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As I promised I would be enjoying my holidays in the upcoming month there as still a few points I want to share with you.

Not a real blog post, more an agenda and a set of questions for potential follow-up.

Here are five topics for the upcoming months, potentially also relevant and interesting for you. Have a look.

 

Peer Check

This week the discussion I had with Adam Keating, Colab’s CEO and founder, was published on their podcast channel, Peer Check. As I slowly discovered the content, I mentioned their podcast in my last blog post.  I was impressed by the first episodes I could listen to and listened to all of them last week.

Digesting the content from these episodes, I have the impression that we are following Adam’s or Collab’s lifecycle. From understanding the market, the people, and the industry towards the real collaboration topics, like MBD, their product offering and ultimately the connection with PLM. I am curious about what is next.

For me discovering their podcast and being able to participate was an exciting and learning moment. I am still waiting for the readers of this blog to mention their favorite podcasts.

Let us know in the comments.

PLM Global Green Alliance

With the PLM Global Green Alliance (PGGA), we plan to have monthly ZOOM discussions with our LinkedIn members, moderated by one of the PGGA core team members.

The idea of these sessions is that we pick a topic, the moderator sets the scene and then it is up to the members to discuss.

Participants can ask questions and bring in their points. In our understanding, many companies believe they have to do something about sustainability beyond writing it in their mission, but where and how to start?

So the PGGA discussion will be a place to get inspired and act.

Potential topics for the discussion are: What technologies must I master to become more sustainable? How can I motivate my company to become real sustainable? What is a lifecycle assessment (LCA), and how to introduce it in my company? What is the circular economy, and what is needed to become more circular in the context of PLM?

If you like one of the topics, let us know in the comments or add your favorite discussion topic. More on the agenda in early September

 

PGGA meets ….

In this series with PLM vendors and solution providers, we try to understand their sustainability drivers, their solutions, their roadmap and their perception of what is happening in the field. So far, SAP, Autodesk and Dassault Systèmes have contributed to these series. After the summer, we continue with two interviews:

Early in September, the PGGA will discuss sustainability with Sustaira. Sustaira is a Siemens partner, and they offer an all-in-one Sustainability platform, domain-specific Sustainability app templates, and custom Sustainability web and mobile initiatives. Expect the interview to be published early in September.

In the last week of September, the PGGA will have a meeting with Aras in our series related to sustainability. Aras is one of the main PLM providers and we will discuss sustainability even more with them as you can read further on in this agenda. Expect the interview to be released by the end of September.

No actions here for you, just stay tuned in September with the PGGA.

 

CIMdata PLM Roadmap and PDT

On 18 and 19 October, the CIMdata PLM Road Map and PDT 2022 Conference is scheduled as an in-person event in Gothenburg.

The agenda is almost secured and can be found here.

It will be a conference with guidance from CIMdata and Eurostep completed with major Aerospace, Defense and Automotive companies sharing their experience towards a model-based and digital enterprise.

So no marketing but real content; however, there will also be forward-looking presentations related to new PLM paradigms and the relation to data and sustainability.

So if you are curious, come to his conference as you will be triply rewarded: by the content, the keynotes and discussions with your peers.

Register before September 12 to benefit from a 15 % Early Bird discount, which you can spend for the dinner after day 1. The conference dinner has always been a good moment for networking and discussion.

 

A Sustainable Future – Seize Opportunities When Someone Else Sees Costs

Last part of this agenda.

On  October 25th, I will participate as a PGGA member in a webinar with Aras, discussing sustainability in more depth compared to our earlier mentioned standard PGGA interview.

Here I will be joined by Patrick Willemsen from Aras. Patrick is the technical director of the Aras EMEA community, and together we will explore how companies aiming to deliver profitable products and solutions also can contribute to a more sustainable future for our planet.

Feel free to subscribe to this free webinar and discuss your thoughts with us in the Q&A session – here is the registration link.

 

Conclusion

No conclusion this time – all thinking is in progress and I hope to see your feedback or contribution to one of these events in person or through social media.

July and August are the quiet summer months here in Europe when companies slow down to allow people to recharge themselves.

However, the speed and hectic are not the same overall, nor is the recharging time. I will be entering a six-week thinking break, assembling thoughts to explore after the summer break. Here are some topics – and you may note – they are all connected.

The MBOM discussion

Although my German is not as good as my English, I got intrigued by a post from Prof. Dr. Jörg W. Fischer.

He claims there is no meaning to the MBOM  and, therefore, the “expensive” PLM concept of the MBOM has to disappear – read the original post here.

Jörg claims there are three reasons why the MBOM why we should not speak about the MBOM – here are the google translated quotes – and I left out some details to keep a place for the thoughts – not the answer yet:

  1. The MBOM as the structure for deriving the assembly drawings. No BOM! (here, I fully agree)
  2. The structure that comes out as a result when planning the assembly. Again, no BOM. (here, I tend to agree – however, we could extend this structure to an MBOM)
  3. The MBOM as the classic parts list in the ERP, the one with which the MRP run is performed. Is that an MBOM? Until recently, I thought so. But it isn’t. So again, no MBOM. (here, I tend to agree – however, we could extend this structure to an MBOM)

The topic on LinkedIn here initiated an interesting sharing of viewpoints. I am quite aligned with Martin Eigner’s comment. It is a pity that this type of discussion is hidden in a LinkedIn environment and in the German language. It would be great to discuss such a topic at a PLM conference. For example, the CIMdata PLM roadmap conference had several Multiview BOM discussions coming from Aerospace and Defense action groups.

Perhaps comparing these two viewpoints – preferably in English – could lead to a better understanding for all of us. Now communication language and system dependencies might blur the methodology discussion.

Cheryl Peck (CIMdata PLM Roadmap organizer)/ Jörg W. Fischer, are you open to this suggestion? BOM discussions have always been popular.

PLM Roadmap & PDT 2022

The good news is the upcoming PLM Roadmap & PDT 2022 event is scheduled as an in-person event on the 18th and 19th of October in Gothenburg, Sweden. Let’s hope no new corona-variant will destroy this plan. I am confident to be there as the Swedish COVID-19 approach has kept society open as much as possible.

Therefore, I am collecting my topics to discuss and preparing my luggage and presentation to be there.

The theme of the conference: Digital Transformation and PLM – a call for PLM Professionals to redefine and re-position the benefits and value of PLM, is close to my experience.

New PLM paradigms are coming up, while at the same time, we are working on solidifying existing concepts, like the Multiview BOM. The PDT part of the conference always brought interesting sessions related to sustainability and, often, the circular economy.

I am curious to see the final agenda. Hakan Karden already gave us some insights into why it is good to be curious – read it here.

Sustainability

Talking and learning about sustainability at PDT Europe is not a luxury. In particular, we experienced an unforeseen heatwave in western Europe, reminding us that the climate is not slowing down. More the contrary, rapid climate change caused by human influence becomes more and more visible.

Unfortunately, the people that suffer from droughts, bushfires, and famine are not the ones that can be held responsible for these effects. It is a global crisis, and the strongest shoulders must carry the weight to address these issues.

In that context, we had an internal meeting with the PLM Global Green Alliance core team members to plan our activities for the rest of the year.

Besides interviews with PLM vendors and technology solution providers, we want to create opportunities for PGGA members to discuss PLM technology, methodology or change topics of interest, moderated by one of our core team members.

One of our observations is that awareness of the need for a more sustainable society exists. In polls all around the world, the majority of people mention their concerns.

However, where to start? What does matter, and how to influence companies as individuals? We also need to learn what is real and what is greenwashing. Therefore we want to schedule open discussions with PGGA members (are you already a member?) to share knowledge and thoughts about a topic. More about the agenda after the summer break.

