This InsidePLM presentation is an intro to PLM Successs Planning.

1. PLM Success Planning the foundation for PLM
Solution Design and Implementation
Swiss PLM-Forum 2010
11. November 2010 - Hochschule für Technik Rapperswil,
Switzerland
Peter Strookman – B.Sc./CMIIC
Managing Consultant
InsidePLM GmbH

2. Overall Agenda
• Intro to InsidePLM
• Reviewing PLM
• Designing YOUR PLM
• Business Case Development
• Implementation Framework
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3. Who is InsidePLM
• We are PLM Consultants
• Broad experience recommending and defining PLM
capabilities.
• PLM industry experience:
• Aerospace, Machinery, Automotive, Medical Devices
High-Tech/Electronics, Consumer Packaged Goods
• Over 25 years of:
• PLM Success Planning
• Implementation Experience
• Helps companies to make the right PLM choices.
• Headquartered in the Centre of Europe, Switzerland.
• We are PLM services partner to a number of
companies
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4. Overall Agenda
• Intro to InsidePLM
• Reviewing PLM
• Designing YOUR PLM
• Business Case Development
• PLM Implementation Framework
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5. What is PLM..
• PLM is defined as a systematic concept for the
integrated management of all product related
information and the processes that create this
information, through the entire product lifecycle,
from initial idea to end-of-life.
• It supports the business acquisition, the product
development, the collaboration with partners
during design and planning phases, and also the
production/erection and use/commissioning of a
product/plant and finally the maintenance, repair
and overhaul.
519/11/2010

6. PLM Scope
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7
8 9
10
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Business
Acquisition
Concept
Engineering
Product
Engineering
Manufacturing
Engineering
Quality &
Compliance
Planning &
Production
In–Service
Sustainment Maintenance Disposal &
Recycling
Ideation &
Portfolio Planning
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7. The Product
• The product is at the core of PLM.
• There are different 'process views' and these are determined
by the business model and level of product lifecycle support
needed.
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As-Built
Definition
As-Maintained
Definition
Serial Number
Inventory
Production Eng
Definition
Support Eng
Definition
Systems Eng
Definition
Product Eng
Definition
Structural Eng
Definition
Order Eng
Definition
Virtuel Physical

8. PLM Components
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Document Management Project Controlling
Manufacturing Engineering
Service & Maintenance
Quality Management
ProductInformation
Generation
ProcessInformation
Management
Product Engineering & Structuring
Change & Configuration Management
Product/Portfolio Planning
Collaboration Project Management
Environmental ComplianceSourcing

9. Matching Capabilities with
Benefits
• Product Structuring
• Change and Configuration
Management
• Product/Portfolio Planning
• Manufacturing Engineering
• Sourcing
• Environmental Compliance
• Service & Maintenance
• Project Management
• Project Controlling
• Document Management
• Collaboration
• Systems Integration and
Interoperability. 9
Improved
 Business Processes
 Collaboration
 Knowledge Sharing
 Component Re-use
 Spare Part management
Reduced
 Failure / Warrantee risk
 Change Cycle Time
 Data Management Effort
 RFI/Q effort/costs
 Product Maintenance Costs
 Project Control
Capability Benefit

10. Overall Agenda
• Intro to InsidePLM
• Reviewing PLM
• Designing YOUR PLM
• Business Case Development
• Implementation Framework
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11. Designing YOUR PLM
• Each PLM usage is unique
• The business motives and the ultimate PLM solution
components.
• It is well known.., no two implementations are the same
• As is the Business Case and Metrics
• We waste money on this and that
• It should help us to achieve ...
• Each Industry is unique and so are its processes
• Automotive OEM operates different compared to its Suppliers
• Power Generation Machinery is different from Aircraft or
Shipbuilding
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12. Designing YOUR PLM
• There is no 'standard' PLM model, apart from 'templates'...
• Templates provide information regarding the design/use intent
• Industry 'standards' only give you rules for compliance, not
how to design your processes using PLM
• ISO 10303-233, ISO 15288, 21 CFR Part 11/820, ISO 10007
en EIA 649, etc.
• But also internally, each 'stakeholder' has its own PLM
agenda, its own challenges, its own priorities
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13. Process Analysis
Is the establishment of:
• Processes Relative to other processes
• Process Dependencies
• As-Is Input and Output objects
• Roles & Responsibilities
• Tasks Performed
• Challenges experienced
• Needs for Improvement
• Systems and Tools Used
• To-Be Input and Output objects
• Capabilities Needed
• Transformation Approach
• People, Process & Technology
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14. Overall Agenda
• Intro to InsidePLM
• Reviewing PLM
• Designing YOUR PLM
• Business Case Development
• Implementation Framework
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15. Implementation Phases
• Implementing PLM follows a number of distinct phases and
cycles... and it is never finished.
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PLM Project Phases
Pre Alignment
Align
&
Plan
Build &
Validate
Deploy Operate
The Functional
Vision
The UsageThe Physical
Programme

16. Developing a Vision
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If you don't plan or know where you are going, you'll probably
end up somewhere else…." Peter Principle (Lawrence J. Peter )

17. The Vision Development
Challenge…
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18. Balancing Priorities
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- Urgent
Important
+
+
Do Now
Decide whoDo Later
Decide when
How to determine PLM business priorities
Measuring what is important

19. QFD Example...
• Quality Function is an important tool to prioritize
sometimes conflicting operational strategies and
their enablers
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Goals & Objectives
Priority
Impediment
Classes
Needs & Wants
Classes
Process Area
Solution
Area
Weighted Strength of Relationships
Metrics Impact

20. Summary
• PLM as a business goal enabler is a key topic.. How to link the
Solution with Benefit?
• Engineering processes are divers in comparison with financial
and logistical processes.. There are many roads that lead to
Rome. Some are better than others, the challenge is to find the
optimum.
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21. Overall Agenda
• Intro to InsidePLM
• Reviewing PLM
• Designing YOUR PLM
• Business Case Development
• Implementation Framework
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22. Implementation
Framework
• Your Physical PLM Programme Definition Framework
consists of the three gray steps
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PLM Project Phases
Pre Alignment
Align
&
Plan
Build &
Validate
Deploy Operate
The Functional
Vision
The UsageThe Physical
Programme

23. Beyond Pre-Alignment
• Align & Plan
• Alignment and Fit of PLM capabilities with needs of
business
• Installation of the 'programme' infrastructure
• Build and Validate
• Configure the Solution, Perform Validation of Functions
and Manage Acceptance
• Ramp up Deployment Preparations
• Deploy
• Prepare for Physical Production Deployment
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24. Your Take Away
• PLM is a Broad Business Concept with a focus on the
Product
• Establishment of Business Goals, Usage Vision and
Roadmap are critical
• Stakeholder Commitment is Key
• Implementing PLM is comparable to ERP
• An Application and Experience based Implementation Model
is critical and is at the foundation to Success
• The Rest is just hard work.... 24

25. Thank You…
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&

26. CONTACT INFORMATION:
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InsidePLM GmbH
Gemperenstrasse 26
CH-9442 Berneck
Switzerland
Phone:+41 71 727 10 22
Email: info@insideplm.com
Website: www.insideplm.com