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Challenging title
MAKING THE CASE FOR PLM
Jos Voskuil
Learn from those who did it
MAKING THE CASE FOR PLM
Jos Voskuil
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
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
PLM and ERP - complementary
Slide from tech-clarity: closing loop product innovation erp plm
PDM versus PLM – PDM characteristics
Product Data Management
Boosted by 3D CAD
Departmental solution
‘Easy’ to implement
PDM versus PLM – PLM characteristics
Product Lifecycle Management
IT and Business Strategy
Connecting and sharing
Requires change difficult to implement
Making the case for what ?
Efficiency QualityInnovationTime to
Market
…………..
Which case to make ?
Extended PDM or Innovation oriented ?
Making the case for Efficiency
PLM reduces manual processes
Visibility of data across the enterprise
Reduce errors and design iterations
Making the case for Quality
Assure standard processes
Work with the right data
Integrate requirements
Connect field / customer data
Making the case for Innovation
Identify opportunities in an early stage
Connect to the customer
Spend time and energy in early development
Making the case for Time to Market
A combination of all
And upcoming cases for PLM…..
Knowledge capturing:aging workforce
Managing the digital explosion
Summary
PLM value drivers are diffuse
PLM benefits vary per company (business)
So there is no clear:
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
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 adhesionThere
is no m
entioning
of a pro
duct here
!
Quote: Gartner Group
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
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 visionStart collecting proof points (measure)Explore the world (PLM congresses, Social Media,
Consultants, PLM vendors, IT trends)
WHO: Management / Middle managementPLM champion(s) / Thought Leaders
Step 3: Understand the visionMap the vision to reality:
Alignment / Efficiency / QualityTime to market ?Customer centric ?Innovation ?
What are the relevant KPIs?
Decide on your type of PLM platform
WHO: Management / Middle management / ITPLM champion(s) / potential PLM implementation
partners / vendors
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
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
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
Conclusions
Define your PLM focus area(s)
Build the vision and motivation
Realize PLM is change – create the enthusiasm
Measure before and after
Questions ?
What is your PLM target ?Thank
You