3.25 JIT
8.3.26 Kome Hyappyo
8.3.27 Lean Production
8.3.28 LCA
8.3.29 LCD
8.3.30 Open Innovation
8.3.31 Phase/Gate Methodology
8.3.32 PDCA
8.3.33 Platform Strategy
8.3.34 Poka-Yoke
8.3.35 Process Mapping
8.3.36 Project Management
8.3.37 QFD
8.3.38 Roadmapping
8.3.39 Reliability Engineering
8.3.40 Robust Engineering
8.3.41 Simultaneous Engineering
8.3.42 Software Development Methodologies
8.3.43 Standards
8.3.44 SPC
8.3.45 STEP
8.3.46 System Engineering
8.3.47 Taguchi Techniques
8.3.48 Teamwork
8.3.49 TCO
8.3.50 TQ
8.3.51 TQM
8.3.52 Triz
8.3.53 VA and VE
8.4 Some Characteristics of Methods
8.4.1 Unclear Name
8.4.2 Overlap Between Methods
8.4.3 Overlap Between Methods and Applications
8.4.4 Confusion Between Methods and Processes
8.4.5 Duplication of Existing Activities
8.4.6 Unclear Definition
8.4.7 Unclear Improvements
8.4.8 Difficult to Implement
8.4.9 Method Evolution and Confusion
8.4.10 Market Push
8.5 No Method is an Island
8.6 The Challenges
Bibliography
9 PLM and the Internet of Things
9.1 This Chapter
9.1.1 Objective
9.1.2 Content
9.1.2.1 Skills
9.1.3 Relevance
9.2 Introduction to the IoT
9.3 Components of the IoT
9.3.1 The Internet, a Communications Network
9.3.2 IoT Devices
9.3.3 Smart Products, Intelligent Products
9.3.4 Data Transmitted Over a Network
9.3.5 Mobile Technology
9.3.6 Location Detection Technology
9.3.7 Cloud
9.3.8 Cybersecurity
9.3.9 The Internet of Things
9.3.10 IoT Platforms
9.4 Big Data
9.4.1 To In Introduction to Big Data
9.4.2 Three Contexts of Big Data
9.4.3 Commercial Big Data
9.4.4 Social Media and General Internet Big Data
9.4.5 Industrial Big Data
9.4.6 Big Data across the Product Lifecycle
9.5 Analytics
9.5.1 Typical Benefits of Analytics
9.5.2 The Value of Big Data
9.5.3 Lifecycle Application Areas of Big Data
9.6 Big Data Issues and Success Factors
9.6.1 Questions about Big Data
9.6.2 Typical Issues with Big Data
9.6.3 Typical Issues with Big Data Projects
9.6.4 Big Data Success Factors
9.7 PLM, IoT and Big Data
9.8 The Opportunity of the Internet of Things
9.8.1 Financial Opportunity of the IoT
9.8.2 Strategic Opportunity of the IoT
9.9 Potential Benefits with the Internet of Things
9.9.1 Benefits for the Manufacturer
9.9.2 Benefits for the Product User
9.9.3 IoT Impacts across the Lifecycle
9.10 IoT Issues and Success Factors
9.10.1 Issues with the IoT
9.10.2 Typical Issues with IoT Projects
9.10.3 Success Factors
9.10.4 IoT, Big Data and the PLM Initiative
Bibliography
10 PLM, Facilities and Equipment, Industry 4.0
10.1 This Chapter
10.1.1 Objective
10.1.2 Content
10.1.2.1 Skills
10.2 Introduction to Industry 4.0
10.2.1 Background—Germany
10.2.2 Background—Elsewhere
10.2.3 Opportunities with Industry 4.0
10.2.4 Japan—Society 5.0
10.2.5 Take-Away
10.3 Industry 4.0 Technologies and Buzzwords
10.3.1 Technologies of Industry 4.0
10.3.2 The Industrial IoT and Industry 4.0
10.4 Back to the PLM Grid
10.4.1 PLM Applications
10.4.1.1 Manufacturing Automation
10.4.1.2 Virtual Reality and Augmented Reality
10.4.1.3 Artificial Intelligence
10.4.1.4 Machine Learning
10.4.1.5 Blockchain
10.4.1.6 Simulation
10.4.2 Facilities and Equipment
10.4.3 Relationship with PLM
10.5 Industry 4.0 Facilities and Equipment Vision
10.5.1 An Intelligent Factory
10.5.2 A Connected Factory
10.5.3 A Digital Factory
10.5.4 An Augmented Reality Factory
10.5.5 Big Data and Analytics
10.5.6 In-Charge Factory
