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observation It has been silent from my side the past – more than two months. Extremely busy and sometimes surprised to see the amounts of post some of my colleagues could produce, with Oleg as the unbeaten number one. During this busy period I was able to observe some interesting trends listed below:

Going Social

Social Media and PLM is one of the favorite topics for both bloggers and some PLM vendors at this moment. New products for community based collaboration or social engineering  are promoted. Combined with discussions and statements how the new workforce (Generation Y) should get challenging jobs without doing the ‘old boring stuff’.

True arguments to initiate a change in the way we work.  And I agree, must of current PLM systems are not ‘intelligent’ enough to support engineers in a friendly manner. However is there an alternative at this moment ? Below a commercial (in Dutch) promoting that elderly workers are still required for quality.

I discussed the relation PLM and Social Media some time ago in my post Social Media and PLM explained for dummies. In addition my observation from the field, gives me the feeling that in most companies the management is still dominated by the older generation, and most of the time they decide on the tools they will be using.  No X and Y at this moment. Therefore I do not see a quick jump to social media integrated with PLM – yes the vision is there – but the readiness of most companies is not yet there.

Cloud

PLM and Cloud are also more and more mentioned by PLM vendors as a new solution specially for the mid-market.  And with an optimistic mind you can indeed believe that with a low investment (pay per use) mid-market companies can do their PLM on-line. But why are existing on-line PLM systems not booming at this time ? (Arena  / PLMplus / and the major PLM vendors) I believe that there are two key reasons for that:

  1. Implementing PLM is not equal to installing a  system. PLM is a vision to be implemented using a system. And the difficulty is that a vision does not match function and features from a product vendor. There is a need for a driving force inside the company that will support the business change. Where are the consultants and advocates (with experience) for this type of solutions ?knowledge_theft
  2. There is still a reluctance to store intellectual property somewhere on-line in a cloud without direct control  and ownership of data. Mid-market companies are not known to choose solutions ahead of the mass. In this type of companies cloud based CAD tools might be an entry point, but all product data – no way they say.

 

 

PLM or ERP

Before even talking about new technologies or fundamentals for PLM, I see the biggest challenge for PLM is still to get the recognition as the system for product knowledge (IP) and innovation. In too many companies ERP rules and PLM is considered as a way to capture CAD and engineering data. The main PLM vendors are not addressing this challenge – they neglect ERP (yes we can connect). And ERP vendors like SAP and Oracle are not known for their PLM messages and strategy  (yes we have PLM). As ERP is often the major IT-system historically, there is so often the (wrong) opinion that everything should be built and based on one system.

swiss

In some publications I have seen the Swiss knife as an example for the multi-functional system with all tools embedded. My question remains – who wants to work only with a Swiss knife when doing professional work ?

I like to have the right tools to do my job

The most important topic around my blog the past 3 years has been around the Manufacturing BOM – where should it be – and where is the MBOM current ?

Sweden – a reality check

Last week I attended the DS PLM forum in Gothenburg to present the vision of using a PLM system as the backbone for plant information management for owners/operators and how ENOVIA supports this vision.

PLM forum But I also learned Sweden is (one of) the most innovative countries (I need to verify the criteria used but can imagine there is a source of truth). What impressed me more where the presentations from  Staffan Lundgren from Sony Ericsson with the title “Living in a world of change – balancing stability and flexibility” and Magnus Olsson from Volvo Cars with the title “Driving operational excellence in a challenging business environment”. Both companies are well known for their robust image. From both speakers you could experience that they are not worried so much about Generation Y, their success is depending on a clear vision and a will to go there. And this basic drive is often missing – PLM is not a product you buy and then business continues as usual

Conclusion

PLM vendors made a lot of noise the past months (events / product announcements) and customers might get the impression that technology and software (or the price of software) are the main criteria for successful PLM. Although not unimportant, I would focus on the vision and to assure this vision is understood and accepted by the company. old_fashioned

Am I old fashioned ?

observation In the past months, I have talked and working with various companies about the topic of Asset Lifecycle Management (ALM) based on a PLM system. Conceptual it is a very strong concept and so far only a few companies have implemented this approach, as PLM systems have not been used so much outside the classical engineering world.

