Product Data Management (PDM)Engineering Data Management (EDM)

Table of Contents

Why Manufacturing competitiveness and strategies Allied Concurrent engineering

What Concept and definition Functionality Architecture

How Implementation approach Rationales and technologies

Why

Why do we need PDM ?

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Current Manufacturing

EnterpriseEnvironment

Global competitiveness

Process “Pull” Technology “Push”

Dwindling Resources

Manufacturing Enterprise Pressure

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Customer designated

Lower lower price

Higher higher quality

Quick delivery

and many others...

Customers Wants

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Constantly reduce product costs

Substantially shorten time to market and competitive response

Constantly improve product quality

But, how?

Goals

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Mass Production

FMS/FMC

Factory Automation

Computer-Integrated Manufacturing

What else ???

Manufacturing Strategies

QualityEngineering

Strategic Planning

Marketing Marketing

R&D Engineering (Product and Process Development)

R&D Engineering (Product and Process Development)

Managementand

Administration

Production PlanningProduction Planning

Manufacturing(Factory Automation)

Manufacturing(Factory Automation)

Manufacturing Enterprise Functionality

Fact

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Fact I

Design is a tiny piece of the development pie, but it locks in the bulk of later cost and time spending.

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Fact II

According to “Pareto Rule”,“Product design and process development”is the most critical product life cycle activity.

But, will a Good Design be a Good Product?

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Fact III : Problems in current product and process

development Poor product realization Difficulty in designing for simplicity and reliability Failure to pay enough attention at the design stage to the likely qualit

y of the manufactured product Excessive development time Weak design for producibility Inadequate attention to customers Weak links with suppliers Neglect of continuous improvement

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Concurrent Engineering

Total Quality Management

Business Process Reengineering

Virtual Enterprising

CALS

and others...

Other Business Strategies

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Simultaneous Engineering

A rose by another name:

Concurrent Engineering

Integrated Product Delivery

Integrated Product and Process Development

Team Design

is still concurrent engineering.

Concurrent Engineering

Definition of Concurrent Engineering

Concurrent engineering: “is a systematic approach to the integrated, concurrent

design of products and their related processes, including manufacture and support. This approach is intended to cause the developers, form the outset, to consider all elements of the product life cycle from concept through disposal, including quality, cost, schedule, and user requirements.”Institute for Defense Analysis (IDA) R-338, 1986

Various applications

Multi-functional teaming

Communication, coordination and information sharing

Product is the goal

Models, methods, metrics, and measures are the core

Distributed and integrated decision process

Knowledge intensive

Massive & diverse types of information

Observations about Concurrent Engineering

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Systematic Approach

EngineeringPrinciples &

MethodsMultidisciplinary

Teams

Computer-AidedEnvironment

ConcurrentEngineering

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Employment of a systematic approach for concurrent product and process development

Application of design principles and engineering methods toachieve efficient and effective product and process optimization

Use of multidiscipline teams to carry out integrated product and process design

An integrated engineering environment to provide informationfor rapid intelligent decision-making throughout the entire

development process

Concurrent Engineering is far more than a collection of “Tools”

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A distributed computing architecture, supporting synchronization,

optimum scheduling, and refinement of

information flow.

An integrated computer-based engineering

environment to provide information for rapid and intelligent decision-making

throughout the entire development process

Computer Aided Concurrent Engineering

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Virtual enterprise is an integrated product or service delivery strategy that emphasizes

quick response to customer expectations and embodies the values of trust,

cooperation, and resource sharing through enterprise alliance.

