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The product innovation conference in February has become one of my favorite events, mainly for networking. Perhaps PLM vendors try to give you the impression that we are in a fast moving world. In reality, most companies are moving in a much slower pace than these vendors dream of. In general for an outsider, last year might have looked similar to what happened this year. In this post, I will describe the subtle differences that I noticed.
The event was in the same location as last year with approximately. 400 participant including 60 speakers. The conference had three main streams: keynotes, PLM and design. The PLM and design sessions were most of the time parallel sessions. Great if you are interested in one domain only, a little more challenging for people who are enjoying to be in both domains. However the good news is that all participants will have access to the recorded sessions in a week or two. And from last years’ experience I can say the recordings are good, so I am looking forward to a virtual additional conference in two weeks from now.
Some remarks about the sessions that I was able to attend
Going to Mars ?
Bas Lansdorp explained us about the Mars One mission, what was the drive and challenge behind establishing a permanent human settlement on Mars. It was an inspiring opening session to make you think out of the box. Several interesting topics came up.
1. First of all that most of the mission’s materials need to be basic, proven technology instead of modern, innovative concepts. As maintenance and risks for issues need to be minimized, it is better to keep it with proven technology.
2. The crew selection is a long process – the first crew will fly in 10 years from now, so who are those individuals that want to take up the challenge to stay forever with 3 others, and every few years some more people will come. But hard to escape, and there is no way back. Amazing!
3. Part of the funding can be done by media rights. Bas explained the revenues that are related, for example, with the Olympic Games are already stunning. Imagine to have “Live on Mars” as a reality soap available all around the world. Programs like Big Brother demonstrate that it is in our nature just to watch ordinary people see how the behave. Will they fight? Will they have sex? Public voyeurism and eternal fame.
Although the keynote had no relation to PLM, I felt energized by the entrepreneurial thinking of Bas, following his passion and wanting to realize it. As Mars does not need the first centuries entrepreneurs, it was clear Bas is not part of the first crew.
Managing complexity and volume
Next Peter Smith from VF International presented the huge challenge his group of companies had to manage the complexity of the various products and their seasonal deliveries, up to 12 collection models per year. The group with famous brands like The North Face, Lee, Wranglers, JanSport, Kipling and Timberland has the challenge to deliver 500 Mio units/year which means 16 units/second ! For sure an execution engine. So where does PLM fit?
For Peter PLM is part of the infrastructure, a glue for the innovation process, but not driving the innovation process. They try to standardize on a single PLM system, but some of the brands have such characteristics and history that this was not possible to realize. As the business must go on, a new PLM should not be disruptive for business.
The two main challenges Peter sees for current PLM are:
- The software models available for them as consumers. Changes go here too slow
- Organizational change implications. How to change when change is hard?
It was clear from Peter’s experience that many of his points were from the IT-perspective. During the networking break when I spoke with others, some of them mentioned that the business value for PLM was missing in Peter’s analysis – too much tool/infrastructure.
The digital value chain
An interesting session from Michael Bitzer (Accenture) and Sebastien Handschuh (Daimler). After an introduction about the German initiative Digital Industry 4.0 the remaining part of the session was around Daimler´s approach to use JT as a neutral, application independent format for their 3D data. At this time, Daimler has already over a 6 Mio JT-files and the format has been proven to fulfill their process needs.
Where possible Daimler aims to collaborate with suppliers in JT format for 3D. In this manner, their suppliers are not forced to use exclusively CATIA or NX. And the answer one question from the audience if Daimler was supporting the Siemens flavored JT or the real neutral JT format, it was clear that Daimler was aiming for the neutral format. I believe an interesting move to a more generic data approach in this case for 3D CAD data instead of original file formats. Hopefully more standardization to follow.
PLM selection: Do´s and Don’ts
I was moderating a discussion session for companies that were in the process of selecting a PLM system or that wanted to share their experience. Unfortunate the session was overpopulated with a lot of people not all necessary in the selection process. Due to the large audience not really an opportunity to have an in-depth discussion. Still it was amazing to see that there are still companies where the value of PLM is not clear at the management level and therefore the focus is on quick ROI.
In a one-to-one discussion afterwards I learned about a company where the shareholders/investors of a company forced the PLM project to fail by pushing unrealistic deadlines and not understanding the human and business change required. Unrealistic ROI expectations and lack of understanding where PLM really brings a competitive advantage is missing. Worst case due to their short-term focus the company will slowly be out of business as competitiveness and margins will reduce. For this type of situations, there is the excellent Dilbert cartoon below.
Secure data sharing in the extended enterprise
An interesting session was organized by Häkan Kårdén (Eurostep) and Kristofer Thoresson (Siemens Industrial Turbomachinery). Siemens had chosen to use the Eurostep Share-A-space environment between their internal data (their PDM system and other data sources) and the external data from suppliers, customers and field services. A pragmatic concept and interesting to see Share-A-space Found-Its-place. PLM Vendors probably would claim that their system could organize this secure and remote access without the need for a system in between. But the fact that a Siemens company decides to use Share-A-space demonstrates there is still a gap between a potential safe, single PLM based implementation and a pragmatic separation approach.
PLM is changing
In my session that afternoon I focused on the visible change in PLM. From an IT infrastructure for file collaboration towards a more data-centric business driven approach. And from there looking into the future anticipate that moving towards a data-centric approach is crucial to be ready for advanced computer power and brain-matching algorithms. This will be the game changers I believe in the upcoming decade in line with the Industry 4.0 ideas. My past two post have been indicating this direction:
A Circular economy
Peter Bilello from CIMdata had a good presentation related to the change in business we see and must make. No longer can we afford an economy where we waste raw materials. The circular economy is about supporting the product lifecycle from cradle-to-cradle instead of the classical cradle-to-grave. This is what you could call the circular economy; This matches the trend that companies more and more will deliver services to their customers instead of selling products to them. Instead of buying a fridge you pay for cooling capacity and your supplier changes the current model with a new model after three years. The service or experience economy fitting very nicely with the new generations that seem to prefer more to live and share at the moment instead of owning property.
Your digital shadow
The closing keynote from Stephanie Hankey was like the starting keynote. No relation to PLM but interesting in the context of what the effects are from digitalization and mobility. She provided some insights about the data that is already collected from each individual (or device) and how this all can be combined in profiles – your digital shadow. And of course your shadow might give the wrong impression. You can imagine that with growing trend of smart devices and the Internet of Things it will be hard to stay out of it. Companies will sell and buy data sets from their potential customers (victims). Scary as it all happens in the background and you are not fully aware of it.
(At the point, I was writing this paragraph my computer crashed with a blue screen – coincidence?)
Cultured beef ?
After a good burger and discussion in the evening, the opening keynote on day two was from Mark Post with the title Cultured Beef – changing the way we eat and think about food forever. Another interesting keynote where Mark explained how we can feed the growing world population in a more sustainable way by creating animal products through cell culture and bio fabrication instead of farming. The process is still in the early days of discovery but by using cell culture you can assure you get the right meat, even without fat, and it is real meat. Currently still expensive. Mark estimates that with current technology and up scaling of the process a price of $ 65 per kilo can be reached. Too expensive for consumers at this time but a promising number for the future. Another (Dutch) keynote speaker that made us think differently for the rest of the day.