Why using a PLM system ?

To use a PLM system for managing all asset related information ( asset parameters, inventory, documents, locations, lifecycle status) in a single system assures the owner / operator that a ‘single version of the truth’ starts to exist. See also one of my older posts about ALM to understand the details.

alm_1 The beauty lies in the fact that this single version of the truth concept combines the world of as-built for operators and the world of as-defined / as-planned for preparing changes.  Instead of individual silos the ALM system provides all information, of course filtered in such a way that a user only sees information related to the user’s role in the system.

The challenge for PLM vendors is to keep the implementation simple as PLM initially in its core industries was managing the complexity. Now the target is to keep it extremely simple and easy to used for the various user roles, meanwhile trying to stay away from heavy customizations to deliver the best Return on Investment.

Having a single version of the truth provides the company with a lot of benefits to enhance operations. Imagine you find information and from its status you know immediately if it is the latest version and if other versions exists. In the current owner / operator world often information is stored and duplicated in many different systems, and finding the information in one system does not mean that this is the right information. I am sure the upcoming event from IDC Manufacturing Insights will also contribute to these findings

It is clear that historically this situation has been created due to the non-intelligent interaction with the EPC contractors building or changing the plant. The EPC contractors use intelligent engineering software, like AVEVA15926, Bentley, Autodesk and others, but still during hand-over we provide dumb documents, paper based, tiff, PDF or some vendor specific formats which will become unreadable in the upcoming years. For long-term data security often considered the only way, as neutral standards like ISO-15926 still require additional vision and knowledge from the owner/operator to implement it.

Now back to the discussions…

In many discussions with potential customers the discussion often went into the same direction:

“How to get the management exited and motivated to invest into this vision ? The concept is excellent but applying it to our organization would lead to extra work and costs without immediate visibility of the benefits !”

This is an argument I partly discussed in one of my previous posts: PLM, CM and ALM not sexy. And this seems to be the major issue in western Europe and the US. Business is monitored and measured for the short term, maximum with a plan for the next 4 – 5 years. Nobody is rewarded for a long-term vision and when something severe happens, the current person in power will be to blame or to excuse himself.

delta_works As a Dutch inhabitant, I am still proud of what our former Dutch government decided and did in the after the flooding in 1953.  The Dutch invested a lot of money and brain power into securing inhabitants behind the coast line in a project called the Delta Works. This was an example of vision instead of share holder value. After the project has been finished in the eighties there was no risk for a severe flooding anymore and the lessons learned from that time, brought the Dutch the knowledge to support other nations at risk for flooding. I am happy that in 1953 the government was not in the mood to optimize their bonus ( an unknown word at that time)

Back to Asset Lifecycle Management ….

Using a PLM system for asset lifecycle management provides the economical benefits by less errors during execution (working on the right information), less human involvement in understanding the information ( lower labor costs) and lower total cost of ownership (less systems to maintain and connect by IT).

But these benefits are in no relation with risk containment. What happens if something goes really wrong ?

If you you are a nuclear plant owner, you are in global trouble. A chemical plant owner or oil company can be in regional trouble, but they also will suffer from the damage done to their brand name globally. Other types of plant owners might come away with less, depending on the damage they potential ‘embank’

 

The emerging visionaries

frog For that reason, it is enlightening to see that some companies in Asia think different. There the management understands that they have the opportunity to build their future in a more clever way. Instead of copying the old way EPC contractors and plant owners work together, they start from a single version of the truth concept, pushing their contractors to work more integrated and clever with them. Instead of becoming boiling frogs, they are avoiding to fall into the same trap of many owners / operators in European and US based companies: “Why change the way we work, it does not seem to be so bad”

It requires a vision for the long term, something that will lead to extra benefits in the long term future: more efficient management of their assets, including risk containment and therefore being more competitive. If European and US-based companies want to be dominating in this industry they will need to show their vision too ..