Discussions & Podcasts

While I remain open for discussions and those who contacted me with a direct message on LinkedIn will acknowledge there is always a follow-up.

Whenever I have time – most of the time, I target Fridays for ad-hoc discussions – I am happy to schedule a zoom session to learn and discuss a particular topic without obligations. It will be a discussion, not a consult.

During Covid-lockdowns, I learned to appreciate podcasts. While making the daily walk through the same environment, the entertainment came from listening to an interesting podcast.

I learned a lot about history, mysteries, and human behavior. Of course, I was also looking for PLM-related podcasts. Of course, the major vendors found their way to podcasts too. However, I think they are often too slick, only highlighting a vision and not enough discussing what really happens in the field.

Starting a PLM-related podcast, and I want to highlight three of them

The Share PLM podcast, with 11 episodes, started promising in 2020. After a first start, it becomes difficult to deliver continuous new content.

Currently, I am talking with the Share PLM team to see how we can build this continuity and extend the content. There are so many interesting persons in our network that have valuable opinions about PLM to share. More after the summer

The Peer Check podcast from CoLab is not a typical PLM podcast. More a focus on what engineering leaders should know. They started in 2022 and have already published ten episodes. I am in the process of listening to all of them, and I found them very refreshing.

This week I was happy to join Adam Keating, founder of CoLab, in a discussion related to Systems of Record and Systems of Engagement. More new after the summer.

The Change Troubleshooter podcast from Nina Dar, with already 34 episodes, is a podcast not focusing on PLM purely. Although Nina has a background in coaching PLM implementations, her episodes are around A Human Approach to Innovation and Change. You can imagine it is quite aligned with my area of interest.

In particular, Nina and I are having some side discussions about sustainability and (the lack of) human behavior to address climate change. You might hear more from Nina through our PGGA community.

More podcasts?

I am curious to learn if similar podcasts exist to the topics I mentioned in this post. If so, provide a link in the comments. With enough feedback, I will publish a top-ten list this year’s end.

 

Conclusion

In a society that seems to behave as if everything is black and white, to be solved by a tweet, we need people that can build a colorful opinion.  Conferences, discussions and podcasts can help you remain curious and learn. As it must be extremely boring if you know already everything.

Have a great summertime.

 

In the last weeks, I had several discussions related to sustainability. What can companies do to become sustainable and prove it? But, unfortunately, there is so much greenwashing at this moment.

Look at this post: 10 Companies and Corporations Called Out For Greenwashing.

Therefore I thought about which practical steps a company should take to prepare for a sustainable future, as the change will not happen overnight. It reminds me of the path towards a digital, model-based enterprise (my other passion). In my post Why Model-Based definition is important for all, I mentioned that MBD (Model-Based Definition) could be considered the first stepping-stone toward a Model-Based enterprise.

The analogy for Material Compliance came after an Aras seminar I watched a month ago. The webinar How PLM Paves the Way for Sustainability with  Insensia (an Aras implementer) demonstrates how material compliance is the first step toward sustainable product development.

Let’s understand why

The first steps

Companies that currently deliver solutions mostly only focus on economic gains. The projects or products they sell need to be profitable and competitive, which makes sense if you want a future.

And this would not have changed if the awareness of climate impact has not become apparent.

First, CFKs and hazardous materials lead to new regulations. Next global agreements to fight climate change – the Paris agreement and more to come – have led and will lead to regulations that will change how products will be developed. All companies will have to change their product development and delivery models when it becomes a global mandate.

A required change is likely going to happen. In Europe, the Green Deal is making stable progress. However, what will happen in the US will be a mystery as even their supreme court becomes a political entity against sustainability (money first).

Still, compliance with regulations will be required if a company wants to operate in a global market.

What is Material Compliance?

In 2002, the European Union published a directive to restrict hazardous substances in materials. The directive, known as RoHS (Restriction of Hazardous Substances), was mainly related to electronic components. In the first directive, six hazardous materials were restricted.

The most infamous are Cadmium(Cd), Lead(Pb), and Mercury (Hg). In 2006 all products on the EU market must pass RoHS compliance, and in 2011 was now connected the CE marking of products sold in the European market was.

In 2015 four additional chemical substances were added, most softening PVC but also affecting the immune system. Meanwhile, other countries have introduced similar RoHS regulations; therefore, we can see it as a global restricting. Read more here: The RoHS guide.

Consumers buying RoHS-compliant products now can be assured that none of the threshold values of the substances is reached in the product. The challenge for the manufacturer is to go through each of the components of the MBOM. To understand if it contains one of the ten restricted substances and, if yes, in which quantity.

Therefore, they need to get that information from each relevant supplier a RoHS declaration.

Besides RoHS, additional regulations protect the environment and the consumer. For example, REACH (Registration, Evaluation, Authorization and Restriction of Chemicals) compliance deals with the regulations created to improve the environment and protect human health. In addition, REACH addresses the risks associated with chemicals and promotes alternative methods for the hazard assessment of substances.

The compliance process in four steps

Material compliance is most of all the job of engineers. Therefore around 2005, some of my customers started to add RoHS support to their PLM environment.

 

Step 1

The image below shows the simple implementation – the PDF-from from the supplier was linked to the (M)BOM part.

An employee had to manually add the substances into a table and ensure the threshold values were not reached. But, of course, there was already a selection of preferred manufacturer parts during the engineering phase. Therefore RoHS compliance was almost guaranteed when releasing the EBOM.

But this process could be done more cleverly.

 

Step 2

So the next step was that manufacturers started to extend their PLM data model with the additional attributes for RoHS compliance. Again, this could be done cleverly or extremely generic, adding the attributes to all parts.

So now, when receiving the material declaration, a person just has to add the substance values to the part attributes. Then, through either standard functionality or customization, a compliance report could be generated for the (M)BOM. So this already saves some work.

 

Step 3

The next step was to provide direct access to these attributes to the supplier and push the supplier to do the work.

Now the overhead for the manufacturer has been reduced again. This is because only the supplier needs to do the job for his customer.

 

Step 4

In step 4, we see a real connected environment, where information is stored only once, referenced by manufacturers, and kept actual by the part suppliers.

Who will host the RoHS databank? From some of my customer projects, I recall IHS as a data provider – it seems they are into this business when you look at their website HERE.

 

Where is your company at this moment?

Having seen the four stepping-stones leading towards efficient RoHS compliance, you see the challenge of moving from a document-driven approach to a data-driven approach.

Now let’s look into the future. Concepts like Life Cycle Assessment (LCA) or a Digital Product Passport (DPP) will require a fully connected approach.

Where is your company at this moment – have you reached RoHS compliance step 3 or 4? A first step to learn and work connected and data-driven.

 

Life Cycle Assessment – the ultimate target

A lifecycle assessment, or lifecycle analysis (two times LCA again), is a methodology to assess the environmental impact of a product (or solution) through its whole lifecycle. From materials sourcing, manufacturing, transportation, usage, service, and decommissioning. And by assessing, we mean a clear, verifiable, and shareable manner, not just guessing.

Traditional engineering education is not bringing these skills, although LCA is not new, as this 10-years old YouTube movie from Autodesk illustrates:

What is new is that due to global understanding, we are reaching the limits of what our planet can endure; we must act now. Upcoming international regulations will enforce life cycle analysis reporting for manufacturers or service providers. This will happen gradually.

Meanwhile, we all should work on a circular economy, the major framework for a sustainable planet- click on the image on the left.

In my post, I wrote about these combined topics: SYSTEMS THINKING – a must-have skill in the 21st century.