Next Bjarne Nørgaard from MAN Diesel & Turbo gave a good lecture for the audience, what it takes to design and build a ship. You build the engine and wrap the ship around it. The challenge for MAN is to follow, service and maintain the engine through is 30 year’s lifecycle and possibly longer. Next Bjarne went into the details of their information architecture, and it was surprising to learn that their PDM system was Siemens and that they used Aras on top of that for connecting data to the rest of the enterprise and lifecycle of the engine. You would assume two PLM systems in-house for one company is an overkill. Bjarne explained that they tried initially to achieve these goals with Teamcenter but failed due to lack of flexibility. Great marketing for Aras, bad for Siemens. Although I am sure the cultural aspect has played a role. No one likes their first PLM or ERP system, as the first implementation is this domain is the moment you have the biggest internal culture shock.
Using search and semantic technology
The presentation from Moises Martines-Ablanado (Configuration Management Airbus Group) and Thomas Kamps (Conweaver) was interesting as they demonstrated one of the upcoming concepts I foresee will have a great future. Conweaver connects to existing enterprise systems (PLM, ERP, CRM, and legacy) and create a semantic mapping and linking of the data indexed from these systems. And through this network of data provide apps with a particular purpose. For example identify directly changes in the current EBOM and MBOM and potentially from there update the MBOM based in EBOM changes. A concept I have seen with Exalead too, illustrating that once you are in a data-centric environment, combining data sources for particular purposes can be achieved fast. No need for the classical approach of a single database that stores all.
A new TLA ? CLM
Joy Batchelor gave a clear presentation why besides PLM and ERP Jaguar Landrover (JLR) needs a third system supporting the connectivity of product configurations and sales configurations. They are able to manage 58.000.000.000 combinations for 170 different markets, which means every person on this planet could have its unique Jaguar Landrover. Joy introduced CLM (Configuration Lifecycle Management) as the third domain needed to support these configurations. The system they are using is ConfigIT, and I assume all automotive vendors have their own toolsets to manage the product and marketing configurations. I hope to learn more on that area. Will CLM be a separate domain or will it be absorbed by PLM or ERP vendors in the future ? Time will tell/
A game changer ?
Henk Jan Pels from the Eindhoven University of Technology took us back in time and explained how ERP became visible on the CFO’s agenda eliminating the discussion on ROI. Where ERP is handling material flows, to develop and deliver products there is also a need for knowledge flows between requirements, functional and the physical definition of a product. Expanding these flows to a framework that covers the technology, the building blocks, the families and the individual products would be the ideal interaction Henk Jan is proposing. And a PLM system would be the environment to implement this concept. Henk Jan announced this as a game changer. I agree if management of companies spend times to understand the benefits, it will be a game changer. Somehow it remained an academic concept and I believe we are all eager to learn if companies will adapt this idea, knowing change to something that is not common or traditional is a cultural risk.
The German future ?
The final presentation I could attend was from Martin Eigner, who first explained in some detail what the Industry 4.0 approach was about. From there he took us into the world of model based systems engineering. You could say an integration of PLM with more virtual system modeling and analysis as the front end of the development process. Somehow similar to last year’s presentation, but understandable as the world of PLM does not evolve so fast.
This is somehow also my conclusion from this year’s event. I was hoping to see some new sparks. For sure the keynotes were inspiring although less related to PLM. The case from Airbus and Conweaver was inspiring as I believe search and semantic based applications are a logical extension for the challenges companies want to address with PLM. JLR’s presentation explaining the need for Configuration Lifecycle Management strengthened my thought that in the future PLM and ERP will disappear. It is about a business platform with combined services, which might fall in one of the classical categories. I believe for many people the German Innovation 4.0 should be studied and replicated as it acknowledges exactly the future trend to remain competitive.
It was a pity for the public that Siemens PLM, Dassault Systèmes and Autodesk were not there. As the two largest PLM vendors and one of the largest PLM challengers, you would expect them be there and allow prospects and PLM consultants to compare where each of the PLM companies is different. Still it was a good conference. Well organized and as mentioned in the introduction, all presentations are recorded, giving everyone the opportunity to digest and review content again.
I am looking forward to the next Product Innovation conference with perhaps some more PLM related keynotes and big data practices.
I will be attending the annual Product Innovation conference again in Berlin next week. Looking forward to this event, as it is one of the places where you have the chance to network and listen to presentations from people that are PLM minded. A kind of relaxation, as strangely enough, most of the companies I am visiting, considerer PLM still considered as something difficult, something related to engineering, not so much connected to the future of their business.
I believe one of the reasons is that people have founded their opinion on the past. An expensive implementation horror story, an engineering focuses implementation or other stories that have framed PLM in a certain manner.
However PLM has changed and it significance has grown !
During the Product Innovation conference, I will present in more depth this topic related to the change of PLM.,with more examples and a surprising projection to the future. Later, when time permits, I will share the more in-depth observations in my blog, hopefully extended based on discussions during the conference. And if you attend the conference, don’t miss my session.
the term PLM (Product Lifecycle Management) was introduced as a logical extension to cPDM (collaborative Product Data Management). Where the initial focus was of global file sharing of mechanical CAD data, PLM extended the scope with multidisciplinary support, connecting manufacturing preparation and providing an infrastructure for change management.
In the nineties product data management was in transition.
In the early 90s, UNIX dominated, and installing a PDM system was the work of IT-experts. Large enterprises, already operating globally, were pushing for standardization, and control of data to connect their engineers in a more efficient manner. Connectivity was achieved through expensive lease lines; people like me, had to connect to the internet through dial-up modems and its usage was limited, providing static web pages with minimal graphics.
It was obvious that cPDM and the first PLM projects were extremely expensive. There was no experience; it was learning on the job. The costs were high and visible at the management level. Giving the management the impression that PLM is potentially the same challenge as ERP, but with a less clear scope. And the projects were executed by IT-experts, end-users were not really in the game.
At the end of the 90s, a small revolution started to take place. The power of the PC combined with Microsoft technology provided a much cheaper and flexible alternative for a complex UNIX based implementation.
Affordable 3D CAD emerged in the mid-market, leading to the need for Windows-based PDM systems and with Windows came Excel, the PDM/PLM killer application.
A person with some rudimentary Visual Basic skills could do magic with Excel and although not an IT-expert would become the champion of the engineering department.
At that time, PLM conferences provided a platform on which industry could discuss and share their tips and tricks on how to implement in the best manner a system. The focus was mainly on the IT-side and large enterprises. The scope was engineering centric, connecting the various disciplines including mechanical, electrical and simulation, in a database and connecting files and versions.
most large enterprises had already started to implement a PLM system. The term PLM became an accepted acronym associated with something that is needed for big companies and is complex and expensive, a logical statement based on the experiences of early adopters.
PLM was the infrastructure that could connect product information between disciplines and departments working from different locations. The NPI (New Product Introduction) process became a topic pushed by all enterprise PLM vendors and was a practice that demonstrated the value of providing visibility on information across a large, dispersed company, to better decision-making.
As this process was more data-centric instead of CAD-centric, these capabilities promoted the recognition and introduction of PLM in non-traditional manufacturing industries like Consumer Packaged Goods, Pharmaceuticals and Apparel where planning and coordination of information leads, instead of a Bill of Material.
In large enterprises, PLM still lay with the IT-architects as they were the ones deciding the standards and software to be used. PLM and ERP connectivity was an expensive topic.
For the mid-market, many PLM vendors were working on offers to standardize a PLM implementation; this usually involved a stripped-down or limited version from the full PLM system, a preconfigured system with templates or something connected to SharePoint. Connectivity was much easier then 15 years ago, thanks to a better internet infrastructure and the deployment of VPN.