Virtual Enterprise

QualityEngineering

Strategic Planning (Alliance, Collaboration)

Sales &Marketing (EC, QR)

Sales &Marketing (EC, QR)

Engineering(Allied Computer Aided

Concurrent Engineering, PDM)

Engineering(Allied Computer Aided

Concurrent Engineering, PDM)

Managementand

Administration(ERP)

Production Planning(ERP, Global Logistics and Supply Chain Management)

Production Planning(ERP, Global Logistics and Supply Chain Management)

Manufacturing(Holonic Manufacturing Systems)

Manufacturing(Holonic Manufacturing Systems)

Virtual Enterprising

Process Integration

Application Integration

Resource Integration

Information Integration

Data Integration

Virtual Enterprising

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Allied concurrent engineering is a systematic approach to integrated product delivery that emphasizes

quick response to customer expectations and embodies the

values of trust, cooperation and sharing through enterprise alliance.

Concurrent EngineeringConcurrent Engineering + Virtual EnterprisingVirtual Enterprising

Allied Concurrent Engineering

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product-centered dynamically configured process

project-based process management

flexible, re-configurable and heterogeneous environment

recursive hierarchical process structure

distributed decision authority and responsibility

Knowledge and information intensive

Characteristics of ACE

remote process formation, control, coordination and communication

dynamic integration between engineering activities, application systems, and information

management and sharing of various engineering information from various

heterogeneous resources

easy and quick changes in the process

Facts of ACE

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Virtual Enterprising

ConcurrentEngineering

Allied Concurrent Engineering

Global Competitiveness

Conclusions

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Communication

Control Coordination

InformationSharing

AlliedConcurrentEngineering

What

What is PDM ?

PDM Goes by Many Names

Product Data Management (PDM)Engineering Data Management (EDM)Document Management, Product Information Management (PIM)Technical Data Management (TDM)Technical Information Management (TIM) … …

Enterprise Resource Planning Enterprise Resource Planning

Sales &Marketing

Sales &Marketing FinanceFinance Human

Resources

HumanResources ProductionProduction

EngineeringEngineering

Enterprise Information ManagementEnterprise Information Management

Product DataManagement

Product DataManagement

EnterpriseDocument

Management

EnterpriseDocument

Management

CADCAD CAECAE CAPPCAPP

ManufacturingManufacturing

CAMCAM MESMES

ProcurementExecution

System

ProcurementExecution

System

Component& Supplier

Management

Component& Supplier

Management

Where is PDM in the Enterprise Information System

Where is PDM in the Enterprise Information System (SAP’s view)

Definition I

PDM is a tool that provide a structure way to orderly and efficiently store, integrate, manage and control both data and the product development process (from design, manufacturing to distribution).

Definition II

A productivity tool for an entire business enterprise which: Manages all product-related information Manages the entire product life cycle Allows information sharing regardless of data location or hardware platform

Definition III

A PDM system is used within an enterprise to: 1) organize, access, and control data related to its products, and 2) manage the life cycle of those products.

Definition IV

PDM systems provide access and security controls, maintain relationships among product data items, rules that describe data flows and processes, and notification and messaging facilities.

Meta Database

Team Library Management

PDM Utility

Communication& Notification

DataTransport

DataTranslation

AdministrationImage

Service

PDM User Functions

Design ReleaseManagement

ChangeManagement

ProductStructure

Management

ClassificationProject

ManagementSystem

Administration

System InterfaceOperating

SystemServices

NetworkServices

Private Files

Managed Files

Applications

Front-EndService

ApplicationProgramming

Interface

Electronicvault

Architecture of PDM Systems

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Major Components of PDM systems

Electronic vaults or data repositoriesA set of user functionsA set of utility functions

PDM User Functions

Design Release Management check-in check –out global release level definition user lists

Change Management specifies local process definition

(i.e., who approves what, when)

PDM User Functions (cont.)

Configuration Management:Configuration Management: provides full tractability over the entire product structure

to enable information relating to the serial number or lot/batch of a product or individual component to be retrieved at any time

Program (Project) Management:Program (Project) Management: creates work breakdown structures and schedules and

resources assignment and control

PDM User Functions (cont.)

Workflow Management: used to control business workflow or processes

Product Structure Management: Bill of Materials functions and higher-order relationships

PDM User Functions (cont.)

