You are currently browsing the category archive for the ‘Innovation’ category.

During my holiday I have read some interesting books. Some for the beauty of imagination and some to enrich my understanding of the human brain.

Why the human brain? It is the foundation and motto of my company: The Know-How to Know Now.
In 2012 I wrote a post: Our brain blocks PLM acceptance followed by a post in 2014  PLM is doomed, unless …… both based on observations and inspired by the following books (must read if you are interested in more than just PLM practices and technology):

In 2014, Digital Transformation was not so clear. We talked about disruptors, but disruption happened outside our PLM comfort zone.

Now six years later disruption or significant change in the way we develop and deliver solutions to the market has become visible in the majority of companies. To stay competitive or meaningful in a global market with changing customer demands, old ways of working no longer bring enough revenue to sustain.  The impact of software as part of the solution has significantly changed the complexity and lifecycle(s) of solutions on the market.

Most of my earlier posts in the past two years are related to these challenges.

What is blocking Model-Based Definition?

This week I had a meeting in the Netherlands with three Dutch peers all interested and involved in Model-Based Definition – either from the coaching point of view or the “victim” point of view.  We compared MBD-challenges with Joe Brouwer’s AID (Associated Information Documents) approach and found a lot of commonalities.

No matter which method you use it is about specifying unambiguously how a product should be manufactured – this is a skill and craftsmanship and not a technology. We agreed that a model-based approach where information (PMI) is stored as intelligent data elements in a Technical Data Package (TPD) will be crucial for multidisciplinary usage of a 3D Model and its associated information.

If we would store the information again as dumb text in a view, it will need human rework leading to potential parallel information out of sync, therefore creating communication and quality issues. Unfortunate as it was a short meeting, the intention is to follow-up this discussion in the Netherlands to a broader audience. I believe this is what everyone interested in learning and understanding the needs and benefits of a model-based approach (unavoidable) should do. Get connected around the table and share/discuss.

We realized that human beings indeed are often the blocking reason why new ways of working cannot be introduced. Twenty-five years ago we had the discussion moving from 2D to 3D for design. Now due to the maturity of the solutions and the education of new engineers this is no longer an issue. Now we are in the next wave using the 3D Model as the base for manufacturing definition, and again a new mindset is needed.

There are a few challenges here:

  • MBD is still in progress – standards like AP242 still needs enhancements
  • There is a lack of visibility on real reference stories to motivate others.
    (Vendor-driven stories often are too good to be true or too narrow in scope)
  • There is no education for (modern) business processes related to product development and manufacturing. Engineers with new skills are dropped in organizations with traditional processes and silo thinking.

Educate, or our brain will block the future!

The above points need to be addressed, and here the human brain comes again into the picture.  Our unconscious, reptile brain is continuously busy to spend a least amount of energy as described in Thinking, Fast and Slow. Currently, I am reading the Idiot Brain: What Your Head Is Really Up To by Dean Burnett, another book confirming that our brain is not a logical engine making wise decisions

And then there is the Dunning-Kruger effect, explaining that the people with the lowest skills often have the most outspoken opinion and not even aware of this flaw. We see this phenomenon in particular now in social media where people push their opinion as if they are facts.

So how can we learn new model-based approaches and here I mean all the model-based aspects I have discussed recently, i.e., Model-Based Systems Engineering, Model-Based Definition/ Model-Based Enterprise and the Digital Twin? We cannot learn it from a book, as we are entering a new era.

First, you might want to understand there is a need for new ways of working related to complex products. If you have time, listen to Xin Guo Zhang’s opening keynote with the title: Co-Evolution of Complex Aeronautical Systems & Complex SE. It takes 30 minutes so force yourself to think slow and comprehend the message related to the needed paradigm shift for systems engineering towards model-based systems engineering

Also, we have to believe that model-based is the future. If not, we will find for every issue on our path a reason not to work toward the ultimate goal.

You can see this in the comments of my earlier post on LinkedIn, where Sami Grönstrand writes:

I warmly welcome the initiative to “clean up” these concepts  (It is time to clean up our model-based problem and above all, await to see live examples of transformations — even partial — coupled with reasonable business value identification. 

There are two kinds of amazing places: those you have first to see before you can believe they exist.
And then those kinds that you have to believe in first before you can see them…

And here I think we need to simplify en enhance the Model-Based myth as according to Yuval Harari in his book Sapiens, the power of the human race came from creating myths to align people to have long-term, forward-looking changes accepted by our reptile brain. We are designed to believe in myths. Therefore, the need for a Model-based myth.In my post PLM as a myth? from 2017, I discussed this topic in more detail.

Conclusion

There are so many proof points that our human brain is not as reliable as we think it is.  Knowing less about these effects makes it even harder to make progress towards a digital future. This post with all its embedded links can keep your brain active for a few hours. Try it, avoid to think fast and avoid assuming you know it all. Your thoughts?

 

Learning & Discussing more?
Still time to register for CIMdata PLM Roadmap and PDT Europe

 

 

Advertisements

I was planning to complete the model-based series with a post related to the digital twin. However, I did not find the time to structure my thoughts to write it up in a structured story. Therefore, this time some topics I am working on that I would like to share.

Executive days at CADCAM Group

Last week I supported the executive days organized by the CADCAM Group in Ljubljana and Zagreb. The CADCAM is a large PLM Solution and Services Provider (60+ employees) in the region of South-East Europe with offices in Croatia, Slovenia, Serbia and Bosnia and Herzegovina. They are operating in a challenging region, four relative young countries with historically more an inside focus than a global focus. Many of CADCAM Group customers are in the automotive supply chain and to stay significant for the future they need to understand and develop a strategy that will help them to move forward.

My presentation was related to the learning path each company has to go through to understand the power of digital combined with the observation that current and future ways of working are not compatible therefore requiring a scaled and bimodal approach (see also PDT Europe further down this post).

This presentation matched nicely with Oscar Torres’s presentation related to strategy. You need to decide on the new things you are going to do, what to keep and what to stop. Sounds easy and of course the challenge is to define the what to start, stop and keep. There you need good insights into your current and future business.