Tomorrow I am attending the European Chemical Manufacturing Masters conference in Berlin, where I hope to learn and discuss this vision with the participants. I will keep you updated if i found the vision …..

ECMM

As today it was again ‘Black Saturday”, the day that the French and German roads are filled with cars and traffic jams above100 km length, it was a moment for me to reflect in the middle of my summer holiday. I do not want to make other continents jealous, but the summer holiday is important (and long), still time for some thoughts.

PLM is dead, long live Social / User focused PLM ?

In one of my old 2008 posts, PLM in 2050, I predicted that PLM would no longer exist at that time, as companies would no longer focus on individual systems, but on full coverage of business processes, through integrated  and federated data sources. I see this trend coming from two major PLM vendors (Dassault Systems / Siemens) with their 3DLive / HD PLM concepts. These concepts are trying to provide a unique user experience, where in an intuitive manner, a user in a specific role can obtain relevant data, analyze and simulate it in a virtual environment. Here the PLM vendors are really taking the lead to become the main platform for product development processes. Will the name PLM disappear at a certain stage ?

Additional you see startups and also some of the major PLM vendors experimenting with community concepts, social media. Moving towards a “Facebook’- like environment for product development and collaboration processes. The idea behind this direction is partly driven by the fact that the old generation of workforce slowly moves towards retirement where the new generation is not motivated to follow up the same working processes and procedures. The old generation moved from paper-based, manual processes to terminal-like screens, email and excel sheets.

If the new generation of employees will benefit from Facebook like environments is the question. Product development and collaboration requires a lot of boring data entry, even if we have a unique user experience. In addition, I was reading a preview of some research done with American and Dutch students, stating that study results from those students active on Facebook are significant lower as the result of student not active on Facebook, although they spend the same time on internet. I haven’t found the original source – here is a Dutch link. Curious to learn who will develop and bring better products to the market in the future with modern social PLM ?

ALM based on PLM is underestimated by owner /operators

alm_1 As I have been active the past two years in some Asset Lifecycle Management projects based on PLM, I also feel that many owner/operators do not have the understanding or guts to change the way they are working. Understandable from their point of view – as long as the errors and risks are acceptable, why change the way the whole industry is working ? 

In the nuclear industry you see the awareness growing. People know the risks of a nuclear disaster (after Chernobyl) and as we need more energy resources, nuclear energy with enhanced containment of risks is a natural way to go.

Perhaps after the BP disaster in the Mexican gulf, where apparently to the various reports, people were taking the wrong decisions due to inaccurate data or due to lack of information (could not be found in time) ALM based on PLM could be considered. However, investing even a few millions and changing the company’s way of working will never be approved by the BP management, as it will never happen a second time. It is all about being proactive (which is not a natural behavior) or being reactive and trying to control the damage. Here I have no predictions for 2050, I only believe that the proactive companies have a higher chance of survival – no matter which industry

But now my holiday activities call me back – for those not blessed by a holiday, here an overview of some of the relevant posts from the past year/

PLM and Organization

PLM, CM and ALM are not sexy

Mid Market deadlocks for PLM

How to get users excited for PLM ?

Some users do not like the single version of the truth

Implementing PLM requires a vision

What not to do in a bottom up PLM implementation ?

Where is the MBOM ?

Culture change in a mid-sized company a management responsibility !

PLM selection

PLM for mid-market a mission impossible ?

Who decides for PLM in a mid-market company ?

More on who decides for PLM in a mid-market company

The academic conclusion on who decides for PLM in a mid-market company

Can ERP vendors do PLM ?

