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Making the case for PLM

Making the case for PLM. Challenging title. Jos Voskuil. Making the case for PLM. Learn from those who did it. Jos Voskuil. A formal definition. PLM is a collection of best practices, dependent per industry to: increase product revenue, reduce product-related costs

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Making the case for PLM

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  1. Making the case for PLM Challenging title Jos Voskuil

  2. Making the case for PLM Learn from those who did it Jos Voskuil

  3. A formal definition PLM is a collection of best practices, dependent per industry to: increase product revenue, reduce product-related costs and maximize the value of the product portfolio Source: 2PLM • Bring products faster to market • Less iterations – lower prototype costs • Better communication between departments • Better collaboration / sourcing with suppliers • Lower compliance efforts and costs • Select the right potential products • Respond better to customer and market demands • Innovate – create the opportunity

  4. PLM – the basics PLM is a collection of best practices, dependent per industry to: increase product revenue, reduce product-related costs and maximize the value of the product portfolio Source: 2PLM Intellectual Property

  5. PLM and ERP - complementary Slide from tech-clarity: closing loop product innovation erpplm

  6. PDM versus PLM – PDM characteristics Product Data Management • Boosted by 3D CAD • Departmental solution • ‘Easy’ to implement

  7. PDM versus PLM – PLM characteristics Product Lifecycle Management • IT and Business Strategy • Connecting and sharing • Requires change  difficult to implement

  8. Making the case for what ? • Efficiency • Quality • Innovation • Time toMarket • …………..

  9. Extended PDM or Innovation oriented ? Which case to make ?

  10. Making the case for Efficiency • PLM reduces manual processes • Visibility of data across the enterprise • Reduce errors and design iterations

  11. Making the case for Quality • Assure standard processes • Work with the right data • Integrate requirements • Connect field / customer data

  12. Making the case for Innovation • Identify opportunities in an early stage • Connect to the customer • Spend time and energy in early development

  13. Making the case for Time to Market • A combination of all

  14. And upcoming cases for PLM….. • Knowledge capturing:aging workforce • Managing the digital explosion

  15. Summary • PLM value drivers are diffuse • PLM benefits vary per company (business) • So there is no clear:

  16. How should do they do it ? • PLM is not just automate how we worked before • PLM is not OOTB (out of the box) PLM = CHANGE

  17. The difficulty of bringing a change • The majority of PLM projects fail at a certain stage due to: • Lack of communication • Lack of motivation • Lack of adhesion There is no mentioningof a product here ! Quote: Gartner Group

  18. Step 1: Build the vision • Does the management want the organization to change ? • Where do we want to be in 5 years from now ? • WHO: The Management You – challenging the management Consultants – helping the you and the management

  19. Step 2: Understand the vision • Share and discuss the vision – make it your mantra – make it known inside the company • Imagine the implementation of the vision • Start collecting proof points (measure) • Explore the world (PLM congresses, Social Media, Consultants, PLM vendors, IT trends) • WHO: Management / Middle management PLM champion(s) / Thought Leaders

  20. Step 3: Understand the vision • Map the vision to reality: • Alignment / Efficiency / Quality • Time to market ? • Customer centric ? • Innovation ? • What are the relevant KPIs? • Decide on your type of PLM platform • WHO: Management / Middle management / IT PLM champion(s) / potential PLM implementation partners / vendors

  21. Can you make the case ? • Step 1 to 3 are mandatory steps for success, but …. Now it is time for commitment ! • Will there be active executive sponsorship ? • Will there be a champion / project team ? Uncommitted

  22. Step 4: Building the commitment – Do’s / Don’ts • Do’s : • Keep the vision all time in the picture • Small steps – give the organization time to adjust • Involve the users, but lead the change • Communicate and sell internal

  23. Step 4: Building the commitment – Do’s / Don’ts • Don’t s: • Think PLM is an IT project • Think a PLM product feature is a solution • Believe customization is solving the change • Believe it is easy and in the cloud

  24. Conclusions • Define your PLM focus area(s) • Build the vision and motivation • Realize PLM is change – create the enthusiasm • Measure before and after

  25. Questions ? Thank You • What is your PLM target ?

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