Pierre Aumont completed the inspiring session by explaining how the automotive industry is being disrupted and it is not only Tesla. So many other companies are challenging the current status quo for the big automotive OEMs. Croatia has their innovator for electrical vehicles too, i.e. Rimac. Have a look here.

The presentations were followed by a (long) panel discussion. The common theme in both discussions is that companies need to educate and organize themselves to become educated for the future. New technologies, new ways of working need time and resources which small and medium enterprises often do not have. Therefore, universities, governments and interest groups are crucial.

A real challenge for countries that do not have an industrial innovation culture (yet).

CADCAM Group as a catalyst for these countries understands this need by organizing these executive days. Now the challenge is after these inspiring days to find the people and energy to follow-up.

Note: CADCAM Group graciously covered my expenses associated with my participation in these events but did not in any way influence the content of this paragraph.

 

The MBD/MBE discussion

In my earlier post, Model-Based: Connecting Engineering and Manufacturing,  I went deeper into the MBD/MBE topic and its potential benefits, closing with the request to readers to add their experiences and/or comments to MBD/MBE. Luckily there was one comment from Paul van der Ree, who had challenging experiences with MBD in the Netherlands. Together with Paul and a MBD-advocate (to be named) I will try to have discussion analyzing pro’s and con’s from all viewpoints and hopefully come to a common conclusion.

This to avoid that proponents and opponents of MBD just repeat their viewpoints without trying to converge. Joe Brouwer is famous for his opposition to MBD. Is he right or is he wrong I cannot say as there has never been a discussion. Click on the above image to see Joe’s latest post yourself. I plan to come back with a blog post related to the pro’s and con’s

 

The Death of PLM Consultancy

Early this year Oleg Shilovitsky and I had a blog debate related to the “Death of PLM Consultancy”. The discussion started here: The Death of PLM Consultancy ? and a follow-up post was PLM Consultants are still alive and have an exit strategy. It could have been an ongoing blog discussion for month where the value would be to get response from readers from our blogs.

Therefore I was very happy that MarketKey, the organizers behind the PLMx conferences in Europe and the US, agreed on a recorded discussion session during PLMx 2018 in Hamburg.  Paul Empringham was the moderator of this discussion with approx. 10 – 12 participants in the room to join the discussion. You can view the discussion here through this link: PLMx Hamburg debate

I want to thank MarketKey for their support and look forward to participating in their upcoming PLMx European event and if you cannot wait till next year, there is the upcoming PLMx conference in North America on November 5th and 6th – click on the image on the left to see the details.

 

 

PDT Europe call for papers

As you might have noticed I am a big supporter of the joint CIMdata/PDT Europe conference. This year the conference will be in Stuttgart on October 24th (PLM Roadmap) and October 25th (PDT).

I believe that this conference has a more “geeky” audience and goes into topics of PLM that require a good base understanding of what’s happening in the field. Not a conference for a newcomer in the world of PLM, more a conference for an experienced PLM person (inside a company or from the outside) that has experience challenging topics, like changing business processes, deciding on new standards, how to move to a modern digital business platform.

It was at these events where concepts as Model-Based were discussed in-depth, the need for Master Data Management, Industry standards for data exchange and two years ago the bimodal approach, also valid for PLM.

I hope to elaborate on experiences related to this bimodal or phased approach during the conference. If you or your company wants to contribute to this conference, please let the program committee know. There is already a good set of content planned. However, one or two inspiring presentations from the field are always welcome.
Click on this link to apply for your contribution

Conclusion

There is a lot on-going related to PLM as you can see. As I mentioned in the first topic it is about education and engagement. Be engaged and I am looking forward to your response and contribution in one or more of the topics discussed.

Dear readers, it is time for me to relax and focus on Christmas and a New Year upcoming. I realize that not everyone who reads my posts will be in the same mood. You might have had your New Year three months ago or have New Year coming up in a few months. This is the beauty and challenge of a global, multicultural diverse society. Imagine we are all doing the same, would you prefer such a world ? Perhaps it would give peace to the mind (no surprises, everything predictable) however for human survival we need innovation and new ways of life.

This mindset is also applicable to manufacturing companies. Where in the past companies were trying to optimize and standardize their processes driven by efficiency and predictability, now due to the dynamics of a globally connected world, businesses need to become extremely flexible however still reliable and profitable.

How will they make the change ?

Digital transformation is one of the buzz words pointing to the transition process. Companies need to go through a change to become flexible for the future and deliver products or solutions for the individual customer. Currently companies invest in digital transformation, most of the time in areas that bring direct visibility to the outside world or their own management, not necessarily delivering profitable results as a recent article from McKinsey illustrated: The case for digital reinvention.

And for PLM ?

I have investigated digital transformation in relation to PLM  with particular interest this year as I worked with several companies that preached to the outside world that they are changing or were going to make a change. However what is happening at the PLM level ? Most of the time nothing. Some new tools, perhaps some new disciplines like software engineering become more critical. However the organization and people do not change their ways of working as in particular the ongoing business and related legacy are blocking the change.

Change to ?

This is another difficult question to answer.  There is no clearly defined path to share. Yes, modern PLM will be digital PLM, it will be about data-driven connected information. A final blueprint for digital PLM does not exist yet. We are all learning and guessing.  You can read my thoughts here:

Software vendors in various domains are all contributing to support a modern digital product innovation management future. But where to start?  Is it the product innovation platform? Is it about federated solutions? Model-Based? Graph-databases? There are even people who want to define the future of PLM.  We can keep throwing pieces of the puzzle on the table, but all these pieces will not lead to a single solved puzzle. There will be different approaches based on your industry and your customers. Therefore, continuous learning and investing time to understand the digital future is crucial. This year’s PDT Europe conference was an excellent event to learn and discuss the themes around a model-based lifecycle enterprise. You can read my reviews here: The weekend after PDT Europe 2017 part 1 and part 2.