10.5.7 Adaptable, Flexible Factory
10.5.8 Secure, Protected Factory
10.5.9 Artificial Intelligence Augmented Factory
10.5.10 Additive Manufacturing
Bibliography
11 PLM and the Digital Twin
11.1 This Chapter
11.1.1 Objective
11.1.2 Content
11.1.2.1 Skills
11.2 Of Representations and Descriptions
11.2.1 Digital Twin
11.2.2 A Definition of Digital Twin
11.2.3 Representations
11.2.4 A Description
11.3 Changing Representations and Descriptions
11.3.1 In the 1890s
11.3.2 In the 1970s
11.3.3 In the 1990s
11.3.4 In the 2020s
11.4 Representations and the PLM Grid
11.5 Digital Model of the Product
11.5.1 From Digital Model to Digital Twin
11.6 Digital Twin. Representation, Concept, Definition
11.6.1 Digital Twin: A Concept
11.6.2 Definitions of Digital Twin
11.7 Digital Twin Applications and Use Cases
11.8 Benefits of Digital Twins
11.9 Issues with Digital Twins
11.9.1 Early Stage Issues
11.9.2 Scope, Size and Complexity Issues
11.9.3 Data Issues
11.9.4 Application Issues
11.9.5 Model Issues
11.9.6 Product Issues
11.9.7 Security Issues
11.9.8 Legal Issues
11.10 The Digital Twin Project in the PLM Initiative
11.10.1 Digital Twin Feasibility Study
11.11 Challenges for Digital Twin Projects
11.11.1 Business Challenges
11.11.2 Cost Challenges
11.11.3 Organisational Challenges
11.11.4 People Challenges
11.11.5 Project Governance and Management Challenges
11.11.6 Change Management Challenges
11.11.7 Data Management and Quality Challenges
11.11.8 Product Challenges
11.12 Success Factors for Digital Twin Projects
Bibliography
12 PLM and Digital Threads
12.1 This Chapter
12.1.1 Objective
12.1.2 Content
12.1.2.1 Skills
12.2 Digital Thread
12.2.1 The Concept of a Thread
12.2.2 The PLM Grid and the Digital Thread
12.2.3 Applications, Business Processes, People
12.2.4 Provenance of the Digital Thread Term
12.2.5 Digital Thread Definitions
12.3 Without a Digital Thread
12.3.1 Overview
12.3.2 In the Detail
12.4 Benefits of the Digital Thread
12.5 Examples of Digital Threads
12.6 Issues with the Digital Thread
12.7 The Digital Thread Project in the PLM Initiative
12.8 Perils of a Digital Thread Project
12.9 Success Factors for a Digital Thread Project
Bibliography
13 PLM and Organisational Change Management
13.1 This Chapter
13.1.1 Objective
13.1.2 Content
13.1.2.1 Skills
13.1.3 Relevance of OCM in PLM
13.2 Definitions and Introduction
13.2.1 Definitions
13.2.1.1 Organisation
13.2.1.2 Organisational Change
13.2.1.3 Organisational Change Management
13.2.1.4 Organisational Change Plan
13.2.2 Benefits of OCM
13.2.3 Incremental and Transformational Change
13.2.4 Equation for Change
13.2.4.1 Many Overlapping Changes and Change Projects
13.2.5 Resistance to Change
13.2.5.1 Employee Issues
13.2.5.2 Management Issues
13.2.5.3 General Issues
13.2.6 Pre-requisites for Organisational Change
13.2.7 KPIs for Organisational Change
13.2.8 The Importance of OCM in the PLM Environment
13.2.8.1 Special Features of OCM in a PLM Initiative
13.2.8.2 Results of Ignoring OCM in a PLM Initiative
13.3 Participants in Change
13.3.1 Benefits of the Change to PLM
13.3.2 People Who Make Change Happen
13.3.2.1 Sponsors
13.3.2.2 The OCM Team Leader
13.3.2.3 The OCM Team: Change Agents
13.3.2.4 Champions
13.3.3 People in the Product Lifecycle
13.3.3.1 Functional Managers
13.3.3.2 Marketing Managers
13.3.3.3 Manufacturing Managers
13.3.3.4 Engineering Managers