Archiving: records and maintains corporate knowledge for

later design referenceClassification:

provides tools to search for and retrieve standard parts and existing design data

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PDM Utility Functions

Communication and Notification: handles communications within the context of the PDM

system

Data Transport: provides mechanism to move data between

systems and to & from other products

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PDM Utility Functions (cont.)

Data Translation: provides access to tools that translate

data between applications (PDM, CAD/CAM, etc.)

Image Services: provides a "viewing" capability for reviewing graphical

images and may provide red-line markup

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PDM Utility Functions (cont.)

System administration: Access and change permissions Authorizations Approval procedures Data back-up and security Data archive User interface layout Adding new functionality Integrating third-party applications

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Administrators: organizational and PDM

End-users: designer, engineers, manufacturing engineers,

operation engineers managers

PDM Users

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UsabilityFlexibilityAccessibility & OpennessTechnology IndependenceLarge System ScalabilityMulti-Language Support

Requirements of PDM

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Standards of PDM

Operating systemsDatabase technologies and accessUser interfacesCommunicationsData formats

Typical PDM Environments

Workgroup PDM systems : Executing on a small server Transparent shared data access Easy startup and administration Standard application interfaces

Typical PDM Environments (cont.)

Department PDM systems : Executing on a mid-range systems Support multiple PDM databases and functional servers More capable administrative functions Executing on Effective notification and messaging facilities

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Typical PDM Environments (cont.)

Enterprise-wide PDM systems Executing on large compute systems and servers Sophisticated and flexible administrative facilities Modularized and scalable architecture Comprehensive set of tools for tailoring, customization,

and application integration Heterogeneous support at all levels Multi-tier distributed management of controlled data

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Engineering Data Managed by PDM

Electronic documents, digital files, database records: Product configurations Part definition and other design data Specifications CAD drawings Geometric models Images (scanned drawings, photographs, etc.)

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Engineering analysis models and results Manufacturing process plans and routings NC part programs Software componenst of products Electronically stored documents, notes, and correspondenc

e Audio and live video annotations Hardcopy documents Project plans

Engineering Data Managed by PDM (cont.)

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Flexibility Reduced cost Increased management information Reduced order lead time Increased customer satisfaction Reducing ‘time to market’ Increased product quality Better use of people Meeting the increasing external requirements

Benefits from PDM

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Aerospace Automotive General mechanical manufacturing Electrical & electronic products Computer manufacturing Defense industries Oil & gas exploration & production Chemical & process engineering ...

PDM provides benefits for many industries

The driving forces behind PDM

Increased competition Increasing product complexity Time to market Standards Increased legislation Team-working Increased computer automation Shrinking budgets Maximization of existing computer investments

Vendor Response

Company ProductAutodesk Motiva (WorkCenter)CoCreate (HP) WorkManagerIntergraph AIMIBM DesignManagerPTC WindchillInso (Sherpa) SherpaWorksMetaPhase Tech. MetaPhaseSmart Solutions SmarTeamUnigraphics Solutions IMAN

Vendor Rankings

Top Ten PDM Software-and-Service Vendors, 1998 Source: CIMdata, Inc. 1999 (Metaphase: $101M)

0% 1% 2% 3% 4% 5% 6% 7% 8%

MatrixOne Inc.

Siemens BusinessService

Intergraph

PTC

AspectDevelopment

EngineeringAnimation Inc. (EAI)

IBM

Documentum

MetaPhaseTechnology/SDRC

UG Solutions

Vendor Rankings (High-End)

0% 2% 4% 6% 8% 10% 12% 14% 16% 18%

CocreateSoftware Inc.

Inso Co.PDM Div.

Baan Engineering

MatrixOne Inc.

Intergraph Co.

PTC

UG Solutions

IBM

MetaPhaseTechnology/SDRC

SAP AG

Top Ten High-End PDM Software-and-Service Vendors, 1998Source: CIMdata, Inc. 1999 (Metaphase: $101M)

Success Stories in PDM

Metaphase Boeing, Ford, Nissan

IMAN (UG Solutions) Northrop Grumman, Kodak, FMC

Inso (Sherpa) Hughes Electronics, PSA Peugeot Citroen S.A.

