Product Lifecycle Management (Volume 1) (eBook)
XXV, 574 Seiten
Springer-Verlag
978-3-030-28864-8 (ISBN)
This fourth edition of the book provides readers with a detailed explanation of PLM, enabling them to gain a full understanding and the know-how to implement PLM within their own business environment. This new and expanded edition has been fully updated to reflect the numerous technological and management advances made in PLM since the release of the third edition in 2014, including chapters on both the Internet of Things and Industry 4.0.
The book describes the environment in which products are ideated, developed, manufactured, supported and retired before addressing the main components of PLM and PLM Initiatives. These include product-related business processes, product data, product data management (PDM) systems, other PLM applications, best practices, company objectives and organisation. Key activities in PLM Initiatives include Organisational Change Management (OCM) and Project Management. Lastly, it addresses the PLM Initiative, showing the typical steps and activities of a PLM project or initiative.
Enhancing readers' understanding of PLM, the book enables them to develop the skills needed to implement PLM successfully and achieve world-class product performance across the lifecycle.
Dr John Stark, a recognised PLM expert, started working in product development in 1979. In the 1980s, he worked in computer-aided design, product data management and business process improvement. He has worked as a consultant to companies in the product development and support area since the mid-1980s; first for Coopers & Lybrand, then as an independent consultant after setting up his own business in 1991. Over the last 30 years, he has helped over 100 companies implement PLM. He has written numerous highly successful books on PLM. He's also developed and delivered PLM courses for executives, people working in the product lifecycle, PLM professionals and university students.
Preface 6
Contents 9
1 Product Lifecycle Management (PLM) 26
1.1 What Is PLM? 26
1.1.1 Definition of PLM 26
1.1.2 Definition of the PLM Initiative 26
1.1.3 A Paradigm 27
1.2 This Chapter 28
1.2.1 Objective 28
1.2.2 Content 28
1.2.3 Relevance 29
1.3 The P, L and M of PLM 29
1.3.1 The P of PLM 29
1.3.2 The L of PLM 31
1.3.3 The M of PLM 32
1.4 The Scope of PLM 32
1.4.1 Activities in the Scope of PLM 32
1.4.2 The PLM Grid 33
1.4.3 Resources in the Scope of PLM 34
1.5 The PLM Paradigm 38
1.5.1 Paradigm Change 38
1.5.2 From Twentieth-Century Paradigm to PLM 39
1.5.3 Organisation of Work 39
1.5.4 Orientation: From Technical to Business 41
1.5.5 Information Calculation, Storage and Communication 43
1.5.6 Span of Interest 44
1.5.7 Value of Product Data 45
1.5.8 Management Approach 45
1.5.9 Focus 46
1.6 PLM Consequences 47
1.7 PLM Corollaries 49
1.8 The Spread of PLM 50
1.9 Benefits of PLM 51
1.9.1 Financial, Time, Quality 51
1.9.2 Operational Benefits 53
1.10 Overcoming Problems, Enabling Opportunities 53
1.10.1 Managing the Product Isn’t Easy 54
1.10.2 Loss of Control 55
1.10.3 Sources of Problems 57
1.10.4 Opportunities 57
Bibliography 58
2 PLM and Its Environment 59
2.1 This Chapter 59
2.1.1 Objective 59
2.1.2 Content 59
2.1.3 Relevance 60
2.2 Issues with the Departmental Paradigm 63
2.2.1 Serial Workflow 63
2.2.2 Departmental Organisations 65
2.2.3 Piecemeal Improvements 67
2.3 Product Data Issues 68
