Product Lifecycle Management at TVS Motor Company Ltd

Product Lifecycle Management atTVS Motor Company Ltd.

TG Dhandapani, CIORichard Gomez, Research & DevelopmentAnand Chakravarty, Information Systems

5th June, 2008

© SAP Summit 08 / Page 2

1. TVS Motor Company Overview2. The need for a PLM Solution

2.1. Objectives2.2. Key Issues

3. The Approach to PLM3.1. CAD based or ERP based solution?3.2. How – explained in simple English

4. The solution4.1. Solution walkthrough – typical automotive product development4.2. Examples of innovation

5. Challenges6. Benefits7. Way Forward

Agenda


TVS Motor Company Overview

Key Milestones

1980 - Started manufacture of India’s first two seater Mopeds1982 - Joint venture with Suzuki Motor Corporation(SMC), Japan1984 - Became the first company to introduce 100 cc motorcycles in India1994 - Launched India’s first sub-100 cc un-geared scooter – TVS Scooty1998 - Established second manufacturing plant in Mysore2001 - Became independent company - TVS Motor Company after the exit of SMC from the

joint venture2001 - Launched India’s first indigenously designed 4 stroke motorcycle – TVS Victor2005 - Indonesian subsidiary formed2006 – Production of TVS Neo started in Indonesia2006 - Established third manufacturing unit in Himachal Pradesh2007 – Entered the 3 wheeler market


Products

TVS Flame

TVS Mopeds

TVS Apache

TVS Scooty

TVS Victor

TVS Star

TVS King







Agenda


The need for PLM

2 2 2 2 3 3 4 5 6 6 6 7

11 1214 15 16

18 19 2023

25 2529

31

36

1

0

15

30

45

1979

1980

1981

1982

1983

1984

1985

1986

1987

1988

1989

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

No

of P

rodu

cts

No. of New products launches from inception


The need for PLM

05

101520253035

Years

35 3431

2118

15

Average NPI time

Months

1980

1980 3DModels Simulation

RPT, DVPSystem

ProcessStandardization


The need for PLM - Objective

To achieve significant and measurable performance improvements inNew Product Introduction (NPI) in terms of:

• Time to Market – from concept to launch

• Quality and Cost – within target cost with highest quality

• Capability to handle more number of concurrent new productsdevelopments


The need for PLM – Key Issues

Information in different databases / departments

Change control

Integrated project management

Cost management – product and project

Limited collaboration capability

Ineffective gate controls / poor process adherence

Past learnings

Resource management







Agenda


CAD Based or ERP based solution?


Approach to PLM

Improve time to Market – HOW?

Provide timely information for decision making- Tracking of QCD status- Project activity status- Early warnings and escalations- Build status information

Enable faster supplier response- Sharing & exchange of data between suppliers & TVSM online- Integrated development plans with online status tracking- Feedback on plans, Drawings online

Improvement in people efficiency-Info availability at right time ( Notification, escalation, search tools)-Automation of processes (approval processes, follow-up)-IT tools for meetings / reviews / discussions (web meeting, Collaboration)


Approach to PLM

Control Quality & cost – HOW?

Provide adherence control

System lock for critical activitiesEscalate non adherenceWorkflow enabled system for change evaluationProduct & project cost controlDocument Management System

Reduce number of iterations

Easy access to Information on past learningImprove commonisation index, Part Number controlCollaborative FM directoryCollaborative Problem directory


Approach to PLM

Capability to handle more number of new products – HOW?

Effective resource management

Current resource informationEstimation / simulation of requirementResource planning / AllocationCapacity confirmation at supplierTime compression by elimination of NVA / follow upAlerts / notification / automation thro workflows







Agenda


The Solution

Product PlanningConcept definition Concept design Detailed design Alpha Beta Mass Prod.Quality Proving

xPD – Product Definition & xRPM – Resource & Portfolio Management

cProjects & Project Systems (PS)

cFolders

DMS - Doc Mgmt. System

CAD Integration

Classification

Specification Management

Tool Design Request

ALMDVP System

Job Allocation system

Part Numbering system

Problem DirectoryFMEA / FM Directory

Work Flows

SAP – R/3 – FI, MM, PP, QM

Capture product ideasMulti project managementProject Planning & Execution

Time logging & Resource Mgmt

Procurement &MIW parts

Central repository for documentsincluding drawings

Project Budgeting &Control

Project cost planning,Budgeting & control

Collaborate withsuppliers

Plan & Schedule jobsat proto shop

Plan, schedule & executetesting at R&D & QAD

Capture and monitorproblems resolution

System trigger for tool / gaugedesign from QCPC/ TMIS

Homologation & Vehiclespecification data

Helps variety reduction

iPPE – Product & Process Engineering

Collaborate & integrate project planswith external partners

Revision control, BOM creation

Product & Process variantmgmt.

Automation of approvals,notifications.

