PLM 2

Product Lifecycle Management: 

Product Lifecycle Management

PLM: 

PLM Product Life Cycle Management is a total production system that tracks a product from inception to disposal It includes, marketing, sales, design, planning, production, quality requirements, packaging, shipping, and disposing of the product when it’s useful life is over

Defining PLM: 

Defining PLM Product Lifecycle Management (PLM) is an integrated, information driven approach to all aspects of a product’s life from its design inception, through its manufacture, deployment and maintenance, and culminating in its removal from service and final disposal.

PLM: Defining a New Acronym : 

PLM: Defining a New Acronym Product lifecycle management is an integrated, information-driven approach to all aspects of a product's life, from its design through manufacture, deployment and maintenance culminating in the product's removal from service and final disposal. PLM software suites enable accessing, updating, manipulating and reasoning about product information in a fragmented and distributed environment.

The Scope of PLM: 

The Scope of PLM Product Lifecycle Plus the engineering business systems to make the process work with the rest of the company

Where did PLM come from?: 

Where did PLM come from? Originally the term was used to describe the computer technology needed by auto makers and their suppliers to store information about vehicle parts, engineering data, design data, quality, etc.

The Benefit of PLM: 

The Benefit of PLM It is a common production system, with common computer technology for information storage and retrieval. In theory any employee, in any department can look at data created by another department or group. The information is archived and valid for the life of the product

The Benefit of PLM: 

The Benefit of PLM It is a concept that should induce ethical behavior in terms of up graded products and hopefully will drive social responsibility in the areas of innovation, design, manufacturing, quality, and disposal

Product Innovation Charter: 

Product Innovation Charter

Risk of Innovativeness: 

Risk of Innovativeness Risk Change in Operations or Marketing mode None Some Great Change in use or user mode None None Low Medium Some Low Medium High Great Medium High Dangerous

New Product Concept: 

New Product Concept

PLM & Leadership: 

PLM & Leadership PLM or PLC provides a framework to rediscover the basic stages of product development, Introduction . Growth . Maturity . Decline In general the leader must influence all team members to attain goals, always being sensitive to members needs

PLM & Leadership: 

PLM & Leadership In the growth stage the leader needs to know how to communicate and delegate responsibility to team members In the maturity stage the leader and group usually struggle to maintain cohesiveness and productivity In decline the leader needs to maintain team motivation

PLM & Leadership: 

PLM & Leadership Facilitation, communication, goal setting, project management, building consensus, organization, resource allocation, motivation, team building are a few of the LEADERSHIP skills necessary to drive a successful PLM initiative To quote a Boeing executive, “as we engineer new systems we always forget about the necessary leadership skills” We are good at doing the task, not so good at the process of getting there

Information As Time, Energy, Material Trade-off: 

Information As Time, Energy, Material Trade-off Efficiency Inefficiency Information

Current Information Model: 

Current Information Model Manufacturing Engineering Design Engineering Sales & Distribution Warranty & Repair Accounting Information | Processes Information | Processes Information | Processes Information | Processes Information | Processes

PLM Information Model: 

Manufacturing Engineering Design Engineering Sales & Distribution Warranty & Repair Accounting Information | Processes Information | Processes Information | Processes Information | Processes Information | Processes Product-centric data and processes PLM Information Model

Fundamental Changes Driving PLM: 

Fundamental Changes Driving PLM Scale Complexity Cycle times

Social Issues Driving PLM: 

Social Issues Driving PLM Privacy Security Ownership Regulatory Education and training

PLM Enables Designing to a Requirement: 

PLM Enables Designing to a Requirement Engineers design to a functional requirement Requirements are imperfectly mapped to specifications Issues Gaps between intended and actual functionality Over-engineered solutions Unintended functionality (features or bugs)

Conceptual Ideal for PLM Information Mirroring: 

Conceptual Ideal for PLM Information Mirroring Real Space Virtual Space VS 1 VS 2 VS n Data Information Process

Different Views for Different Functions: 

Different Views for Different Functions

Status of Today’s Product Information: 

Status of Today’s Product Information Siloed Ad-hoc Duplicative Inconsistent

PLM Information Characteristics: 

PLM Information Characteristics Singularity Correspondence Cohesion Traceability

PLM Functions: 

PLM Functions Engineering vaulting Part classification and reuse Collaborative design Product structuring Process / cost management

Example: Part Numbering: 

Example: Part Numbering Engineering Manufacturing Supply Chain PLM

PLM – Outside the Factory Door: 

PLM – Outside the Factory Door Product distribution Sales and delivery Maintenance and repair Disposal and recycling

Why Extend PLM?: 

Why Extend PLM? Source of cost reductions Information feedback and feed forward Complete initiatives begun at earlier stages Potential for improved customer satisfaction

Source of Cost Reductions: 

Source of Cost Reductions Costs do not stop at factory door Examples of information impacting costs Faulty production Warranty Product liability

Slide 30: 

October 30, 1999 Toshiba to Spend $1 Billion to Settle Laptop Lawsuit By ANDREW POLLACK OS ANGELES -- Toshiba Corp. said Friday that it will spend about $1 billion to settle a class action lawsuit brought by two people charging that the world's leading maker of laptop computers sold 5 million defective machines in the United States since 1987.

Quality Control is a Proxy for Performance: 

Quality Control is a Proxy for Performance QC is based on causality theory not performance QC feedback loops are remote and incomplete Warranty and survey data is biased and/or flawed Need in-service integrated data

Information Feedback and Feed Forward: 

Information Feedback and Feed Forward Feedback design changes Feedback manufacturing changes Feed forward to new designs Design Manufacture Use Analyze and Evaluate

Completing Initiatives: 

Completing Initiatives Design function objectives Quality control continuation Disposal and recycling verification Screen Source: EDS