Deployment of the PLM System

8/13/2019 Deployment of the PLM System

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Integration of the PLM syste

with other applications


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Different stages of deployme

A well prepared development project eliminaof failure.

Deployment of PLM project requires time anresources. Right people: skills, expertise, knowledgeetc

Sufficient time: projects may take months to year>> cos size, chosen system, approach take

Being a computer-based system, PLM needready for rapid changes after implementatio


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Factors to consider in a PLM proj

Cos size

Cos enterprisecharacter

Scope

of the system


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Stages of the PLM system proj

1 Understanding the need for change

2 Choosing a system

3 Realization stage of the project

4 Accomplishing change in the organization


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Understanding the need for chan

The need for change may come up in sevdifferent ways. Gradual.

E.g., Problems have reached their tolerance levels

Spontaneous.

E.g., Conceived at strategic planning session.

Likewise, the understanding and acceptathe need for change.


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Reasons for the need to chan

Taking the steps to effect changes may bdecided by several reasons;

To improve after sales market share:

Maintenance, spare parts, customer satisfaction..e

To reduce time-to-market: Design/Parts reuse, Flexible configurationsetc.


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Perceiving the need for a chan

The need for change can arise from: The management level.

The operative level.

Most important, the management level m

understands the significance of PLM provides support throughout the project.


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Study of present (AS IS)

and objective (TO BE) processe

PLM project is a development project forbusiness processes related to the format

use of product information.

It is only a tool that can be used to bring s

and discipline to these processes. An absence of discipline in the process is oft

serious problem.


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Bringing in discipline to business proc

Sources of the problems:- Lack of guidance and documentation for new employee

- Lack of instructions for using IT systems

- Unclear understanding of the overall picture and meaniprocess

- Unclear division of responsibilities between different de

- Alternative ways of performing tasks

- No management of different revisions and variations ofdocumentation

- No management of different revisions and variations of


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AS IS

AS IS and TO BE processes

Understand the

present state of

product data

and LCM.>> check

existing docs.

>> hired

consultants to

help.

TO BE

Se

fo

pr~use the PLM maturity model

PLM i d l


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PLM maturity model

1 Unstructured The PLM topic has been recognized and its importance agreed. Work must be done to define

concept and standards. However, at present, there are no defined approaches concerning lif

lifecycle and product management issues are resolved by individuals on a case-by-case basis

2 Repeatablebut

intuitive

Lifecycle and product management processes have developed to the stage where similar pro

different people undertaking the same task (i.e. the processes function on ad hoc bases). Th

development, definition,training, or communication of standard processes; all responsibility is left to individuals. The

high degree of reliance on individual knowledge and therefore errors occur.

3 Defined Processes and basic concepts are standardized, defined, documented, and communicated th

training. However, the human factor is important, there is no end-to-end PLM process suppo

completely or partially manual from the process point of view. IT systems support individual

PLM processes or basic PLM concepts are not best-of-the-breed, nor are they uniform throu

however they are formalized.

4 Managedand

measurable

Processes and basic concepts are standardized, defined, documented, and communicated thtraining. However, the human factor is important, there is no end-to-end PLM process suppo


PLM processes or basic PLM concepts are not best-of-the-breed, nor are they uniform throu

however they are formalized.

5 Optimal Processes and basic concepts are standardized, defined, documented, and communicated th

training. However, the human factor is important, there is no end-to-end PLM process suppo


PLM processes or basic PLM concepts are not best-of-the-breed, nor are they uniform throuhowever they are formalized.


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Choosing a system

Immediate PLM

implementation is difficult, it

depends on the cos:

Extensiveness of operations,

Financial resource,

Human resource.

~different business units, organizations,

or locations, vary in maturity that require

different development paths.


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The phases involved in choosing a s

Becoming acquainted with existing systems and their supp

Visits to companies using the systems.

Choice of systems to pilot.

Piloting the systems.

Negotiating commercial terms, project content and timetab

Selecting a system.


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The phases involved in choosing a sGet acquainted with existing systemsand their suppliers

Visit companies using the systems

Select systems to pilot

Pilot the systems

Negotiate commercial terms, projectcontent and timetables

Choose a system

2 ways

Customize thesoftware to matchrequirements

DoMex

~ provide new,

customized

functions.~ more expensive.

~ slow deployment.

~ requires upgrading

(with newer system

versions).