13.3.3.5 Product Support Managers
13.3.3.6 PLM Managers
13.3.3.7 Product Engineers
13.3.3.8 Service Providers
13.3.3.9 Accepters, Blockers, Sleepers
13.3.4 Roles
13.3.4.1 Role in Change
13.3.4.2 Roles of Lifecycle Participants
13.4 Reality in a Typical Company
13.4.1 Generic Issues with Change
13.4.2 OCM Interaction with Company Resources and Initiatives
13.5 OCM Activities in the PLM Initiative
13.5.1 Projects Related to OCM
13.5.2 Plan the Change Project
13.5.2.1 Success Factors for OCM
13.5.3 Communication
13.5.3.1 Communicating a Simple High-Level PLM Message
13.5.3.2 Communicating the PLM Vision
13.5.4 Learning and Training
13.5.4.1 Coaching and Mentoring
13.5.5 The Reward System
13.6 Learning from Experience
13.6.1 Tips from the Trenches
13.6.1.1 Getting Started
13.6.1.2 Repeat Performance
13.6.1.3 Luxury Goods Manufacturer
13.6.1.4 Consumer Goods Manufacturer
13.6.1.5 You Can Take a Horse to Water
13.6.2 Be Realistic
13.6.2.1 Are We Able to Change?
13.6.2.2 Am I Willing to Change?
13.6.3 Pitfalls of Organisational Change
13.6.4 Top Management Role with OCM
13.6.4.1 Objectives
13.6.4.2 Resources and Skills
13.6.4.3 Leadership
13.6.4.4 Communication
13.6.4.5 Support
13.6.4.6 Convince Middle Managers
Bibliography
14 PLM and Project Management
14.1 This Chapter
14.1.1 Objective
14.1.2 Content
14.1.2.1 Skills
14.1.3 Relevance
14.2 Definitions and Introduction
14.2.1 Definitions
14.2.1.1 Project
14.2.1.2 One-Off Project, Repetitive Project
14.2.1.3 Why Project Management?
14.2.1.4 Project Management
14.2.1.5 Program
14.2.1.6 Project Schedule, Project Plan
14.2.1.7 Project Manager
14.2.1.8 Project Management Office (PMO)
14.2.1.9 Program Management Office (PMO)
14.2.2 Characteristics of Projects
14.2.2.1 Benefits of Project Management
14.2.3 People in Projects
14.2.3.1 Project Sponsor
14.2.3.2 Stakeholders
14.2.3.3 Steering Committee
14.2.3.4 Project Manager
14.2.3.5 Project Director
14.2.3.6 Project Team
14.2.3.7 Project Team Member
14.2.3.8 Team Leader, Track Leader
14.2.3.9 Subject Matter Expert
14.2.3.10 Business Process Architect
14.2.3.11 Data Modeller
14.2.3.12 Business Analyst
14.2.3.13 System Analyst
14.2.3.14 Solution Architect
14.2.3.15 Application Developer
14.2.3.16 Key User
14.2.3.17 Tester
14.2.3.18 Workshop Facilitator
14.2.3.19 Project Assistant
14.2.3.20 Project Coach
14.2.4 Project Phases
14.2.4.1 Phase 1 Project Management Activities
14.2.4.2 Phase 2 Project Management Activities
14.2.4.3 Phase 3 Project Management Activities
14.2.4.4 Phase 4 Project Management Activities
14.2.5 Project Management Knowledge Areas
14.2.6 Project Management Tools and Templates
14.2.6.1 PERT, PERT Chart
14.2.6.2 Gantt Chart
14.2.6.3 Project Management Software
14.2.6.4 Deliverables Checklist
14.2.6.5 Roles and Responsibilities Matrix
14.2.6.6 Risk Log
14.2.6.7 Risk Matrix
14.2.6.8 Risk Management Software
14.2.6.9 Issue Log
14.2.6.10 RACI Diagram
14.2.7 KPIs for Project Management
14.2.8 The Importance of Project Management in PLM
14.2.8.1 What’s Special About Project Management in the PLM Environment?
14.2.8.2 What Happens if You Don’t Do Project Management in a PLM Initiative?
14.3 Project Reality in a Typical Company
14.3.1 Generic Issues with Projects
14.3.2 Generic Issues with Project Plans
14.3.3 Interaction with Other Activities
14.4 Project Management Activities in the PLM Initiative