Helps record &refer to past failuremodes early on in design

Product Cost estimation andmonitoring

Enables classification,Standardization

Location for gauges &equipments

Inspection Planning, controland decision making


Solution - walkthrough

Product PlanningConcept definition Concept design Detailed design Alpha Beta Mass Prod.Quality Proving

xPD – Product Definition & xRPM – Resource & Portfolio ManagementcProjects & Project Systems (PS)

cFolders

DMS - Doc Mgmt. System

CAD Integration

Classification

Specification Management

Tool Design Request

ALMDVP System

Job Allocation system

Part Numbering system

Problem DirectoryFMEA / FM Directory

Work Flows

SAP – R/3 – FI, MM, PP, QM

iPPE – Product & Process Engineering

Initiate newprojectCreate Project

planPrototyping

SupplierCollaboration

Design Release

Design Release

Design Release

Alpha Build &Testing

Alpha Build &Testing

Alpha Build &TestingPDM &

DocumentationTools / gauges

design

Process Design

Beta Build &Testing

Beta Build &Testing

Beta Build &Testing

Hand over toProduction




Examples of innovation

This project incorporates a large number of innovations in technology as well asprocess. The key ones are

1. Integration of project plans across SAP PS and cProjects to enable two way data exchangeof scheduling and resource data

2. Unique add on feature of sending SMS from cFolders

3. Creation of operating standards, Control charts and process flow diagrams using data in PPmodule via web interface and adobe services

4. Tool to capture FMEA’s and classify based on component type.

5. Unique part codification using via web interface (using web dynpro) and classification whichenables designers to create master data in MM module based on pre defined logic

6. CAD integration using Adobe 3D which eliminated the need for investments on any CADviewers across the entire supply chain


Examples - Dashboard


Examples – Operating Standards


Examples – Control charts

QCPC-Report


Examples - FMEA


Examples – Part Classification







Agenda


Challenges

Change Management – adopting the new way of working across the entire supplychain

CAD Integration – user comfort level on CAD based PDM is very high

Data Migration – Migrating our last 10 years of CAD data to the new system


Benefits

Key Tangible Benefits

25 % reduction in overall time to market

40% improvement in people productivity

Key Intangible benefits

Improved visibility and control on entire process resulting in lower risk exposure

Information on demand across the entire supply change

Greater process adherence

Reduced expenses on travel and meetings due to improved collaboration

Elimination of drudgery of documentation – better employee morale


Benefits – tracking examples

ProjCoordinatorInforms devt

engineer/Planner1-3 days

Feedbackthro Email to

Purchase1 day

FeedbackreachesDesigner

1 day

Discussionwith

Supplier atTVS-M

7-10 days

Collect drgfrom R&D by

Proj asst1 day

Distribution toPurchase,QAD,

PED1 –2 days

Categorizationby Purchasemember andenquiry toSupplier

1 –2 days

Enquiryreachessupplier1-2 days

SupplierStudy

7-15 days

Drg readyat R&D0 day


Designerto put inCollaborationWith authorizationto Purchase, QAD, PED1 day

Purchase toload it inPrivate folderof supplier1 day

Clarification inC folderOn line discussionusingC folder ( 1 –2 days)

Supplier Study

7 –10 days ( net meetingfixed )

Old process

New PLM process

ProjCoordinatorInforms devt

engineer/Planner1-3 days

Feedbackthro Email to

Purchase1 day

FeedbackreachesDesigner

1 day

Discussionwith

Supplier atTVS-M

7-10 days

Collect drgfrom R&D by

Proj asst1 day

Distribution toPurchase,QAD,

PED1 –2 days

Categorizationby Purchasemember andenquiry toSupplier

1 –2 days

Enquiryreachessupplier1-2 days

SupplierStudy

7-15 days



Designerto put inCollaborationWith authorizationto Purchase, QAD, PED1 day

Purchase toload it inPrivate folderof supplier1 day

Clarification inC folderOn line discussionusingC folder ( 1 –2 days)

Supplier Study

7 –10 days ( net meetingfixed )

Old process

New PLM process

Duration approx 12 daysSaving 18 days


Benefits – tracking examples

Print Request Trend

40043614

4142

5203

3973 38963539

1954 20702294

1458

3289

3842

3079

35853951

3160 3160

45474898

3675

4353

5079

0

1000

2000

3000

4000

5000

6000

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Months

Nos

2007 2006

Man hour saving using PLM

2375

11601440

1696

420220

3535

4975

66717091

7311

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000

TMOS Routing PPAP Equipment note QCPC Process flowdiagram

Type of documents

No

of H

ours

0

1000

2000

3000

4000

5000

6000

7000

8000

No

of H

ours

914 Mandays

950

1740

360

1060

0 0

26903050

4110 4110 4110

40%Productivity

improvementMan hour saving using PLM

2375

11601440

1696

420220

3535

4975

66717091

7311

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000


Type of documents

No

of H

ours

0

1000

2000

3000

4000

5000

6000

7000

8000

No

of H

ours

914 Mandays

950

1740

360

1060

0 0

26903050

4110 4110 4110

Man hour saving using PLM

2375

11601440

1696

420220

3535

4975

66717091

7311

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000


Type of documents

No

of H

ours

0

1000

2000

3000

4000

5000

6000

7000

8000

No

of H

ours

914 Mandays

950

1740

360

1060

0 0

26903050

4110 4110 4110

40%Productivity

improvement







Agenda


Way Forward

Next steps in PLM

Introduce dynamic project and resource simulationIntegration of PLM with Business intelligenceExtension to other key new modules and enhancements like PDCE, iPPE and auditmanagement.


Thank you!

Documents

Product Lifecycle Management at TVS Motor Company Ltd