For me at that time selling PLM to the mid-market was challenging; how do you explain the value and minimize the risk while current business was still running well? What was so wrong with the existing practices based on Excel? In summary, with good margins and growing business, wasn’t everything under control without the need for PLM? This was the time I started to share my experiences in my blog: A Virtual Dutchman´s introduction
Mid-market PLM projects focused on departmental needs, with IT providing implementation support and guidance. As the number of IT-staff is usually limited in these companies and often organized around ERP and what they learned from its implementation, it was hard to find business experts for PLM in the implementation teams.
the financial crisis had started, and globalization had started to become real through world-wide connectivity – better infrastructure and WEB 2.0. The world became an open space for consumers and competitors; the traditional offshore countries became consumers and began to invest in developing products and services for their domestic market but also targeted the rest of the world. Large enterprises were still expanding their huge PLM implementations though some were challenged because of a change of ownership. Capital investors did not come from the US or Europe anymore but from the BRIC (Brazil, Russia, India, China) countries, forcing some established companies to restructure and refocus.
In response to the crisis, mid-market companies started to reduce costs and focus on efficiency. Lots of discussions related to PLM began as it appeared to be THE strategy needed to survive, though a significant proportion of the investment in PLM was cancelled or postponed by management due to uncertainty and impact on the organization.
PLM conferences showed that almost all of the big enterprises and the mid-market companies still using PLM for connecting departments without fundamentally integrating them in one complete PLM concept. It is easier to streamline the sequential process (thinking lean) instead of making it a concurrent process with a focus on the market needs. PLM conferences were being attended by a greater mix of IT and Business representatives from different businesses learning from each other.
everyone in the world is connected and consequently, the amount of data is piling up. And now it is more about data than about managing document. The introduction of smart devices has had an impact on how people want to work; instead of sharing files and documents, we start sharing and producing huge amounts of data. In addition the upcoming “Internet of Things” demonstrates we are moving to a world where connectivity through data becomes crucial.
Sharing data is the ideal strategy for modern PLM. PLM vendors and other leading companies in enterprise software are discovering that the classical method of storing all information into one database does not work anymore and will not work in the future.
In the future, a new generation of PLM systems, either as an evolution of existing systems or as a disruption from the current market, will come. No longer will the target be to store all information in one system; the goal will be to connect and interpret data and make the right decisions based on that. This is similar to what the new generation of workers are used to, and they will replace the (my) older generation in the upcoming decade
Combined with more and more cloud-based solutions and platforms, the role of IT will diminish, and the importance of business people driving PLM will become ever more crucial.
PLM has become a business-driven strategy and requires people that are strong enough to develop, justify and implement this approach in their companies. New champions are needed !
The value of communities, blogs and conferences
is bringing together the global brainpower in social environments. Complemented with presentations, opinions and discussions from all different industries and domains the ideal environment to grow new ideas. Here you can associate the information, question its relevancy for your business and network with others – the perfect base for innovating and securing your future business.
Therefore, do not use communities or conferences to stick to your opinion but be open and learn.
One of my favorite quotes
Everyone wants to be a game changer and in reality almost no one is a game changer. Game changing is a popular term and personally I believe that in old Europe and probably also in the old US, we should have the courage and understanding changing the game in our industries.
Why ? Read the next analogy.
With my Dutch roots and passion for soccer, I saw the first example of game changing happening in 1974 with soccer. The game where 22 players kick a ball from side to side, and the Germans win in the last minute.
My passion and trauma started that year where the Dutch national team changed the soccer game tactics by introducing totaalvoetbal.
Defenders could play as forwards and they other way around. Combined with the offside-trap; the Dutch team reached the finals of the world championship soccer both in 1974 and 1978. Of course losing the final in both situations to the home playing teams (Germany in 74 – Argentina in 78 with some help of the referee we believe)
This concept brought the Dutch team for several years at the top, as the changed tactics brought a competitive advantage. Other teams and players, not educated in the Dutch soccer school could not copy that concept so fast
At the same time, there was a game changer for business upcoming in 1974, the PC.
On the picture, you see Steve Jobs and Steve Wozniak testing their Apple 1 design. The abbreviation IT was not common yet and the first mouse device and Intel 8008 processor were coming to the market.
This was disruptive innovation at that time, as we would realize 20 years later. The PC was a game changer for business.
Johan Cruyff remained a game changer and when starting to coach and influence the Barcelona team, it was his playing concept tika-taka that brought the Spanish soccer team and the Barcelona team to the highest, unbeatable level in the world for the past 8 years
Instead of having strong and tall players to force yourself to the goal, it was all about possession and control of the ball. As long as you have the ball the opponent cannot score. And if you all play very close together around the ball, there is never a big distance to pass when trying to recapture the ball.
This was a game changer, hard to copy overnight, till the past two years. Now other national teams and club teams have learned to use these tactics too, and the Spanish team and Barcelona are no longer lonely at the top.
Game changers have a competitive advantage as it takes time for the competition to master the new concept. And the larger the change, the bigger the impact on business.
Also, PLM was supposed to be a game changer in 2006. The term PLM became more and more accepted in business, but was PLM really changing the game ?
PLM at that time was connecting departments and disciplines in a digital manner with each other, no matter where they were around the globe. And since the information was stored in centralized places, databases and file sharing vaults, it created the illusion that everyone was working along the same sets of data.
The major successes of PLM in this approach are coming from efficiency through digitization of data exchange between departments and the digitization of processes. Already a significant step forward and bringing enough benefits to justify a PLM implementation.
Still I do not consider PLM in 2006 a real game changer. There was often no departmental or business change combined with it. If you look at the soccer analogy, the game change is all about a different behavior to reach the goal, it is not about better tools (or shoes).
The PLM picture shows the ideal 2006 picture, how each department forwards information to the next department. But where is PLM supporting after sales/services in 2006 ? And the connection between After Sales/Services and Concept is in most of the companies not formalized or existing. And exactly that connection should give the feedback from the market, from the field to deliver better products.
The real game changer starts when people learn and understand sharing data across the whole product or project lifecycle. The complexity is in the word sharing. There is a big difference between storing everything in a central place and sharing data so other people can find it and use it.
People are not used to share data. We like to own data, and when we create or store data, we hate the overhead of making data sharable (understandable) or useful for others. As long as we know where it is, we believe our job is safe.
But our job is no longer safe as we see in the declining economies in Europe and the US. And the reason for that:
Data is changing the game
In the recent years the discussion about BI (Business Intelligence) and Big Data emerged. There is more and more digital information available. And it became impossible for companies to own all the data or even think about storing the data themselves and share it among their dispersed enterprises. Combined with the rise of cloud-based platforms, where data can be shared (theoretically) no matter where you are, no matter which device you are using, there is a huge potential to change the game.
It is a game changer as it is not about just installing the new tools and new software. There are two major mind shifts to make.
- It is about moving from documents towards data. This is an extreme slow process. Even if your company is 100 % digital, it might be that your customer, supplier still requires a printed and wet-signed document or drawing, as a legal confirmation for the transaction. Documents are comfortable containers to share, but they are killing for fast and accurate processing of the data that is inside them.
- It is about sharing and combining data. It does not make sense to dump data again in huge databases. The value only comes when the data is shared between disciplines and partners. For example, a part definition can have hundreds of attributes, where some are created by engineering, other attributes created by purchasing and some other attributes directly come from the supplier. Do not fall in the ERP-trap that everything needs to be in one system and controlled by one organization.
Because of the availability of data, the world has become global and more transparent for companies. And what you see here is that the traditional companies in Europe and the US struggle with that. Their current practices are not tuned towards a digital world, more towards the classical, departmental approach. To change this, you need to be a game changer, and I believe many CEOs know that they need to change the game.
The upcoming economies have two major benefits:
- Not so much legacy, therefore, building a digital enterprise for them is easier. They do not have to break down ivory towers and 150 years of proud ownership.
- The average cost of labor is lower than the costs in Europe and the US, therefore, even if they do not do it right at the first time; there is enough margin to spend more resources to meet the objectives.