2.3.1 A Lot of Product Data 68
2.3.2 Poor Change Management 69
2.3.3 Data not Linked to Management Tools 70
2.4 A Complex, Changing Environment 70
2.4.1 Change 70
2.4.2 Interconnections 71
2.4.3 Changes Driving PLM 76
2.4.4 Result 77
2.5 Example from “Before PLM” 78
2.5.1 Introduction 78
2.5.2 Quantitative Feedback 81
2.6 Product Pains 81
2.6.1 Aerospace Products 82
2.6.2 Power Plants 84
2.6.3 Automotive Products 84
2.6.4 Financial Products 85
2.6.5 Other Products 85
2.6.6 Current and Future Nightmare 87
2.7 Product Opportunities 88
2.7.1 Globalisation Opportunity 89
2.7.2 Technology Opportunities 89
2.7.3 Social/Environmental Opportunity 92
2.7.4 Human Resource Opportunity 92
2.7.5 The Result and the Requirements 93
Bibliography 93
3 PLM and Products 95
3.1 This Chapter 95
3.1.1 Objective 95
3.1.2 Content 95
3.2 Product Importance, Range, Instance 96
3.2.1 Importance of the Product 96
3.2.2 Wide Range of Products 96
3.2.3 More Than the Product 97
3.2.4 Instance of a Product 97
3.2.5 Number of Products 97
3.2.6 Hazardous Products 98
3.2.7 Commonality 98
3.3 Parts, Ingredients, Components, Assemblies 99
3.3.1 Range of Parts 99
3.3.2 Number of Parts 99
3.3.3 Part and Product 100
3.4 Identifier 100
3.4.1 Need for an Identifier 100
3.4.2 Name, Number 100
3.4.3 Internal, and Other, Names/Numbers 101
3.4.4 Serial Numbers 101
3.4.5 Significant Numbers 101
3.4.6 Product Key 102
3.4.7 Naming Languages 102
3.4.8 Some Product and Part Identifiers 103
3.4.9 Product Name and Part Name 103
3.4.10 Trade Mark 103
3.5 Requirements 104
3.5.1 Customer Requirements 104
3.5.2 Emergence of Global Products 104
3.5.3 Requirements for Global Products 105
3.6 From Customer Requirement to Product Specification 106
3.7 Identification Standards 106
3.7.1 Global Trade Item Number 107
3.7.2 International Standard Book Number 107
3.7.3 International Mobile Equipment Identity 108
3.7.4 International Standard Music Number 108
3.7.5 CAS Registry Numbers 108
3.8 Unique Identifier, Unique Key 108
3.9 Traceability 109
3.10 Communication of Identifier 109
3.10.1 Type of Communication 109
3.10.2 UPC Barcode 109
3.10.3 EAN-13 110
3.10.4 Two-Dimensional Barcodes 110
3.11 Product Classification 110
3.11.1 Classification 110
3.11.2 Advantages of Classification 110
3.11.3 Classification Systems 111
3.12 Versions, Variants, Options 111
3.12.1 Lifecycle State 111
3.12.2 Version, Iteration 111
3.12.3 Variant, Option 112
3.12.4 Product Life, Lifetime 112
3.13 Product Ownership 112
3.13.1 Rights 112
3.13.2 Intellectual Property 113
3.14 Product Structure and Architecture 113
3.14.1 Structures 113
3.14.2 Bill of Materials 114
3.14.3 Product Architecture 116
3.14.4 Product Portfolio 116
3.14.5 Product Model 117
3.15 Description, Definition and Representation 117
3.16 From Customer Requirement to Performance 118
3.17 No Product Is an Island 118
3.18 Causes of Product Problems 118
3.18.1 Challenger 119
3.18.2 Columbia 119
3.18.3 SR-111 120
3.18.4 Ariane 5 121
3.18.5 Multiple Causes 121
3.19 The Challenges 122
Bibliography 122
4 PLM and Business Processes 123
4.1 This Chapter 123
4.1.1 Objective 123
4.1.2 Content 123
4.1.3 Relevance of Business Processes in PLM 124
4.2 Definitions and Introduction 126
4.2.1 Definitions 126
4.2.2 Action Across the Product Lifecycle 127
4.2.3 Organising the Action 128
4.2.4 Process Approach 130
4.2.5 Tools to Represent Business Processes 136
4.2.6 Documenting Processes 138
4.2.7 KPIs for Business Processes 145