 

Life Cycle Analysis – Digital Twin – Digitization

The big elephant in the room is that when we talk about introducing LCA in your company, it has a lot to do with the digitization of your company. Assessment data in a document can require too much human effort to maintain the data at the right quality. The costs are not affordable if your competitor is more efficient.

When coming to the Analysis part, here, a model-based, data-driven infrastructure is the most efficient way to run virtual analysis, using digital twin concepts at each stage of the product lifecycle.

Virtual models for design, manufacturing and operations allow your company to make trade-off studies with low cost before committing to the physical world. 80 % of the environmental impact of a product comes from decisions in the virtual world.

Once you have your digital twins for each phase of the product lifecycle, you can benchmark your models with data reported from the physical world. All these interactions can be found in the beautiful Boeing diamond below, which I discussed before – Read A digital twin for everybody.

 

Conclusion

Efficient and sustainable life cycle assessment and analysis will come from connected information sources. The old document-driven paradigm is too costly and too slow to maintain. In particular, when the scope is not only a subset of your product, it is your full product and its full lifecycle with LCA. Another stepping stone towards the near future. Where are you?

 

Stepping-stone 1:            From Model-Based Definition to an efficient Model-Based, Data-driven Enterprise

Stepping-stone 2:            For RoHS compliance to an efficient and sustainable Model-Based, data-driven enterprise.

A month ago, I wrote: It is time for BLM – PLM is not dead, which created an anticipated discussion. It is practically impossible to change a framed acronym. Like CRM and ERP, the term PLM is there to stay.

However, it was also interesting to see that people acknowledge that PLM should have a business scope and deserves a place at the board level.

The importance of PLM at business level is well illustrated by the discussion related to this LinkedIn post from Matthias Ahrens referring to the CIMdata roadmap conference CEO discussion.

My favorite quote:

Now it’s ‘lifecycle management,’ not just EDM or PDM or whatever they call it. Lifecycle management is no longer just about coming up with new stuff. We’re seeing more excitement and passion in our customers, and I think this is why.”

But it is not that simple

This is a perfect message for PLM vendors to justify their broad portfolio. However, as they do not focus so much on new methodologies and organizational change, their messages remain at the marketing level.

In the field, there is more and more awareness that PLM has a dual role. Just when I planned to write a post on this topic, Adam Keating, CEO en founder of CoLab, wrote the post System of Record meet System of Engagement.

Read the post and the comments on LinkedIn. Adam points to PLM as a System of Engagement, meaning an environment where the actual work is done all the time. The challenge I see for CoLab, like other modern platforms, e.g., OpenBOM, is how it can become an established solution within an organization. Their challenge is they are positioned in the engineering scope.

I believe for these solutions to become established in a broader customer base, we must realize that there is a need for a System of Record AND System(s) of Engagement.

In my discussions related to digital transformation in the PLM domain, I addressed them as separate, incompatible environments.

See the image below:

Now let’s have a closer look at both of them

What is a System of Record?

For me, PLM has always been the System of Record for product information. In the coordinated manner, engineers were working in their own systems. At a certain moment in the process, they needed to publish shareable information, a document(e.g., PDF) or BOM-table (e.g., Excel). The PLM system would support New Product Introduction processes, Release and Change Processes and the PLM system would be the single point of reference for product data.

The reason I use the bin-image is that companies, most of the time, do not have an advanced information-sharing policy. If the information is in the bin, the experts will find it. Others might recreate the same information elsewhere,  due to a lack of awareness.

Most of the time, engineers did not like PLM systems caused by integrations with their tools. Suddenly they were losing a lot of freedom due to check-in / check-out / naming conventions/attributes and more. Current PLM systems are good for a relatively stable product, but what happens when the product has a lot of parallel iterations (hardware & software, for example). How to deal with Work In Progress?

Last week I visited the startup company PAL-V in the context of the Dutch PDM Platform. As you can see from the image, PAL-V is working on the world’s first Flying Car Production Model. Their challenge is to be certified for flying (here, the focus is on the design) and to be certified for driving (here, the focus is on manufacturing reliability/quality).

During the PDM platform session, they showed their current Windchill implementation, which focused on managing and providing evidence for certification. For this type of company, the System of Record is crucial.

Their (mainly) SolidWorks users are trained to work in a controlled environment. The Aerospace and Automotive industries have started this way, which we can see reflected in current PLM systems.

Image: Aras impression of the digital thread

And to finish with a PLM buzzword: modern systems of record provide a digital thread.

 

What is a System of Engagement?

The characteristic of a system of engagement is that it supports the user in real-time. This could be an environment for work in progress. Still, more importantly, all future concepts from MBSE, Industry 4.0 and Digital Twins rely on connected and real-time data.

As I previously mentioned, Digital Twins do not run on documents; they run on reliable data.

A system of engagement is an environment where different disciplines work together, using models and datasets. I described such an environment in my series The road to model-based and connected PLM. The System of Engagement environment must be user-friendly enough for these experts to work.

Due to the different targets of a system engagement, I believe we have to talk about Systems of Engagement as there will be several engagement models on a connected (federated) set of data.

Yousef Hooshmand shared the Daimler paper: “From a Monolithic PLM Landscape to a Federated Domain and Data Mesh” in that context. Highly recommended to read if you are interested in a potential PLM future infrastructure.

Let’s look at two typical Systems of Engagement without going into depth.

The MBSE System of Engagement

In this environment, systems engineering is performed in a connected manner, building connected artifacts that should be available in real-time, allowing engineers to perform analysis and simulations to construct the optimal virtual solution before committing to physical solutions.

It is an iterative environment. Click on the image for an impression.

The MBSE space will also be the place where sustainability needs to start. Environmental impact, the planet as a stakeholder,  should be added to the engineering process. Life Cycle Assessment (LCA) defining the process and material choices will be fed by external data sources, for example, managed by ecoinvent, Higg and others to come. It is a new emergent market.

The Digital Twin

In any phase of the product lifecycle, we can consider a digital twin, a virtual data-driven environment to analyze, define and optimize a product or a process. For example, we can have a digital twin for manufacturing, fulfilling the Industry 4.0 dreams.

We can have a digital twin for operation, analyzing, monitoring and optimizing a physical product in the field. These digital twins will only work if they use connected and federated data from multiple sources. Otherwise, the operating costs for such a digital twin will be too high (due to the inefficiency of accurate data)

In the end, you would like to have these digital twins running in a connected manner. To visualize the high-level concept, I like Boeing’s diamond presented by Don Farr at the PDT conference in 2018 – Image below:

Combined with the Daimler paper “From a Monolithic PLM Landscape to a Federated Domain and Data Mesh.” or the latest post from Oleg Shilovistky How PLM Can Build Ontologies? we can start to imagine a Systems of Engagement infrastructure.

 

You need both

And now the unwanted message for companies – you need both: a system of record and potential one or more systems of engagement. A System of Record will remain as long as we are not all connected in a blockchain manner. So we will keep producing reports, certificates and baselines to share information with others.

It looks like the Gartner bimodal approach.

An example: If you manage your product requirements in your PLM system as connected objects to your product portfolio, you will and still can generate a product specification document to share with a supplier, a development partner or a certification company.

So do not throw away your current System of Record. Instead, imagine which types of Systems of Engagement your company needs. Most Systems of Engagement might look like a siloed solution; however, remember they are designed for the real-time collaboration of a certain community – designers, engineers, operators, etc.

The real challenge will be connecting them efficiently with your System of Record backbone, which is preferable to using standard interface protocols and standards.

 

The Hybrid Approach

For those of you following my digital transformation story related to PLM, this is the point where the McKinsey report from 2017 becomes actual again.