Free PLM does not help companies

ALM

Asset Lifecycle Management based on PLM experiences

Asset Lifecycle Management using a PLM system

Tutorials

BOM for Dummies: BOM and CAD

BOM for Dummies: CTO

BOM for Dummies: BTO

BOM for Dummies: ETO

Connecting PLM and ERP – 1

Connecting PLM and ERP – 2

Connecting PLM and ERP – 3

and if these links are not enough – look at my favorite blogs:

http://plmtwine.com/

http://www.global-plm.com/

http://tech-clarity.com/clarityonplm/

observation This time it is hard to write my blog post. First of all, because tomorrow there will be the soccer final between Holland and Spain and as a Virtual Dutchman I still dream of a real cup for the Dutch team.

Beside that I had several discussions around PLM (Product Lifecycle Management), CM (Configuration Management) and ALM (Asset Lifecycle Management), where all insiders agreed that it is hard to explain and sell the value and best practices, because it is boring, because it is not sexy, etc, etc. 

So why am I still doing this job…..

Product Lifecycle Management (PLM)

3dlive

If you look at trade shows and major events of PLM vendors, the eye-catching hdplmstuff is 3D (CAD).  

Dassault Systemes introduced in 2006 3DLive as the 3D collaboration layer for all users with the capability to provide in a 3D manner (see what you mean) on-line role specific information, coming from different information sources.  Recently Siemens introduced their HD PLM, which as far as I understood, brings decision making capabilities (and fun) to the user.

Both user interfaces are focusing on providing information in a user-friendly and natural way – this is sexy to demonstrate, but a question never asked: “Where does the information come from ? “

And this is the boring but required part of PLM. Without data stored or connected to the PLM system, there is no way these sexy dashboards can provide the right information. The challenge for PLM systems will be to extract this information from various applications and from users to have the discipline to enter the needed data. 

Those software vendors, who find an invisible way to capture the required information hold the key to success. Will it be through a more social collaboration with a lot of fun, I am afraid not. The main issue is that the people who need to enter the data are not rewarded for doing it. It is downstream the organization, in the product lifecycle, that other people benefit from the complete information. And I even suspect in some organizations that there are people who do not want share data to assure being required in the organization – see also Some users do not like the single version of the truth

important

So who can reward these users and make them feel important. I believe this is a management job and no sexy (3D) environment will help here

 

Configuration Management (CM)

cmii Although it is considered a part of PLM, I added configuration management to my post as a separate bullet. Two weeks ago, I attended the second day of the  CMII Europe conference in Amsterdam. What I learned from this event was that the members of the CMII community are a group of enthusiastic people with somehow the same vision as PLM missionaries. 

Quoting the organization:  “CMII is about changing faster and documenting better. It is about accommodating change and keeping requirements clear, concise and valid.” 

And it was interesting to listen to speeches of the members. Like with PLM, everyone is convinced configuration management brings a lot of value to a company, they are also fighting for acknowledgement. Not sexy is what I learned here and also here those people who are responsible for data accuracy are not necessary the ones that benefit (the most).

Like PLM, but even more in Configuration Management, the cultural change should not be neglected. Companies are used to have a certain level of “configuration management”, often based on manual processes, not always as efficient, clear and understood and satisfactory for the management, till something happens due to incorrect information.

whyworry

  Of course the impact of an error differentiates per industry, a problem occurring due to wrong information for an  airplane is something different compared to a problem with a  sound system.

So the investment in configuration management pays of for complex products with critical behaviors and in countries where labor costs are high. It was interesting to learn that a CM maturity assessment showed that most companies score below average when it comes to management support and that they score above average when talking about the tools they have in place.

This demonstrates for me that also for configuration management, companies believe tools will implement the change without a continuous management push. I remember that in several PLM selection processes, prospects were asking for all kind of complex configuration management capabilities, like complex filtering of a product structure. Perhaps pushed by a competitor, as at the end it was never implemented 😦

Asset Lifecycle Management (ALM)

iaea In some previous posts,  I wrote about the benefits a PLM system can bring, when used as the core system for all asset related information. For nuclear plants, the IAEA (International Atomic Energy Agency) recommends to use configuration management best practices and I have met an owner/operator of a nuclear plant who recognized that a PLM system brings the right infrastructure, instead of SAP for example, which has more focus on operational data.