The next major event where I plan to discuss and learn about modern PLM topics is the upcoming PI PLMx event in Hamburg on February 19-20 organized by MarketKey. Here I will discuss the Model-Based Enterprise and lecture about the relation between PLM and digital transformation. Hoping to see some of you there for exciting discussions and actions.

Conclusion

Merry Christmas for those who are celebrating and a happy, healthy and prosperous 2018 to all of you. Thanks for your feedback. Keep on asking questions or propose other thoughts as we are all learning. The world keeps on turning, however for me the next two weeks will the time relax.

Talk to you in 2018 !

 

Last week I posted my first review of the PDT Europe conference. You can read the details here: The weekend after PDT Europe (part 1).  There were some questions related to the abbreviation PDT. Understanding the history of PDT, you will discover it stands for Product Data Technology. Yes, there are many TLA’s in this world.

Microsoft’s view on the digital twin

Now back to the conference. Day 2 started with a remote session from Simon Floyd. Simon is Microsoft’s Managing Director for Manufacturing Industry Architecture Enterprise Services and a frequent speaker at PDT. Simon shared with us Microsoft’s viewpoint of a Digital Twin, the strategy to implement a Digit Twin, the maturity status of several of their reference customers and areas these companies are focusing. From these customers it was clear most companies focused on retrieving data in relation to maintenance, providing analytics and historical data. Futuristic scenarios like using the digital twin for augmented reality or design validation. As I discussed in the earlier post, this relates to my observations, where creating a digital thread between products in operations is considered as a quick win. Establishing an end-to-end relationship between products in operation and their design requires many steps to fix. Read my post: Why PLM is the forgotten domain in digital transformation.

When discussing the digital twin architecture, Simon made a particular point for standards required to connect the results of products in the field. Connecting a digital twin in a vendor-specific framework will create a legacy, vendor lock-in, and less open environment to use digital twins. A point that I also raised in my presentation later that day.

Simon concluded with a great example of potential future Artificial Intelligence, where an asset based on its measurements predicts to have a failure before the scheduled maintenance stop and therefore requests to run with a lower performance so it can reach the maintenance stop without disruption.

Closing the lifecycle loop

Sustainability and the circular economy has been a theme at PDT for some years now too. In his keynote speech, Torbjörn Holm from Eurostep took us through the global megatrends (Hay group 2030) and the technology trends (Gartner 2018) and mapped out that technology would be a good enabler to discuss several of the global trends.

Next Torbjörn took us through the reasons and possibilities (methodologies and tools) for product lifecycle circularity developed through the ResCoM project in which Eurostep participated.

The ResCoM project (Resource Conservative Manufacturing) was a project co-funded by the European Commission and recently concluded. More info at www.rescom.eu

Torbjörn concluded discussing the necessary framework for Digital Twin and Digital Thread(s), which should be based on a Model-Based Definition, where ISO 10303 is the best candidate.

Later in the afternoon, there were three sessions in a separate track, related to design optimization for value, circular and re-used followed by a panel discussion. Unfortunate I participated in another track, so I have to digest the provided materials still. Speakers in that track were Ola Isaksson (Chalmers University), Ingrid de Pauw & Bram van der Grinten (IDEAL&CO) and Michael Lieder (KTH Sweden)

Connecting many stakeholders

Rebecca Ihrfors, CIO from the Swedish Defense Material Administration (FMV) shared her plans on transforming the IT landscape to harmonize the current existing environments and to become a broker between industry and the armed forces (FM). As now many of the assets come with their own data sets and PDM/PLM environments, the overhead to keep up all these proprietary environments is too expensive and fragmented. FWM wants to harmonize the data they retrieve from industry and the way they offer it to the armed forces in a secure way. There is a need for standards and interoperability.

The positive point from this presentation was that several companies in the audience and delivering products to Swedish Defense could start to share and adapt their viewpoints how they could contribute.

Later in the afternoon, there were three sessions in a separate track rented to standards for MBE inter-operability and openness that would fit very well in this context. Brian King (Koneksys), Adrian Murton (Airbus UK) and Magnus Färneland (Eurostep) provided various inputs, and as I did not attend these parallel sessions I will dive deeper in their presentations at a later time

PLM something has to change – bimodal and more

In my presentation, which you can download from SlideShare here: PLM – something has to change. My main points were related to the fact that apparently, companies seem to understand that something needs to happen to benefit really from a digital enterprise. The rigidness from large enterprise and their inhibitors to transform are more related to human and incompatibility issues with the future.

How to deal with this incompatibility was also the theme for Martin Eigner’s presentation (System Lifecycle Management as a bimodal IT approach) and Marc Halpern’s closing presentation (Navigating the Journey to Next Generation PLM).

Martin Eigner’s consistent story was about creating an extra layer on top of the existing (Mode 1) systems and infrastructure, which he illustrated by a concept developed based on Aras.

By providing a new digital layer on top of the existing enterprise, companies can start evolving to a modern environment, where, in the long-term, old Mode 1 systems will be replaced by new digital platforms (Mode 2). Oleg Shilovitsky wrote an excellent summary of this approach. Read it here: Aras PLM  platform “overlay” strategy explained.

Marc Halpern closed the conference describing his view on how companies could navigate to the Next Generation PLM by explaining in more detail what the Gartner bimodal approach implies. Marc’s story was woven around four principles.

Principle 1 The bimodal strategy as the image shows.

Principle 2 was about Mode 1 thinking in an evolutionary model. Every company has to go through maturity states in their organization, starting from ad-hoc, departmental, enterprise-based to harmonizing and fully digital integrated. These maturity steps also have to be taken into account when planning future steps.

Principle 3 was about organizational change management, a topic often neglected or underestimated by product vendors or service providers as it relates to a company culture, not easy to change and navigate in a particular direction.

Finally, Principle 4 was about Mode 2 activities. Here an organization should pilot (in a separate environment), certify (make sure it is a realistic future), adopt (integrate it in your business) and scale (enable this new approach to exists and grow for the future).