 

Conclusion

The concepts are evolving and maturing for a digital enterprise using a System of Record and one or more Systems of Engagement. Early adopters are now needed to demonstrate these concepts to agree on standards and solution-specific needs. It is time to experiment (fast). Where are you in this process of learning?

 

 

 

 

 

 

 

 

 

While preparing my presentation for the Dutch Model-Based Definition solutions event, I had some reflections and experiences discussing Model-Based Definition. Particularly in traditional industries. In the Aerospace & Defense, and Automotive industry, Model-Based Definition has become the standard. However, other industries have big challenges in adopting this approach. In this post, I want to share my observations and bring clarifications about the importance.

 

What is a Model-Based Definition?

The Wiki-definition for Model-Based Definition is not bad:

Model-based definition (MBD), sometimes called digital product definition (DPD), is the practice of using 3D models (such as solid models, 3D PMI and associated metadata) within 3D CAD software to define (provide specifications for) individual components and product assemblies. The types of information included are geometric dimensioning and tolerancing (GD&T), component level materials, assembly level bills of materials, engineering configurations, design intent, etc.

By contrast, other methodologies have historically required the accompanying use of 2D engineering drawings to provide such details.

When I started to write about Model-Based definition in 2016, the concept of a connected enterprise was not discussed. MBD mainly enhanced data sharing between engineering, manufacturing, and suppliers at that time. The 3D PMI is a data package for information exchange between these stakeholders.

The main difference is that the 3D Model is the main information carrier, connected to 2D manufacturing views and other relevant data, all connected in this package.

 

MBD – the benefits

There is no need to write a blog post related to the benefits of MBD. With some research, you find enough reasons. The most important benefits of MBD are:

  • the information is and human-readable and machine-readable. Allowing the implementation of Smart Manufacturing / Industry 4.0 concepts
  • the information relies on processes and data and is no longer dependent on human interpretation. This leads to better quality and error-fixing late in the process.
  • MBD information is a building block for the digital enterprise. If you cannot master this concept, forget the benefits of MBSE and Virtual Twins. These concepts don’t run on documents.

To help you discover the benefits of MBD described by others – have a look here:

 

MBD as a stepping stone to the future

When you are able to implement model-based definition practices in your organization and connect with your eco-system, you are learning what it means to work in a connected matter. Where the scope is limited, you already discover that working in a connected manner is not the same as mandating everyone to work with the same systems or tools. Instead, it is about new ways of working (skills & people), combined with exchange standards (which to follow).

Where MBD is part of the bigger model-based enterprise, the same principles apply for connecting upstream information (Model-Based Systems Engineering) and downstream information(IoT-based operation and service models).

Oleg Shilovitsky addresses the same need from a data point of view in his recent blog: PLM Strategy For Post COVID Time. He makes an important point about the Digital Thread:

Digital Thread is one of my favorite topics because it is leading directly to the topic of connected data and services in global manufacturing networks.

I agree with that statement as the digital thread is like MBD, another steppingstone to organize information in a connected manner, even beyond the scope of engineering-manufacturing interaction. However, Digital Thread is an intermediate step toward a full data-driven and model-based enterprise.

To master all these new ways is working, it is crucial for the management of manufacturing companies, both OEM and their suppliers, to initiate learning programs. Not as a Proof of Concept but as a real-life, growing activity.

Why MBD is not yet a common practice?

If you look at the success of MBD in Aerospace & Defense and Automotive, one of the main reasons was the push from the OEMs to align their suppliers. They even dictated CAD systems and versions to enable smooth and efficient collaboration.

In other industries, there we not so many giant OEMs that could dictate their supply chain. Often also, the OEM was not even ready for MBD. Therefore, the excuse was often we cannot push our suppliers to work different, let’s remain working as best as possible (the old way and some automation)

Besides the technical changes, MBD also had a business impact. Where the traditional 2D-Drawing was the contractual and leading information carrier, now the annotated 3D Model has to become the contractual agreement. This is much more complex than browsing through (paper) documents; now, you need an application to open up the content and select the right view(s) or datasets.

In the interaction between engineering and manufacturing, you could hear statements like:

you can use the 3D Model for your NC programming, but be aware the 2D drawing is leading. We cannot guarantee consistency between them.

In particular, this is a business change affecting the relationship between an OEM and its suppliers. And we know business changes do not happen overnight.

Smaller suppliers might even refuse to work on a Model-Based definition, as it is considered an extra overhead they do not benefit from.

In particular, when working with various OEMs that might have their own preferred MBD package content based on their preferred usage. There are standards; however, OEMs often push for their preferred proprietary format.

It is about an orchestrated change.

Implementing MBD in your company, like PLM, is challenging because people need to be aligned and trained on new ways of working. In particular, this creates resistance at the end-user level.

Similar to the introduction of mainstream CAD (AutoCAD in the eighties) and mainstream 3D CAD (Solidworks in the late nineties), it requires new processes, trained people, and matching tools.

This is not always on the agenda of C-level people who try to avoid technical details (because they don’t understand them – read this great article: Technical Leadership: A Chronic Weakness in Engineering Enterprises.

I am aware of learning materials coming from the US, not so much about European or Asian thought leaders. Feel free to add other relevant resources for the readers in this post’s comments. Have a look and talk with:

Action Engineering with their OSCAR initiative: Bringing MBD Within Reach. I spoke with Jennifer Herron, founder of Action Engineering, a year ago about MBD and OSCAR in my blog post: PLM and Model-Based Definition.

Another interesting company to follow is Capvidia. Read their blog post to start with is MBD model-based definition in the 21st century.

The future

What you will discover from these two companies is that they focus on the connected flow of information between companies while anticipating that each stakeholder might have their preferred (traditional) PLM environment. It is about data federation.

The future of a connected enterprise is even more complex. So I was excited to see and download Yousef Hooshmand’s paper:  ”From a Monolithic PLM Landscape to a Federated Domain and Data Mesh”.

Yousef and some of his colleagues report about their PLM modernization project @Mercedes-Benz AG, aiming at transforming a monolithic PLM landscape into a federated Domain and Data Mesh.

This paper provides a lot of structured thinking related to the concepts I try to explain to my audience in everyday language. See my The road to model-based and connected PLM thoughts.

This paper has much more depth and is a must-read and must-discuss writing for those interested – perhaps an opportunity for new startups and a threat to traditional PLM vendors.

Conclusion

Vellum drawings are almost gone now – we have electronic 2D Drawings. The model-based definition has confirmed the benefits of improving the interaction between engineering, manufacturing & suppliers. Still, many industries are struggling with this approach due to process & people changes needed. If you are not able or willing to implement a model-based definition approach, be worried about the future. The eco-systems will only run efficiently (and survive) when their information exchange is based on data and models. Start learning now.

p.s. just out of curiosity:
If you are model-based advocate support this post with a

 

Once and a while, the discussion pops up if, given the changes in technology and business scope, we still should talk about PLM. John Stark and others have been making a point that PLM should become a profession.

In a way, I like the vagueness of the definition and the fact that the PLM profession is not written in stone. There is an ongoing change, and who wants to be certified for the past or framed to the past?

However, most people, particularly at the C-level, consider PLM as something complex, costly, and related to engineering. Partly this had to do with the early introduction of PLM, which was a little more advanced than PDM.

The focus and capabilities made engineering teams happy by giving them more access to their data. But unfortunately, that did not work, as engineers are not looking for more control.

Old (current) PLM

Therefore, I would like to suggest that when we talk about PLM, we frame it as Product Lifecycle Data Management (the definition). A PLM infrastructure or system should be considered the System of Record, ensuring product data is archived to be used for manufacturing, service, and proving compliance with regulations.