Windchill Lockeed Martin, Lucent

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Implementation of Product Data Management

How

Information integration

Process integration

Application integration

Enterprise integration

Data integration

EDM is an enterprise integration solution, NOT only a product

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PDM

as “unifying” technologies

rather than “point” type solutions

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PDM Implementation

EnterpriseEngineering

SystemEngineering

InformationEngineering

Virtual Business Processes Integration

Analysis Reengineering Modeling

System Development and Integration

Analysis Planning Design Implementation

Information & Data Integration

Analysis Modeling Design Implementation

Enterprise CompetitivenessEnterprise Competitiveness

Methodology Technology System

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EnterpriseAnalysis

EnterpriseModeling

Reengineering

ProcessValidation

Enterprise Engineering

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ComputerNetwork

DatabaseDistributed

Object

SoftwareEngineering

Information Engineering

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Science

Engineering Management

Methodology

System Engineering

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Justification

ProcessImprovement

SystemDevelopment

Implementation

Operation & Support

Awareness & EducationAwareness & Education

FeedbackFeedback

PDM Implementation Procedure

PDM Justification Roadmap

Steering committee/board commitmentForm PDM project evaluation teamPerform a detailed cost/benefit analysisProvide initial educationPerform a requirements analysisSelect the best solutionSubmit for board/committee approval

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Steering committee/board commitment1. PDM should be seen as part of the overall strategy of the company2. Use a participatory approach - involve all key personnel3. Include managers with full authority4. Have board/committee provide all necessary resources

Form PDM project evaluation team1. Use a full-time leader with good coordination ability2. Team should have proper status and authority3. Team members should have knowledge in all technical areas, or obtain externally through education and training

Perform a detailed cost/benefit analysis

Provide initial education1. Ensure ongoing education throughout the project

Perform a requirements analysis1. Use consultants if required2. Define the system's goals, objectives and constraints3. Generate a requirements specification4. Clearly define training needs5. Define appropriate vendor support6. Evaluate software vendors

Select the best solution1. Based on the requirements specification2. Test a maximum of three software demos with company-specific data3. Perform system testing (unit, module and user level)4. Ensure proper documentation is included5. If needed, change old hardware

Submit for board/committee approval1. Include full justification2. Include benefits appraisal3. Outline phased implementation plan4. Ensure commitment to project

PDM Justification roadmap

Rules for PDM Implementation

Examine your motivation in looking at EDM and prioritize the requirements you have previously specified.

Understand the nature of your organization and the implications this imposes on your choice of solution.

Evaluate possible solutions carefully.

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Rules for PDM Implementation (cont.)

Build and test a pilot system having first defined the scope of the pilot implementation to ensure the original objectives are met.

Get the fundamentals correct at the pilot stage --don't leave them till later.

Do not ever assume you are finished.

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Selection - Where to look

CAD vendors.Independent EDM suppliers.Major platform suppliers.Image and document management suppliers.Manufacturing/MRPII suppliers.System integrators.

“Typical” Requirement Specification

Your company -overview, markets, current situation,outline of future plans,etc．

The products produced- considerations thereofProject review, objectives and requirementsDetails of any existing computer systemsPertinent data and volumes

“Typical” Requirement Specification(cont.)

Required functionality (hardware and software)Integration aspects (with existing systems)Request for vendor information (locations, stability,

training, users,consultant services, experience, indication of likely cost, etc． )

Possible future functional requirements Due date for the proposal and relevant contact

person

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Conclusions

PDM benefits many disciplinesPDM provides data control and integrityConcurrent engineering is enabled by PDMEmbracing concurrent engineering leads to high pa

yoffsFor further information: www.CIMdata.co

m, www.srdc.com, www.pdmic.com, www.adra.com, www.cals.org.tw