Presentation on PLM-Realizing Business Value with a PLM Roadmap ...

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Nov 20, 2013 (3 years and 9 months ago)

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Realizing Business Value with a
PLM Roadmap


Madhan

Manager


Pre Sales

madhant@ptc.com

August 3
rd

, 2011

2

Thought Leader in Product Development

To

market

To

future

Only integral
product
development
system

XML
documentation
and dynamic
publishing

solution

Parametric,
associative,
feature
-
based,
solid modeler

Internet
-
based
PLM solution

Breakthrough
design apps

Service
information

Embedded
Software

Product

analytics

3

PTC’s Product Development System (PDS)

3

Service

Information

Product

Analytics

Engineering
Calculations

Requirements
Management

Manufacturing
Process Mgmt.

Supplier &

Component Mgmt.

Distributed

Collaboration

Visualization

Heterogeneous

CAD Data Mgmt

Change &

Config. Mgmt

Complete BOM
Management

Workflow

MCAD /

CAM / CAE

ECAD

Cadence, Mentor,
Zuken

Open Source,

Rational

Communities
of Practice

Program Portfolio
Management

Product
Lifecycle
Management

Document

Management

ECAD Data

Management

Enterprise

Interoperability

ERP

SAP, Oracle,

Dynamics

Windchill

Mathcad

RequirementsLink

Windchill

PPM

Pro/ENGINEER

Digital

Mockup

ProductView

Arbortext

Relex

InSight

Windchill

MPMLink

Windchill

PartsLink

Financials

SCM

MRP

Embedded

Software

Quality, Risk

& Reliability Mgmt.

4

Why is Planning for Business Value important?

PLM stands for
Product

Lifecycle

Management

Today, products are
complex involving
integration of
mechanical,
electrical, electronics
& software
components

Lifecycles involve
many activities that
need to be covered
from concept to
retirement

Every piece of
information that
defines the product
has its own lifecycle

Product development
teams are dynamic
and dispersed

Severe time and cost
pressures

Information over
-
load
for individuals

Risk of failure

PLM integrates People, Process & Technology

Source : AMR/Gartner

Potential Savings of PLM

Reduce time to good design by
25%


40%

Reduce time to full production by
25%


60%

Reduce development material costs by 10%


20%

Reduce production material costs by 10%


25%

Improve productivity / information access

Reduce errors and rework

Increase pace of innovation / product
development velocity

Do
capabilities
tie to value?

What
processes are
we improving?

What comes
first?

5

Process Aligns a Two
-
Way Path Between Strategies
and Technology

© 2011 PTC

C
-
Level
Strategies

Senior
Management
Initiatives

Department
-

Driven Plans

Technical &
Functional
Assets

‘Bottoms Up’ Path from Technologies/Services to Company Goals

‘Top Down’ Path from Corporate Strategies to Technical Abilities

6

A Rich Source of Intellectual Property (IP) from PTC

>
The Roadmap was built using:


25 years of customer data


Deep industry research


Best Practices in product development
(supported by PTC solutions)

© 2011 PTC


Informed by….


Qualitative Research


25 years supporting product
development orgs


6 month engagement Boston
Consulting
Group


Leading
product development
academics (MIT, Harvard
)


Literature review


In depth interviews with product
development leaders


Quantitative research


Surveyed 900 product development
managers across all geographies


Reviewed thousands of engagements
with customers

7

Value Opportunities


Strategies to Drive Growth
and/or Profitability

VALUE

Growth

Profitability

Grow
Share w/Customer Focused Products

Protect Product Position

Improve Ability to Fulfill Demand

Design For Ongoing Revenue Streams

Design to Realize a Price Premium

Lower Product Cost

Lower Lifecycle Cost

Improve Asset Utilization

Develop and Define New Markets

8

Business Initiatives

© 2011 PTC


Action Plans to Support Value Opportunities

Improve product & lifecycle

cost management


Improve
aesthetic appeal /

design of products


Incorporate voice of customer

into design process

Enhance ability to

configure products

Sample Business
Initiatives for

Growing Share with
Customer Focused
Products

9

Navigating the Product Value Roadmap

© 2011 PTC

Processes and Capabilities
that distinguish world
-
class
companies

10

Vision, Strategies & Initiatives
-

Example

Grow as a
global Player

from a systems supplier to mid
-
size market
as the innovation & technological leader with unique customer
focused products

VALUE

... clear
strategies
and
initiatives
to
implement
and realize
the vision

... a clear
vision

for
realizing
sustainable
and
measurable
values

Lower Product Cost


through commonalities, platform concepts & market specific
innovations (be the best in specific markets)

1

2

Grow market share in low cost countries with new customers and expand the footprint
at existing customers

3

1

2

3

1

Enable
integrated tool chain

and
integral engineering backbone

Improve efficiency through
standardized

working methods & processes and
global concepts
for product platforms & mfg

Front load
& improve
global product development
, enhanced
collaboration through the increase of transparency & traceability

4

Ensure efficient global
product compliance
&
risk management

Lower Lifecycle Cost in terms of design anywhere , esp. with flexible involvement of
local development and production units in low cost geographies.