Conclusions

This post concludes my overview of PDT Europe 2017. Looking back there was a quiet aligned view of where we are all heading with PLM and related topics. There is the hype an there is reality, and I believe this conference was about reality, giving good feedback to all the attendees what is really happening and understood in the field. And of course, there is the human factor, which is hard to influence.

Share your experiences and best practices related to moving to the next generation of PLM (digital PLM ?) !

 

 

 

PDT Europe is over, and it was this year a surprising aligned conference, showing that ideas and concepts align more and more for modern PLM. Håkan Kårdén opened the conference mentioning the event was fully booked, about 160 attendees from over 19 countries. With a typical attendance of approx. 120 participants, this showed the theme of the conference: Continuous Transformation of PLM to support the Lifecycle Model-Based Enterprise was very attractive and real. You can find a history of tweets following the hashtag #pdte17

Setting the scene

Peter Bilello from CIMdata kicked-off by bringing some structure related to the various Model-Based areas and Digital Thread. Peter started by mentioning that technology is the least important issue as organization culture, changing processing and adapting people skills are more critical factors for a successful adoption of modern PLM. Something that would repeatedly be confirmed by other speakers during the conference.

Peter presented a nice slide bringing the Model-Based terminology together on one page. Next, Peter took us through various digital threads in the different stages of the product lifecycle. Peter concluded with the message that we are still in a learning process redefining optimal processes for PLM, using Model-Based approaches and Digital Threads and thanks (or due) to digitalization these changes will be rapid. Ending with an overall conclusion that we should keep in mind:


It isn’t about what we call digitalization; It is about delivering value to customers and all other stakeholders of the enterprise

Next Marc Halpern busted the Myth of Digital Twins (according to his session title) and looked into realistic planning them. I am not sure if Marc smashed some of the myths although it is sure Digital Twin is at the top of the hype cycle and we are all starting to look for practical implementations. A digital twin can have many appearances and depends on its usage. For sure it is not just a 3D Virtual model.

There are still many areas to consider when implementing a digital twin for your products. Depending on what and how you apply the connection between the virtual and the physical model, you have to consider where your vendor really is in maturity and avoid lock in on his approach. In particular, in these early stages, you are not sure which technology will last longer, and data ownership and confidentially will play an important role. And opposite to quick wins make sure your digital twin is open and use as much as possible open standards to stay open for the future, which also means keep aiming for working with multiple vendors.

Industry sessions

Next, we had industry-focused sessions related to a lifecycle Model-Based enterprise and later in the afternoon a session from Outotec with the title: Managing Installed Base to Unlock Service opportunities.

The first presentation from Väino Tarandi, professor in IT in Construction at KTH Sweden presented his findings related to BIM and GIS in the context of the lifecycle, a test bed where PLCS meets IFC. Interesting as I have been involved in BIM Level 3 discussions in the UK, which was already an operational challenge for stakeholders in the construction industry now extended with the concept of the lifecycle. So far these projects are at the academic level, and I am still waiting for companies to push and discover the full benefits of an integrated approach.

Concepts for the industrial approach could be learned from Outotec as you might understand later in this post. Of course the difference is that Outotec is aiming for data ownership along the lifecycle, where in case of the construction industries, each silo often is handled by a different contractor.

Fredrik Ekström from Swedish Transport Administration shared his challenges of managing assets for both road and railway transport – see image on the left. I have worked around this domain in the Netherlands, where asset management for infrastructure and asset management for the rail infrastructure are managed in two different organizations. I believe Fredrik (and similar organizations) could learn from the concepts in other industries. Again Outotec’s example is also about having relevant information to increase service capabilities, where the Swedish Transport Administration is aiming to have the right data for their services. When you look at the challenges reported by Fredrik, I assume he can find the answers in other industry concepts.

Outotec’s presentation related to managing installed base and unlock service opportunities explained by Sami Grönstrand and Helena Guiterrez was besides entertaining easy to digest content and well-paced. Without being academic, they explained somehow the challenges of a company with existing systems in place moving towards concepts of a digital twin and the related data management and quality issues. Their practical example illustrated that if you have a clear target, understanding better a customer specific environment to sell better services, can be achieved by rational thinking and doing, a typical Finish approach. This all including the “bi-modal approach” and people change management.

Future Automotive

Ivar Hammarstadt, Senior Analyst Technology Intelligence for Volvo Cars Corporation entertained us with a projection toward the future based on 160 years of automotive industry. Interesting as electrical did not seem to be the only way to go for a sustainable future depending on operational performance demands.

 

Next Jeanette Nilsson and Daniel Adin from Volvo Group Truck shared their findings related to an evaluation project for more than one year where they evaluated the major PLM Vendors (Dassault Systemes / PTC / Siemens) on their Out-of-the-box capabilities related to 3D product documentation and manufacturing.

They concluded that none of the vendors were able to support the full Volvo Truck complexity in a OOTB matter. Also, it was a good awareness project for Volvo Trucks organization to understand that a common system for 3D geometry reduces the need for data transfers and manual data validation. Cross-functional iterations can start earlier, and more iterations can be performed. This will support a shortening of lead time and improve product quality. Personally, I believe this was a rather expensive approach to create awareness for such a conclusion, pushing PLM vendors in a competitive pre-sales position for so much detail.

Future Aerospace

Kenny Swope from Boeing talked us through the potential Boeing journey towards a Model-Based Enterprise. Boeing has always been challenging themselves and their partners to deliver environments close to what is possible. Look at the Boeing journey and you can see that already in 2005 they were aiming for an approach that most of current manufacturing enterprises cannot meet. And now they are planning their future state.

To approach the future state Boeing aims to align their business with a single architecture for all aspects of the company. Starting with collecting capabilities (over 400 in 6 levels) and defining value streams (strategic/operational) the next step is mapping the capabilities to the value streams.  Part of the process would be to look at the components of a value stream if they could be fulfilled by a service. In this way you design your business for a service-oriented architecture, still independent from any system constraints. As Kenny states the aerospace and defense industry has a long history and therefore slow to change as its culture is rooted in the organization. It will be interesting to learn from Kenny next hear how much (mandatory) progress towards a model-based enterprise has been achieved and which values have been confirmed.