In a modern way, the digital thread results from building such an infrastructure with related artifacts. The digital thread is somehow a slow-moving environment, connecting the various as-xxx structures (As-Designed, As-Planned, As-Manufactured, etc.). Looking at the different PLM vendor images, Aras example above, I consider the digital thread a fancy name for traceability.

I discussed the topic of Digital Thread in 2018:  Document Management or Digital Thread. One of the observations was that few people talk about the quality of the relations when providing traceability between artifacts.

The quality of traceability is relevant for traditional Configuration Management (CM). Traditional CM has been framed, like PLM, to be engineering-centric.

Both PLM and CM need to become enterprise activities – perhaps unified.

Read my blog post and see the discussion with Martijn Dullaart, Lisa Fenwick and Maxim Gravel when discussing the future of Configuration Management.

New digital PLM

In my posts, I talked about modern PLM. I described it as data-driven, often in relation to a model-based approach. And as a result of the data-driven approach, a digital PLM environment could be connected to processes outside the engineering domain. I wrote a series of posts related to the potential of such a new PLM infrastructure (The road to model-based and connected PLM)

Digital PLM, if implemented correctly, could serve people along the full product lifecycle, from marketing/portfolio management until service and, if relevant, decommissioning). The bigger challenge is even connecting eco-systems to the same infrastructure, in particular suppliers & partners but also customers. This is the new platform paradigm.

Some years ago, people stated IoT is the new PLM  (IoT is the new PLM – PTC 2017). Or MBSE is the foundation for a new PLM (Will MBSE be the new PLM instead of IoT? A discussion @ PLM Roadmap conference 2018).

Even Digital Transformation was mentioned at that time. I don’t believe Digital Transformation is pointing to a domain, more to an ongoing process that most companies have t go through. And because it is so commonly used, it becomes too vague for the specifics of our domain. I liked Monica Schnitger‘s LinkedIn post: Digital Transformation? Let’s talk. There is enough to talk about; we have to learn and be more specific.

 

What is the difference?

The challenge is that we need more in-depth thinking about what a “digital transformed” company would look like. What would impact their business, their IT infrastructure, and their organization and people? As I discussed with Oleg Shilovitsky, a data-driven approach does not necessarily mean simplification.

I just finished recording a podcast with Nina Dar while writing this post. She is even more than me, active in the domain of PLM and strategic leadership toward a digital and sustainable future. You can find the pre-announcement of our podcast here (it was great fun to talk), and I will share the result later here too.

What is clear to me is that a new future data-driven environment becomes like a System of Engagement. You can simulate assumptions and verify and qualify trade-offs in real-time in this environment. And not only product behavior, but you can also simulate and analyze behaviors all along the lifecycle, supporting business decisions.

This is where I position the digital twin. Modern PLM infrastructures are in real-time connected to the business. Still, PLM will have its system of record needs; however, the real value will come from the real-time collaboration.

The traditional PLM consultant should transform into a business consultant, understanding technology. Historically this was the opposite, creating friction in companies.

Starting from the business needs

In my interactions with customers, the focus is no longer on traditional PLM; we discuss business scenarios where the company will benefit from a data-driven approach. You will not obtain significant benefits if you just implement your serial processes again in a digital PLM infrastructure.

Efficiency gains are often single digit, where new ways of working can result in double-digit benefits or new opportunities.

Besides traditional pressure on companies to remain competitive, there is now a new additional driver that I have been discussing in my previous post, the Innovation Dilemma. To survive on our planet, we and therefore also companies, need to switch to sustainable products and business models.

This is a push for innovation; however, it requires a coordinated, end-to-end change within companies.

Be the change

When do you decide to change your business model from pushing products to the marker into a business model of Product as a Service? When do you choose to create repairable and upgradeable products? It is a business need. Sustainability does not start with the engineer. It must be part of the (new) DNA of a company.

Interesting to read is this article from Jan Bosch that I read this morning: Resistance to Change. Read the article as it makes so much sense, but we need more than sense – we need people to get involved. My favorite quote from the article:

“The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man”.

Conclusion

PLM consultants should retrain themselves in System Thinking and start from the business. PLM technology alone is no longer enough to support companies in their (digital/sustainable) transformation. Therefore, I would like to introduce BLM (Business Lifecycle Management) as the new TLA.

However, BLM has been already framed as Black Lives Matter. I agree with that, extending it to ALM (All Lives Matter).

What do you think should we leave the comfortable term PLM behind us for a new frame?

Yes, it is not a typo. Clayton Christensen famous book written in 1995 discussed the Innovator’s Dilemma when new technologies cause great firms to fail. This was the challenge two decades ago. Existing prominent companies could become obsolete quickly as they were bypassed by new technologies.

The examples are well known. To mention a few: DEC (Digital Equipment Corporation), Kodak, and Nokia.

Why the innovation dilemma?

This decade the challenge has become different. All companies are forced to become more sustainable in the next ten years. Either pushed by global regulations or because of their customer demands. The challenge is this time different. Besides the priority of reducing greenhouse gas emissions, there is also the need to transform our society from a linear, continuous growth economy into a circular doughnut economy.

The circular economy makes the creation, the usage and the reuse of our products more complex as the challenge is to reduce the need for raw materials and avoid landfills.

The circular economy concept – the regular product lifecycle in the middle

The doughnut economy makes the values of an economy more complex as it is not only about money and growth, human and environmental factors should also be considered.

Doughnut Economics: Trying to stay within the green boundaries

To manage this complexity, I wrote SYSTEMS THINKING – a must-have skill in the 21st century, focusing on the logical part of the brain. In my follow-up post, Systems Thinking: a second thought, I looked at the human challenge. Our brain is not rational and wants to think fast to solve direct threats. Therefore, we have to overcome our old brains to make progress.

An interesting and thought-provoking was shared by Nina Dar in this discussion, sharing the video below. The 17 Sustainability Development Goals (SDGs) describe what needs to be done. However, we also need the Inner Development Goals (IDGs) and the human side to connect. Watch the movie:

Our society needs to change and innovate; however, we cannot. The Innovation Dilemma.

The future is data-driven and digital.

What is clear to me is that companies developing products and services have only one way to move forward: becoming data-driven and digital.

Why data-driven and digital?

Let’s look at something companies might already practice, REACH (Registration, Evaluation, Authorization and Restriction of Chemicals). This European directive, introduced in 2007, had the aim to protect human health and protect the environment by communicating information on chemicals up and down the supply chain. This would ensure that manufacturers, importers, and their customers are aware of information relating to the health and safety of the products supplied.

The regulation is currently still suffering in execution as most of the reporting and evaluation of chemicals is done manually. Suppliers report their chemicals in documents, and companies report the total of chemicals in their summary reports. Then, finally, authorities have to go through these reports.

Where the scale of REACH is limited, the manual effort to have end-to-end reporting is relatively high. In addition, skilled workers are needed to do the job because reporting is done in a document-based manner.

Life Cycle Assessments (LCA)

Where you might think REACH is relatively simple, the real new challenges for companies are the need to perform Life Cycle Assessments for their products. In a Life Cycle Assessment. The Wiki definition of LCA says:

Life cycle assessment or LCA (also known as life cycle analysis) is a methodology for assessing environmental impacts associated with all the stages of the life cycle of a commercial product, process, or service. For instance, in the case of a manufactured product, environmental impacts are assessed from raw material extraction and processing (cradle), through the product’s manufacture, distribution and use, to the recycling or final disposal of the materials composing it (grave)

This will be a shift in the way companies need to define products. Much more thinking and analysis are required in the early design phases. Before committing to a physical solution, engineers and manufacturing engineers need to simulate and calculate the impact of their design decisions in the virtual world.

