Disruptive Business Climate

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© 2012 Gartner, Inc. and/or its affiliates. All rights reserved.

Dr. Marc Halpern, P.E.

Research Vice President

Manufacturing Advisory Services



Executing PLM Strategy in a
Disruptive Business Climate

Global Volatility Demands Greater Product
Lifecycle Management Focus


1

Changing Market
Demographics

Environmental
Stress

Source: Baker, Bloom and Davis (2011)n(voxeu.org)

Economic Uncertainty

Disruptive Technology

Key Topics


What five business trends show greatest promise
to address today’s challenges?


How is Product Lifecycle Management (PLM)
evolving to support the emerging business trends?


Which priorities and practices enable the greatest
chance for successful PLM implementations?


2

Key Topics


What five business trends show greatest promise
to address today’s challenges?


How is Product Lifecycle Management (PLM)
evolving to support the emerging business trends?


Which priorities and practices enable the greatest
chance for successful PLM implementation
s?


3

1. Incorporate Software to Deliver the
Value of Manufactured Products



10 million lines of code



50 ECUs



30,000 calibration parameters



Four or more vehicle BUS
systems

Processors on
Wheels

Soft Products



Software replaces
mechanical HMIs



Unlimited virtual
products on PCs and
mobile devices

Physical Software

Hybrids



Virtualized physical
products



Electromechanical
human
-
machine interfaces

2. Employ Social Media to Accelerate
Product Innovation


Networked Cocreation

3. Leverage Product Life Cycle Analytics to
Continuously Learn and Improve Brand Value

Phases

Ideation

Concept
Design

Detailed
Design

Production

Ramp
-
up

Service/
Support

Retire

Postretire

On time?

On budget
?

Meeting
specs?

Quality
targets
met?

Customers
pleased?

Revenue as
expected?

4. Identify Opportunities for Products as
Services to Produce New Revenue Streams

Entertainment

Automotive

Recreation

Car auction

Zipcar renting

Tapes and DVDs

Video streaming

Buying books

E
-
readers

5. Implement Manufacturing 2.0 to Become
More Agile and Fulfill Local Market Needs

Multisite MES

Product/Manufacturing Complexity

Dynamic

Multitier

Collaboration

-

Multisite

(Owned
and

Contracted)

Single
-
Site

(Owned
)

Dynamic

Single
-
Tier

Collaboration

Static

Internal

Collaboration

Local Execution

Global Coordination

Degree of Contract Manufacturing

Rate of NPDI

Product Mix

Number of Manufacturing


Styles

MTS

ATO/ETO

Manufacturing

1.0

(MES)


Manufacturing 2.0

Manufacturing SOA
Supporting
:

Multiple
Manufacturing
Styles

Demand
-
Driven Manufacturing

Multienterprise
Collaboration

Orchestration of
Multivendor
Services

User
-
Centric Interface

User Implementation

Mobile Workforce

Sensor Networks

Multisite

(Owned
)

Supply

Network

Dynamism

Key Topics


What five business trends show greatest promise
to address today’s challenges?


How is Product Lifecycle Management (PLM)
evolving to support the emerging business trends?


Which priorities and practices enable the greatest
chance for successful PLM implementations?


9

PLM is More About Discipline, Process,
and Culture Than Software

PLM is a discipline for guiding products

and product portfolios from ideas through
retirement to create the most value for
businesses, their
partners,
and their customers

PLM Addresses Product Costs and Revenue

Greatest
Impact

Notable Impact / Supporting Role

Lower or no Impact

Revenue Growth
Enablers

Cost
-
Reduction Enablers

COST

CATEGORIES

PLM

SCM

CRM

ERP

Material/part selection

Production planning

Manufacturing Operations

Selling

Service

MES

OPPORTUNITIES

PLM

SCM

CRM

ERP

Identify New Selling

Opps

Differentiate Products

Diversify Product Sets

Access New Markets

Increase Capacity

MES


12

PLM


Addressing the Global
-
Value Chain

Define

Design

Supply

Manufacture

Ramp
-
up

Service &


Support

Retire

Post
-
Retire

Strategy

Content Capture,
Control, & Reuse

Governance

Product Portfolios

Customer Needs

Materials Sourcing

Product
-
Process Design

Product IP and Data Mgmt.

Market
Value

Profitable
Supply

Demand
Insights

Demand
Data

Supply

Network

Supply

Data

Mapping Some Enabling PLM Application
Classes to Five Business Trends


13

#

Business Trend

Some related PLM

and
MES Software apps.

Key Elements of IT
Foundation

1

Embedded Software

systems engineering,
requirements mgmt., virtual

prototyping, simulation and test
data mgmt.

software development
environment, enterprise
application integration

2

Networked Co
-
creation

PLM/Mfg. cloud computing,
neutral

CAx formats, PDM

Social networking,

Collaboration
software, enterprise content
mgmt., portals

3

Continuous
Improvement

customer

needs mgmt., process
analytical tech., quality mgmt.
systems, LIMS, sustainable
design, PDM, product cost
mgmt.

BI/analytics technology,
enterprise asset mgmt.,
enterprise content mgmt., search,
data warehouse

4

Products as Services

systems engineering,
requirements

mgmt.,
virtual

prototyping, simulation and test
data mgmt.

