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Blueprint for Business and Digital Harmonizationthe path to integrated process excellence driven by

www.icmhq.com ICM Newsletter April/May 2017

THE RACE TO OPTIMIZE THE DIGITAL THREAD AND MANAGE THE DIGITAL TWIN

“IMPROVED SOFTWARE TOOLS ARE NOT SOLUTIONS FOR BROKEN

PROCESSES. THEY’RE JUST BAND-AIDS…”

ALL INFORMATION THAT COULD IMPACT THE ECOSYSTEM OF

THE COMPANY MUST BE PROPERLY MANAGED

TheQuestforDigitalTransformationOverthenextfiveyearsnearly$10trillionwillbespentbybusinessesandgovernments

ondigitalsolutions.

Most organizations strugglewith the ability tomanage information accurately for the enterprise orthroughouttheproduct/solutionlifecycle.Howtomaintainthedigitalthreadfromthebaselinetotheplanningbill,thenfromtheplanningbilltotheorderbill,andfinallyfromtheorderbilltotheactualas-builtrecord isamajorchallenge.Knowingwhichrequirements,atwhichrevision level,touseatanypointintimeisanother.Thisfailurecreatesahighlevelof interventionresourceexpenditureandaninabilitytotrackfieldedconfigurations.Thisdrivessignificantwarranty,recall,andconcessioncoststhatcanhavedevastatingimpactsonthebusiness.Totapthepowerofthedigitalthreadandtofacilitateatruedigitaltwin,allfacetsoftheorganizationand all lifecycle phases are reliant upon the Enterprise Configuration Management (ECM)process.Activitiesdriventhroughthedigitalthreadimpactthedigitaltwinwithaconstantbarrageofchangesmakingtheabilitytomanagethedigitaltwinthatmuchmorecomplex.Howanorganizationidentifies, structures, linksandassignsownership to its requirementsand internalprocessesdirectlyaffect its ability to successfully and efficiently perform the intendedmission or achieve its businessobjectives.Ifthisactivityisignoredordoneincorrectly,anorganizationpaysseverepenaltiesintheformof intervention resource expenditure. Those expenditures are the unplanned time, money, andresources expended to compensate for quality and schedule problems.When quality and scheduleproblemsdominatetheenergyanorganizationexpendsonadailybasis,correctiveactionbecomesthestandard “way of working”. Changing that environment requires an understanding of how currentprocessesrelatetobestpracticesandtheculturechangethatisneededtomakethetransition.A structured and effective methodology for documenting, validating, releasing, and changingrequirements is paramount. Requirements management is the foundation for the digital thread.OrganizationsstrugglewiththeabilitytodefineandmaintainthedigitalarchitectureneededtosupportSoftware,Hardware,Systems,FacilitiesandInfrastructurethroughouttheentirelifecycle.TheinabilitytoeffectivelymanagetheDigitalThreadcreatesahighlevelofcorrectiveactionineveryphaseofthelifecycle. Configuration management is the major backbone of requirements management andrequirementsmanagement is amajor building block in the creation andmanagement of the digitalthread.Understandingthatrelationshipisimperativewhendefiningthefuturemodeofoperating.

CM2establishestheroadmapthatfacilitatesanorganization’sabilitytocreateaworld-classenterprisedigital thread.This is achieved through theapplicationofa setofprovenprinciplesand techniques.When properly applied, this improved businessmodel enhances the development, structuring, andmanagingofrequirementsthroughouttheenterprise.Organizationscontinuallystruggletodefineafastandefficientchangemanagementprocess.Manyorganizationshavechangedorreplacedtheirchangeprocessmultipletimeswithoutunderstandingthedynamicsofchangeorthebuildingblocksneededtofacilitatechangemanagement.Struggleswithitemre-identificationdecisionsandtherequiredlevelof