4.2.8 The Importance of Business Processes in PLM 145
4.3 Process Reality in a Typical Company 147
4.3.1 Generic Issues with Business Processes 147
4.3.2 Interaction with Other Activities 149
4.3.3 Interaction with Company Initiatives 150
4.3.4 Generic Challenges with Business Processes 150
4.3.5 A Generic Vision for Business Processes in PLM 151
4.4 Business Process Activities in the PLM Initiative 154
4.4.1 Projects Related to Business Processes 155
4.4.2 Business Process Improvement 156
4.4.3 Business Process Mapping and Modelling 156
4.4.4 The ECM Business Process 157
4.4.5 The NPD Business Process 164
4.4.6 The Portfolio Management Process 167
4.5 Learning from Experience 172
4.5.1 From the Trenches 172
4.5.2 Business Process Improvement Approach 176
4.5.3 Pitfalls of Business Process Mapping and Modelling 179
4.5.4 Top Management Role with Business Processes 180
Bibliography 181
5 PLM and Product Data 183
5.1 This Chapter 183
5.1.1 Objective 183
5.1.2 Content 183
5.1.3 Relevance of Product Data in PLM 184
5.2 Definitions and Introduction 186
5.2.1 Definitions 186
5.2.2 Product Data Across the Lifecycle 189
5.2.3 Organising the Product Data 190
5.2.4 Product Data as a Strategic Resource 192
5.2.5 Tools to Represent Product Data 196
5.2.6 Data Model Diagrams 197
5.2.7 KPIs for Product Data 200
5.2.8 The Importance of Product Data in PLM 201
5.3 Reality in a Typical Company 201
5.3.1 Generic Issues with Product Data 201
5.3.2 Interaction with Other Activities 223
5.3.3 Interaction with Company Initiatives 224
5.3.4 Generic Challenges and Objectives 224
5.3.5 A Generic Vision for Product Data in PLM 224
5.4 Product Data Activities in the PLM Initiative 227
5.4.1 Product Data-Related Projects 227
5.4.2 Product Data Modelling 227
5.4.3 Product Data Improvement 228
5.4.4 Product Data Cleansing 229
5.4.5 Product Data Migration 230
5.5 Learning from Experience 230
5.5.1 From the Trenches 231
5.5.2 Product Data Improvement Approach 237
5.5.3 Pitfalls of Product Data Modelling 240
5.5.4 Top Management Role with Product Data 240
Bibliography 243
6 PLM and PDM 244
6.1 This Chapter 244
6.1.1 Objective 244
6.1.2 Content 244
6.1.3 Definition 245
6.1.4 Relevance of PDM Systems 245
6.2 Many Names and Acronyms 245
6.3 PDM System Overview 247
6.4 Importance of the PDM System 248
6.5 Benefits of PDM Systems 250
6.6 The Eight Components 250
6.6.1 Information Warehouse 250
6.6.2 Information Warehouse Manager 251
6.6.3 Infrastructure 252
6.6.4 System Administration Manager 253
6.6.5 Interface Module 253
6.6.6 Product and Workflow Structure Definition Module 254
6.6.7 Workflow Control Module 256
6.6.8 Information Management Module 257
6.7 Common Issues 257
6.7.1 Naming, Functionality, Scope 258
6.7.2 Change, Version Management 258
6.7.3 Interfaces 259
6.7.4 Data Model, Workflow 259
6.7.5 Ownership, Funding, Support 260
6.7.6 Fit in IS Architecture 260
6.7.7 Customisation, Installation 260
6.7.8 Everyday Use 261
6.7.9 Sources of Challenges 263
6.8 Guidelines for PDM System Implementation 263
6.9 Pitfalls of PDM System Implementation 263
6.10 Little Data Management Excitement 264
6.11 No PDM System Is an Island 265
Bibliography 265
7 PLM and Product-Related Applications 266
7.1 This Chapter 266
7.1.1 Objective 266
7.1.2 Content 266
7.1.3 Definition 267
7.1.4 Relevance of PLM Applications 267
7.2 Introduction to PLM Applications 267
7.2.1 Additive Manufacturing Applications 267