PTC Confidential

11

Strengthen product competitiveness, reduce cost and improve quality
through product complexity management

“Sustainable Profit”

... clear
strategies
and
initiatives
to
implement
and realize
the vision

... a clear
vision

for
realizing
sustainable
and
measurable
values

Transparency
-

Ability to access and control impact engineering decisions

1

2

Modularity
-

Modular Architecture for sustainable platform

3

1

2

3

4

Efficiency
-

Seamless process chain for efficient engineering

Management product information including CAX, cost, weight etc

Development and integration with PMS

Collaboration environment of suppliers and development partners

Strong integration of CAX


PDM

4

Quality
-

Quality assurance as key criteria for development

VALUE

Vision, Strategies & Initiatives
-

Example

1

5

Closed loop quality system, facilitating Failure report trends,
fueling innovation & customer satisfaction

PTC Confidential

12

30.0
40.0
50.0
60.0
70.0
80.0
90.0
100.0
0.0
1.0
2.0
3.0
4.0
Maturity Capability Gap
(4.0-Maturity Level)
Process Relative Importance
New Product Introduction
Detailed Design
Concept Development
Program Management
System Design
Requirements Capture and
Management
Design Outsourcing
Verification and Validation
Change and Configuration
Management
Manufacturing Process Planning
Roadmap Process


Value, Priorities & Solution Developed in Parallel

PDSVA

Business
Case

Solution
Validation

Value

Scorecard &
Roadmap

13

13

Processes Improvements Drive Value


Best Practices

Distributed Collaboration

Integrated, Cross
-
Discipline BOM

Top Down Design

Associative 3D Part Modeling

Associative Routed Systems

Associative Drawings

Drawingless Design

ECAD
-
MCAD Collaboration

Work Practice Standardization

Standardized Engineering Calculations

Large MCAD Assembly Management

(Heterogeneous) Design in Context

Efficient Design Review

14

© 2006 PTC

Detailed Design


Process Maturity
Levels example

Fragmented

Level 1

$$$
Value

>
Four Levels of Detailed Design Capabilities


Level 1 Fragmented



No formal process within and across different domains (mechanical, electrical, software)


Process is manual and disconnected from the rest of the organization


Data is not formally managed


Level 2 Domain Integrated



Formal process within different engineering domains (mechanical, electrical, software)


Information is exchanged manually across domains


Detailed design representations are created in 3D digital media


Data is managed at design team level


Level 3 Enterprise Integrated



Common formal, enterprise
-
level, automated process used across domains



Complete product information in a single, structured, cross
-
discipline product data repository


Part classification and search enables design standardization and reuse


Level 4 Extended Optimized



Common, formal and automated process extended to partners outside the enterprise



Project management, visualization and verification capabilities


Extended collaborative environment for dispersed design teams

Domain Integrated

Level 2

Level 3

Enterprise Integrated

Extended Optimized

Level 4

16

Value Release Plan & Best Practices

for Base Processes / Base Value at customer XXX Rail

© 2010 PTC

16

VR1


Engineering:

System Design


Detailled Design:

Best Practices:


Best Practices:

-

Generic product platform design

-

Distributed Collaboration

-

Platform CAD structure management

-

Integrated, cross
-
discipline BOM



-

Top
-
down design

Pro/INTRALINK Successor:

-

Associative drawings

-

MCAD Data Management for Pro/E

-

Work practice standardization



-

Large MCAD assembly management

VR2


Management:

Change and
Configuration Mangagement

Best Practices:

-

Standardized, automateed change process

-

Integrated, cross
-
discipline change management

-

Integrated product issue management

CADIM Successor:

-

Products, Parts, eBOMs, Kits, Standard
-
Parts, tech.Doc., Drawings,


ECR, ECO, EAs

VR3


Management:

Project Management

Best Practices:

-

Distributed project collaboration

-

Project dashboards

Integration:

-

SAP PS

CADIM
-
Successor:

-

Project data, timelines, milesones, checklists, documents, BOM, EAs

VR4


Extension

Further Processes

tbd, i.e.:

Quality & Reliability Management

Concept Development

Verification & Validation

Variant Design & Generation

Manufacturing Process Mgmt.

Tech.Info Creation & Delivery




17

OOTB capability footprint for

workgroup, enterprise, and extended enterprise

Integral architecture

The Key Components of PLM

One underlying
architecture

High / distributed
performance

Secure & open

Interoperable

Supplier &

Component

Mgmt

Requirements

Management

Program Portfolio

Management

Embedded

Visualization

Distributed

Collaboration

Heterogeneous

CAD Data Mgmt

Change &

Config. Mgmt

Manufacturing

Process
Mgmt

Complete BOM
Management

Document

Mgmt

Product

Analytics

Workflow

Service

Information

Communities

of Practice

Quality

Management

Embedded

Software Mgmt

18

AEROSPACE &
DEFENSE

AUTOMOTIVE

ELECTRONICS

& HIGH TECH

INDUSTRIAL

RETAIL &
CONSUMER

MEDICAL

DEVICES

Serving the best in Multiple Vertical Markets

19

Technology Leader in Product Development

1,000
,000+


active seats

Product Development System

Outgrew
Industry
~2x

(2004
-
2010)




Only integral PDS in the market

Broad

capability
footprint

OOTB


Best
-
of
-
breed

solutions

Single best
-
selling PLM software

Winning

benchmarks
and raising

the bar

Integral

architecture

20

>
PLM for your company is a process


not just an activity.

>
Careful planning with a long term roadmap for PLM helps
realize maximum value.

>
Optimizing Product development with PLM should be part of
your organizations Product / Quality / Growth strategy.

>
Pick the best minds/thought leaders in your organization for the
job.

>
Staffing resources and mindshare is imperative to success.

>
Technology footprint, Architecture, scalability, TCO, measurable
Value parameters should be part of key selection criteria.

>
Product development system grows with your organization
positively impacting Growth/Profitability.



Summary

Key takeaways

21

For your Reading

© 2008 PTC

James (Jim) Heppelmann,
President & Chief Executive Officer

25 years of information technology industry experience, Co
-
founded
Windchill Technology

BS ME, U of MN IT

13 years of service at PTC

http://www.ptc.com/company/jim
-
heppelmann
-
ceo
-
announcement/

madhant@ptc.com


+91 98450 71679