The diagram I showed in July during the PI Apparel conference was my interpretation of the future of PLM. However, if you analyze the diagram, you see that it is not a 100 % classical PLM scope anymore. It is also about social interaction, supplier execution and logistics. These areas are not classical PLM domains and therefore I mentioned in the past, the typical PLM system might dissolve in something bigger. It will be all about digital processes based on data coming for various sources, structured and unstructured. Will it still be PLM or will we call it different ?
The big consultancy firms are all addressing this topic – not necessary on the PLM level:
2012 Cap Gemini – The Digital advantage: …..
2013 Accenture – Dealing with digital technology’s disruptive impact on the workforce
For CEOs it is important to understand that the new, upcoming generations are already thinking in data (generation Y and beyond). By nature, they are used to share data instead of owning data in many aspects. Making the transition to the future is, therefore, also a process of connecting and understanding the future generations. I wrote about it last year: Mixing past and future generations with a PLM sauce
This cannot be learned from an ivory tower. The easiest way is not to be worried by this trend and continue working as before, losing business and margin slowly year by year.
As in many businesses people are fired for making big mistakes, doing nothing unfortunate is most of the time not considered as a big mistake, although it is the biggest mistake.
During the upcoming PI Conference in Berlin I will talk about this topic in more detail and look forward to meet and discuss this trend with those of you who can participate.
The soccer analogy stops here, as the data approach kills the the old game.
In soccer, the maximum remains 11 players on each side and one ball. In business, thanks to global connectivity, the amount of players and balls involved can be unlimited.
Because the leagues I was playing in, were always limited in scope: by age, local,regional, etc. Therefore it was easy to win in a certain scope and there are millions of soccer champions beside me. For business, however, there are almost no borders.
Global competition will require real champions to make it work !!!
This year I had several discussions with persons working for construction companies. They shared their BIM dreams and tried to explain them the PLM benefits and basics as they are much alike. The challenge in these discussions was that each of us comes from a complete different background. The word PLM does not resonate well outside product-centric companies. In project-centric companies, people tend to focus more on the tools they are using, instead of the overall business process. Construction companies and EPC companies in Oil & Gas always had a project-centric approach, and for them every project is unique.
Ten years ago
AECbytes.com published in 2004 the chart below, demonstrating the construction industry is lagging behind in productivity compared to other industries.
You find a link to the full article here.
Now it is BIM
It is an old graph, and I haven’t seen a more recent one. However, I guess the trend has not changed significantly. What has changed is that construction companies are now talking about BIM. BIM meaning Building Information Model, a term which has a history with Autodesk. Read the wiki news about BIM. There are many interpretations of BIM. One of the formal definitions is:
Building Information Modeling (BIM) is a digital representation of physical and functional characteristics of a facility. A BIM is a shared knowledge resource for information about a facility forming a reliable basis for decisions during its life-cycle; defined as existing from earliest conception to demolition.
This is a high-level definition, and BIM is characterized as a shared knowledge resource. Is it a 3D Digital model ? Is it a kind of DMU (Digital Mock-Up) ? Is it a Building Lifecycle environment ? There is the word “life-cycle” in the definition.
I noticed many vendors and consultants in this industry talk about what is BIM. It is rare to find quantified values for implementing BIM. You find exactly the same values as PLM brings to manufacturing companies. Better decisions, managing complex constructions and projects, early decisions that save costs later, etc.
Governments have been pushing BIM to the construction industry (both for the civil and building industry) as they believe this is a way to improve quality and better manage time and costs. And as they are usually the big spenders, the leading construction firms have to adapt to these standards to get these contracts.
Would any construction company begin with BIM without being pushed?
In product-centric companies, the global competition and the consumer are driving the need for PLM. Margins are under pressure, and they need to be competitive to stay in business. The construction industry is not (yet) that much driven by global influence and the choice of consumers.
The chart below illustrates the BIM ambition in the UK. At this time, companies are entering level 2, and they struggle to understand what is the impact for them to be at BIM Level 2. I am sure other countries have their own and similar roadmap.
The diagram illustrates the same path which other industries have been going through in the past twenty years.
BIM Levels and PDM / PLM
BIM level 0 is focused on managing CAD, in the other industries this was the time that single disciplines managed their own CAD data. There was no sharing at that time.
Level 1 is focusing on managing 2D and 3D CAD together much similar to what in other industries is done with a PDM system. The PDM system manages in one environment the 2D and 3D data. This is still as a departmental solution but could provide in one environment information from different disciplines. Here, you find all suppliers from 3D CAD systems having their PDM solution, not focusing on a core 3D Model
Level 2 is about sharing 3D BIM models for different disciplines to support 4D (construction planning based on 3D) and 5D (construction planning based on 3D planning and costing integrated). This is what in other industries, primarily automotive and aerospace, was considered as the early days of DMU (Digital Mock Up) and PLM. Dassault Systemes and Siemens are leading here and historically CATIA has been the base for the 3D Model.
BIM Level 3 is what can be found currently in the asset centric industries (Energy, Nuclear, Oil & Gas) where working from a virtual plant model all disciplines are connected through the whole lifecycle. This is the domain that I have been advocating in previous posts, promoting PLM concepts and capabilities.
For example read: PLM for Asset Lifecycle Management.
Apparently the construction industry is still in the early phases of BIM Level 3. I would compare it to teenage sex; they all talk about it, but nobody does it. Or Hollywood BIM as Antonio Ruivo Meireles calls it in his AECbytes article: “Say “NO!” to Hollywood BIM”.
Antonio talks about the BIM implementation at Mota-Engill. Briefly touching a common topic for PLM implementations: “People and Cultural Change”. However, most of the implementation report was focused on tools, where even Excel and Visual Basic play a role.
Tools or Platform ?
And this is the point where construction companies could learn from other industries. They have discovered (or are still discovering) that Excel and Visual Basic are like soft drugs. They take away the pain, but they do not provide the solution in the long term. Instead of that, legacy Excels start piling up in directories, and the Visual Basic code becomes the domain of an enthusiastic expert (till this expert moves to another company or retires). The risk is ending up with a legacy environment so hard to change that a costly revolution is needed at a certain moment.
Construction companies are still investing in selecting a set of tools/applications, each with their own proprietary data and format. And they use customizations or standardized information carriers, like the COBie spreadsheets, to exchange information between partners and disciplines. This is already a giant step forward, as COBie forces companies to focus on mandatory and standard content, required at specific stages of the lifecycle instead of searching for it when it is actually needed.
Somehow the COBie approach is similar to the early days of PLM, where companies forced their disciplines to save information in the PLM system (as it became imperative). In these departments and disciplines the work and interaction did not change so much as before they had the PLM system. The cultural change here was that designers and engineers had to enter more data upfront for higher quality downstream.
An intermediate conclusion might be that construction companies follow the same direction as early PLM. Standardizing the data (model) to have a common understanding between stakeholders. Construction companies might not want to implement a PLM system as ownership of data is unclear as compared to manufacturing companies every discipline or department in PLM might be another company in the construction industry.
Now let’s look into the future
The movie below from Airbus describes the current way of working in a multidisciplinary, multi-partner, multi-location online system. Airbus calls it their DMU. Please before continuing reading look at this movie as the concept is crucial
I want to highlight two statements in this movie.
Russ Brigham @ 5:39 talking about suppliers not participating to the DMU:
“They will be making decisions on out of date data or even incorrect data”
And @ 7:11
“DMU is a mind-set …….”
I am aware that the aerospace industry is not directly comparable to the construction industry, there are commonalities from which the construction industry can learn:
- Working on a single, shared repository of on-line data (the DMU)
A common data model – not only 3D
- It is a mind-set.