14.4.1 Project Management and Initiative Projects
14.4.2 Working with Consultants
14.4.3 Reviewing Readiness
14.4.3.1 Success Factors for Project Management
14.4.3.2 Benefits of Project Plans
14.5 Learning from Experience
14.5.1 From the Trenches
14.5.1.1 Workshops on Christmas Day
14.5.1.2 Changing Horses in Midstream
14.5.1.3 Kill Jimmy Meetings
14.5.1.4 Non-participating Project Members
14.5.1.5 Revolving Door Project Managers
14.5.1.6 The Project Manager Who Wasn’t
14.5.1.7 Moving the Goalposts
14.5.1.8 An Unsupportive Sponsor
14.5.1.9 Happy Birthday, Dear Project
14.5.1.10 Hierarchical Problems
14.5.1.11 Get Dirty Quickly (1)
14.5.1.12 Get Dirty Quickly (2)
14.5.1.13 Get Dirty Slowly
14.5.1.14 Would You Repeat that, Please?
14.5.1.15 Project Management Fracture
14.5.1.16 Sinking Project
14.5.2 Pitfalls of Project Management
14.5.3 Top Management Role with Project Management
14.5.3.1 Guidance About Goals and Changes
14.5.3.2 Encourage Project Planning
14.5.3.3 Only Start with a Good Chance of Success
14.5.3.4 Create a Suitable Organisation
14.5.3.5 Get Involved and Stay Committed. Take Responsibility
14.5.3.6 Support and Develop the Project Manager
14.5.3.7 Champion the Project at the Executive Level
Bibliography
15 Executive Activities in PLM
15.1 This Chapter
15.1.1 Objective
15.1.2 Content
15.1.2.1 Skills
15.2 Ten Roles of Executives
15.2.1 Maintain Awareness and Provide Vision
15.2.2 Set Business Objectives and Values
15.2.3 Oversee Company Governance
15.2.4 Lead
15.2.5 Represent and Communicate
15.2.6 Ask Questions, Give Answers
15.2.7 Identify and Develop Leaders
15.2.8 Monitor Progress and Measure Outcomes
15.2.9 Take Decisions and Corresponding Action
15.2.10 Hold Accountable and Provide Recognition
15.3 Executive Roles in PLM
15.3.1 Roles in the Future PLM Environment
15.3.1.1 Product Family Teams
15.3.2 PLM Initiative Roles
15.3.3 CEO
15.3.4 PLM Initiative Sponsor
15.3.5 PLM Initiative Steering Committee
15.3.6 PLM Initiative Leader
15.3.7 Governance
15.4 Executive Vocabulary
15.4.1 Mission
15.4.2 Objectives
15.4.3 Vision
15.4.4 Strategy
15.4.5 Plan
15.4.6 Tactics
15.4.7 Policy
15.4.8 Key Performance Indicators
15.4.9 Coherence
15.5 Objectives, Vision, Strategy
15.5.1 Objectives
15.5.2 Vision
15.5.2.1 Basic Points About the PLM Vision
15.5.2.2 Position of the PLM Vision
15.5.2.3 Reasons for a PLM Vision
15.5.2.4 Example of a Company’s PLM Vision
15.5.3 Strategy
15.5.3.1 Military Strategy
15.5.3.2 The American Civil War
15.5.3.3 France
15.5.3.4 English Channel
15.5.3.5 Soviet Union
15.5.3.6 Soviet Union
15.5.3.7 Lessons Learned
15.5.3.8 Principles of Military Strategy
15.5.3.9 Manufacturing Strategy
15.5.3.10 Company Strategy
15.5.4 PLM Strategy
15.5.4.1 Basic Points About the PLM Strategy
15.5.5 Implementation Strategy
15.5.6 Plan
15.5.7 KPIs
15.6 PLM Initiative Justification
15.6.1 Time Value of Money
15.6.2 NPV and ROI
15.6.3 Cost Justification
15.6.4 Identification of Benefits
15.6.5 Project Calculations
Bibliography
16 PLM and the PLM Initiative
16.1 This Chapter
16.1.1 Objective
16.1.2 Content
16.1.2.1 Skills
16.1.3 Relevance
16.2 Definition and Introduction
16.2.1 Definition
16.2.1.1 PLM Initiative
16.2.2 From Components to the Initiative
16.2.3 Different Company, Different Initiative
16.2.3.1 Differences between Industries
16.2.3.2 Different Scope of Initiative
16.2.3.3 Different Starting Points for PLM