7.2.2 Application Lifecycle Management 268
7.2.3 Artificial Intelligence 269
7.2.4 Augmented Reality 269
7.2.5 BOM Applications 269
7.2.6 Compliance Management 270
7.2.7 CSM Applications 270
7.2.8 CAD Applications 270
7.2.9 CAE Applications 271
7.2.10 CAID Applications 271
7.2.11 CAM Applications 271
7.2.12 CAPE Applications 272
7.2.13 CAPP Applications 272
7.2.14 CASE Applications 272
7.2.15 CIM 272
7.2.16 Data Exchange Applications 273
7.2.17 DECM Applications 273
7.2.18 Digital Manufacturing Applications 273
7.2.19 DMU Applications 273
7.2.20 EDI Applications 273
7.2.21 EDA Applications 274
7.2.22 ECM Applications 274
7.2.23 EDM Systems 274
7.2.24 Factory Automation 274
7.2.25 FEA Applications 274
7.2.26 Geometric Modelling Applications 275
7.2.27 Haptic Applications 275
7.2.28 IM Applications 275
7.2.29 IoT Platforms 275
7.2.30 IPM Applications 275
7.2.31 Knowledge Based Systems 275
7.2.32 LCA Applications 276
7.2.33 Machine Learning Applications 276
7.2.34 Manufacturing Automation 277
7.2.35 MRP 2 Applications 277
7.2.36 NC Applications 277
7.2.37 Parts Catalogue Applications 277
7.2.38 Parts Libraries 277
7.2.39 Phase-Gate Applications 277
7.2.40 Portfolio Management Applications 278
7.2.41 PDM Systems 278
7.2.42 Project Management Applications 278
7.2.43 RP Applications 278
7.2.44 Requirements Management Applications 279
7.2.45 Reliability Management Applications 279
7.2.46 Simulation Applications 279
7.2.47 SCM Applications 280
7.2.48 Service Management Applications 280
7.2.49 TDM Applications 280
7.2.50 Technical Publication Applications 281
7.2.51 Translation Management Applications 281
7.2.52 VR Applications 281
7.2.53 VE Applications 281
7.2.54 Virtual Prototyping Applications 281
7.2.55 Visualisation and Viewing Applications 281
7.2.56 3D Printing Applications 282
7.2.57 3D Scanning Applications 282
7.3 PLM Applications in the Product Lifecycle 282
7.3.1 Generic and Specific PLM Applications 282
7.3.2 Generic PLM Applications 284
7.3.3 Specific PLM Applications 286
7.3.4 Organising the Applications 288
7.3.5 KPIs for PLM Applications 292
7.4 Reality in a Typical Company 292
7.4.1 Generic Issues with PLM Applications 292
7.4.2 Interaction with Other Activities 295
7.4.3 Interaction with Company Initiatives 295
7.4.4 Generic Challenges with PLM Applications 296
7.4.5 A Generic Vision for PLM Applications 296
7.5 Application Activities in the PLM Initiative 298
7.5.1 Application-Related Projects 298
7.5.2 PLM Application Status Review 299
7.5.3 Software Development Approaches 300
7.5.4 PDM System Selection and Implementation 302
7.6 Best Practice PDM System Selection 304
7.6.1 Prepare the PDM System Project 305
7.6.2 Document the Business Objectives 306
7.6.3 Document the Current Situation 307
7.6.4 Identify PDM System Requirements 312
7.6.5 Know Your Partners 315
7.6.6 Pre-align with Your Partners 321
7.6.7 Align and Plan with Your Partners 321
7.6.8 Carry Out Detailed Design and Planning 322
7.6.9 Build and Plan the PDM System 322
7.6.10 Test and Validate the PDM System 323
7.6.11 Deploy the PDM System 323
7.6.12 Use the PDM System 324
7.6.13 Support and Sustain the PDM System 324
7.6.14 Review PDM System Performance 324
7.6.15 Achieve Breakeven for the PDM System 325
7.6.16 Evolve and Extend the PDM System 325
7.7 Learning from Experience 325
7.7.1 From the Trenches 325
7.7.2 Pitfalls of Application Implementation 328
7.7.3 Top Management Role with PLM Applications 328