Also I had a meeting with another owner/operator, who was used to manage their asset data in a classical manner – documents in an as-built environment and changes of documents in various projects environments.

alm_1 When discussing the ALM best practices based on a PLM system, it was clear all the benefits it could bring, but also we realized that implementing these concepts would require a conceptual revolution. People would need to start thinking asset centric (with lifecycle behavior) instead of document centric with only revisions.

This kind of change requires a management vision, clear explanation of the benefits and a lot of attention for the user. Only then when these changes have been implemented, and data is available in a single repository, only then the fun and sexy environments become available for use.

Conclusion

PLM, CM and ALM are not sexy especially for the users who need to provide the data. But they provide the base for sexy applications where users have instant access to complete information to make the right decisions.  To get there a cultural change is required. The management needs to realize that the company changes into becoming proactive (avoiding errors) instead of being reactive  (trying to contain errors);  investing upfront and never be able to know what the losses would be in case an error occurred.

Not sexy, however the benefits this approach can bring allow employees and companies to continue to do their work for a secure future

 

And now … time to close as the final is near

spain_nl

observation The past month I have been very busy in a specific area where PLM is not yet as understood. Where PLM is a ‘must have’ for companies developing and manufacturing products, in the world of Asset Development and Asset Management not many companies are yet aware of the benefits PLM can bring. I wrote about it in one of my previous posts . I will share some of my experiences here and I must thank Stephen Porter for mentioning my blog in his review (and pushing me to write today –  even during the soccer championships in South Africa.

PLM benefits for Owner / Operators

I had discussions with a few owner/operators in the past week and as they all came from different industries (nuclear power generation / gas distribution / chemical processing), the details might differ but the values a PLM system can bring is for all of them the same.

When talking to Owner/Operators there are a few standard situations you observe:

  • The usage of a transactional system (MRO / ERP /SCADA) which is managing the operational and financial activities as job scheduling and purchasing. Main dominant players in this area are Maximo and SAP. Most Owner / Operators believe that this is the only main system they need.This looks very similar to what we see in the typical manufacturing companies. They all have an ERP system, and specially in the mid-market these companies are not looking for another major IT-system.

The problem with only the transactional system as the core system for the company is that there is no natural storage for product or process information that can change (the Intellectual Property of the company). Transactional systems use pointers to actual product or process information that they require. But where do they store other and historical information ?

  • The challenge to manage in parallel data for maintenance, rework and  innovation projects.  As the transactional system provides data for the operational environment, these companies are used to copy out data to their project environment avoiding not released project data can be seen in the operational environment. Another situation in relation to the engineering projects is that the owner / operator usually outsources the engineering work to EPC contractors and only coordinates the activities taking ownership of the data only after the new installation is under operation

scandinavia The two owner / operators I met in the past month were in two different stages. The first one had already many years of experience in maintaining the plant operational  and there they understood that the SAP PM module could not help them managing all required plant information around scheduled maintenance projects. Having already four different document management systems in place, the biggest challenge remained to coordinate the different baselines for the various projects scheduled for the annual maintenance. At the end they developed the concept where the PLM system is the owner of all plant related information, based on an Asset Structure in PLM and the PLM system ‘pushes’ the right information to SAP when the changes become operational.

italy_greece The other owner / operator was in the early stage. They were planning to have a process to become operational. Their understanding is that they need only one system that provides them all the time the actual information and if needed also all the history and approvals of each of the components. For sure the actual information needs to be managed in a transactional system  (SCADA) and for sure the SCADA vendor will say they can manage all information in their system. The pity for this owner / operator is that once they need historical data, or need to manage complex maintenance projects, they have lost the opportunity to do it right from the beginning.