16.2.3.4 Different Objectives for PLM
16.3 Getting Started with PLM
16.3.1 Middle Managers, Executives
16.3.2 Company and Personal Dilemmas
16.3.3 Not Progressing
16.3.4 Getting to the Start Line
16.4 Approaches to a PLM Initiative
16.4.1 Standard Approach
16.4.1.1 Standard Approach, Different Steps
16.4.1.2 Getting Alignment of Views
16.4.1.3 Feasibility Study
16.4.1.4 The Current Situation: Steps and Structure
16.4.1.5 A PLM Vision: Steps and Structure
16.4.1.6 The Future PLM Strategy: Steps and Structure
16.4.1.7 Financial Justification of the PLM Initiative
16.4.1.8 The PLM Implementation Strategy
16.4.1.9 The PLM Implementation Plan
16.4.1.10 The PLM Initiative Charter
16.4.2 The Ten-Step Approach
16.4.3 After Initiative Launch
16.4.3.1 Initiative Progress Reporting
16.4.3.2 Waning Interest and Pre-Emptive Action
16.4.3.3 PLM Status Review
16.5 Learning from Experience
16.5.1 From the Trenches
16.5.1.1 Different Scope
Different Approach, Different Result
16.5.2 Pitfalls for the PLM Initiative
16.5.3 Examples of the PLM Dilemma
16.5.4 Results of Use of the Ten-Step Approach
16.5.4.1 Understanding and Quantifying Options
16.5.4.2 Managing the Post-Acquisition Situation
16.5.4.3 From PDM to PLM
16.5.4.4 Getting Started with PLM
16.5.4.5 Engineering Change Management
16.5.4.6 Identification of Benefits and Risks
16.5.4.7 Two Proposed Solutions
16.5.4.8 Findings
16.5.5 Common Features of PLM Initiatives
16.5.5.1 A Unique Initiative Benefiting from Experience of Others
16.5.5.2 A Multiyear PLM Initiative
16.5.5.3 A PLM Initiative Containing Many Projects
16.5.5.4 Phase the Initiative, don’t Chop It up
16.5.5.5 Order of Components
16.5.5.6 Step-By-Step or Big Bang
16.5.5.7 Starting Place
16.5.5.8 A Great PLM Initiative Leader
16.5.5.9 A Cross-functional Challenge
16.5.5.10 Learning and Understanding Takes Time
16.5.5.11 The Need for OCM
16.5.6 Top Management Role in the PLM Initiative
16.5.6.1 Appoint a PLM VP
16.5.6.2 Upfront Planning
16.5.6.3 Involvement and Commitment
16.5.6.4 Prescriptive Approach
16.5.6.5 Clear and Common Terminology
16.5.6.6 Architectures and Models
16.5.6.7 Digital Company
16.5.6.8 Product Strategy
16.5.6.9 Product Portfolio and Product Architecture
16.5.6.10 Model the PLM Environment
16.5.6.11 PLM Thought and Action
Bibliography
17 PLM in Industry
17.1 This Chapter
17.1.1 Objective
17.1.2 Content
17.1.2.1 Skills
17.2 Alfa Laval’s OnePLM
17.2.1 The Starting Situation
17.2.2 The Approach
17.2.3 The Implementation
17.2.4 The Result, Benefits
17.2.5 Next Steps
17.2.6 Lessons Learned
17.3 PDM Implementations
17.3.1 An Electronics Industry Company
17.3.1.1 Background
17.3.1.2 Objectives
17.3.1.3 The Response to Change
17.3.1.4 Current Situation
17.3.1.5 What Comes Next?
17.3.1.6 Introducing PDM
17.3.2 An Automotive Industry Company
17.3.2.1 Background
17.3.2.2 Objectives
17.3.2.3 The Response to Change
17.3.2.4 Current Situation
17.3.2.5 What Comes Next?
17.3.2.6 Introducing PDM
17.3.3 An Engineering Industry Company
17.3.3.1 Background
17.3.3.2 Objectives
17.3.3.3 The Response to Change
17.3.3.4 Current Situation
17.3.3.5 What Comes Next?
17.3.3.6 Introducing PDM
17.3.4 An Aerospace Industry Company
17.3.4.1 Background
17.3.4.2 Objectives
17.3.4.3 The Response to Change
17.3.4.4 Current Situation
17.3.4.5 What Comes Next?
17.3.4.6 Introducing PDM
17.3.5 Summary
Bibliography
18 Closing Thoughts