Bibliography 329
8 PLM, Techniques and Methods 331
8.1 This Chapter 331
8.1.1 Objective 331
8.1.2 Content 331
8.2 Introduction 332
8.2.1 The Need 333
8.2.2 Improvement Initiatives 334
8.3 Overview of Methods 335
8.3.1 ABC 335
8.3.2 Alliance Management 335
8.3.3 Benchmarking 335
8.3.4 BPR 336
8.3.5 CWQC 336
8.3.6 Concurrent Engineering 336
8.3.7 CM 337
8.3.8 Continuous Improvement 337
8.3.9 COQM 337
8.3.10 Customer Involvement 337
8.3.11 DFA 338
8.3.12 DfE 339
8.3.13 DFM 339
8.3.14 DFR 339
8.3.15 DFSS 339
8.3.16 DfS 339
8.3.17 Design Rules 340
8.3.18 DTC 340
8.3.19 EMI 340
8.3.20 ESI 340
8.3.21 FMECA 341
8.3.22 FTA 341
8.3.23 GT 341
8.3.24 Hoshin Kanri 341
8.3.25 JIT 342
8.3.26 Kome Hyappyo 342
8.3.27 Lean Production 342
8.3.28 LCA 343
8.3.29 LCD 343
8.3.30 Open Innovation 344
8.3.31 Phase/Gate Methodology 344
8.3.32 PDCA 345
8.3.33 Platform Strategy 345
8.3.34 Poka-Yoke 345
8.3.35 Process Mapping 345
8.3.36 Project Management 345
8.3.37 QFD 346
8.3.38 Roadmapping 346
8.3.39 Reliability Engineering 346
8.3.40 Robust Engineering 346
8.3.41 Simultaneous Engineering 347
8.3.42 Software Development Methodologies 347
8.3.43 Standards 348
8.3.44 SPC 348
8.3.45 STEP 348
8.3.46 System Engineering 349
8.3.47 Taguchi Techniques 349
8.3.48 Teamwork 349
8.3.49 TCO 349
8.3.50 TQ 350
8.3.51 TQM 350
8.3.52 TRIZ 350
8.3.53 VA and VE 351
8.4 Some Characteristics of Methods 351
8.4.1 Unclear Name 351
8.4.2 Overlap Between Methods 351
8.4.3 Overlap Between Methods and Applications 352
8.4.4 Confusion Between Methods and Processes 352
8.4.5 Duplication of Existing Activities 352
8.4.6 Unclear Definition 352
8.4.7 Unclear Improvements 353
8.4.8 Difficult to Implement 353
8.4.9 Method Evolution and Confusion 353
8.4.10 Market Push 353
8.5 No Method Is an Island 354
8.6 The Challenges 354
Bibliography 354
9 PLM and the Internet of Things 356
9.1 This Chapter 356
9.1.1 Objective 356
9.1.2 Content 356
9.1.3 Relevance 357
9.2 Introduction to the IoT 357
9.3 Components of the IoT 357
9.3.1 The Internet, a Communications Network 358
9.3.2 IoT Devices 358
9.3.3 Smart Products, Intelligent Products 359
9.3.4 Data Transmitted Over a Network 360
9.3.5 Mobile Technology 361
9.3.6 Location Detection Technology 361
9.3.7 Cloud 361
9.3.8 Cybersecurity 361
9.3.9 The Internet of Things 362
9.3.10 IoT Platforms 362
9.4 Big Data 363
9.4.1 Introduction to Big Data 363
9.4.2 Three Contexts of Big Data 364
9.4.3 Commercial Big Data 365
9.4.4 Social Media and General Internet Big Data 365
9.4.5 Industrial Big Data 365
9.4.6 Big Data Across the Product Lifecycle 366
9.5 Analytics 366
9.5.1 Typical Benefits of Analytics 367
9.5.2 The Value of Big Data 368
9.5.3 Lifecycle Application Areas of Big Data 368
9.6 Big Data Issues and Success Factors 369
9.6.1 Questions About Big Data 369
9.6.2 Typical Issues with Big Data 370
9.6.3 Typical Issues with Big Data Projects 371
9.6.4 Big Data Success Factors 372
9.7 PLM, IoT and Big Data 373
9.8 The Opportunity of the Internet of Things 375
9.8.1 Financial Opportunity of the IoT 375
9.8.2 Strategic Opportunity of the IoT 375
9.9 Potential Benefits with the Internet of Things 376
9.9.1 Benefits for the Manufacturer 376
9.9.2 Benefits for the Product User 376
9.9.3 IoT Impacts Across the Product Lifecycle 377
9.10 IoT Issues and Success Factors 378
9.10.1 Issues with the IoT 378
9.10.2 Typical Issues with IoT Projects 379
9.10.3 Success Factors 380
