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Integratie van PLM en ERP PTC/USER 2012 Xandorra Dirk Luwaert - Maurice Van Hout
Integratie van PLM en ERP
PTC/USER 2012
Xandorra Dirk Luwaert - Maurice Van Hout
Agenda
Xandorra
PLM as business solution
PLM and ERP process integration
Windchill ERP Connector
Integration technology
“Advanced” use of partstructures
PLM(/ERP) implementation approach
Q&A
Xandorra
THE AD ULTIMA GROUP
> 340 tevreden klanten
THE AD ULTIMA GROUP
ERP
Strategisch Advies
PLM
XRM Synergie
° 1999 155
THE AD ULTIMA GROUP
MANUFACTURING
PROJECTBASED MANUFACTURING
DISTRIBUTION & SERVICES
REVERSE LOGISTICS
INDUSTRY &
SERVICES
Productie
Logistiek
Synergie THE AD ULTIMA GROUP
ERP
Master Data
Finance
Verkoop
Stock
Planning
Inkoop
Product
Development
PRODUCT LIFECYCLE MANAGEMENT
STRATEGIC ADVISE – PROCESS IMPROVEMENT
PRODUCT LIFECYCLE MANAGEMENT
ERP
XRM
LEAN Product Ontwikkelingsproces
1. Product
Ontwikkelingsprocessen
2. PLM Process Assesment
3. PLM & ERP Process
Integratie
°2004 18
Competenties
+200
Ede
XANDORRA
PLM as business solution
Product Development Challenges
x
local
x x
x x
x
x
Distributed
1 Product
50 Parts
Stable Technology
100s of Products
1000s of Parts
Dynamic Technology
Time to market = Years
Time within market = Years
Moderate cost pressures
Time to market = Months
Time within market = Months
Heavy cost pressures
Many government regulations
Past Today
PLM’s Impact on ROI
Cost of change to the product = X Cost of change to the product = 100X , 1000X, +
Integrate
ERP
Physical
assets
Inventory
tracking
Materials
handling Forecasting
Decisions made here can
Impact ~20% of product cost
Inventory
tracking
PLM
Intellectual
assets MCAD
ECAD
EMB SW
eBOM
mBOM Services
BOM
Partners
(design&mfg) Compliance &
analysis
Decision made here can
Impact ~ up to 80% of product cost
Process
Plans Resources
How PLM is Evolving
PLM
ERP
CRM
HR Supplier
Service
PLM
Design Cost
€
Supplier
PLM and ERP are Complementary
54%
35%
Best in Class All Others
“ Best in class companies are 1.5 times more likely to have process that span PLM and ERP systems.”
Aberdeen
“Integrating the PLM Ecosystem”
PLM and ERP process integration
Product Development Processes
Design Plan Concept Support Validate Organization
Requirements Capture and Management
Proposal Response
Manufacturing Outsourcing
Tooling Design and Manufacture
Manufacturing Process Management
Regulatory Compliance
Portfolio Management
Quality & Reliability Management
Program Management
Project Management
Concept Development
System Design
Detailed Design
Verification and Validation
Design Outsourcing
Variant Design & Generation
Component and Supplier Management
Early Sourcing
Product Support Analysis & Planning
Technical Information Creation & Delivery
Performance Analysis & Feedback
Environmental Performance Management
PRODUCT DEVELOPMENT LIFECYCLE
Engineering
Management
Sales & Marketing
Sourcing
Manufacturing
Service
Change and Configuration Management
Production
PLM and ERP coexistence challenge
Change Management
Configuration Management
Requirements Capture and Management
Detailed Design
Variant Design and Generation
Production Scheduling
Inventory Management
Sourcing and Procurement
Sales and Order Management
Shipping Logistics
Financial Reporting
Manufacturing Process Management
System Design
PLM - Product Development Processes
ERP - Production Processes
Two Different Value Chains
The implementation of a
process over the two value
chains depends on:
Customer business model
Engineer to Order, Manufacture to
Stock
Key business improvement levers
Customer product complexity
Logistic
Value
Chain
Product
Development
Value Chain ?
Complexity Makes a Difference
Product
Development
Value Chain
Logistic
Value
Chain
Product
Development
Value Chain ?
Logistic
Value Chain
?
Built in functionality to integrate Windchill and ERP
Windchill ERP Connector
Distribution targets
All Publication
Options Controlled on
Per-Target Basis
• Available Properties
Controlled via Type
Manager.
• Each Distribution
Target Type has a
Corresponding Soft
Type
Part structure
and Changes
Transaction
logging
Release to ERP in Change flow Problem Report – capture an issue or opportunity (Optional step)
Change Request –Evaluate Technical and Business
Justification
–Plan Minor or Major change (Fast track
or Full track)
Change Notice –Create and execute Implementation Plan
–Release changes
–Audit results
Close out
CR
Close out
PR
“Out-of-the-box” change control process
ERP Connector
output generated
Integration technology
Enterprise Integration approach
Benefit of
Reduced
Integration
Cost
Overall
Benefit
Many Point Solutions
A balanced approach
– Fewer integral, domain-specific
applications
– Limited integration cost
– Maximum vendor domain expertise
Ben
efi
t to
Org
an
izati
on
Extreme
Fragmentation
Extreme
Consolidation
Benefit of
Best-in-Class
Optimized
Strategy
Enterprise Integration technology
What is optimal?