This is where the digital twin of the design and the digital twin of the manufacturing process becomes relevant. And remember: Digital Twins do not run on documents – you need connected data and various types of models to calculate and estimate the environmental impact.

LCA done in a document-based manner will make your company too slow and expensive.

I described this needed transformation in my series from last year: The road to model-based and connected PLM – nine posts exploring the technology and concept of a model-based, data-driven PLM infrastructure.

Digital Product Passport (DPP)

The European Commission has published an action plan for the circular economy, one of the most important building blocks of the European Green Deal. One of the defined measures is the gradual introduction of a Digital Product Passport (DPP). As the quality of an LCA depends on the quality and trustworthy information about products and materials, the DPP is targeting to ensure circular economy metrics become reliable.

This will be a long journey. If you want to catch a glimpse of the complexity, read this Medium article: The digital product passport and its technical implementation related to the DPP for batteries.

The innovation dilemma

Suppose you agree with my conclusion that companies need to change their current product or service development into a data-driven and model-based manner. In that case, the question will come up: where to start?

Becoming data-driven and model-based, of course, is not the business driver. However, this change is needed to be able to perform Life Cycle Assessments and comply with current and future regulations by remaining competitive.

A document-driven approach is a dead-end.

Now let’s look at the real dilemmas by comparing a startup (clean sheet / no legacy) and an existing enterprise (experience with the past/legacy). Is there a winning approach?

The Startup

Having lived in Israel – the nation where almost everyone is a startup – and working with startups afterward in the past 10 years, I always get inspired by these people’s energy in startup companies. They have a unique value proposition most of the time, and they want to be visible on the market as soon as possible.

This approach is the opposite of systems thinking. It is often a very linear process to deliver this value proposition without exploring the side effects of such an approach.

For example, the new “green” transportation hype. Many cities now have been flooded with “green” scooters and electric bikes to promote transportation as a service. The idea behind this concept is that citizens do not require to own polluting motorbikes or cars anymore, and transportation means will be shared. Therefore, the city will be cleaner and greener.

However, these “green” vehicles are often designed in the traditional linear way. Is there a repair plan or a plan to recycle the batteries? Reuse of materials used.? Most of the time, not. Please, if you have examples contradicting my observations, let me know. I like to hear good news.

When startup companies start to scale, they need experts to help them grow the company. Often these experts are seasoned people, perhaps close to retirement. They will share their experience and what they know best from the past:  traditional linear thinking.

As a result, even though startup companies can start with a clean sheet, their focus on delivering the product or service blocks further thinking. Instead, the seasoned experts will drive the company towards ways of working they know from the past.

Out of curiosity: Do you know or work in a startup that has started with a data-driven and model-based vision from scratch?  Please add the name of this company in the comments, and let’s learn how they did it.

The Existing company

Working in an established company is like being on board a big tanker. Changing its direction takes a clear eye on the target and navigation skills to come there. Unfortunately, most of the time, these changes take years as it is impossible to switch the PLM infrastructure and the people skills within a short time.

From the bimodal approach in 2015 to the hybrid approach for companies, inspired by this 2017 McKinsey article: Toward an integrated technology operating model, I discovered that this is probably the best approach to ensure a change will happen. In this approach – see image – the organization keeps running on its document-driven PLM infrastructure. This type of infrastructure becomes the system of record. Nothing different from what PLM currently is in most companies.

In parallel, you have to start with small groups of people who independently focus on a new product, a new service. Using the model-based approach, they work completely independently from the big enterprise in a data-driven approach. Their environment can be considered the future system of engagement.

The data-driven approach allows all disciplines to work in a connected, real-time manner. Mastering the new ways of working is usually the task of younger employees that are digital natives. These teams can be completed by experienced workers who behave as coaches. However, they will not work in the new environment; these coaches bring business knowledge to the team.

People cannot work in two modes, but organizations can. As you can see from the McKinsey chart, the digital teams will get bigger and more important for the core business over time. In parallel, when their data usage grows, more and more data integration will occur between the two operation modes. Therefore, the old PLM infrastructure can remain a System of Record and serve as a support backbone for the new systems of engagement.

The Innovation Dilemma conclusion

The upcoming ten years will push organizations to innovate their ways of working to become sustainable and competitive. As discussed before, they must learn to work in a data-driven, connected manner. Both startups and existing enterprises have challenges – they need to overcome the “thinking fast and acting slow” mindset. Do you see the change in your company?

 

Note: Before publishing this post, I read this interesting and complementary post from Jan Bosch Boost your digitalization: instrumentation.

It is in the air – grab it.

 

Sustainability has been already a topic on my agenda for many years. So when Rich McFall asked me to start the PLM Global Green Alliance (PGGA) in 2018, I supported that initiative. You can read more about my PLM and Sustainability ideas in this post here.

I have been lecturing about the relation between PLM and Sustainability last year. In 2018, the PGGA was a niche alliance trying to find people who would like to work and share PLM-related practices with others for a greener and sustainable planet.

Thanks to, or actually due to, the pandemic, climate disasters and the return of the US supporting the Paris Climate agreements, it became clear companies need to act. And preferably as soon as possible, which led to sustainability activities in many companies.

Also, the main PLM vendors started to publish their support and vision for a sustainable future, the area where we believe the PGGA can contribute in spreading the practices and experiences.

For that reason, the PGGA is aiming this year to have a series of discussions with the main PLM Vendors and their sustainability programs.

SAP

This time we are happy to publish an interview with Darren West from SAP. Darren West is the product management lead for SAP’s Circular Economy solutions. His role is to work with customers, sales and pre-sales colleagues, partners, solutions teams and product owners to expand existing and build new sustainability products, particularly those impacting Circular Economy topics.

We are glad to speak with Darren, as we believe sustainability and the circular economy go hand in hand and it requires systems thinking. We believe SAP, strong in managing materials and manufacturing processes, should be a leader in providing insights in ESG reporting. Helping companies to improve their environmental impact of products and production processes as they have the data.

Have a look at this 34 minutes interview and discussion with Darren West

The slides shown in this recording can be found  here: Circular Economy -SAP for PLM Green Alliance

What we have learned

The interview showed that SAP is actively working on a sustainable future. Both by acting by themselves, but even more important, by helping their customers to change to more sustainable designs and production methods. There is still a way to go and we do not have too much time to sit back. The power of the current SAP Responsible Design and Production module is that it allows companies to understand their environmental impact and improve where possible. This is step 1 in my opinion to find a way to create sustainable products and business models.

The second, more general observation, is that we need to make our full product lifecycle management digital and connected. Data-driven is the only way to have efficient processes to estimate and calculate our environmental impact – my favorite From Coordinated to Connected topic.

Want to learn more?

In the context of this recording, Daren shared the following links for those of you who got inspired by the discussion (in alphabetical order):

Conclusion

This was a motivating session to see PLM-related vendors are taking action. Next time, you will learn more from the design side when we talk with Autodesk about their sustainability program.

Unfortunately the day after this motivating session we were shocked by the invasion of Ukraine by Russia.  So I am in a mixed mood, as having friends in both countries makes me realize that one dictator can kill people and hope.

Listen to president Zelensky’s speech to the Russian people and get inspired to act against any brainwashing or dictatorship. To my friends and readers, wherever you are, stay strong, informed and human.


 

In the past four weeks, I have been discussing PLM education from different angles through interviews with Peter Bilello (CIMdata), Helena Gutierrez (Share PLM), John Stark (John Stark Associates) and Dave Slawson (Quick Release). Each of these persons brought their specialized focus on PLM.

In this post, I want to conclude and put their expertise in the context of PLM – people, processes and tools.