People need to share instead of own data
- Early validation and verification based on a virtual model
Working in the full context
- Planning and anticipation for service and maintenance during the design phase
Design with the whole lifecycle in mind (and being able to verify the design)
Data ownership ?
For the construction industry, the current difficulty might be that none of the parties involved wants to invest in owning the data. For Airbus, it is clear. As the manufacturer of the airplane, they remain responsible for the information throughout the whole lifecycle.
For a construction, this might be different. The owner might be totally disconnected from the construction and the operations, therefore, not willing to promote or invest in the DMU approach.
However, the owner should realize that it is not about ownership but about facilitating on-line collaboration around a construction from the initial concept phase till maintenance and even decommissioning, connecting all the stakeholders. The benefits better decisions at each stage of the lifecycle leading to lower failure costs and waste in materials, resources and time. The construction industry still accepts too high failure rates compared to the manufacturing industry. And as at the end the owner/operator spends most of these costs, they should be interested in this approach.
Major construction companies responsible for the project execution and control might want to invest in a PLM platform, allowing them to execute projects better, learn from other connected projects and create a solid base for maintenance contracts
My dream and wish for 2014 for the construction industry: Focus on the next step of integrating data on a PLM backbone instead of standardizing interfaces between applications. It is the future mind-set proven in other industries.
I wish you all a happy, healthy and successful 2014 full of change for the best
May BIM, BAM, BOOM become true
The last month I haven’t been able to publish much of my experiences as I have been in the middle of several PLM selection processes for various industries. Now in a quiet moment looking back, I understand it is difficult for a company to choose a PLM solution for the future.
I hope this post will generate some clarity and may lead to some further discussion with other experts in the audience. I wrote about the do’s and don’ts of PLM selection in 2010, and most of it is still actual; however, there is more. Some of the topics explained:
Do you really need PLM ?
This is where it starts. PLM is not Haarlemerolie, an old Dutch medicine that was a cure for everything since the 17th century. The first step is that you need to know what you want to achieve and how you are aiming to achieve it. Just because a competitor has a PLM system installed, does not mean they use it properly or that your company should do it too. If you do not know why your company needs PLM, stop reading and start investigating.
If you are still reading this, you are part of the happy few, as justifying the need for PLM is not easy. Numerous of companies have purchased a PLM system just because they think they needed PLM. Or there was someone convinced that this software would bring PLM.
Most of these cases there was the confusion with PDM. Simply stating: PDM is more a departmental tool (engineering – multidisciplinary) where PLM is a mix of software, infrastructure to connect all departments in a company and support the product through its entire lifecycle.
Implementing “real” PLM is a business change, as people have to start sharing data instead of pushing documents from department to department. And this business transformation is a journey. It is not a fun journey, nicely characterized in Ed Lopategui’s blog post, the PLM Trail.
Although I believe it is not always that dramatic, Ed set the expectations right. Be well prepared before you start.
Why do companies still want PLM, while it is so difficult to implement?
The main reason is to remain competitive. If margins are under pressure, you can try to be more efficient, get better and faster tools. But by working in the old way, you can only be a little better.
Moving from a sequential, information pushing approach towards an on-line, global information sharing manner is a change in business processes. It is interaction between all stakeholders. Doing things different requires courage, understanding and trust you made the right choice. When it goes wrong, there are enough people around you to point fingers at why it went wrong – hindsight is so easy.
Doing nothing and becoming less and less competitive is easier (the boiling frog again) as in that case the outside world will be blamed, and there is nobody to point fingers at (although if you understand the issue you should make the organization aware the future is at stake)
Why is PLM so expensive?
Assuming you are still reading, and you and your management are aligned there is a need for PLM, a first investigation into possible solutions will reveal that PLM is not cheap.
When you calculate the overall investment required in PLM, the management often gets discouraged by the estimated costs. Yes, the benefits are much higher, but to realize these benefits, you need to have a clear understanding of your own business and a realistic idea how the future would look like. The benefits are not in efficiency. The main benefits come from capabilities that allow you to respond better and faster than by just optimizing your departments. I read a clarifying post recently, which is addressing this issue: Why PLM should be on every Executive’s agenda !
From my experience with PLM projects, it is surprising to learn that companies do not object to spend 5 to 20 times more money for an ERP implementation. It is related to the topic: management by results or management by means.
PLM is not expensive compared to other enterprise systems. It can become expensive (like ERP implementations) if you lose control. Software vendors have a business in selling software modules, like car resellers have a business in selling you all the comfort beyond the basics.
The same for implementation partners, they have a business in selling services to your company, and they need to find the balance between making money and delivering explainable value. Squeezing your implementation partner will cause a poor delivery. But giving them an open check means that, at a certain moment, someone will stand up and shutdown the money drain as the results are no longer justifiable. Often I meet companies in this stage, the spirit has gone. It is all about the balance between costs and benefits.
This happens in all enterprise software projects, and the only cure is investing in your own people. Give your employees time and priority to work in a PLM project. People with knowledge of the business are essential, and you need IT resources to implement. Do not make the mistake to leave business uncommitted to the PLM implementation. Management and middle management does not take the time to understand PLM as they are too busy or not educated / interested.
Make business owners accountable for the PLM implementation – you will see stress (it is not their daily job – they are busy), but in the longer time you will see understanding and readiness of the organization to achieve the expected results.
We are the largest – why select the largest ?
When your assignment is to select a new enterprise system, life could be easy for you. Select a product or service from the largest business and your career is saved. Nobody gets blamed for selecting the largest vendor, although if you work for a small mid-sized company, you might think twice.
Many vendors and implementers start their message with:
“…. Market leader in ABC, though leader in XYZ, recognized by 123”
The only thing you should learn from this message is that this company probably has delivered a trustworthy solution in the past. Looking at the past you get an impression of its readiness and robustness for the future. Many promising companies have been absorbed by the larger ones and disappeared. As Clayton Christensen wrote in The Innovators Dilemma:
“What goes up does not go down”.
Meaning these large companies focus on their largest clients and will focus less on the base of the business pyramid (where the majority is), making them vulnerable for disruptive innovation.
Related to this issue there is an interesting post (and its comments), written by Oleg Shilovitsky recently: How many PLM vendors disappear in disruption predicted by Gartner.
Still when selecting a PLM vendor it is essential to know if they have the scale to support you in the future and if they have the vision to guide you into the future.
The future of PLM is towards managing data in a connected manner, not necessary coming from a single database, not necessary using only structured data. If your PLM vendor or implementer is pushing you to realize document and file management, they are years late and not the best for your future.
PLM is a big elephant
PLM is considered as a big elephant, and I agree if you address everything in one shot that PLM can do. PLM has multiple directions to start from – I wrote about it: PLM at risk – it does not have a single job
PLM has a huge advantage compared to a transactional system like ERP and probably CRM. You can implement a PLM infrastructure and its functionality step by step in the organization, start with areas that are essential and produce clear benefits for the organization. That is the main reason that PLM implementations can take 2 – 3 years. You give the organization time to learn, to adapt and to extend.
We lose our flexibility ?
Nobody in an organization likes to be pushed in a cooperate way of working, which by definition is not as enjoyable and as flexible as they way you currently work. It is still an area where PLM implementations can improve: provide the user with an environment that is not too rigid and does not feel like a rigid system. You seen this problem with old traditional large PLM implementations for example with automotive OEMs. For them, it is almost impossible to switch to a new PLM implementation as everything has been built and connected in such a proprietary way, almost impossible to move to more standard systems and technologies. Late PLM implementations should learn from these lessons learned.