Gearing up for day 2

Martin Eigner took us in high-speed mode through his vision and experience working in a bi-modular approach with Aras to support legacy environments and a modern federated layer to support the complexity of a digital enterprise where the system architecture is leading. I will share more details on these concepts in my next post as during day 2 of PDT Europe both Marc Halpern and me were talking related to this topic, and I will combine it in a more extended story.

The last formal presentation for day one was from Nigel Shaw from Eurostep Ltd where he took us through the journey of challenges for a model-based enterprise. As there will not be a single model that defines all, it will be clear various models and derived models will exist for a product/system.  Interesting was Nigel’s slide showing the multiple models disciplines can have from an airplane (1948). Similar to the famous “swing” cartoon, used to illustrate that every single view can be entirely different from the purpose of the product.

Next are these models consistent and still describing the same initial specified system. On top of that, even the usage of various modeling techniques and tools will lead to differences in the system. And the last challenge on top is managing the change over the system’s lifecycle. From here Nigel stepped into the need for digital threads to govern relations between the various views per discipline and lifecycle stage, not only for the physical and the virtual twin.  When comparing the needs of a model-based enterprise through its lifecycle, Nigel concluded that using PLCS as a framework provides an excellent fit to manage such complexity.

Finally, after a panel discussion, which was more a collection of opinions as the target was not necessary to align in such a short time, it was time for the PDT dinner always an excellent way to share thoughts and verify them with your peers.

Conclusion

Day 1 was over before you knew it without any moment of boredom and so I hope is also this post. Next week I will close reviewing the PDT conference with some more details about my favorite topics.

 

At this moment there are two approaches to implement PLM. The most common practice is item-centric and model-centric will be potentially the best practice for the future. Perhaps your company still using a method from the previous century called drawing-centric. In that case, you should read this post with even more attention as there are opportunities to improve.

 

The characteristics of item-centric

In an item-centric approach, the leading information carrier is an item also known as a part. The term part is sometimes confusing in an organization as it is associated with a 3D CAD part. In SAP terminology the item is called Material, which is sometimes confusing for engineering as they consider Material the raw material. Item-centric is an approach where items are managed and handled through the whole lifecycle. In theory, an item can be a conceptual item (for early estimates), a design item (describing the engineering intent), a manufacturing item (defining how an item is consumed) and potentially a service item.

The picture below illustrates the various stages of an item-centric approach. Don’t focus on the structure, it’s an impression.

It is clear these three structures are different and can contain different item types. To read more about the details for an EBOM/MBOM approach read these post on my blog:

Back to item-centric. This approach means that the item is the leading authority of the product /part. The id and revision describe the unique object in the database, and the status of the item tells you in the current lifecycle stage for the item. In some cases, where your company makes configurable products also the relation between two items can define effectivity characteristics, like data effectivity, serial number effectivity and more. From an item structure, you can find its related information in context. The item points to the correct CAD model, the assembly or related manufacturing drawings, the specifications. In case of an engineering item, it might point towards approved manufacturers or approved manufacturing items.

Releasing an item or a BOM means the related information in context needs to validated and frozen too. In case your company works with drawings for manufacturing, these drawings need to be created, correct and released, which sometimes can be an issue due to some last-minute changes that can happen. The above figure just gives an impression of the potential data related to an item. It is important to mention that reports, which are also considered documents, do not need an approval as they are more a snapshot of the characteristics at that moment of generation.

The advantages of an item-centric approach are:

  • End-to-end traceability of information
  • Can be implemented in an evolutionary approach after PDM-ERP without organizational changes
  • It enables companies to support sharing of information
  • Sharing of information forces companies to think about data governance
    (not sure if a company wants to invest on that topic)

The main disadvantages of an item-centric approach are:

  • Related information on the item is not in context and therefore requires its own management and governance to ensure consistency
  • Related information is contained in documents, where availability and access is not always guaranteed

Still, the item-centric approach brings big benefits to a company that was working in a classical drawing-driven PDM-ERP approach. An additional remark needs to be made that not every company will benefit from an item-centric approach as typically Engineering-to-Order companies might find this method creating too much overhead.

The characteristics of Model-Centric

A model-centric approach is considered the future approach for modern enterprises as it brings efficiency, speed, multidisciplinary collaboration and support for incremental innovation in an agile way. When talking about a model-centric approach, I do not mean a 3D CAD model-centric approach. Yes, in case the product is mature, there will be a 3D Model serving as a base for the physical realization of the product.

However, in the beginning, the model can be still a functional or logical model. In particular, for complex products, model-based systems engineering might be the base for defining the solution. Actually, when we talk about products that interact with the outside world through software, we tend to call them systems. This explains that model-based systems engineering is getting more and more a recommended approach to make sure the product works as expected, fulfills all the needs for the product and creates a foundation for incremental innovation without starting from scratch.

Where the model-based architecture provides a framework for all stakeholders, the 3D CAD model will be the base for a digital thread towards manufacturing. Linking parameters from the logical and functional model towards the physical model a connection is created without the need to create documents or input-files for other disciplines. Adding 3D Annotations to the 3D CAD model and manufacturing process steps related to the model provides a direct connection to the manufacturing process.

The primary challenge of this future approach is to have all these data elements (requirements, functions, components, 3D design instances, manufacturing processes & resources to be connected in a federated environment (the product innovation platform). Connecting, versioning and baselining are crucial for a model-centric approach. This is what initiatives like Industry 4.0 are now exploring through demonstrators, prototypes to get a coherent collection of managed data.

Once we are able to control this collection of managed data concepts of digital twin or even virtual twin can be exploited linking data to a single instance in the field.

Also, the model can serve as the foundation for introduction incremental innovation, bringing in new features.  As the model-based architecture provides direct visibility for change impact (there are no documents to study), it will be extremely lean and cost-efficient to innovate on an existing product.