visibilityofchangesdirectlyimpacttheabilitytodevelopandmaintainthedigitaltwin.Themanagementof change includes understanding it’s impact throughout the entire organization and the totalproduct/solutionlifecycle.The inability of an organization to successfullymanage the digital thread ties directly back to theirinabilitytoeffectivelymanagechange.Mostorganizationshavesubjectmatterexperts(SMEs)identifiedforeachkeydiscipline,butrarelydoorganizationshaveaSMEfocusedonthemanagementofchange.ItisimperativethatyourorganizationaddresstheimportanceofEnterpriseConfigurationManagementand introduce the roles, responsibilities and workflows required for a world-class organization toefficientlymanagechange.Therebyensuringthatthedigitalthreadremainsintactthroughouttheentirelifecycleoftheproduct/solution,andthatyourdigitaltwinisaccurate.OncethepowerandefficiencyoftheCM2closed-loopandfast-trackchangemethodologyareimplemented,anorganization’sviewandperspectiveoftheirchangemanagementprocesswillshiftfromitbeinganecessaryeviltoitbeingatruecompetitiveadvantage.Organizationscontinuetobedisappointedwiththeresultsofeffortsto implement improvementstolegacy PDM, PLM, and/or ERP systems. Even when opportunities for specific improvements areidentified, they struggle with the ability to achieve successful implementation. These improvementprojectsareoftentimesreducedinscopeandstillexperiencecostoverrunsandmissedschedules.Thenegative experiences described above are also realized when an organization launches a processreengineeringproject.Thesecommonfailuresarenottheproblem…theyaresimplysymptomsofanunderlyingbiggerissue.Thenumberoforganizationsthathaveachievedintegratedprocessexcellenceis smaller than it should be. This is because most organizations continue to use configurationmanagement(CM)inalimitedrole,onlyapplyingittodesigninformation.Thoseorganizationsprocessahighvolumeofdeviationsandwaivers;useredlinesandassumefirefightingisnormalbusinesspractice.

In order to achieve Integrated Process Excellence an organizationmust break themany paradigmsgenerally associatedwith configurationmanagement’s limited role. The phased transition from thatlimitedapproachtoCM2isamajorculturechangethatmustbecarefullyplannedandmanaged.Thefoundationofthatnewcultureistheabilitytochangefasteranddocumentbetter.Theapplicationofthatabilityisextendedbeyonddesigninformationtoincludeallrequirementsfortheenterprise,andthe enterprisedeliverables throughout all of the lifecycle phases. Keeping all of those requirementsclear,concise,andvalidatalltimesisthegoal…averyachievablegoal.ModelingandmanagingintelligenceiswheremostorganizationsarefailingduringtheirquestforAIanddigitaltransformation.Whathappensifyourorganizationdoesn’ttakethetimetoaddressinefficientand possibly broken legacy processes? What happens if your organization doesn’t configure itsrespectivedigitaltransformationcorrectly?Theanswertothequestionsissimple.Theanswerissunkcost.

“THE MODEL BASED FUTURE DEMANDS CHANGING FASTER AND DOCUMENTING

BETTER.”

ShouldVariantManagementbeaCoreBusinessProcess?

ArnaudHubaux,ASML

Do you struggle to meet a demand for broader product portfolio while reducing operating expenses? Manyorganizationsdo[1].Overthepastcentury,demandloopedfromhighvarietyandlowvolume,tolowvarietyandhigh volume, and back to high variety and low volume (illustrated in Figure 1 ❶). Following that trend,organizationsadaptedtheirbusinessmodeltoaccessmorenichesinsteadofdrivingforhitproducts(illustratedinFigure1❷).Theflipsideofaccessingmorenichestoincreasesalesisthereductionofscaleeconomies.Multipletechniquesweredevelopedtocompensateforthe increaseofresourcesconsumedduringproductspecification,verificationanddelivery.Aproventechniquetoreducethoseresources isConfigurationManagement (CM).CMlimitswastebyefficientlyprocessingchangesandcontrollingproductquality(illustratedinFigure1❸),therebymanagingtheimpactofchangesonoperatingexpenses.

Figure1ClosingtheVariantManagementloop

CM implementations, however, rarely reduce the cost of poor Variant Management (VM) within productconfiguration.Yet,VMispivotal inachievingscaleeconomiesbecauseitmaximizesreusebycontrollingoptionalitems,configurableitems,andtheallowedcombinationsthereof(illustratedinFigure1❹).CMalonewithoutVMalsorarelysecuresthatvariantsalespriceanddeliverytimestayswithinacceptableboundariesforcustomers.Thecontrol span of VM ranges from sales to in-service upgrade management. With the advent of the IndustrialInternet of Things (IIoT) [6], a.k.a. Industry 4.0, this requirement extends to the product environments as theydeterminetheelementsitinteractswithandhowtheyalteritsbehavior.VMisthereforecrucialtoachievescaleeconomiesandautomateruntimeconfiguration.

To achieve these goals, we claim that VM should become a dedicated core business process under the CMumbrella.Inthisnewsletter,weproposeoperatingstandardsandtoolrequirementsforVM.