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Points to consider when choosing a s1. The principal market (industrial sector) of the PLM software in question, the soft

products roadmap or development plan, and the software companys vision for

future

2. The softwares functional and technical features; its limitations, architecture andscalability

3. The level of integration; opportunities for use of standard technologies (e.g. XM

4. The amount of implementation work and the time required, own versus outside w

5. Ease of maintenance

6. Ease and comfort of use

7. Available support and other supplier services, such as user conferences8. Total price: work, licenses, maintenance, new third-party software, acquisition of

expertise, hardware

9. Existing implmentations, reference visits

10. The PLM programs support for multilingual item and documentation managem

11. Interface language versions.

R li ti t f th j t


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Realization stage of the project

Sub-project

Sub-project

Sub-project

Sub-project

PLMproject

Divide the project into

several subprojects

~ system start-ups are usually in

several different locations.

~ introducing all functionalities of

the system in all offices at thesame time is difficult.

~ different areas require different

expertise.


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Project stages

Start of the project

Visit companies using the systems

Preparation and planning of theproject

Start up phase of the system

Feedback and action

T k i i i th j t l


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Tasks arising in the project plan

- Survey of resource requirements

- Creation of the project organization

- Basic PLM training for the project group

- Study of present and target processes

- Definition of objectives

- Definition of the intended PLM system

- Functionalities of the PLM system in the processes of

the company

- Creation of an IT system map

- Definition of the desired product information/data

model

- Definitions of item groups, item descriptions,

translations, attributes and other property data

- Definitions of document types, groups, descriptions,

and other property data

- Other data model objects, such as projects, customers,

and products

- Different statuses and their handling

- Work flows and their definitions

- Definitions of interfaces to ot

- Creation of databases

- Installation of test environme

- Basic parameters of the syste

- Implementation of system int

- Preparation for the transfer o

transfer tools

- Possible improvement plans f

- Cleaning and harmonization o

- Document transfers

- Item transfers

- Training for the project group- Advanced PLM training for th

- Creation of document templa

- Creation of work instructions

- Installation of the production

- System administrator training

- End user training

- System interfaces

- Testing, approvals

h f f d d


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The transfer of items and documen

estimatingdocumentation:Life cycle status handling of the

document.

Life cycle status handling of theproduct related to thedocumentation.

Number of documents.

Significance of the productrelated to the documentation.

estimating items:Life cycle status han

items (activity: is thin production/

in spare part use/not u

anymore, etc.)Availability of item in

from other systems

Possible use of the itother departments

~from old systems or even from outside the old systems to the

must be considered, case by case.


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Start up

The beginning of production

use can be handled, and isoften best handled thru phase

by phase; sector by sector.

The features and properties of the

software are so complex that

everything cannot be used at

once.

Phasing exam

Management of CAD dra

CAD models.

Management of item info

Management of item stru

Management of product

documentation.Management of project

documentation.

Management of other do

entities.


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Steering group

The steering group needs to:

To co-ordinate the progress of the project.

To prepare the projects enterprise leveldecisions for presentation to the companysmanagement team.

To make decisions that are related to theproject and which affect the modes of actionof company.

To be responsible for the costs of the project.

To be responsible for project schedule.

To support the project managers.

To motivate employees in favour of the project.

The membership

steering group(cdiscipline)

R&D managerProduction manageIT manager

Development manaMarketing manageSales managerQuality managerBusiness unit manaManaging Director/


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Project group

The project group

consists of individualswith specific skills,knowledge andexpertise drawn fromseveral disciplines.

The group will perform

all the tasks and takeresponsibility for alltechnical problems andbusiness processissues.

CAD development

personsR&D personnel

Mechanical engineers

Electrical engineers

System engineers

Software engineers

Factory managersProduction engineers

IT personnel

System administrators

Marke

perso

Techn

engine

Spare

Logist

Order

Documengine

Qualit

Busin

P j


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Project manager

The project managers central tasks

are among other things:

To maintain contact with the system

suppliers.

To co-ordinate the internal meetings

required for the project.

To organize the work to be done in the

project.To solve problems appearing in the

project.

To provide information about the

progress of the project. An organization model fo


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Anticipated problems

Potential risks in: The creation of uniform modes of action.

The division on the use of the system betweeand departments.

The definition and deployment of system inte

The operating problems/technical errors in thsoftware


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Accomplishing change in the organiz

PLM:Change

Project

Organizationalchange

New way ofthinking

New ways ofworking

New way ofsharing

informationand expertise

~Information has

become the most

important

success factor for

some companies.


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The basic elements required for accomplishin

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Deployment of the PLM System

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