Advantages of model-centric

  • End-to-end traceability of all data related to a product
  • Extremely efficient in data-handling – no overhead on data-conversions
  • Providing high-quality understanding of the product with reduced effort compared to drawing-centric or item-centric approaches
  • It is scalable to include external stakeholders directly (suppliers/customers) leading to potential different, more beneficial business models
  • Foundation for Artificial Intelligence at any lifecycle step.

Disadvantages of model-centric

  • It requires a fundamentally different way of working compared to past. Legacy departments, legacy people, and legacy data do not fit directly into the model-centric approach. A business transformation is required, not evolution.
  • It is all about sharing data, which requires an architecture that is built to share information across Not through a service bus but as a (federated) platform of information.
    A platform requires a strong data governance, both from the dictionary as well as authorizations which discipline is leading/following.
  • There is no qualified industrial solution from any vendor yet at this time. There is advanced technology, there are demos, but to my knowledge, there is no 100% model-centric enterprise yet. We are all learning. Trying to distinguish reality from the hype.

 

Conclusions

The item-centric approach is the current best practice for most PLM implementations. However, it has the disadvantage that it is not designed for a data-driven approach, the foundation of a digital enterprise. The model-centric approach is new. Some facets already exist. However, for the total solution companies, vendors, consultants, and implementers are all learning step-by-step how it all connects. The future of model-centric is promising and crucial for survival.

Do you want to learn where we are now related to a model-centric approach?
Come to PDT2017 in Gothenburg on 18-19th October and find out more from the experts and your peers.

clip_image002It is already the 6th consecutive year that MarketKey organized the Product Innovation conference with its primary roots in PLM. For me, the PI conferences have always been a checkpoint for changes and progress in the field.

This year about 100 companies participated in the event with the theme: Digital Transformation. From Hype to Value? Sessions were split into three major streams: digital transformation, extended PLM, and Business Enabled Innovation larded with general keynote speeches. I wanted to attend all sessions (and I will do virtually later through PI.TV), but in this post, my observations are from the event highlights from the extended PLM sessions.

From iCub to R1

ittGiorgio Metta gave an overview of the RobotCub project, where teams are working on developing a robot that can support human beings in our day-to-day live. Some of us are used to industrial robots and understand their constraints. A robot to interact with human beings is extreme more complex, and its development is still in the early stages. This type of robot needs to learn and interpret its environment while remaining accurate and safe for the persons interacting with the robot.

One of the interesting intermediate outcome from the project is that a human-like robot with legs and arms is far too expensive and complicated to handle. Excellent for science fiction movies, but in reality too difficult to control its balance and movements.

This was an issue with the iCUB robot. Now Giorgio and the teams are working on the new R1 robot, maybe not “as-human” as the iCUB robot, but more affordable. It is not only the mechanics that challenge the researchers. Also, the software supporting the artificial intelligence required for a self-learning and performing safe robot is still in the early days.

clip_image004

An inspiring keynote speech to start the conference.

Standardizing PLM Components

The first Extended PLM session was Guido Klette (Rheinmetall), describing the challenges the Rheinmetall group has related to develop and support PLM needs. The group has several PLD/PLM-like systems in place. Guido does not believe in one size fits all to help every business in the group. They have already several PLM “monsters” in their organization. For more adequate support, Rheinmetall has defined a framework with PLM components and dependencies to a more granular choice of functionality to meet individual businesses.

Rheinmetal components

A challenge for this approach, identified by a question from the audience, is that it is a very scientific approach not addressing the difference in culture between countries. Guido agreed and mentioned that despite culture, companies joining the Rheinmetall group most of the time were happy to adhere to such a structured approach.

My takeaway: the component approach fits very well with the modern thinking that PLM should not be supported by a single “monster” system but can be addressed by components providing at the end the right business process support.

PLM as a business asset

husqvarnagroupBjörn Axling gave an excellent presentation describing the PLM perspective from the Husqvarna group. He addressed the external and internal challenges and opportunities for the group in a structured and logical approach which probably apply for most manufacturing companies in a global market. Björn explained that in the Husqvarna group PLM is considered as a business approach, more than ever, Product Lifecycle Management needs to be viewed as the DNA of a company which was the title of one of his slides.

Husqvarna

I like his eleven key imperatives (see the above picture) in particular key imperative #9 which is often forgotten:

Take definitions, nomenclature and data management very seriously – the devil is in the details.

This point will always fire back on you if you did not give it the needed attention from the start. Of course, the other ten points are also relevant. The challenge in every PLM project is to get these points addressed and understood in your company.

How to use PLM to enable Industry 4.0?

EignerMartin Eigner´s presentation was building upon his consistent messages that PDM and PLM should be evolving into SysML with a growing need for Model-Based Systems Engineering (MBSE) support.

The title of the presentation was related to Industry 4.0 more focusing on innovation in for Germany´s manufacturing industry. Germany has always been strong in manufacturing, not so strong in product innovation. Martin mentioned that later this year the German government will start another initiative, Engineering 4.0, which should be exciting for our PLM community.

Martin elaborated on the fact that end-to-end support for SysLM can be achieved through a backbone based on linked data. Do not try to solve all product information views in a single system is the lesson learned and preached.

Eigner-Bimodal

For me, it was interesting to see that also Martin picked up on the bimodal approach for PLM, required to support a transition to a modern digital enterprise (see picture). We cannot continue to build upon our old PLM environments to support, future digital businesses.

PLM and Digital Transformation

In my afternoon session (Jos Voskuil), I shared the observations that companies invest a lot in digital transformation downstream by introducing digital platforms for ERP, CRM, MES and Operations. PLM is often the forgotten platform that needs to change to support a digital enterprise with all its benefits. You can see my presentation here on SlideShare. I addressed here the bimodal approach as discussed in a previous blog post, introduced in Best Practices or Next Practices.

TacitBerlin2017Conclusions

In case your company is not ready yet for a digital transformation or bimodal approach I addressed the need to become model-driven instead of document-driven. And of course for a digital enterprise, the quality of the data counts. I wrote about these topics recently: Digital PLM requires a Model-Based Enterprise and The importance of accurate data: ACT NOW!