9.10.4 IoT, Big Data and the PLM Initiative 380
Bibliography 381
10 PLM, Facilities and Equipment, Industry 4.0 382
10.1 This Chapter 382
10.1.1 Objective 382
10.1.2 Content 382
10.2 Introduction to Industry 4.0 383
10.2.1 Background—Germany 383
10.2.2 Background—Elsewhere 384
10.2.3 Opportunities with Industry 4.0 385
10.2.4 Japan—Society 5.0 385
10.2.5 Take-Away 386
10.3 Industry 4.0 Technologies and Buzzwords 386
10.3.1 Technologies of Industry 4.0 386
10.3.2 The Industrial IoT and Industry 4.0 388
10.4 Back to the PLM Grid 389
10.4.1 PLM Applications 389
10.4.2 Facilities and Equipment 392
10.4.3 Relationship with PLM 392
10.5 Industry 4.0 Facilities and Equipment Vision 393
10.5.1 An Intelligent Factory 393
10.5.2 A Connected Factory 394
10.5.3 A Digital Factory 394
10.5.4 An Augmented Reality Factory 394
10.5.5 Big Data and Analytics 394
10.5.6 In-Charge Factory 395
10.5.7 Adaptable, Flexible Factory 395
10.5.8 Secure, Protected Factory 395
10.5.9 Artificial Intelligence Augmented Factory 396
10.5.10 Additive Manufacturing 396
Bibliography 396
11 PLM and Organisational Change Management 397
11.1 This Chapter 397
11.1.1 Objective 397
11.1.2 Content 397
11.1.3 Relevance of OCM in PLM 398
11.2 Definitions and Introduction 399
11.2.1 Definitions 399
11.2.2 Benefits of OCM 400
11.2.3 Incremental and Transformational Change 401
11.2.4 Equation for Change 402
11.2.5 Resistance to Change 403
11.2.6 Prerequisites for Organisational Change 405
11.2.7 KPIs for Organisational Change 406
11.2.8 The Importance of OCM in the PLM Environment 406
11.3 Participants in Change 407
11.3.1 Benefits of the Change to PLM 407
11.3.2 People Who Make Change Happen 408
11.3.3 People in the Product Lifecycle 410
11.3.4 Roles 414
11.4 Reality in a Typical Company 416
11.4.1 Generic Issues with Change 416
11.4.2 OCM Interaction with Company Resources and Initiatives 416
11.5 OCM Activities in the PLM Initiative 417
11.5.1 Projects Related to OCM 417
11.5.2 Plan the Change Project 417
11.5.3 Communication 418
11.5.4 Learning and Training 421
11.5.5 The Reward System 423
11.6 Learning from Experience 425
11.6.1 Tips from the Trenches 425
11.6.2 Be Realistic 426
11.6.3 Pitfalls of Organisational Change 427
11.6.4 Top Management Role with OCM 427
Bibliography 429
12 PLM and Project Management 430
12.1 This Chapter 430
12.1.1 Objective 430
12.1.2 Content 430
12.1.3 Relevance 431
12.2 Definitions and Introduction 431
12.2.1 Definitions 431
12.2.2 Characteristics of Projects 435
12.2.3 People in Projects 436
12.2.4 Project Phases 442
12.2.5 Project Management Knowledge Areas 444
12.2.6 Project Management Tools and Templates 444
12.2.7 KPIs for Project Management 446
12.2.8 The Importance of Project Management in PLM 447
12.3 Project Reality in a Typical Company 448
12.3.1 Generic Issues with Projects 448
12.3.2 Generic Issues with Project Plans 449
12.3.3 Interaction with Other Activities 450
12.4 Project Management Activities in the PLM Initiative 450
12.4.1 Project Management and Initiative Projects 451
12.4.2 Working with Consultants 451
12.4.3 Reviewing Readiness 452
12.5 Learning from Experience 454
12.5.1 From the Trenches 454
12.5.2 Pitfalls of Project Management 458
12.5.3 Top Management Role with Project Management 458
Bibliography 460
13 Executive Activities in PLM 461
13.1 This Chapter 461
13.1.1 Objective 461
13.1.2 Content 461
13.2 Ten Roles of Executives 462
13.2.1 Maintain Awareness and Provide Vision 462