❶Observechangingdemand(adaptedfrom[5]) ❷Adaptbusinessmodeltochangingdemand(adaptedfrom[4])

❸Reduceinterventionresources(adaptedfromCMII)

ProductVariety

Prod

uctV

olum

e

1850

1913

19551980

2000Craftproduction

Massproduction

Masscustomization

Products

Prod

uctV

olum

e Head

Tail

Lengthentailtodelivermoreproducts:Democratizeproduction

Fattentailtoaccessmoreniches:Democratizedistribution

Application RequiredSolution

EndItemSoftware Hardware

ProvidedSolution

Product AcceptedSolution

Demandwithcurrentandanticipatedusage

Matchdemandwithavailablesolution

Applyclosed-loopchangeprocesstospecifyandbuildforreuseandanticipateddemandforsolutionvariants

❹Managevariantsinportfolio

Varianttypes

Variantconstraints

Canbeincludedornotintheproduct

AlternateItem Allowselectionduringbuildandmaintenance

EquivalentItem Allowselectionduringbuildandmaintenance

Cross-domainConstraints

Allowselectionacrossproduct,HW&SW

DomainConstraints

Allowselectionwithinproduct,HW&SW

OptionalItem

ConfigurableItem

Canchangebehaviorduringuse

2017IIoT

VMisarecognizedtopicbothinacademic[2]andindustrial[7]circles.TheapplicationofVMhasresultedinmanydifferent ways of classifying variant types and constraints [3]. In Table 1, we illustrate a basic classification byProduct(high-levelcommercialfeatures),SoftwareandHardwarewithexamplesfromacarDriveModevariant.

Table1VarianttypesandconstraintsforProduct,SoftwareandHardwareillustratedwithcarDriveMode

Product Software(SW) Hardware(HW)

Varianttypes

OptionalItem ExtendedfunctionalityCustomerPreference Optionalmodule Optionalmodule

Examples

DriveMode,Electronic

Gearbox,Manual

Gearbox

Gas_i_lib,Gas_FW,

Gas_GUI

GasCtrlASSY,

ElectronicGearboxCtrl

ASSY

ConfigurableItem NA Parameter Programmableboard

Mechanicalswitch

Examples

DriveMode:[sport,eco,

regular],

GearAccel:[+10%,0,-10%]

Gas_ECU,

Gearbox_ECU

Variantconstraints

Domainconstraints Optiondependencies Moduledependencies

Parameterdependencies Moduledependencies

Examples

DriveMode<requires>

ElectronicGearbox,

ElectronicGearbox

<excludes>Manual

Gearbox

(DriveMode=sport⇔GearAccel=+10%),

(DriveMode=eco⇔GearAccel=-10%)

GasCtrlASSY

<requires>Electronic

GearboxCtrlASSY

Cross-domainconstraints

ProducttoSoftwareModuleandParameterdependenciesProducttoHardwareModuledependencies

HardwaremoduletoSoftwaremoduledependenciesHardwaremoduletoSoftwareparameterdependencies

ExamplesDriveMode<requires>(Gas_i_libandGas_FWandGas_GUIandGasCtrlASSY),

DriveMode=(sportoreco)<requires>(Gas_ECUandGearbox_ECU)

EquivalentItem NA

Differentmoduleimplementationsofthesamespecification

Differentmoduledesignsofthesamespecification

Examples Gas_i_lib_XYX_v1.0.binor

Gas_i_lib_ABC_v3.2.bin

Gas_ECU_X_1or

Gas_ECU_Y_4

AlternateItem NA

Differentmoduleimplementationsofadifferentspecificationbutwithapprovedusageforintendedmoduleapplication

Differentmoduledesignsofadifferentspecificationbutwithapprovedusageforintendedmoduleapplication

Examples

Gas_i_lib_v1.0-32b.binor

Gas_i_lib_v1.0-64b.bin

forGas_FW_X_2or

Gas_FW_X_3,not

Gas_FW_X_1

Gas_ECU_X_2or

Gas_ECU_X_3

forGearbox_ECU_T_2,

notGearbox_ECU_T_1

Theclassificationitselfisnotasimportantastheorganizationsetuptomanagevariants.Theorganizationshallbeateamsupportingengineeringwiththespecification,modellingandmaintenanceofvariants.Itshallalsosupportoperationsandmaintenancewiththemanagementofruntimevariantselection,eithercustomer-orenvironment-driven.TheVMorganizationshallcomplementthechangespecialistsandapplytheoperatingstandardsbelow:

1. Varianttypeidentificationandownership2. Varianttypeconstraintidentificationandownership3. Varianttypelinkagetoprimaryandsecondaryitems4. Varianttypemaintenanceandgrowth5. Varianttypeexposuretocustomers6. Productcommonalityvsvariability7. Variantconfigurationidentificationandownership8. Customervariantconfigurationidentificationandownership9. Environment-drivenvariant(re-)configuration

Besides operating standards, VM also requires tools to manage the set of variants, their constraints and validcombinationsthereof.Thesetoolsarenotonlyrequiredforcomplexproducts.Asimpleproductcomposedofonly20 YES/NOoptions already results inmore than amillion possible combinations if not constrained. Constraintsbetweenthoseoptionsrestrictthesolutionspacebasedondesignandsalesrequirements.VMsupporttoolsshallgomuchfurtherthantraditionaltablesusingcolumnsforproductidentificationandrowsforoptions.Tablesareveryhardtomaintainbecausetheylackmodularityandrationaltraceability.Theyalsoinstilltoomuchknowledgeinto theminds of key experts thus locking this critical knowledge away from the rest of the organization; onlythose experts can explain the knowledge implicitly built in those tables through time. Besides representing asustainability threat for thebusiness, thesecriticalexpertsalsopreventautomationofconfigurationverificationandrepairduringoperationsandmaintenance.VMsupporttoolsshallsatisfythefollowingrequirements:

1. Variantmodelling,revisionandownership2. Constraintmodelling,revisionandownership3. Variantandconstraintsearch,navigationanddependencyreporting4. Configurationcheckingforlargemodels(10000+variablesandconstraints)5. Configurationrepairforlargemodels(10000+variablesandconstraints)6. Variantandconstrainttestinganddebugging7. Embeddinginoperationsandmaintenancesupporttooling8. Embeddinginrunningproducts9. InterfacingwithPLM(HW),ALM(SW)andERPdata,metadata,andworkflows

Inthisnewsletter,wediscussedwhyVMshouldcomplementthelistofexistingCMcorebusinessprocesses.Underthathypothesis,we listed someoperating standardsand tool requirements. Satisfying those requirements goesbeyondproducttablemanagementandmostConfigurePriceQuotesolutions[8].Toourknowledge,onlyfewtoolvendorsactuallyprovidesolutionstotheaboverequirements(e.g.ConfigitorSkalUP).WebelievetheadventofIIoT and the constant demand for customization will drive organizations towards more mature VM to reduceoperatingexpenseswhilesellingmoreproductvariants.

Acknowledgements

WewouldliketothankMaximeGravel(Gulfstream),MikeMcKinney(Sub-Zero&Wolf)andPaulNelson(OrbitalATK)fortheirvaluablefeedbackonthepreliminaryversionsofthiswork.

References

[1] A.FlynnandE.FlynnVencat(2012)“CustomNation”,BenBella[2] A.Hubaux,D.Jannach,C.Drescher,L.Murta,T.Mannisto,K.Czarnecki,P.Heymans,T.Nguyenand

M.Zanker(2012),“UnifyingSoftwareandProductConfiguration:AResearchRoadmap”,ConfWS’12,pp.31-35

[3] A.Hubaux,T.T.TunandP.Heymans (2013),“SeparationofConcerns inFeatureDiagramLanguages:A

SystematicSurvey”,ACMComputingSurveys,45,4,Article51,pp.1-23[4] C.Anderson(2008),“TheLongTail:WhytheFutureofBusinessIsSellingLessofMore”,Hyperion[5] C.R.Boër,S.DulioandF.Jovane(2004)“Editorial:ShoeDesignandManufacturing”,InternationalJournal

ofComputerIntegratedManufacturing,17:7,577-582[6] K.R.Lakhani,M.IansitiandK.Herman(2015),“GEandtheIndustrialInternet”,HarvardBusinessSchool,

9-614-032.[7] M. Eigner, U. August and M. Schmich (2016), “Smart Products: Rethinking Product Structures and

Processes”,SiemensIndustrySoftwareGmbH[8] P.Sengar(2013),“MarketScopeforConfigure,PriceandQuoteApplicationSuites”,Garner,G00232603

“THIS ISN’T YOUR GRANDFATHER’S CM; CM2 & IPE CONNECT AND

TRANSFORM THE ENTERPRISE.”

PEOPLE. PROCESSES. TOOLS. DATA.