Closed-Loop PLM

The last extended PLM presentation from day 1 was given by Felix Nyffenegger, professor for PLM/CAx at HSR (University of Applied Science in Rapperswil (CH)). Felix shared his discovery journey into Industry 4.0, and IoT combined with experiences from the digitalLab@HSR, leading into the concept of closed-loop PLM.

ClosedLoop

I liked in particular how Felix brought the various views on the product together into one diagram, telling the full story of closed-loop PLM – necessary for a modern implementation framework.

A new age for airships

The last presentation of the day was from Chris Daniels describing the journey of Hybrid Air Vehicles with their Airlander 10 project. Where the classical airships, the most infamous perhaps the Hindenburg, have disappeared due to their flaws, the team of Hybrid Air Vehicles built upon the concept of airships in a defense project with the target to deliver a long endurance multi-intelligence vehicle. The advantage of airships is that they can stay in the air for several days, serving as communication hotspot, communication or rescue ship for places hard to reach with traditional aircraft or helicopter. The Airlander can be operation without going back to a base for 5 days, which is extremely long when you compare this to other aircraft.

airlander

The Airlander project is a typical example of incremental innovation used to optimize and extend the purpose of an airship. Combined with the fact that Chris was an excellent speaker made it a great closure of the day

Conclusion

This post is just an extract of one day and one stream of the conference. Already too large for a traditional blog post. Next week I will follow-up with day two and respond beyond 140 characters to the tweet below:

WhyNotInPLM

NL-PLMAs a genuine Dutchman, I was able to spend time last month in the Netherlands, and I attended two interesting events: BIMOpen2015, where I was invited to speak about what BIM could learn from PLM (see Dutch review here) and the second event: Where engineering meets supply chain organized by two startup companies located in Yes!Delft an incubator place working close to the technical university of Delft (Dutch announcement here)

Two different worlds and I realized later, they potential have the same future. So let’s see what happened.

BIMopen 2015

bimopenBIMopen 2015 had the theme: From Design to Operations and the idea of the conference was to bring together construction companies (the builders) and the facility managers (the operators) and discuss the business value they see from BIM.

First I have to mention that BIM is a confusing TLA like PLM. So many interpretations of what BIM means. For me, when I talk about BIM I mean Building Information Management. In a narrower meaning, BIM is often considered as a Building Information Model – a model that contains all multidisciplinary information. The last definition does not deal with typical lifecycle operations, like change management, planning, and execution.

The BIMopen conference started with Ellen Joyce Dijkema from BDO consultants who addressed the cost of failure and the concepts of lean. Thinking. The high cost of failure is known and accepted in the construction industry, where at the end of the year profitability can be 1 % of turnover (with a margin of +/- 3 % – so being profitable is hard).

Lean thinking requires a cultural change, which according to Ellen Joyce is an enormous challenge, where according to a study done by Prof Dr. A. Cozijnsen there is only 19 % of chance this will be successful, compared to 40 % chance of success for new technology and 30 % of chance for new work processes.

succes

It is clear changing culture is difficult and in the construction industry it might be even harder. I had the feeling a large part of the audience did not grasp the opportunity or could find a way to apply it to their own world.

My presentation about what BIM could learn from PLM was similar. Construction companies have to spend more time on upfront thinking instead of fixing it later (costly). In addition thinking about the whole lifecycle of a construction, also in operations can bring substantial revenue for the owner or operator of a construction. Where traditional manufacturing companies take the entire lifecycle into account, this is still not understood in the construction industry.

This point was illustrated by the fact that there was only one person in the audience with the primary interest to learn what BIM could contribute to his job as facility manager and half-way the conference he still was not convinced BIM had any value for him.

PLMandBIM

A significant challenge for the construction industry is that there is no end-to-end ownership of data, therefore having a single company responsible for all the relevant and needed data does not exist. Ownership of data can result in legal responsibility at the end (if you know what to ask for) and in a risk shifting business like the construction industry companies try to avoid responsibility for anything that is not directly related to the primary activities.

Some larger companies during the conference like Ballast Nedam and HFB talked about the need to have a centralized database to collect all the data related to a construction (project). They were building these systems themselves, probably because they were not aware of PLM systems or did not see through the first complexity of a PLM system, therefore deciding a standard system will not be enough.

whyworryI believe this is short-term thinking as with a custom system you can get quick results and user acceptance (it works the way the user is asking for) however custom systems have always been a blockage for the future after 10-15 years as they are developed with a mindset from that time.

If you want to know, learn more about my thoughts have a look at 2014 the year the construction industry did not discover PLM. I will write a new post at the end of the year with some positive trends. Construction companies start to realize the benefits of a centralized data-driven environment instead of shifting documents and risks.

The cloud might be an option they are looking for. Which brings me to the second event.

Engineering meets Supply Chain

This was more an interactive workshop / conference where two startups KE-Works and TradeCloud illustrated the individual value of their solution and how it could work in an integrated way. I had been in touch with KE-Works before because they are an example of the future trend, platform-thinking. Instead of having one (or two) large enterprise system(s), the future is about connecting data-centric services, where most of them can run in the cloud for scalability and performance.

KE-Works provides a real-time workflow for engineering teams based on knowledge rules. Their solution runs in the cloud but connects to systems used by their customers. One of their clients Fokker Elmo explained how they want to speed up their delivery process by investing in a knowledge library using KE-works knowledge rules (an approach the construction industry could apply too)

image

In general if you look at what KE-works does, it is complementary to what PLM-systems or platforms do. They add the rules for the flow of data, where PLM-systems are more static and depend on predefined processes.

tradecloudTradeCloud provides a real-time platform for the supply chain connecting purchasing and vendors through a data-driven approach instead of exchanging files and emails. TradeCloud again is another example of a collection of dedicated services, targeting, in this case, the bottom of the market. TradeCloud connects to the purchaser’s ERP and can also connect to the vendor’s system through web services.