13.2.2 Set Business Objectives and Values 463
13.2.3 Oversee Company Governance 463
13.2.4 Lead 463
13.2.5 Represent and Communicate 463
13.2.6 Ask Questions, Give Answers 464
13.2.7 Identify and Develop Leaders 464
13.2.8 Monitor Progress and Measure Outcomes 464
13.2.9 Take Decisions and Corresponding Action 464
13.2.10 Hold Accountable and Provide Recognition 464
13.3 Executive Roles in PLM 465
13.3.1 Roles in the Future PLM Environment 465
13.3.2 PLM Initiative Roles 465
13.3.3 CEO 466
13.3.4 PLM Initiative Sponsor 466
13.3.5 PLM Initiative Steering Committee 467
13.3.6 PLM Initiative Leader 467
13.3.7 Governance 468
13.4 Executive Vocabulary 468
13.4.1 Mission 469
13.4.2 Objectives 469
13.4.3 Vision 469
13.4.4 Strategy 470
13.4.5 Plan 470
13.4.6 Tactics 471
13.4.7 Policy 471
13.4.8 Key Performance Indicators 472
13.4.9 Coherence 472
13.5 Objectives, Vision, Strategy 472
13.5.1 Objectives 472
13.5.2 Vision 474
13.5.3 Strategy 479
13.5.4 PLM Strategy 492
13.5.5 Implementation Strategy 494
13.5.6 Plan 495
13.5.7 KPIs 495
13.6 PLM Initiative Justification 497
13.6.1 Time Value of Money 499
13.6.2 NPV and ROI 500
13.6.3 Cost-Justification 502
13.6.4 Identification of Benefits 503
13.6.5 Project Calculations 504
Bibliography 506
14 PLM and the PLM Initiative 507
14.1 This Chapter 507
14.1.1 Objective 507
14.1.2 Content 507
14.1.3 Relevance 508
14.2 Definition and Introduction 509
14.2.1 Definition 509
14.2.2 From Components to the Initiative 509
14.2.3 Different Companies, Different Initiatives 510
14.3 Getting Started with PLM 516
14.3.1 Middle Managers, Executives 517
14.3.2 Company and Personal Dilemmas 518
14.3.3 Not Progressing 520
14.3.4 Getting to the Start Line 520
14.4 Approaches to a PLM Initiative 522
14.4.1 Standard Approach 522
14.4.2 The Ten-Step Approach 535
14.4.3 After Initiative Launch 537
14.5 Learning from Experience 540
14.5.1 From the Trenches 541
14.5.2 Pitfalls for the PLM Initiative 542
14.5.3 Examples of the PLM Dilemma 544
14.5.4 Results of Use of the Ten-Step Approach 546
14.5.5 Common Features of PLM Initiatives 549
14.5.6 Top Management Role in the PLM Initiative 553
Bibliography 556
15 PLM in Industry 558
15.1 This Chapter 558
15.1.1 Objective 558
15.1.2 Content 558
15.2 Alfa Laval’s OnePLM 559
15.2.1 The Starting Situation 560
15.2.2 The Approach 561
15.2.3 The Implementation 562
15.2.4 The Result, Benefits 564
15.2.5 Next Steps 565
15.2.6 Lessons Learned 566
15.3 PDM Implementations 567
15.3.1 An Electronics Industry Company 568
15.3.2 An Automotive Industry Company 572
15.3.3 An Engineering Industry Company 576
15.3.4 An Aerospace Industry Company 581
15.4 Summary 585
Bibliography 586
16 Closing Thoughts 587
| Erscheint lt. Verlag | 1.10.2019 |
|---|---|
| Reihe/Serie | Decision Engineering |
| Zusatzinfo | XXV, 574 p. 519 illus., 57 illus. in color. |
| Sprache | englisch |
| Themenwelt | Technik ► Elektrotechnik / Energietechnik |
| Wirtschaft ► Betriebswirtschaft / Management ► Planung / Organisation | |
| Schlagworte | business process management • Industry 4.0 • internet of things • New Product Development • Organisational Change Management • Product Data Management • Product Lifecycle Management • Project Management • Time to Market |
| ISBN-10 | 3-030-28864-1 / 3030288641 |
| ISBN-13 | 978-3-030-28864-8 / 9783030288648 |
| Haben Sie eine Frage zum Produkt? |
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