Copyright © 2016 by CIMdata, Inc. 3 May Page 1 of 5

TCS Enables Connected Products Landscapes CIMdata Commentary

Key takeaways:

• Even simple products have embedded electronics and software, complex products can have a lot of more including live connections to the cloud

• Electronics and software cannot be effectively added as an afterthought, products that delight their customers have hardware, electronics, software, and services integrated seamlessly

• The shift to products with embedded technology and accompanying services requires manufacturers to develop or expand competencies in areas such as model-based systems engineering, agile software development, and supply chain management

• TCS has provided embedded technology R&D and product development services for many years across a variety of industries and has competencies that can add value to customers and partners

• TCS helps customers accelerate product development using its embedded product development capabilities from chip design and software development through manufacturing and deep expertise in PLM

The growth of complexity in products in recent years has been relentless and is accelerating. Embedded electronics and software within products is a key driver of additional complexity. Using embedded technology gives manufacturers a new way to add capabilities with enormous profit potential, but it is forcing them to work differently. CIMdata has always viewed electronics and software as an integral part of the product definition, but in most companies, mechanical, electronics, and software are usually designed in a loosely coupled manner, if not in disconnected silos. Integrating all aspects of the product definition is becoming necessary to compete in most markets.

A simple example of the growing complexity is the automotive ignition key. Historically it consisted of a flat piece of metal and a big advancement was to mold plastic on one end to serve as a handle. Today’s key fob is a complex electro-mechanical device responsible for authentication and security via secure wireless signals. Manufacturers are now able to produce identical key fob assemblies and program each of them to work only with a single vehicle. In the old days unique physical keys needed to be manufactured for each car.

A much more complex example is the autonomous or self-driving car. Automation needs to take over many functions that previously were done by humans. The advancement to making autonomous decisions in real-time based on the unpredictable environment external to the car is huge. And it has to be perfect or the autonomous vehicles will not be accepted.

Modern cars are partitioned into many sub-systems: engine control, braking, steering, entertainment, communication, safety, and more. Autonomous operation requires a system to manage all these subsystems while accepting input from navigation systems, the external environment (traffic, pedestrians, emergency vehicles), and regulatory input (speed limits, stop signs, traffic lights, etc.). The autonomous decisions are implemented in software within embedded computers in the vehicles. These must correctly control physical systems to ensure safety and minimize liability.

TCS Enables Connected Products Landscapes—CIMdata Commentary

Copyright © 2016 by CIMdata, Inc. Page 2 of 5

The proliferation of smart, connected products is happening quickly across most industries, not just automotive. Embedded technology is being incorporated in consumer and industrial products making for an exciting time to be alive. But, it also is stressful for those responsible for developing products on time, on budget, with the quality and features customers expect.

Embedded Development Historically, embedded technology was created with purpose built computer technology and one-off software and then grafted onto mechanical components. Since this technology was expensive, it was primarily used in high-value products such as cars and airplanes. As computer developers drive down the cost of computing in line with Moore’s law, embedded technology including off the shelf processors and sensors are being incorporated into more and more products. Today only the most basic products don’t have electronics and software, and as the Internet of Things grows, more and more low priced products will become smart and connected.

Using electronics, software, and the cloud to add features to products can reduce cost and make products easier to differentiate when compared to using purely mechanical or physical solutions. Replacing a radio knob that controls volume with a slider on a screen reduces manufacturing cost by eliminating several physical components. Electronics are usually more reliable than mechanical solutions reducing warranty and maintenance costs, however different skill sets are required to develop and manage the additional complexity.

While software features have low manufacturing cost, and can enable capabilities that are impossible to create in the mechanical world alone, there are downsides. Coordinating the development of electronics, software, mechanical, and cloud technology can be extremely complicated. Few organizations have all the skills needed, so portions of product development and production are commonly outsourced to a supply chain. Incorporating embedded technology can add additional regulatory requirements, again added to complexity.

The automotive domain landscape is comprised of areas which include conventional as well as hybrid and electric powertrains, body and chassis electronics, safety, infotainment, advanced driver assistance systems (ADAS), and diagnostics. Each domain interacts within and across other domains.

Embedded technology uses a wide variety of tools and processes ranging from chip and circuit board design, wiring and cabling design, software development, and system modeling to simulate the interaction and integration of communications, controls, sensors, and actuators. CIMdata has seen an explosion of interest in the systems engineering discipline to manage the complexity of smart connected products. In addition to design, systems engineering can model and manage the complete development cycle from requirements through design, testing, validation, and production, helping ensure that products will meet requirements and be successful.

