Definition of PLM, Joseph Whitworth's Views of PLM, Governance Benchmark Pre-Registration [2], PLM Evolution
2PLM NewsletterJohn Stark Associates November 7, 2011 - Vol14 #16 |
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Welcome to the 2PLM e-zine This issue includes :
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| Definition of PLM by John Stark |
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| Ralph Grabowski's upFront.eZine is always interesting, and two recent issues were no exception. Issue #709 contained an article titled "The Cloud is Dead", and Issue #710 contained responses from readers.
The responses show a wide range of views about the Cloud and its status. They also show the need for clear definition of what is meant by the Cloud. A clear definition of PLM is just as important. In the recently published second edition of Product Lifecycle Management: Paradigm for 21st Century Product Realisation, Section 1.1 of Chapter 1 starts with the following four sentences. PLM is the business activity of managing, in the most effective way, a company's products all the way across their lifecycles; from the very first idea for a product all the way through until it is retired and disposed of. PLM manages both individual products and the Product Portfolio, the collection of all of a company's products. PLM manages products from the beginning of their life, including development, through growth and maturity, to the end of life. |
The objective of PLM is to increase product revenues, reduce product-related costs, maximise the value of the product portfolio, and maximise the value of current and future products for both customers and shareholders.
Often, a graphic can help increase understanding of a definition. For example, the PLM Grid graphic is used in the "PLM Paradigm" book. It can be seen here in the September 2011 issue of the EU IMS Newsletter. The Grid shows the 5 phases of the product lifecycle (Imagine, Define, Realise, Use/Support, Retire/Dispose) along the x-axis. The components of PLM (such as the PDM application, other applications such as CAD, business processes, product data, people, the product, etc.) are shown on the y-axis of the Grid.
John Stark is the author of Product Lifecycle Management: Paradigm for 21st Century Product Realisation, and can be contacted here. |
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| Joseph Whitworth's Views of PLM by Roger Tempest |
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| In the 19th century, Joseph Whitworth began his career as an apprentice in a machine tool factory, and went on to leave a legacy of standard measures and gauges that transformed the manufacturing industry of his time. As the fourth president of the Institution of Mechanical Engineers he continued his work in promoting engineering standardisation.
Move forward 150 years, and Whitworth's principles of accuracy, standardisation and improvement are just as relevant to PLM. Of course, PLM is much more complex than turning screw threads, but the current state of the PLM industry has many parallels with the "turned by hand, every screw thread is different" situation that Whitworth first encountered. Many might think that standardisation in PLM is long overdue. The IMechE will continue the tradition of Whitworth and other pioneers as it hosts the next PLM Standardisation Workshop on December 01-02 at its headquarters in London. The IMechE is highly active in promoting the latest techniques and best practices in engineering, and its support for the PLMIG Workshop series extends the scope of this activity to PLM. The London event continues the momentum generated by workshops in Gothenburg, Munich and Milan that have formalised an ever-increasing list of PLM standards and best practices. |
As always, the London Workshop will be completely interactive, so participants will drive the Agenda. Earlier this year, UK defence industry companies were looking for better ways to engage with the MOD, and some significant work on MRO and through-life support will be carried forward from Munich. There will also be a focus on the successes and problems of PLM implementation within UK companies; PLM Standards for the extended enterprise; and metrics for the benefits of implementing PLM.
Partnership with the IMechE creates a platform to address some wider issues about the PLM industry. How can professional bodies support the adoption of PLM, and what kind of organisation can promote the long-term needs of the user community? The Workshop is open to delegates from any country, and from all types of organisation. The location at 1 Birdcage Walk is in the centre of London and well served by the public transport system. The event provides a 2-day, group-working format that always generates new best-practice material. I think Whitworth would approve.
Roger Tempest is co-founder of the PLMIG. Membership of the PLMIG is available via membership@plmig.com. |
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| Governance Benchmark Pre-Registration [2] by Roger Tempest |
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| Pre-Registration Forms for the PLM Governance Benchmark have been circulated to companies that have expressed an interest in participating. The next step will be for PLM managers to meet to agree the exact methodology, and be coached in how to use the benchmarking tools. This will ensure that everyone is happy with the work pattern and deliverables, and is prepared for when the Benchmark starts.
The Pre-Registration Form is a simple, structured template that allows you to paint an outline picture of your PLM environment that you can compare with everyone else's. Everyone who submits a form will see all of the others. |
The companies that are involved so far are all multinational, and the benchmark will be on both sides of the Atlantic, so this will be a very interesting exchange of PLM information. There is no charge to be involved in Pre-Registration, and no obligation to take part in the future Coaching Workshop or the Benchmark itself.
If you would like to know how the benchmark will operate and who else might be involved, then fill in a Pre-Registration Form and keep in the loop. There is more information on the PLMIG web site or you can request a Form via governance@plmig.com. |
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