No_roiOf course there is also a significant difference between the two owner operators.. The first owner / operator is situated in the Nordics, where the cost of labor is high. This means investing in IT-solutions to assure people are working with the right information brings a much faster ROI as compared to the owner / operator from South Europe. Sometime the labor cost can be one-third or less in comparison to the Nordic countries.

The owner/operator in the South Europe will initially not focus on efficiency and reducing labor costs. Due to the economical crisis unemployment is also high, so working with less people – improving by investments in IT are also not a popular measure.

But for all owner/operators a main consideration should be to remain competitive also over 10 – 20 years. Short term strategy   is not good for this type of companies

Conclusion so far:

PLM concepts are bringing competitive benefits for Owner/Operator, despite the fact that they do not develop products. The value is based on bringing a single version of the truth (no island systems) and working in a single environment for the as-built and the to-be environment, without data conversions or transitions

next post I will talk about Asset Development and the PLM benefits

alm_1

observation Although I am still active most of my time in ‘classical’ PLM, some of the projects I am involved with also deal with Asset Lifecycle Management. In general PLM focuses on a product development process, starting from a conceptual phase, going through planning, development and production. The PLM system serves as a collaboration and information backbone for all product IP (Intellectual Property). One of the main capabilities a PLM system provides is a ‘single version of the truth’.

And it is this capability, which makes a PLM system an excellent choice for Asset Lifecycle Management

Who practices Asset Lifecycle Management ?

alm Asset Lifecycle Management can be found at any location, where a company is maintaining a process – we call these companies Owners/ Operators. Best known industry for Asset Lifecycle Management is the Process & Power industry, where a company produces oil, energy or chemicals. However the same concept is also valid for water companies (water distribution process), food processing and infrastructure companies (railways, airports, roads)

All these companies have in common that they support a certain process and the challenge is, while being in operation, to optimize the process. During operation, maintenance and improvement activities should be as little as disruptive as possible.

A maintenance stop is very costly for Owner/Operators. Imagine a plant not producing fuel for two weeks (millions of liters) or a nuclear reactor not producing electricity for a month (millions of kilowatts) – no income. And no maintenance will lead to unexpected problems and in the worse case, disasters. So it is also about balancing these activities.

Let’s look at a definition of Asset Lifecycle Management

Asset Lifecycle Management is a balanced and active management of assets over the lifecycle, coupled with business objectives.

Simply said it translates into an approach, where based on business objectives (process stability, safety, margin) a company tries to optimize the usage of their assets (a reactor, a pump, a rail track, a road) through their individual lifecycles. This means perform preventive maintenance; renovate a part of the process and perform more parallel activities with a focus on improving the lifecycle of the process

So why not use a MRO system?

mro An MRO (Maintenance, Repair & Overhaul) system can be compared with an ERP system for manufacturing companies. The MRO system manages and schedules activities and resources on the plant, keeping track of maintenance activities done on inventory. But can it serve as the system providing the single version of the truth for all plant information? No!

So why not use an ERP system?

erp An ERP system is mostly used by owner/operators to control all financial transactions (contracts, purchasing, suppliers, projects/resources accounting). Some ERP vendors provide MRO functionality in a single system; still can this system provide the single version of truth for all plant information? Again I am sure it is not the case.

So why not use a document management system?

doc As most of the process information is stored in various types of documents, is seems to be appropriate to store all information in a document management system. And actually this is what owner/operators try to do, however they maintain inside their company different document management systems (paper archives, office documents in a specific system, engineering documents in another system, etc, etc). Each of the systems can provide a single version of the truth for specific content, however there is a consolidated single entry point for all asset data. Often the documents also do not reflect the status of an asset. Is the asset running in, is it active, is it demolished?

The tag number does not show it, and changing the status of an asset forces people to go through the various document systems to change the status there. An inefficient and costly procedure, not reliable and often not done.