PLM vendor A says PLM vendor B will be out of business
One of the things I personally dislike is FUD (Fear, Uncertainty and Doubt). It has become a common practice in politics and I have seen PLM vendors and implementers using the same tactics. The problem with FUD is that it works. Even if the message is not verifiable, the company looking for a PLM system might think there must be some truth in this statement.
My recommendation to a company that gets involved in FUD during a PLM selection process, they should be worried about the company spreading the FUD. Apparently they have no stronger arguments to explain to you why they are the perfect solution; instead they tell you indirectly we are the less worst.
Is the future in the cloud ?
I think there are two different worlds. There is the world of smaller businesses that do not want to invest in an IT-infrastructure and will try anything that looks promising – often tools oriented. This is one of my generalizations of how US businesses work – sorry for that. They will start working with cloud based systems and not be scared by performance, scalability and security. As long all is easy and does not disturb the business too much.
Larger organizations, especially with a domicile in Europe, are not embracing cloud solutions at this moment. They think more in private or on-premise environments. Less in cloud solutions as security of information is still an issue. The NSA revelations prove that there is no moral limit for information in the sake of security – combined with the fear of IP theft from Asia, I think European companies have a natural resistance for storing data outside of their control.
For sure you will see cloud advocates, primarily coming from the US, claiming this is the future (and they are right), but there is still work to do and confidence to be built.
PLM selection often has a focus on checking hundreds of requirements coming from different departments. They want a dream system. I hope this post will convince you that there are so many other thoughts relevant to a PLM selection you should take into account. And yes you still need requirements (and a vision).
Your thoughts ?
- CIMdata Publishes PLM Geography Report (detroit.cbslocal.com)
I believe that PLM with its roots in automotive, aerospace and discrete manufacturing is accepted, as a vital technology / business strategy to make a company more competitive and guarantee its future. Writing this sentence feels like marketing, trying to generalize a lot of information in one sentence.
Some questions you might raise:
- Is PLM a technology or business strategy?
- Are companies actually implementing PLM or is it extended PDM?
- Does PLM suit every company?
- PLM is a combination of technology (you need the right IT-infrastructure / software to start from) and the implementation is a business approach (it should be a business transformation). PLM vendors will tell you that it is their software that makes it happen; implementers have their preferred software and methodology to differentiate themselves. It is not a single simple solution. Interesting enough Stephen Porter wrote about this topic this week in the Zero Wait-State blog: Applying the Goldilocks Principle to PLM – finding balance. Crucial for me is that PLM is about sharing data (not only/just documents) with status and context. Sharing data is the only way to (information) silos in a company and provide to each person a more adequate understanding.
- Most companies that claim to have implemented PLM have implemented just extended PDM, which means on top of the CAD software add other engineering data and processes. This was also mentioned by Prof Eigner in his speech during PLM Innovation early this year in Munich. PLM is still considered by the management as an engineering tool, and at the other side they have ERP. Again sharing all product IP with all its iterations and maturity (PLM) and pushing execution to ERP is still a unique approach for more traditional companies. See also a nice discussion from my blog buddy Oleg: BOM: Apple of Discord between PLM and ERP?
- Not every business needs the full PLM capabilities that are available. Larger companies might focus more on standardized processes across the enterprise; smaller companies might focus more on sharing the data. There is to my opinion no system that suits all. One point they are all dreaming of: usability and as in small companies PLM decisions are more bottom-up the voice of the user is stronger here. Therefore I might stick to my old post PLM for the mid-market: mission impossible ?
However, the title of this blog post is: PLM for all industries. Therefore, I will not go deeper on the points above. Topics for the future perhaps.
PLM for all industries ?
This time I will share with you some observations and experiences based on interactions with companies that not necessary think about PLM. I have been working with these companies the past five years. Some with some success, some still in an awareness phase. I strongly believe these companies described below would benefit a lot from PLM technology and practices.
In July, I wrote about my observations during the Product Innovation Apparel event in London. I am not a fashion expert and here I discovered that, in a sense, PLM in Apparel is much closer to the modern vision of PLM than classic PLM. They depend on data sharing in a global model, disciplines and suppliers driven by their crazy short time to market and the vast amount of interactions in a short time; otherwise they would not be competitive anymore and disappear.
This figure represented modern PLM
PLM in Apparel is still in the early stages. The classic PLM vendors try to support Apparel with their traditional systems and are often too complicated or not user-friendly enough. The niche PLM vendors in Apparel have a more lightweight entry level, simple and easy, sometimes cloud-based. They miss the long-term experience of building all the required technology, scalability and security, in their products, assuring future upgradability. For sure this market will evolve, and we will see consolidation
Owner / Operators nuclear
For s nuclear plants it is essential to have configuration management in place, which in short would mean that the plant operates (as-built) is the same as specified by its specifications (as-designed). In fact this is hardly the case. A lot of legacy data in paper or legacy document archives do not provide the actual state. They are stored and duplicated disconnected from each other. In parallel the MRO system (SAP PM / Maximo are major systems) runs in an isolated environment only dealing with actual data (that might be validated).
The main obstacles encountered are:
- The boiling frog syndrome –it is not that bad
(and even if it is bad we won´t tell you)
- An IT-department that believes configuration management is about document management – they set the standards for the tools (Documentum / SharePoint – no business focus)
- An aging generation, very knowledgeable in their current work, but averse for new ways of information management and highly demanding to keep the status quo till they retire
- And the “If it works, do not touch it” – approach somehow related to the boiling frog syndrome.
Meanwhile business values for a change using a PLM infrastructure have been identified. With a PLM environment completing the operational environment, an owner/operator can introduce coordinated changes to the plant, reduce downtime and improve quality of information for the future. One week less down-time could provide a benefit of million Euros.
However with the current, lowering electricity costs in Europe, the profits for owner/operators are under pressure and they are not motivated to invest at this time in a long term project. First satisfy the shareholders
Owner / Operators other process oriented plants
In the nuclear industry safety is priority one and required by the authorities. Therefore, there is a high pressure for data quality and configuration management. For other industries the principles remain the same. Here, depending on the plant lifetime, criticality of downtime and risk for catastrophes, the interest for a PLM based plant information management platform varies. The main obstacles here are similar to the nuclear ones:
- Even a bigger boiling frog as we have SAP PM – so what else do we need
- IT standardizes on a document management solution
- The aging workforce and higher labor costs are not identified yet as threats for the future looking towards competing against cheaper and modern plants in the upcoming markets – the boiling frog again.
The benefits for a PLM based infrastructure are less direct visible, still ROI estimates predict that after two years a break-even can be reached. Too long for share holder driven companies L although in 10 years time the plant might need to close due to inefficiencies.
EPC (Engineering, Procurement and Construction) and EPCIC (Engineering, Procurement, Construction, Installation and Commissioning) companies exist in many industries: nuclear new build, oil & gas, Chemical, Civil construction, Building Construction.
They all work commissioned for owner / operators and internally they are looking for ways to improve their business performance. To increase their margin they need to work more efficient, faster and often global, to make use of the best (cheaper) resources around the world. A way to improve quality and margin is through more reuse and modularization. This is a mind-shift as most EPC companies have a single project / single customer per project in mind, as every owner/operator also pushes their own standards and formats.
In addition, when you start to work on reuse and knowledge capturing, you need to have a way to control and capture your IP. And EPCs want to protect their IP and not expose too much to their customers to maintain a dependency on their solution.
The last paragraph should sound familiar to the challenges automotive and aerospace supply chains had to face 15 years ago and were the reasons why PLM was introduced. Why do EPC companies not jump on PLM?