For companies just starting down the embedded technology path or experienced companies looking to improve their processes CIMdata recommends consideration of several key elements. First take a holistic view of your product using a modern systems engineering viewpoint. Choose supporting technology carefully and ensure the implementation is sustainable and flexible. Finally, don’t feel that you have to do it all, partnering is common in the electronics and other industries so partners and subcontractors are available to get necessary competencies.

TCS Enables Connected Products Landscapes—CIMdata Commentary

Copyright © 2016 by CIMdata, Inc. Page 3 of 5

TCS’s Embedded Offerings Tata Consultancy Services (TCS) is one of the largest global enterprises focused on providing IT services, consulting, and business solutions. Their over 340,000 employees support virtually all industries. They have over 5,000 specialists supporting embedded technology within a variety of industry verticals including automotive, aerospace and defense, and industrial and high-tech, and have competency centers that do a range of embedded related R&D and provide services from chip design and product engineering through production.

Figure 1—TCS Provides Services from Chip Design To Hardware and Software Development and Cloud

Support across a Wide Range of Industrial Domains

Figure 1 shows the range of services TCS can provide to their clients. They have experience from concept through production to help OEMs and component manufacturers succeed in the market. Their offerings span the value chain represented in the systems engineering Vee cycle, a common way to represent processes used in complex product development as shown in Figure 2. In addition to hardware prototype design and low volume manufacturing, TCS also develops and supports cloud-based connected solutions that can transform business models. At CIMdata, we see many industrial clients leveraging cloud services to generate new high margin revenue streams.

TCS has both service provider and actual practitioner experience to draw from to solve customer problems. Their engineering teams partner across the entire systems engineering Vee cycle or at a specific phase as required. In addition, they provide support to the top global manufacturers in a variety of areas including IT and systems integration support, as well as PLM solutions. They have developed intellectual property across domains such as defense targeting, wireless charging, automotive safety algorithms, powertrain electronic throttle controls, infotainment, and ADAS systems. CIMdata is looking forward to reviewing more case studies on TCS’s successes.

TCS Embedded Solutions support most aspects of in-vehicle electronics development, including product development, hardware design, development and prototyping, verification and validation, qualification and certification, model-based development, AUTOSAR implementation, and functional safety lifecycle management. Their software expertise ranges from firmware through operating systems, middleware, applications, and cloud services, the full embedded technology stack.

TCS Enables Connected Products Landscapes—CIMdata Commentary

Copyright © 2016 by CIMdata, Inc. Page 4 of 5

Figure 2—The Systems Engineering Vee Cycle Representing the Multi-Discipline Product Lifecycle of

Complex Products

TCS in collaboration with its R&D practice has also developed a Software Product, TCS ECA (Embedded Code Analyzer) forstatic analysis of embedded software. This analyzer uses a variety of techniques to detect critical and hard to find defects to offer better product quality while balancing precision, scalability, and performance.

TCS has set up a manufacturing facility in Goa, India for prototype development and for low volume manufacturing. TCS is proud of their state of the art equipment, soft tools, and manufacturing processes organized to support the product development lifecycle. They recently developed a new vehicle diagnostic device, of which 20,000 devices have been delivered. For this product TCS also carried out environmental and compliance testing and certification for 76 countries. TCS also has a strong partnering record with more than 70 patents co-authored with customers. They have long-term relationships with customers, especially within the automotive industry, in some cases up to 15 years. CIMdata sees TCS as a good partner, one that is committed to the success of their customers, but it will be interesting to see how their relationships with partners evolve if TCS continues to develop and deliver products.

Summary Consumer and industrial products are evolving at a rapid pace by incorporating embedded technology. These new products have features that people didn’t even know they needed, and now are nearly indispensable, like GPS and real-time traffic navigation. But, the pressure of new product requirements and increased product complexity placed on product producers is enormous. If they don’t adapt to these new challenges of product development, they run the risk of going out of business.

To address the new challenges, leveraging suppliers and developing partnerships is a sound strategy. TCS has a long history of helping customers with embedded hardware and software product development. Based on CIMdata’s PLM and Industrial consulting experience, we believe TCS has the skills and experience to help companies bring products with embedded

TCS Enables Connected Products Landscapes—CIMdata Commentary

Copyright © 2016 by CIMdata, Inc. Page 5 of 5

electronics and software to market. CIMdata recommends that if you need help in developing such a smart, connected product quickly or if you need to transform your PLM landscape to align it to the changing nature of product development, you should consider TCS.