So why not an integrated plant engineering system?

plant_eng Engineering plant software is designed to support the design collaboration and is mostly used by EPC contractors. These engineering companies are hired by the owner/operator to design and construct the plant or make major modifications of the plant. EPC contractors need to work as efficient as possible (to get the job), which means for them work as intelligent as possible in an integrated manner with tag numbers, P&IDs, 3D Equipment, Piping, ISOs. This intelligence leads to an application specific format and infrastructure.

During the hand-over of the plant or modification, this intelligence disappears as the owner/operator does not use the engineering plant software. They do not want to be dependent on a single software provider or version of the data. As data has to live for many years, sometimes 30 years or more, application specific data is hard to maintain. So as part of the hand-over data will be provided in neutral formats, worst case paper, but often in PDFs, TIFFs or other publishing format, losing all the intelligence.

15926 There is an intelligent, neutral format based on ISO 15926. This requires an investment from the EPC contractor and an investment from the owner/operator to manage all information in this format. For complex and long-lasting environments, like a nuclear plant, this approach surely pays off; however what you see is that on both sides (EPC and Owner/Operator) they try to minimize the costs on data handling/conversion. This leads in the long term to much more labor time internal at the owner/operator to manage and assure the data is accurate. But these costs somehow come later and are more hidden. And the question remains: can this system serve as the single version of truth for all plant information? No, plant engineering systems are too application specific

In addition, plant engineering software environments are not targeted to work integrated in an owner/operator environment, managing parallel projects and resources, quality processes and inventory statuses related to a certain asset and project.

So why not use a project management software system?

proj As in a plant many projects can run in parallel, it happens that they run on the same assets or locations in the plant. For engineers and maintenance it is important to have visibility on which projects have impact on each other. Project management software is not targeted to make data visible related to a collection of assets or locations. No, project management software can not be the system to serve as the single version of truth for all plant information.

So either we give up for looking a single version of the truth and pay the price for multiple software systems to maintain in the company and take the extra efforts for configuration management for granted, or we look at PLM ?

The PLM based solution

In the past 15 years I have done several projects with ENOVIA and projects where Asset Lifecycle Management was done with ENOVIA. For sure, other flexible PLM systems can do the same, as the solution lies in an adapted data model for ALM.

This picture shows what a PLM system can do:

alm_data_model

It can provide all related information (documents, inventory, locations, and projects) to an asset with one click from within single system. In addition it can also give the actual status of the asset. Assets are often identified by tag numbers, and the lifecycle of an asset can be managed by default in a PLM system, combined with Asset Change processes.

Best Practices coming from the PLM world can be used here too. The major challenge for PLM vendors is to reduce the complexity for data handling, as ALM users will not be engineers experienced to complex CAD environments. They are information workers, who need with a short learning curve, direct access to the data they require (and they should be sure the data is reliable)

Note: the PLM system will need to interface with the MRO and ERP system. Like in the classical PLM concept, MRO and ERP are the transactional systems, controlling the day to day activities, where the PLM system provides the accurate plant information (IP) required for an activity.

Also the PLM system will manage the non-standard activities through projects, change processes and will rely on accurate information from ERP.

The major benefits reported from implementations based on a PLM system are: roi

  • Reduced down-time for the plant, due to better planning and accurate information when preparing a maintenance stop. Less surprises with unforeseen delays of production.
  • More reliable and less effort to be complaint to safety, health, environment and governmental regulations as all information is available in a single, controlled and traceable environment
  • Lower cost of ownership for ALM. Instead of maintaining various silos of information and provide access to certain users, a single system with a common interface is available for most of the users.

 

Conclusion: Owner/Operators should look into the benefits a PLM system can bring for them. Interesting the benefits are not based on the integration of product development, but on providing accurate information from different entry points for different roles

 I am curious to learn who has seen a similar approach – feel free to comment

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