PLM 2011 SOTA Workshop, CEO Briefing, PLM World Cup, Value of PLM/ERP Integration and Collaboration (3)
2PLM NewsletterJohn Stark Associates December 6, 2010 - Vol13 #18 |
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Welcome to the 2PLM e-zine This issue includes :
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| PLM 2011 State-of-the-Art Workshop by John Stark |
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In recent months, we've been asked by people from many countries about achievement of business benefits with PLM. Some of the specific benefits they ask about are different, but the list usually includes improved innovation, cost reduction and increased revenues. As a result, we've included a section about business benefit achievement in the recently launched PLM 2011 State-of-the-Art Workshop.
In the early years of the 21st Century, PLM was a solution to a specific technical problem. In the second decade, it's becoming a company's product deployment capability and the management system for its products. With PLM evolving and expanding so fast, the Workshop is aimed at helping participants understand the current PLM State of the Art, identify high potential areas of PLM that are key to achievement of business benefits, and plan the next steps of their PLM projects. |
The Workshop is in four parts. The first part shows how PLM evolved over the years from 2001 to 2011. The second part describes the components, vision and business-level best practice of PLM in 2011. Part 3 outlines typical PLM strategies and activities in 2011. The fourth part addresses best practices for making progress with PLM in 2011.
The PLM 2011 State-of-the-Art Workshop has been designed to be presented in a one-day or two-day on-site format. A half-day web-based presentation is also available.
For more details of the Workshop, contact John Stark at pdm@2pdm.com. |
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| CEO Briefing Document by Roger Tempest |
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| The CEO and the board are far removed from most PLM implementations, and their attention span is very short. If an issue arises that the board needs to act on, you have the challenge of trying to explain all of its detail, and the PLM context, as fast as you can.
It is easy to be concise about the issue. The issue is important for the business, and urgent enough to need their attention. The issue is the part you want the answer to. The difficulty is that you also have to give them the PLM background, and this tends to expand into a long and diffuse explanation. It would be much easier if you could stick to the point you want to make, and simply give them a document that shows them the PLM side. It would take less time, and they could concentrate and act on what you are saying, without being side-tracked. That is the purpose of the Q4 2010 PLM Journal. It has been written as a CEO Briefing Document, so you can confidently talk to any board member or VP about your PLM implementation. If the VP is PLM-aware, you will have no problem. If he or she asks "What is PLM?", then give them the Briefing Document. The CEO Briefing Document is very concise - it has 5 pages of text, plus an Appendix with some PLM examples. It is written from the CEO viewpoint, and complements the advice for PLM managers in the Q3 2009 PLM Journal that covered the practicalities of upward management. |
The text runs seamlessly through four headings:-
and is completely generic - it can be read by any CEO in any industry. As it is a PLMIG publication, it is supplied as a Word document. This means it can be personalised for your company, to increase its power; and the text can be turned into a slide presentation, if that is what the board requires. The Q3 and Q4 2010 issues of the PLM Journal will be published by 10 December, and are provided as part of PLMIG Membership for 2011.
Roger Tempest is co-founder of the PLMIG. Membership of the PLMIG is available via membership@plmig.com. |
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| PLM World Cup by Roger Tempest |
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The PLM World Cup article in the previous issue of 2PLM highlighted two global initiatives for 2011 that will generate neutral, effective standards and metrics for PLM.
The first workshop in the series is being arranged for the Nordic region, and invitations are being sent out to set up a follow-on event in Germany. There has also been feedback from the USA, where we need as many responses as possible because we may arrange a 'roadshow' format to reduce the travelling for participants. |
The World Cup analogy should not hide the fact that these events will make a huge contribution to the general body of PLM knowledge. This will be the first time that international workshops have been consolidated in this way. Participants in any country will see the results of all of the other global workshops, and their input will be incorporated into standards that apply to the whole industry.
If you would like more information, or would like to join your national 'team', you can let us know via plmworldcup@plmig.com. |
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| Maximizing the Value of PLM/ERP Integration and Collaboration (3) by Dick Bourke |
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| Prologue As an extension of Peter Drucker's perspective ("do the right thing and do it right") stated in our first issue, consider his corollary as a starting point for this column: "The most efficient way to produce anything is to bring In that spirit, let us examine two key elements:
Introducing Collaborative Product Development (CPD) The CPD approach eliminates many of the problems caused by serial design processing, the often cited .. throwing the prints over the wall to manufacturing after an engineering design is supposedly complete. CPD is an approach in which design and manufacturing engineers and others work together in parallel before engineering releases the product to the virtual enterprise. An efficient CPD relationship provides an excellent opportunity to consider all elements of a product's lifecycle in the early design stages, such as requirements, quality, cost, maintainability, to cite a few. CPD helps companies to deal with two widely accepted axioms:
Resolving product design issues and developing improvements while a product is still in a digital state is clearly a desired best practice. Thus, the values gained with efficient CPD will be higher quality product at a lower cost and a speedier release to the virtual enterprise. |
Software Enablers An abundance of proven, commercially available software is now available. Software enables efficient coordination and selective sharing of product information throughout the virtual enterprise. For collaboration, choices range from e-mail and other asynchronous methods to more interactive (synchronous) methods. For instance, using PLM capabilities for automated workflow routing, visualization and markup of 3D CAD models to achieve timely product design reviews among geographically dispersed design teams. Therefore, selecting and using the right software is a step to gain the values of efficient collaborative relationships. A company might acquire highly capable software, but still not achieve a high level of efficiency, i.e., value, without a devotion to best practices and processes. Improving practices and processes should be a prime motivation to develop these relationships and to gain the values for your company's efforts, for example:
It Takes More than Software Trustworthy, continuous communication in an environment of widely diverse personnel with differing motivations, values and attitudes is mandatory. Cultural aspects will be (not may be) as significant as the technical (software) capabilities to gain efficient collaboration and integration. Just ask any experienced user. Epilog For more detail, see Additional Sources of Information Contact Dick at dickb@bourkeconsulting.com. |
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