- They have their home-grown systems – hard to replace as everyone likes their own babies (even when they reach adolescence or retirement symptoms)
- Integrated process thinking needs to be developed instead of departmental thinking
- As they are project-centric, an innovation strategy can only be budgeted inside a huge project, where they can write-off the investment to their customer project. However this makes them less competitive in their bid – so let´s not do it
- Lack of data and exchange standards. Where in the automotive and aerospace industry CATIA was the driving 3D standard, such a standard and 3D is not available yet for other industries. ISO 15926 for the process industry is reasonable mature, BIM for the construction industry is still in many countries in its discovery phase.
- Extreme lose supplier relations compared to automotive and aerospace, which combined with the lack of data exchanges standards contributes to low investments in information infrastructure.
In the past 5 years I have been focusing on explaining the significance of PLM infrastructure and concepts to the industries mentioned before. The value lies on sharing data, instead of working in silos. If needed do not call it PLM, call it online collaboration, controlled Excel on the cloud.
Modern web technologies and infrastructure make this all achievable; however it is a business change to start sharing. Beside Excel the boiling frog syndrome dominates everywhere.
- What do you think?
- Do you have examples of companies that took advantage of modern PLM capabilities to change their business?
I am looking forward to learn more.
Below some links that are relevant for this post as a reference:
- The weekend after PI Apparel
- The week after Product Innovation 2013 in Munich
- PLM, Frogs, Global change and Innovation
- Did you mean ALM, ALM or ALM ?
- Dumb documents or intelligent data ?
- PLM for the engineering construction industry
- PLM and IT – the love-hate relation
- PLM for Asset Lifecycle Management requires a vision
When you are in a peaceful holiday accommodation close to the sea, it is about swimming, reading sleeping and food. I read two books this time Profit Beyond Measure from H. Thomas Johnson (2000) and Fast Future from David Burnstein (2013).
In a earlier post, PLM Statistics, I already referred to Johnson´s book. Now I had the time to read the whole book. Johnson is an advocate for MBM (Manage By Means) as compared to the most practiced MBM (Manage By Results) approach.
In Fast Future, Burnstein explains why his generation of Millennials (Generation Y) is not lazy and egocentric (etc. etc.) but different and ready for the future. Different from the Boomers, generation X and
These two books on two different topics have nothing in common you might think. But all you need is a PLM twisted brain, and it will be connected.
Let’s start with Profit Beyond Measure
Johnson in his introduction explains how manufacturing companies were gradually pushed into a MBR approach (Manage By Results). The Second World War was the moment that companies started to use accounting information to plan business activities. The growing presence of accountants in business started due to more regulations and financial regulations. Corporate executives were educated by professors of accounting and finance how to use their accounting information to plan and control business activities.
The result (quoting Johnson):
“..teaching a new generation of managers to put aside understanding the concrete particulars of how business organizes work. They taught them instead to focus exclusively on abstract quantitative generalizations about financial results”
And as he writes a little later:
“The unique feature of the multidivisional organization was the introduction of a level of managers that had not existed before. Managers at this level ran what appeared to be self-standing, fully articulated multifunctional companies known as divisions. The manager of a division, however, reported to a top management group that represented in effect, the market for capital and the market for managers”
The PLM-twisted brain understands that Johnson is describing one of the major inhibitors for PLM. PLM requires departments and individuals TO SHARE and work CONCURRENT on information. Meanwhile, department and division leaders are trained, pushed and measured to optimize their silo businesses to deliver the right financial results. Executives above the management monitor the consolidated numbers and have the slightest understanding of the real business challenges PLM can solve. Here, innovative ways of working are not discussed; numbers (costs /ROI) are discussed.
To proceed with Johnson, he believes in MBM (Manage by Means). Manage by Means could be compared with the way an organic life system is behaving. Johnson describes it as:
“Every entity is focusing on doing work, not on manipulating quantitative abstractions about work. In a company this would mean every person’s activity will embody that most fundamental condition of natural life systems – namely that all knowing is doing and that all doing is knowing”
Although Johnson is focusing on manufacturing companies (Toyota and Scania as two major examples of MBM), the PLM-twisted mind reads this as a concept that matches the PLM vision.
Everything and everyone is connected to the process and having the understanding how to interpret the data and what do to. This is how I imagine PLM implementations. Provide the right information to every person not matter where this person is in the lifecycle of the product. Too much automation prevents the system to be flexible and adapt to changes an in addition, it does not challenge the user anymore to think.
Enough about Profit Beyond Measure, ending with a quote about Manage by Means:
“…. which will bring a change in thinking for the next generation of managers more revolutionary than that which every previous generation has ever experienced”
Now the Fast Future
In Fast Future, David Burnstein talks about his generation, the Millennials, and how they are different. The Millennials are people who are now between 20 and 35. They grew up with one foot in the old analogue world and came to full wisdom in a digital, social connected manner during several shocking crises that formed their personality and behavior ( 9/11 – financial crisis – globalization – huge unemployment) according to Burnstein. People also referred to them as Generation Y.
In the context of this post we have the need to imagine four generations:
- The Pré-boomers, who build up the economy after the second world war, and as we learned from Johnson who introduced the mechanical thinking for business (MBR – management by results)
- The Boomers (my generation) who had the luxury to study and discuss the ultimate change for the world (make love not war), idealistic to change the world, but now most of us working in an MBR mode
- Generation X, they introduced punk, skeptics. They are supposed to be cynical, very ego-centric and materialistic. I am sure they also have positive points, but I haven’t read a book about them and you do not meet Generation X in the context of a particular change to something new (yet)
- Generation Y, the Millennials, who considered by the Boomers, is another lazy generation, all the time surfing the internet, not committing to significant causes, but seem to enjoy themselves. Burnstein in his book changes the picture as we will see below.
According to Burnstein the Millennials are forced to behave different as the traditional society is falling apart due to different crises and globalization. They have to invent a new purpose. And as they are so natural with all the digital media they can connect to anyone or any group to launch ideas, initiatives and build companies. The high unemployment numbers in their generation force them to take action and to become an entrepreneur, not always for profit but also for social or sustainable reasons.
They understand they will have to live with uncertainty and change all their lives. No guaranteed job after education, no certain pension later and much more uncertainty. This creates a different attitude. You embrace change, and you do not go for a single dream anymore like many of the boomers did.
Choosing the areas that are essential for you and where you think you can make a significant impact become important. Burnstein points to several examples of his generation and the impact they already have on society. Mark Zuckerberg – Facebook founder is a Millennial, many modern social apps are developed by Millennials, Obama won the elections twice, due to the impact and connectivity of the Millennials generation, the Facebook revolutions in the Middle East (Tunisia / Egypt/Libya) al lead by desperate Millennials that want to make a change.
When reading these statements, I wondered:
Would there also be Millennials in Germany?
As in Germany the impact of 9/11, the financial crisis and unemployment numbers did not touch that much. Are they for that reason the same as generation X? Perhaps a German reader in the millennial age can provide an answer here?
What I liked about the attitude described by Burnstein is that the Millennials network together for a better cause, a meaningful life. This could be by developing products, offer different types of services all through a modern digital means. The activities all in the context of social responsibility and sustainability, not necessary to become rich.
As noticed, they think different, they work different and here Johnson’s quote came to my mind:
“…. which will bring a change in thinking for the next generation of managers more revolutionary than that which every previous generation has ever experienced”
And the PLM-twisted brain started drifting
Is this the generation of the Millennials Johnson is hoping for? The high-level concept of Management by Means is based on the goal to have every entity directly linked to the cause – a customer order, flexibility, ability to change when needed. Not working with abstract mechanical models. I think the Millennials should be able to understand and lead these businesses.