About CIMdata CIMdata, an independent worldwide firm, provides strategic management consulting to maximize an enterprise’s ability to design and deliver innovative products and services through the application of Product Lifecycle Management (PLM). CIMdata provides world-class knowledge, expertise, and best-practice methods on PLM. CIMdata also offers research, subscription services, publications, and education through international conferences. To learn more about CIMdata’s services, visit our website at http://www.CIMdata.com or contact CIMdata at: 3909 Research Park Drive, Ann Arbor, MI 48108, USA. Tel: +1 734.668.9922. Fax: +1 734.668.1957; or at Oogststraat 20, 6004 CV Weert, The Netherlands. Tel: +31 (0) 495.533.666.

“WHAT HAPPENS IF YOUR COMPANY CONFIGURES ITS BUSINESS TRANSFORMATION

AND DIGITAL UTILIZATION INCORRECTLY?”

The30thIntegratedProcessExcellenceSymposium&Training

OneVersion oftheTruth.OneVoicetotheCustomer.***SymposiumisSeptember18-20andCoursesareSeptember20- 22***

CM2atAGCOinChinaSusanneLauda,GlobalProjectLeadManufacturingAutomationforAGCO

AGCO operates several production facilities in China, the two biggest ones are in Changzhou,

which is fairly close to Shanghai, and in Yanzhou, which can be easily reached by a high speed

train traveling nearly 220 mph.

The Changzhou site is producing Diesel Engines and the so called global series tractors which are

based on a French design, and are also being produced in Brazil, Finland, and under license in

India. Configuration and change management on a global basis are one of the biggest challenges

for these plants, considering that there is some localization required as well.

The Yanzhou plant re-uses US design to build harvesting combines and balers, and without tight

change control the product literally develops a life of its own. In late 2016 AGCO Global

Manufacturing decided to sponsor a CM2 training for both locations. Changzhou had already

implemented some of the CM2 principles, so in their case it was only a training of additional staff

members, but for Yangzhou this was all brand new. My plan was to have courses 01 through 04

taught for both teams jointly in Changzhou in November of 2016.

Day 1 of course 01 arrived, and Haitao Yin of ICM - China, as well as the Changzhou students

were ready to roll, but there was no sign of the Yanzhou team, although they had previously

accepted the training invitation. After several angry phone calls it became apparent that they

had decided on their own that the project work had priority over the training. The decision was

made that we would not let them off the hook, instead I scheduled an additional training for

them about a month later.

To make sure that this time they did not bail out again, I travelled to China and did some

introductions of the CM2 principles and how they apply to AGCO in front of the plant management

one day prior to the training. The importance was obviously clearly understood, because all

students showed up for the training the next day. Haitao Yin did a fabulous job. Although my

Mandarin is limited to about 7 words I was able to follow his teaching, because he made excellent

use of the official training material, which he had translated into Mandarin.

Travel to other countries is always educational, not only because it helps to understand their

business practices better, but also to learn more about their culture. By pure chance I found out

that the Yangzhou plant is very close to the Temple of Confucius and the Kong Family Mansion, and

although it was bitterly cold I dragged some of my Chinese colleagues there to show it to me, which

was a wonderful educational experience after some tough training sessions.

About 4 weeks later I followed up with the team in Yanzhou, and they confirmed that they not only

enjoyed the training, but that they already successfully implemented CRB’s and CIB’s. I am curious

to see the impact this has on the projects they are running. Stay tuned for more updates in regards

to AGCO and its journey toward integrated process excellence with CM2.

The Institute of Configuration Management

WORLDWIDE TRAINING AND SERVICES

We provide worldwide CM2 & IPE certifications, business optimization training,

and enterprise transformation services.

Our staff and partner network span the globe. We take pride in helping over 1800 companies

improve and transform.

The Institute of Configuration Management

MEET THE GLOBAL IPE/CM2 CONGRESSINSPIRE. CONNECT. MENTOR. SUPPORT.