ERP, CRM, software
development and validation
environment,

web application
servers

5

Manufacturing 2.0

Operations intelligence
,
synchronized BOMs, MPM
framework, EAM

service
-
oriented

architecture,
enterprise asset mgmt., 2
-
Tier
ERP

Hype Cycle for Manufacturing Product Life
Cycle Management and Production,
2011

Technology
Trigger

Peak of

Inflated
Expectations

Trough of
Disillusionment

Slope of Enlightenment

Plateau of
Productivity

time

expectations

Years to mainstream adoption:

less than 2 years

2 to 5 years

5 to 10 years

more than 10 years

obsolete

before plateau

As of
July 2011

Two
-
Tier ERP Strategy for


Manufacturing Operations

IT/OT Convergence in Manufacturing

Manufacturing Process


Management Framework

MRO PLM Functionality

SOA in Manufacturing

Synchronized Bills of Materials

Operations Intelligence

System Engineering Software

Energy Management in Manufacturing

Asset Performance Management

Product Cost Management

Modeling, Simulation and Virtual Prototyping

Enterprise Manufacturing

Intelligence

Customer


Needs


Management

Manufacturing

Process Validation

Regulatory Compliance

Functionality Within

PLM

ISA
-
95 Integration


Standards

Virtual Factories

EH&S Applications

Simulation and Test Data Management

LIMS

Quality Management Systems

Product Portfolio and Program Management

Factory Scheduling

Parts and Materials Search and Selection

PLM
-
Centric Team Collaboration

Process Data Historians

CAD
-
Centric Design


Data Management

MES Applications

Enterprise Asset Management

Process Analytical

Technology

Formula/Recipe Management

Sustainable Design PLM

Cloud Computing in PLM


and Manufacturing

Value
-
Chain
-
Centric PDM

PLM Market Dynamics

Oracle

SAP

Dassault Systemes,

PTC

Siemens

Scale

Scope

Small Enterprise

Large Enterprise

New Product
Development

Corporate and
Back Office

Aras, Selerant, Sopheon,
other specialty PLM
vendors,

Microsoft

Autodesk

Key Topics


What five business trends show greatest promise
to address today’s challenges?


How is Product Lifecycle Management (PLM)
evolving to support the emerging business trends?


Which priorities and practices enable the greatest
chance for successful PLM implementations?


16

Consumer
Goods
31%
Machinery
18%
Automotive
16%
High Tech
14%
Aerospace
and
Defense
10%
Others
11%
Gartner Survey Shows Manufacturers
Invest Big in PLM Software and Services

Industry

50% of deployments
spent at least

Minimum spending
reported

Consumer

Goods

$
2.4 million

$300,000

Machinery

$
2.7 million

$500,000

Automotive

$
7.2 million

$1 million

High Tech

$
3.2 million

$100,000

Aero & Defense

$
2.3 million

$300,000

Others

$2.7 million

$200,000

Industry Participation

62 Participating
Companies

Estimated Spending on PLM
Software per Deployment

($ Millions)

Best Practice PLM Deployments

No.

Best Practice

Manufacturer

Benefits Achieved

1

Focus

on building business
capability at the mindset layer

U.S.
-
based healthcare
manufacturer

More systematic team
-
centric

NPD
processes with less dependence on
skilled individuals

2

Mind
-
set

layer of "macro" level
elements

International beverage

company

Instituted phase
-
gate

process, yielding
major quality advances

3

Evangelize
the "configuration"
mind set broadly

Parts

and equipment
supplier

Removed redundancy

from product
portfolio accelerated growth

4

Don't outsource

configurational
thinking

Parts

and equipment
supplier

Clear
corporate thought leadership
cultivated greater global cooperation

5

Triangular governance for IT
implementation activities

Apparel and footwear
company

Streamlined NPD processes yields
shorter time to market

6

Engage suppliers in the PLM
business transformation

European machinery
manufacturer

Reduced incompatible and redundant
product data improved NPD
collaboration

7

Continue configurational thinking
during change management

U.S.
-
based healthcare
manufacturer

Helped institutionalize processes for
capturing and reusing produce content

This research was conducted in collaboration with Satish Nambisan, Lally School of Management, Rensselaer Polytechnic
Institute and Robert G. Fichman Carroll School of Management ,Boston College

Five Top Suggestions for Manufacturers of
Products with Embedded Software

1.
Use marketing intelligence, requirements analysis,
and systems engineering to define products

2.
Prioritize supply chain collaboration for software
development and compatibility

3.
Plan for software demands that are appropriate for
product service life

4.
Start software development earlier in the product
development cycle

5.
Enable software development tools as part of value
chain PLM SW application stack.

Five Top Suggestions for Manufacturers
of Recipe/Formula
-
based Products

1.
Use marketing intelligence and “formulation
architecture” to define products

2.
Managing specifications should be the backbone that
links production planning with product development

3.
Prioritize supply chain collaboration for raw material
quality and traceability

4.
Invest in infrastructure that streamlines variant
artwork and packaging for variant formulas/recipes

5.
Use PLM to harmonize “equivalent items” in diverse
material masters when multiple ERPs are active


20

Summary


What five business trends show greatest promise
to address today’s challenges?


1) SW delivers product function, 2) Social networking supports
innovation, 3) Business intelligence to improve continuously,
4) products as services, 5) manufacturing 2.0


How is Product Lifecycle Management (PLM)
evolving to support the emerging business trends?


Enterprise centric to value
-
chain centric, increasingly systems
centric, greater accessibility through standards and “the cloud.”


Which priorities and practices enable the greatest
chance for successful PLM implementations?


Align PLM and job performance metrics to business goals, engage
business leaders, business operations, and IT,
Configurational

thinking across business and technical priorities



21


22

email: marc.halpern@gartner.com

phone: 1
-
203
-
316
-
6894

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