This culture change and a different business approach to my opinion are about modern PLM. For me, modern PLM focuses on connecting the data, instead of building automated processes with a lot of structured data.
Current the modern PLM system as I described is does not exist (or I haven’t seen it yet). Also I have not worked with Millennials in a leading role in a company. Therefore, I kept on dreaming during my holiday – everything is possible if you believe it –even standing on the water:
And although after reading these books and seeing the connection, you can have the feeling that you are able to walk on the water. There are also potential pitfalls (a minute later) ahead to be considered as you can see below:
My PLM-twisted mind as you noticed combines everything.
What do you think?
Did I hallucinate or is there a modern future for business and PLM.
I am looking forward to learning your dreams.
Data or Process first ?
This Tech4PD session deserves some special attention as it is indeed a Chicken or Egg discussion and I would like to extend this discussion by making a differentiation between the small and mid-sized companies and the larger enterprises.
Watch this session as warming up.
DATA instead of DOCUMENTS
Somewhat related to the previous topic is the trend from documents towards data is visible. Companies are struggling with data stored in documents. How do you find the right information ? And when information changes you need to change the document version. This makes PDM or PLM difficult when the focus is on storing documents and files. Managing information in database records opens new opportunities.
One of my favorite topics is innovation and one of my hobbies is race cycling. As it is a hobby, I suffer several times from wearing cycling shoes at parties or during stops at a restaurant. Can you imagine the innovation I saw in this movie ? (thanks to my growing interest for Apparel – see my blog post on PI Apparel). This innovation is targeting mountain bikers, and I am looking forward to discovering the first hybrid race shoe. It is a typical example of innovation: combining and integrating needs for two different world into a single person´s experience.
The value of PLM for all industries
How do you explain to your management the value of PLM? Who should do this ? PLM Vendors and implementers often have a focus on their unique functions and features or skills, trying to generalize customer needs. Management thinks in costs and benefits and competitive advantages. This does not come from just a product. What to do ? This discussion is less valid for the classical PLM minded industries where companies learned from peers that PLM has a value. Other industries, like EPC contractors and Owner/Operators can benefit too – why are they slow to adapt ?
And then there is always the human side and books. Remember these posts:
- Our brain blocks PLM acceptance – virtual dutchman
- The Seven Habits of Highly Effective People and PLM – Zero Wait-State
I hope to get inspiration from my holiday books.
Besides some fiction books, there are two books I plan to read:
Conclusion (as usual)
I hope you enjoyed your holiday (or still enjoy your holiday) and will be back in touch in September. If there are topics related to PLM you fancy. Let me know. Meanwhile, I will be in an area with no wifi and occasional phone reception looking to sceneries as below
Last week I attended the Product Innovation Apparel conference in London organized by MarketKey.
Having participated in the previous more traditional PLM conferences, I was not sure what to expect from the audience and the perception of PLM in the apparel business.
Someone told me PLM in Apparel should be very mature as it exists for more than 10 years in that industry; others said it is still an immature market as there are more than 400 Apparel solutions available. No consolidation so far, which is a sign of an immature market.
My conclusion after attending the event:
The focus was on business. PLM consultants dealing with the traditional PLM implementations should go to such a conference to learn the business side from PLM, in particular the needs for mid-market companies. There was (almost) no talk about functions and features; the focus was on the value PLM brings to the business, instead of all the IT issues related to the implementation.
In that context, the word “cloud” was of course mentioned more often.
So what did I learn?
There are some stunning technological innovations upcoming. Daan Roosegaarde as keynote speaker gave us some insight in how technology can become our second skin and interact with the environment. Interactive materials making the person connected to his/her environment. Similar in that direction was the performance and appearance from CuteCircuit (Ryan Genz and Francesca Rosella) demonstrating the use of smart textiles and use of micro-electronics.
“Make sure your dress is loaded when going to a party”
In addition, the panel discussion around 3D printing brought some of the inspiring thoughts for the future. In particular, the enthusiasm of Nicholas O’Donnell Hoare was comparable to the energy you could see from Daan Roosegaarde and the CuteCircuit team.
When you see these people speaking and shining, explaining their ideas there is no place for a “Yes, but …..” These people give the inspiring moments each conference must have.
The above movie is a good impression of the inspiration. Look at Daan’s expression and his reaction to the “Yes but culture” at 7:28 and beyond
Selling PLM inside the company
PLM at the board level
Every PLM experts knows selling PLM to your management and implementing PLM as a significant business change is a challenge. I noticed some different approaches here that opened my eyes. Elle Thomson from Marc Jacobs talking about how to get rid of the silos in an organization. In an organization where 98 % of the products is new every season. She got the job of VP of PLM in the company. The first time I hear there is a PLM voice at the board level! Many other companies could learn from that.
Excellent implementation blueprint
Next Pasquale Coppolella who explained how he transferred the Chicco from local into an international brand, understanding that PLM is crucial. Next he had to fight against the classical board remark: “Why do you need PLM we have SAP”. But he fought his way through with a perfect combination of alignment between IT and Business, transparency, education and a little bit dictatorship: “Listen to the users but at the end tell them where to go”. Again a PLM blueprint that could be a model for many mid-market companies.
Know how to sell PLM internal
Pam Buckingham and Jamie Tantleff explained their PLM journey through an “edutainment” session, an excellent combination of educating the audience about their PLM journey at Deckers Outdoor Corp, but also entertaining the audience with humor and alternation in their presentation. Through this approach, the upcoming upgrade for 9 months did not come as a depression. In my review from PLM Innovation in Berlin, I mentioned that I was missing the dynamics and energy – see the quote below:
Well for certain, Pam and Jamie took up the challenge and brought the potential boring PLM story in a modern way. Again so many others in traditional PLM could learn from.
While many others shared their experience related to PLM selection and implementation, I gave an overview session sharing the lessons learned from traditional PLM implementations, with a focus on mid-market challenges. As part of this session, I had to develop some new graphics I want to share with you as they might be also the graphics for future PLM
On the left the traditional PLM that can be found everywhere. Although there is a centralized system for Product Lifecycle information, the departments are still working sequential in the process, and at the end it is not always clear that the field experience (After Sales / Service) reaches the marketing & new development teams.
The right image is how I understood the conceptual PLM environment for apparel (and probably for all industries). Here, the focus is on collaboration in real-time between all disciplines. Data sharing is essential for apparel due to their extreme short go-to-market time (3 to 4 seasons per years – hundreds of SKU to be handled per line/brand). The sequential/departmental approach would be killing their business. And as reacting on trends and consumer moods is so crucial, the social environment needs to be part of the process. Without social connectivity again the brand would probably lose their customers.
The right image introduces the need for platform thinking, instead of system thinking. What I mean by that is when you observe implementations in the traditional PLM industries, you see many different systems (PDM, ERP, SCM, CRM, … (any TLA will do) and they all have their own data storage and interfaces with other systems.
I believe the future is in platforms where data is shared instead of exchanged between systems. Combined with embedded search technology that combines information from other platforms and environments (the web, your legacy), the platform will provide each user with the information needed at that time, either structured and under control or context sensitive. Apps instead of systems will be the way to reach the users.
Following this thought process it is clear that PLM will disappear in the future as a separate system. The focus will be on business execution using data sharing and data connectivity. And this trend might be even faster in Apparel as in this industry IT does not have such a prominent role and IT departments are small.
Again something companies from other industries could learn from.
There is so much to learn from experiences in the apparel industry. The PLM market for apparel might be immature, the people implementing are not. They have picked up the modern way of PLM thinking in the context of business, instead of a focus on IT. Combined with the fact that it is less a male-only business, it opened my eyes, and other PLM consultants should do the same.