5. Evolution of PDM Man
Prior to the 80’s, there was a low
level of design automation. PDM
man has no tools and is using his
bare hands to manage paper
based information.
6. Evolution of PDM Man
Early 80’s, design tool usage accelerates with a
consequential increase of information to manage. PDM
man builds his first flint tools and tries to use file systems
and naming conventions to solve the problem.
7. Evolution of PDM Man
Mid 80’s, the first primitive tools
start to appear to provide basic
vaulting and access control. The
bronze age of PDM Man.
8. Evolution of PDM Man
Late 80’s/Early 90’s, PDM man
now has a collection of shiny new
tools and with a lot of brute force
he can build a working solution.
The iron age.
9. Evolution of PDM Man
By mid 90’s, the tools are
powered but what PDM man now
wants to build has got so much
more complex that he is taking as
long as he did with his primitive
tools to build a simple solution.
10. Evolution of PDM Man
Late 90’s, it dawns on PDM man -
Why should I build it if I can get
someone else to do it? The desire
for an application is born.
16. Competitive Advantage Is Derived From
Value Chain Optimization
B2B Opportunities
The Internet Removes Company, Organizational and System Boundaries
17. Competitive Parity is the Eventual Outcome
Early Value Chain Initiatives
• Issues:
• Products do not always match
customer needs
• Frequent delays and mistakes in
delivering of customized
products
• Resources focused on order
fulfillment versus product
innovation
Operational
Efficiency
(ERP)
Time To
Customer
Customer
Care
(CRM)
Supply Chain
Optimization
(SCM)
• Benefits:
• Reduced Time-to-Customer cycle times
(order-to-cash)
• Reduced internal and supply chain
inventories/costs
• Increased in satisfied and repeat
customers
18. Time To
Customer
Sustained Competitiveness Requires Continual Differentiation
Delivering Winning Products
• meeting customer’s unique
requirements
• design for rapid customization
• providing highest value at lowest cost
• capitalize on the advantages of time-to-
customer processes
• reduce engineered product costs
• outsource non-value added components
• delivering continuous innovation
Product success is determined by:
19. Time To
Market
Time To
Customer
Delivering Winning Products
Increase Market Share and Market Growth
• Benefits:
• Increased product innovation
• Improved profit margins
• Customer satisfaction and loyalty
• Higher barriers to competitive entry
20. Strategic Value Chain Initiatives
Product Development Collaboration
Global platform design
Customizable products
Design for postponement
Customer Collaboration
Joint product definition
Rapid proposal response
Online custom configuration
Manufacturing Collaboration
Scheduling synchronization
JIT customization
Supplier Collaboration
Joint development
Outsource design
Contract manufacturing
21. Enabling the Virtual Corporation
Value Chain Collaboration
Executive Views
Product Portfolio Analysis
Effectiveness Metrics
23. PLM Positioning
•Why PLM?
• Rich Engineering & Product Development Background
• Ability to manage CAD data & design documents
• Ability to manage Engineering BOM
• Rich in Knowledge Management
• Need to capture & organize the data & the relations between them
• Track & Propagate changes effectively
• Need to navigate to & search for the information
• Manage “Extended enterprise”
• In discrete Manufacturing, typically, 70-80% of the components are outsourced
• Need to Manage collaboration with your customers & suppliers
24. PLM Positioning (Continued…)
•Why PLM?
• Ability to Manage Product & Process Lifecycles
• Ability to Interact with / Integrate other enterprise solutions
• Leveraging the Web architecture
Make into a template, with a sample, keep date remove “presen…
Make into a template, with a sample, keep date remove “presen…
Make into a template, with a sample, keep date remove “presen…
In addition to the four primary areas of focused initiatives, you can see that as the value
chain becomes more closely coordinated, the small triangular overlaps emerge. These
represent the collaboration among three of the value chain participants, enabling
synchronization and analysis among them. The image that you see in this slide is just
one example of how customers are leveraging this tri-participant collaboration. In this
example an aircraft manufacturer has created an executive project view. It measures
the critical project criteria, in this case being schedule, weight and cost, by extracting the
required information from the various sources, analyzing it and displaying it in a simple
traffic light representation. This provides the summary that has typically required the
input of multiple resources and meetings to determine the status from each value chain
participant.
One additional note of interest in this example is what happens as the value chain
participants become even more closely coordinated. Suddenly, the activities of all four
value chain participants become synchronized, creating the “virtual corporation”. The
danger is if you have not differentiated yourself - your supplier can become your
competitors. This is why focusing on core competencies is critical to ensure the continual
differentiation of your products and services.
That’s simple. It means the technologies have to enable the manufacturers to get it RIGHT, the first time, every time. SDRC’s e-business enabled solutions do that .
In the CPC area, our e-business framework is the central point that will enable connections among people, among systems, and among applications that was never possible before. That translates to real gains in producitivity.
But it’s important to note, and a key differentiator for SDRC’s solution. While some suggest that CPC encompasses every aspect of the e-business equation, CPC needs to be much more than just a system for pointing to data. To meet industry’s needs, it must provide information and knowledge. That requires PKM. In fact, PKM is a necessary prerequisite to achieve the promises of CPC. Where the two categories intersect is the key to the entire puzzle: and that’s PDM.
Because when PKM is powered by a mature, fully functional PDM system, PKM helps companies understand the relationships between different pieces of information.
PDM allows data to be reused, and it becomes information. When information is reused, and the relationships among pieces of information are understood, it becomes knowledge. And, when knowledge is properly applied to the product lifecycle, the result is innovation. This is what a robust PDM system can deliver.
The results can not just bring incremental product improvements, but real quantum leaps forward. And that means products are not only faster to market, but they’re right to market.