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AGCOSUSANNE LAUDA

NavyCRYSTAL REED

BoeingDUKE JOY

Orbital ATKRACHEL HOLYOAK

Orbital ATKPAUL NELSON

GulfstreamMAX GRAVEL

ENGIEWOUTER MOLLERS

EsterlineEDDIE KOLESAR

BOSECHRISTINA SIGRIST

BOSEJANE CAVICCHI

Nammo TalleySCOTT WERTEL

Molnlycke Health CareCATIE JELINSKI

DelphiSCOTT WILKS

TE SubComROBERT LAFOND

Orbital ATKCHRIS SALDANHA

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ICMJOSEPH ANDERSON

The Institute of Configuration Management

ENTERPRISE TRANSFORMATION TRAINING COURSESCourse 01: The Foundation of Integrated Process ExcellenceCourse 02: Fundamentals of Requirements ManagementCourse 03: Fundamentals of Change ManagementCourse 04: Enterprise Configuration ManagementCourse 05: Optimizing the Digital ThreadCourse 06: Achieving Enterprise ImplementationCourse 07: Executing Integrated Process Excellence (IPE)Course 08: Enabling Digital TransformationCourse 09: Refresher Seminar for IPE/ CM2 GradsCourse 10: Integrated Process Excellence (IPE) OverviewCourse 12: Integrated Process Excellence Tailored Business ApplicationCourse 13: Optimization of the Software LifecycleCourse 15: Integrated Process Excellence (IPE) & CM2 BootcampCourse 16: Practical Application Workshops for Achieving IPE

Courses 01 - 04ENTERPRISE CONFIGURATION MANAGEMENT

Courses 01-06CM2-COMPREHENSIVE

Courses 01-08IPE-ADVANCED

Courses 01-08 and Course 16IPE-PROFESSIONAL

The Institute of Configuration Management

Ourclientsachieveintegratedoperationalexcellencethroughauniquecombinationofindustryleadingstrategiesandphasedimplementation.

Ourbusinessengagementexpertsprovideneededenthusiasmforchangebyinfusingthemissionthroughouttheenterpriseandconnectingleadershipwithitsstaff.Weprovidemethodsthatallowtheorganizationtocontinuallyimprove.

Ourvisionandimplementationstrategiesstandfirmonourcorebeliefthatthetransformationroadmapandprocessmustbeclear,concise,andvalid.

Wecontinuallydeliveronthisguaranteeandtakeprideincreatingarenewedsenseofenergyforourclientsbyprovidingtangibleresultsthatmotivatetheworkforceandpromoteinnovation.

OUR COMMITMENTTRANSFORMATIONAL SERVICES

Over 1800 worldwide companies.

OUR CLIENTS

Executive staff of proven industryleaders.

OUR LEADERSHIP

The industry standard for CM trainingand business transformation services.

OUR EXPERIENCE

Worldwide staff of cross industryexperts.

OUR TEAM

To see you achieve integratedprocess excellence and tangiblebusiness transformation.

OUR VISION

Help our worldwide clientsachieve consistent conformanceand continual improvement.

OUR MISSION

The30thIntegratedProcessExcellenceSymposium&Training

OneVersion oftheTruth.OneVoicetotheCustomer.***SymposiumisSeptember18-20andCoursesareSeptember20- 22***

The ICM team looks forward to seeing you at our 30th Annual Integrated

Process Excellence Symposium being held at the Wyndham Grand Bonnet

Creek Resort in Orlando, FL during September 18-20, 2017. We will have two

and half days of keynote and break-away sessions. Our speakers are cross

industry executives within aerospace, agriculture, automotive, building

infrastructure, defense, medical, regulatory, and technology.

The sessions will be focused on best practices for tangible business

transformation with a central theme of: The foundational element of the 4th

industrial revolution is a proper CM network leading to people, processes,

and products that communicate cohesively within an integrated Internet of

Things.

AGCO | Airbus | Apple | ASML | Baxter

Boeing | Bombardier | Bose | Boston Scientific

Caterpillar | Cummins | Delphi | Embraer

O v e r 1 8 0 0 c omp a n i e s h a v e c h o s e n

FNSS | General Electric | General Motors | Go-Go

Gulfstream | Hewlett-Packard Honeywell | IBM

Lea r | L o c kheed Ma r t i n | Mo to ro l a

Now the choice is yours | NAMMO Talley | NASA

NATO | Navy | Nike | Nokia | Oracle

Orbital ATK | Philips | Pratt & Whitney | Raytheon

Rolls-Royce | Sandia National Laboratories

Sprint | St. Jude Medical | Sub-Zero/Wolf

TE SubCom | Wh i r l poo l | Woodward

Z i m m e r | w w w . i c m h q . c o m

ONE VERSION OF THE TRUTH. ONE VOICE TO THE CUSTOMER.

2870 Bryant St., Denver, CO 80211

602 – 595 - 8965

info@icmhq.com

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www.icmhq.com