CIMdata

Originally CIMdata became known for their CAD/CAM market analysis, later expanding into simulation and PLM vendors analysis. And they are still a reference for everyone following the PLM Market. They provide market numbers and projections related to PLM for that part. Together with ARC, they are for me the two sources to understand what is happening business-wise in the PLM market.

Thanks to the contacts with all the vendors, they have a good overview of what is happening. That makes their strategic advice and training useful for companies that want to benchmark where they are and understand the current trends, all vendor-independent.

Their PLM Roadmap conferences have been one of the few consistent vendor-independent conferences that still take place.

If you search for the term “The weekend after PLM Roadmap …..” you will find many of my reviews of these conferences.

Besides these activities, they are also facilitating industry action groups where similar companies in an industry discuss and evaluate various methodologies and how they could be implemented using various PLM systems – the most visible for me is the Aerospace & Defense PLM Action Group

Share PLM

Share PLM is still a young organization focusing on Humanizing PLM. Their focus is on the end-to-end PLM education process. Starting from an education strategy focusing on people, they can organize and help you build attractive and didactical training or elearnings related to your PLM processes and systems in use.

Besides their core offering, they are also justifying their name; they really share PLM information. So have a look at their Our Work tab with samples. In particular, as I mentioned in my interview with them, I like their podcasts.

 

In this post, I try to find similar people or companies to those I interviewed.

When looking at Share PLM, Action Engineering in the US comes to my mind. They are the specialists dedicated to helping organizations large and small achieve their Model-Based Definition (MBD) and Model-Based Enterprise (MBE) goals.

To refresh your memory, read my post with Jennifer Herron, the founder of Action Engineering here: PLM and Model-Based Definition

 

John Stark

Although John might be known as a leading writer of PLM books, he is also active in advising companies in their PLM journeys. Somehow similar to what I do, the big difference is that John takes the time to structure the information and write it down in a book. Just have a look at his list of published PLM books here.

My blog posts are less structured and reflect my observations depending on the companies and people I meet. Writing a foundational book about PLM would be challenging, as concepts are radically changing due to globalization and digitization.

John’s books are an excellent foundation for students who want to learn PLM’s various aspects during their academic years. Students can sit down and take the time to study PLM concepts. Later, suppose you want to acquire PLM knowledge relevant to your company.

In that case, you might focus on specialized training, like the ones CIMdata provides.

There are many books on PLM – have a look at this list. Which book to read depends probably a lot on your country and the university you are associated with. In my network, I have recently seen books from Martin Eigner and  Uthayan Elangovan.   Rosemary Astheimer’s book Model-Based Definition in the Product Lifecycle is still on my to-read list.

And then, there is a lot of research done by universities worldwide. So, if you are lucky, there is good education for PLM-related practices in your country.

Quick Release

My post with Quick Release illustrated the challenges of a PLM consultancy company. It showed their efforts to enable their consultants to be valuable for their customers and create a work environment that inspires them to grow and enjoy their work.

Quick Release aims for a competitive advantage to have their consultants participate in actual work for their customers.

Not only from the conceptual point of view but also to get their hands “dirty”.

There are many other PLM consultancy firms. Having worked with Atos, Accenture, Capgemini, Delloite, PWC, who have their PLM practices, you realize that these companies have their methodologies and preferences. The challenge of their engagements is often the translation of a vision into an affordable roadmap.

Example of Accenture Digital PLM message

Consultancy firms need to be profitable, too, and sometimes they are portrayed as a virus. Once they are in, it is hard to get rid of them.

I do not agree with that statement, as companies often keep relying on consultants because they do not invest in educating their own people. It is a lack of management prioritization or understanding of the importance. Sometimes the argument is: “We are too busy” – remember the famous cartoons.

Consultants cannot change your company; in the end, you have to own the strategy and execution.

And although large consultancy firms might have many trained resources, my experience with these companies is that success often depends on one or two senior consultants. Consultancy is also a human-centric job, being able to connect to the customer in their language and culture.

Good consultants show their value by creating awareness and clarity first. Next, by helping the customer execute their strategy without big risks or hiccups. Finally, a good consultant becomes redundant as the knowledge has been transferred and digested to the customer.

It is like growing up.

System Integrators

It is a small step from consultancy firms to system integrators, as many consultancy firms have specialists in their company that are familiar with certain vendors’ systems. And you might have discovered that the systems that require the most integration or configuration work have the largest practices globally.

So I did a “quick and dirty” search on LinkedIn, looking for people with the xxx PLM consultant role, where xxx is the name of the PLM Vendor.

This to understand how big is the job market for such a specialized PLM consultant.

The image shows the result and I let you draw your own conclusions.

System Integrators are usually the most important partners for a PLM implementation once you choose. Therefore, when I support a PLM selection process, I always look at the potential implementation partner. Their experience, culture and scale are as important as selecting the best tools.

System Integrators can benefit from their past experiences and best practices. It is a myth that every company is so unique and should be treated differently. Instead, companies are different because of historical reasons. And these differences to best practices are sometimes inhibitors instead of advantages.

Related to education, System Integrators are often focused on technical training. Still, they might also have separate experts in training or organizational change management.

 

PLM Vendors

For me, the PLM vendors are the ones that should inspire the customers. Have a look at the “famous” CIMdata slide illustrating the relation between vision, technology and implemented practices – there is a growing gap between the leaders and the followers.

PLM Vendors often use their unique technical capabilities as a differentiator to the competition and inspiration for C-level management. Just think about the terms: Industry 4.0, Digital Twin, Digital Thread, Digital Platform, Model-Based Enterprise and more about sustainability targeted offerings.

The challenge however is to implement these concepts in a consistent manner, allowing people in an organization to understand why and what needs to be done.

The PLM editor’s business model is based on software sales or rental. Therefore, they will focus on their benefits and what competitors fail to do. And as they have the largest marketing budgets, they are the most visible in the PLM-related media.

Of course reality is not that dramatic – education is crucial

You can compare PLM Vendors also with populists. The aim of a populist is to create an audience by claiming they can solve your problems (easily) by using simple framing sentences. However, the reality is that the world and the current digitalization in the PLM domain are not simple.

Therefore we need education, education and education from different sources to build our own knowledge. It is not about the tool first. It is people, process and then tools/technology

 

People, Process, Tools

Education and the right education for each aspect of PLM are crucial to making the right decision. To simplify the education message, I tried to visualize and rate each paragraph along with the People, Process and Tools assessment.

What do you think? Does this make sense related to education?

 

Conclusion

Education is crucial at every level of an organization and at every stage of your career. Take your time to read and digest the information you see and compare and discuss it with others. Be aware of the People, Process and Tools matrix when retrieving information. Where does it apply, and why.

I believe PLM is considered complex because we are dealing with people who all have different educational backgrounds and, therefore, an opinion. Invest in alignment to ensure the processes and tools will be used best.

In the past four weeks, I have been writing about the various aspects related to PLM Education. First, starting from my bookshelf, zooming in on the strategic angle with CIMdata (Part 1).

Next, I was looking at the educational angle and motivational angle with Share PLM (Part 2).

And the last time,  I explored with John Stark the more academic view of PLM education. How do you – students and others – learn and explore the full context of PLM (Part 3)?

Now I am talking with Dave Slawson from Quick Release_ , exploring their onboarding and educational program as a consultancy firm.

How do they ensure their consultants bring added value to PLM-related activities, and can we learn something from that four our own practices?

Quick Release

Dave, can you tell us something more about Quick Release, further abbreviated to QR, and your role in the organization?
.

Quick Release is a specialist PDM and PLM consultancy working primarily in the automotive sector in Europe, North America, and Australia. Robust data management and clear reporting of complex subjects are essential.

Our sole focus is connecting the data silos within our client’s organizations, reducing program or build delays through effective change management.