Fragmented WS approach Best-in-Class Systems
Tightly Integrated
PLM
Legacy
ERP
Middleware
$ $ $$ €
$ $ €
PLM
ERP Legacy
$ € € €
¥ ¥ $ $
Middleware
$
$
Legacy
$
$
PLM
ERP
$
Closed-loop Webservices
ESI Integration Suite
SAP
ESI Business Logic
Oracle
Windchill ESI Suite Architecture
Windchill PDMLink
ESI Services
ERP or other Enterprise Systems
Other Adapters
Other EAI
Vendors ERP
Connector
Manual or
Custom Process
FTP
Server
ESI Integration Suite
Interface possibilities ESI Services
I*E
J
A
V
A
ERP
SAP Classes SAP JCo
Custom < 9.x/10.x
Ora MFG
ESI/TIBCO
Tasks TIBCO BW Queue JMS SAP
WS Adap & SAP JCo
Tasks
SMB ERP Connector
JDBC/WS/JMS
FTP
SAP JCo/WS Netweaver PI/XI FTP/WS/JMS SAP
Others
File
Windchill®
ERP Connector Dynamics AX®
Microsoft SharePoint®
Windchill Web Parts for SharePoint
SQL Server® Windows Server®
Roletailored UI on SharePoint
Windchill - Dynamics AX integration
Webservices
“Advanced” use of partstructures
The Bill of Information
Plan
Req
uir
em
en
ts
Draft
Fu
nct
ion
al V
iew
Design
Opt 1 eBOM
Opt 2 eBOM
Opt 3 eBOM
En
gin
eeri
ng
Vie
w Support
Opt 1 sBOM
Opt 2 sBOM
Opt 3 sBOM
As-
Su
pp
ort
ed
Vie
w Produce
Opt 1 mBOM
Opt 2 mBOM
Opt 3 mBOM
MFG
Vie
w
As-Planned mBOM
ERP
AS-Built BOM
Link to mBOM and/or eBOM
As-Maintained BOM
Link to sBOM
Top down Design
B
Top Level
A
C
Concept Product Architecture
Detailed Product Definition
A
Top Level
a
b
1
d
B
c
C
D
E
002
003
001
B c d
A.asm
a.prt
b.asm
1.prt
A-Skel
D.asm
001.prt
E.asm
002.prt
003.prt
D-Skel.prt
Top Level
B
A
C
a
b
c
Develop Structure
Top Level
B
A
C
a
b
c
D
Create CAD A.asm
a.prt
b.asm
1.prt
A-Skel
Create CAD models
eBOM & mBOM associativity
Options & variants
MBOM 1aAa
Product configuration
(configurable BOM)
EBOM 1
(incl. receipt)
EBOM 2
(incl. receipt)
MBOM 1a
AX 1 BaaN AX 2
MBOM 1aA MBOM 1aB
MBOM
1aAb
Color,
sourcing MBOM 2A
Local
product
MBOM 2B
C1aA
C1aB
C2A
C2B
Example of “advanced” partstructure integration
PLM(/ERP) implementation approach
Solution Design – Enable Business Processes
1. Identify and quantify the value(s) of going from current state to new state in terms of processes enabled
by ERP and PLM.
2. Define new PLM – ERP process(es), where improvement areas have been identified.
3. Design and approve PLM – ERP system support solution(s) to enable business processes defined earlier.
4. Implement approved PLM- ERP system support solutions(s).
5. Verify that implemented and designed system process enables business processes defined and realizes
value identified.
PLM
ERP
Range of Processes covered by PLM
Range of Processes covered by ERP
Change and Configuration Management
Typical Challenges
Managing traceable products for customers, contracts and orders
Product configuration lifecycle
management
Coordinating change activities across engineering and manufacturing
Integral
Engineering to
Manufacturing
Change
Management
Define your company’s Process Maturity
1
Standardized, automated change process Procedures exists and pro-active communication
(email, telephone) keeps process under control.
Integrated, cross-discipline
change management
Change information related to drawing so tracebility from within ERP
very difficult. Limited record of revision information for assemblies.
Product configuration lifecycle
management No application is currently managing “as-built”, “as-maintained”, …
ERP is “missing” revision history
Integrated product issue management No integration in general change process and
no control on effective implementation
Product configuration-sharing to enterprise Problem with late replacements.
Partner Change Integration Current business need?
Change dashboards No current business need but can be
used as “project management” tool
Example: Change and Configuration management
2 3
Project methodology PTC’s Realized Value Platform
Value Management PM PC TC
Project Governance and Management
Organisation Change Management
Total: x days – 15%
Process
Foundation Design Workshops
Functional Specifications Development
Total: x days – 25%
Technology
Solutions Development
Infrastructure
Data Migration
Total: x days – 30%
Education
Education Requirements and Design
Training Delivery and Coaching during Definition Phase
Go-Live Coaching
Operations Support
Total: x days – 30%
TOTAL: x days
Q&A
