4. Understanding PLM
Introduced at the turn of the century, PLM still lacks a common, definitive definition
PTC defines PLM as:
A solution that enables manufacturers to
optimize the management and evolution of
all aspects of the product’s definition
(bill-of-materials such as eBOM, mBOM, sBOM,
bill-of-processes such as Process Plans, Bill of
Resources) throughout the product’s entire
lifecycle – from conception to retirement – in a
single environment
PLM typically focuses for 90% on the phases before
‘Release To Manufacturing’
4
5. PLM versus ERP
Physical
SUPPLIERS Product
Digital
Product
MANUFACTURING
Digital Physical CUSTOMERS
ENGINEERING
Product Product
PROCUREMENT
Release to
Manufacturing
MARKETING
Digital SALES Digital
Product
Product
SERVICE
5
6. What are their focus points?
ERP (Enterprise Resource Planning)
Execution of
Manufacturing, repeated Planning &
Sourcing and transactions Control
Distribution BOM to procured
processes Inventory / part/assembly
order lifecycles level
PLM (Product Lifecycle Management)
Innovation - Controlled
Managed change
Design Complete BOM management
Creativity
Processes Management
(spanning as-designed BOM, as-
Visibility across planned BOM, as-serviced BOM, and
as-built BOM)
the entire product
lifecycle
6
7. Is PLM more important than ERP?
Where is the cost of a product determined?
Committed Cost vs. Lifecycle
“Total Product Confidence”
100 85%
Digital Physical
70%
Product Life Cycle Cost Product
80 Determination
60
35%
40
22%
20 Cost Reduction
Opportunities
Conceptual Design Detailed Design Production Operations Support
Release to Manufacturing
Source: DARPA RaDEO Project
7
9. Optimizing Product Development Processes is Critical
PRODUCT DEVELOPMENT LIFECYCLE
Organization Plan Concept Design Validate Production Support
Portfolio Management
Program Management
Project Management
Management Environmental Performance Management
Regulatory Compliance
Quality & Reliability Management
Change and Configuration Management
Proposal Response
Sales & Marketing
Requirements Capture and Management Release to
Concept Development
Manufacturing
System Design
Detailed Design
Engineering
Verification and Validation
Variant Design & Generation
Design Outsourcing
Early Sourcing
Sourcing
Component and Supplier Management
Manufacturing Process Management
Manufacturing Tooling Design and Manufacture
Manufacturing Outsourcing
Product Support Analysis & Planning
Service Technical Information Creation & Delivery
Main PLM Focus Performance Analysis & Feedback
9
43. PLM and Production Systems are Complementary
54% “ Best in class companies
are 1.5 times more likely
to have process that span
PLM and ERP systems.”
35%
Aberdeen
“Integrating the PLM Ecosystem”
Best in Class All Others
43
44. Key Applications Groups
Range of Processes Covered
What How Where and When
Process Design Production Production
CAD Product Design
- Bridging the Gap – Planning Execution
MBOM
Process Plan (routing)
Workinstructions
Processes
Supporting applications
PLM Solution
?
ERP Solution
MES MES Solution
Where?
Where should we draw the line between PLM and ERP/MES?
How do we implement a business process across two value chains?
44
45. Concurrent Product and Manufacturing Process Design
is Key to Drive Profitable Growth
Concept Development
System Design Reduce
Cycle time
Detailed Design
Limited opportunity
for Manufacturing to
influence design and Manufacturing Process Production Full scale
Management Ramp-up Production
reduce cost
Reduce Cost of Change
Reduce
MFG Cost
“ [Manufacturing companies] identified that the need to reduce manufacturing costs was driving their
need to improve their manufacturing planning process at practically the same rate as compressed
development schedules.”
Aberdeen Group, Digital Manufacturing Planning – Concurrent Development of Product and Process, 11/2007
45
46. PD Processes span PLM and ERP systems
PLM ERP
Requirements Capture and Management
Configuration Management
System Design
Detailed Design
Variant Design and Generation
Manufacturing Process Management
Change Management
Production Scheduling
Inventory Management
Sourcing and Procurement
Sales and Order Management
Shipping Logistics
Accounting and Financial Reporting
46
47. Use case 1
PLM ERP
Requirements Capture and Management
Configuration Management
System Design
Detailed Design
Variant Design and Generation
Manufacturing Process Management
Change Management
Production Scheduling
Inventory Management
Sourcing and Procurement
Sales and Order Management
Shipping Logistics
Accounting and Financial Reporting
47
48. Example Use Cases linked to the Development Process
Typical Development Work
PLM - Stocklevel
- LeadTime
- Cost
- Stocklevel
- LeadTime
- Cost
- Stocklevel
- LeadTime
- Cost
TOPLEVEL
Partial Release Subassy 10 Subassy 20 Subassy 30
Part 11 Part 21 Part 31
Part 12 Part 22 Part 32
Long Lead Items Part 23
48
49. Use case 2
PLM ERP
Requirements Capture and Management
Configuration Management
System Design
Detailed Design
Variant Design and Generation
Manufacturing Process Management
Change Management
Production Scheduling
Inventory Management
Sourcing and Procurement
Sales and Order Management
Shipping Logistics
Accounting and Financial Reporting
49
50. Example Use Cases linked to Release To Manufacturing
Release To Manufacturing
PLM TOPLEVEL Subassy 10
TOPLEVEL
Subassy 20 Subassy 30
TOPLEVEL
Subassy 10 Subassy 20 Subassy 30 Part 11 Part 21 Part 31
Subassy 10 Subassy 20 Subassy 30
Part 11 Part 21 Part 31 Part 12 Part 22 Part 32
Part 11 Part 21 Part 31
Part 12 Part 22 Part 32 Part 23
Part 12 Part 22 Part 32
Part 23
Part 23
EBOM MBOM
RTM
ERRORS
50