Quick Release promise – PDT 2019

I am QR’s head of Learning and Development, and I’ve been with the company since late 2014.

I’ve always had a passion for developing people and giving them a platform to push themselves to realize their potential. QR wants to build talent from within instead of just hiring experienced people.

However, with our rapid growth, it became necessary to have dedicated full-time resources to faster onboarding and upskilling our employees. This is combined with having an ongoing development strategy and execution.

QRs Learning & Development approach

Let’s focus on Learning & Development internally at QR first. What type of effort and time does it take to onboard a new employee, and what is their learning program?
.

We have a six-month onboarding program for new employees. Most starters join one of our “boot camps”, a three-week intensive program where a cohort of between 6 and 14 new starters receive classroom-style sessions led by our subject matter experts.

During this, new starters learn about technical PDM and PLM and high-performance business skills that will help them deliver excellence for or clients and feel confident in their work.

Quick Release BoB track process – click to enlarge

While the teams spend a lot of time with the program coordinator, we also bring in our various Subject Matter Experts (SMEs) to ensure the highest quality and variety in these sessions. Some of these sessions are delivered by our founders and directors.

As a business, we believe in investing senior leadership time to ensure quality training and give our team members access to the highest levels of the company.

Since the Covid-19 pandemic started, we moved our training program to be primarily distance learning. However, some sessions are in person, with new starters attending workshops in our regional offices. Our sessions focus on engagement and “doing” instead of just watching a presentation. New starters have fed back that they are still just as enjoyable via distance learning.

Following boot camp, team members will start work on their client projects, supported by a Project Manager and a mentor. During this period, their mentor will help them use the on-the-job experience to build up their technical knowledge on top of their bootcamp learning. The mentor is also there to help them cope with what we know is a steep learning curve. Towards the end of the six months program, each new starter will carry out a self-evaluation designed to help them recognize their achievements to date and identify areas of focus for ongoing personal development.

We gather feedback from the trainers and trainees throughout the onboarding programs, ensuring that the former is shared with their mentors to help with coaching.

The latter is used to help us continuously improve our offering. Our trainers are subject matter experts, but we encourage them to evolve their content and approach based on feedback.

 

The learning journey

Some might say you only learn on the job – how do you relate to this statement? Where does QR education take place? Can you make a statement on ROI for Learning & Development?

It is important to always be curious related to your work. We encourage our team members to challenge themselves to learn new things and dig deeper. Indeed, constant curiosity is one of our core values. We encourage people to challenge the status quo, challenge themselves, and adopt a growth mindset through all development and feedback cycles.

The learning curve in PDM and PLM can be steep; therefore, we must give people the tools and feedback that they can use to grow. At QR, this starts with our onboarding program and flows into an employee’s full career with us. In addition, at the end of every quarter, team members receive performance feedback from their managers, which feeds into their development target setting.

We have a wealth of internal resources to support development, from structured training materials to our internally compiled PDM Wiki and our suite of development “playbooks” (curated learning journeys catering to a range of learning styles).

On-the-job learning is critically important. So after the boot camp, we put our team members straight into projects to make sure they apply and build on their baseline knowledge through real-world experience. Still, they are supported with formal training and ongoing access to development resources.

Regarding Return on Investment, while it is impossible to give a specific number, we would say that quality training is invaluable to our clients and us. In seven years, the company has grown from 60 to 300 employees. In addition, it now operates in three other continents, illustrating that our clients trust the quality of how we train our consultants!

We also carried out internal studies regarding the long-term retention of team members relative to onboarding quality. These studies show that team members who experience a more controlled and structured onboarding program are mostly more successful in roles.

Investing in education?

I understood some of your customers also want to understand PLM processes better and ask for education from your side. Would the investment in education be similar? Would they be able to afford such an effort?

Making a long-term and tangible impact for our clients is the core foundation of what QR are trying to achieve. We do not want to come in to resolve a problem, only for it to resurface once we’ve left. Nor do we want to do work that our clients could easily hire someone to do themselves.

Therefore the idea of delivering a version of our training and onboarding program to clients is very attractive to us. We offer clients a shortened version of our bootcamp (focused on technical PDM, PLM and complexity management without the consultancy skills to our clients).

This is combined with an ongoing support program that transitions the responsibilities within the client team away from our consultants towards the client’s own staff.

We’d look to run that program over approximately 6 months so that the client can be confident that their staff has reached the level of technical expertise. There would be an upfront cost to the client to manage this.

However, the program is designed to support quality skills development within their organization.

 

PLM and Digital Transformation?

Education and digital transformation is a question I always ask. Although QR is already established in the digital era, your customers are not. What are the specific parts of digital transformation that you are teaching your employees and customers

The most inefficient thing we see in the PDM space is the reliance on offline, “analog” data and the inability to establish one source of truth across a complex organization. To support business efficiency through digital transformation, we promote a few simple core tenets in everything we do:

  • Establish a data owner who not only holds the single reference point but also is responsible for its quality
  • Right view reporting – clearly communicate exactly what people need to know, recognizing that different stakeholders need to know different things and that no one has time to waste
  • Clear communications – using the right channels of communication to get the job done faster (including more informal channels such as instant messaging or collaborative online working documents)
  • Smart, data-led decision making – reviewing processes using accurate data that is analyzed thoroughly, and justifying recommendations based on a range of evidence
  • Getting your hands dirty! – Digital Transformation is not just a “systems” subject but relies on people and human interaction. So we encourage all of our consultants to actually understand how teams work. Not be afraid to roll up their sleeves and get stuck in instead of just analyzing from the outside!

Want to learn more?

Dave, Could you point us to relevant Learning & Development programs and resources that are valuable for the readers of this blog?
.

If you are interested in learning within the PDM and PLM space, follow Quick Release on LinkedIn as we publish thought leadership articles designed to support industry development.

For those interested in Learning & Development strategy, there is lots of UK and Ireland guidance available from the Chartered Institute of Personnel and Development (CIPD). Similar organizations exist in other countries, such as the Society for Human Resource Management (SHRM) in the USA) which are great resources for building Learning & Development specific skills.

In my research, I often find really thought-provoking articles that shape my approach and thinking regarding Learning & Development, HR and a business approach published by Forbes and Harvard Business Review.

 

What I learned

When I first discovered Quick Release as a company during one of the PLM Roadmap & PDT conferences (see “The weekend after PLM Roadmap & PDT 2019″) I was impressed by their young and energetic approach combined with being pragmatic and focused on making the data “flow”.  Their customers were often traditional automotive companies having the challenge to break the silos. You could say QR was working on the “connected” enterprise as I would name it.

PLM consultancy must change

Besides their pragmatic approach, I discovered through interactions with QR that they are a kind of management consultancy firm you would expect in the future. As everything is going to be faster experience counts. Instead of remaining conceptual and strategic, they do not fear being with their feet in the mud.

This requires a new type of consultant and training, as employees need to be able to connect both to specialists at their customers and also be able to communicate with management. These types of people are hard to get as this is the ideal profile of a future employee.

The broad profile

What I learned from Dave is that QR invests seriously in meaningful education and coaching programs for their employees – to give them a purpose and an environment where they feel valued. I would imagine this applies actually to every company of the future, therefore I am curious if you could share your experiences from the field, either through the comments to this post or contact me personally.

Conclusion

We have seen now four dimensions of PLM education and I wish they gave you insights into what is possible. For each of the companies, I interviewed there might be others with the same skills. What is important is to realize the domain of PLM needs those four dimensions. In my next (short) post I will provide a summary of what I learned and what I believe is the PLM education of the future. Stay connected!

And a bonus you might have seen before – the digital plumber:

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