The CADAC group, a large Dutch Autodesk solution provided also showed their web-services based solution connecting Autodesk Vault with TradeCloud to make sure the right drawings are available. The name of their solution, the “Cadac Organice Vault TradeCloud Adapter” is more complicated than the solution itself.

observationWhat I saw that afternoon was three solutions providers connected using the cloud and web services to support a part of a company’s business flow. I could imagine that adding services from other companies like OnShape (CAD in the cloud), Kimonex (BOM Management for product design in the cloud) and probably 20 more candidates can already build and deliver a simplified business flow in an organization without having a single, large enterprise system in place that connects all.

The Future

InnovDilemmaI believe this is the future and potential a breakthrough for the construction industry. As the connections between the stakeholders can vary per project, having a configurable combination of business services supported by a cloud infrastructure enables an efficient flow of data.

As a PLM expert, you might think all these startups with their solutions are not good enough for the real world of PLM. And currently they are not – I agree. However disruption always comes unnoticed. I wrote about it in 2012 (The Innovators Dilemma and PLM)

Conclusion

Innovation happens when you meet people, observe and associate in areas outside your day-to-day business. For me, these two events connected some of the dots for the future. What do you think? Will a business process based on connected services become the future?

Sometimes we have to study careful to see patterns have a look here what is possible according to some scientists (click on the picture for the article)

 

image

7years

Two weeks ago I got this message from WordPress, reminding me that I started blogging about PLM on May 22nd in 2008. During some of my spare time during weekends, I began to read my old posts again and started to fix links that have been disappearing.

Initially when I started blogging, I wanted to educate mid-market companies about PLM. A sentence with a lot of ambiguities. How do you define the mid-market and how do you define PLM are already a good start for a boring discussion. And as I do not want to go into a discussion, here are my “definitions”

Warning: This is a long post, full of generalizations and a conclusion.

PLM and Mid-market

The mid-market companies can be characterized as having a low-level of staff for IT and strategic thinking. Mid-market companies are do-ers and most of the time they are good in their domain based on their IP and flexibility to deliver this to their customer base. I did not meet mid-market companies with a 5-year and beyond business vision. Mid-market companies buy systems. They bought an ERP system 25-30 years ago (the biggest trauma at that time). They renewed their ERP system for the Y2K problem/fear and they switched from drawing board towards a 2D CAD system. Later they bought a 3D CAD system, introducing the need for a PDM system to manage all data.

PLM is for me a vision, a business approach supported by an IT-infrastructure that allows companies to share and discover and connect product related information through the whole lifecycle. PLM enables companies to react earlier and better in the go-to-market process. Better by involving customer inputs and experience from the start in the concept and design phases. Earlier thanks to sharing and involving other disciplines/suppliers before crucial decisions are made, reducing the amount of iterations and the higher costs of late changes.

PLM_profSeven years ago I believed that a packaged solution, combined with a pre-configured environment and standard processes would be the answer for mid-market companies. The same thought currently PLM vendors have with a cloud-based solution. Take it, us it as it is and enjoy.

Here I have changed my opinion in the past seven years. Mid-market companies consider PLM as a more complex extension of PDM and still consider ERP (and what comes with that system) as the primary system in the enterprise. PLM in mid-market companies is often seen as an engineering tool.

LESSON 1 for me:
The benefits of PLM are not well-understood by the mid-market

To read more:

PLM for the mid-market – mission impossible?

PLM for the SMB – a process or culture change ?

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

Mid-market PLM – what did I learn in 2009 ?

Implementing PLM is a change not a tool

Mid-market deadlocks for PLM

Who decides for PLM in a mid-market company ?

More on: Who decides for PLM in a mid-market company ?

Globalization and Education

globalIn the past seven years, globalization became an important factor for all type of companies. Companies started offshoring labor intensive work to low-labor-cost countries introducing the need for sharing product data outside their local and controlled premises. Also, acquisitions by larger enterprises and by some of the dominant mid-market companies, these acquisitions introduced a new area of rethinking. Acquisitions introduced discussions about: what are real best practices for our organization? How can we remain flexible, meanwhile adapt and converge our business processes to be future ready?

Here I saw two major trends in the mid-market:

Lack of (PLM) Education

dummies_logoTo understand and implement the value of PLM, you need to have skills and understanding of more than just a vendor-specific PLM system. You need to understand the basics of change processes (Engineering Change Request, Engineering Change Order, Manufacturing Change Order and more). And you need to understand the characteristics of a CAD document structure, a (multidisciplinary) EBOM, the MBOM (generic and/or plant specific) and the related Bill of Processes. This education does not exist in many countries and people are (mis-)guided by their PLM/ERP vendor, explaining why their system is the only system that can do the job.

Interesting enough the most read posts on my blog are about the MBOM, the ETO, BTO and CTO processes. This illustrates there is a need for a proper, vendor-independent and global accepted terminology for PLM

Some educational posts:

Bill of Materials for Dummies – ETO  ranked #1

ECR/ECO for Dummies ranked #2

BOM for Dummies – CTO  ranked #4

BOM for Dummies: BOM and CAD  ranked #7

BOM for Dummies – BTO

Where does PLM start beyond document management ?

The dominance of ERP

swissAs ERP systems were introduced long before PLM (and PDM), these systems are often considered by the management of a mid-market company as the core. All the other tools should be (preferably) seen as an extension of ERP and if possible, let´s implement ERP vendor´s functionality to support PLM – the Swiss knife approach – one tool for everything. This approach is understandable as at the board level there are no PLM discussions. Companies want to keep their “Let´s do it”-spirit and not reshuffle or reorganize their company, according to modern insights of sharing. Strangely enough, you see in many businesses the initiative to standardize on a single ERP system first, instead of standardizing on a single PLM approach first. PLM can bring the global benefits of product portfolio management and IP-sharing, where ERP is much more about local execution.

LESSON 2:
PLM is not understood at the board level, still considered as a tool

Some post related to PLM and ERP

Where is the MBOM ?  ranked #3

Connecting PLM and ERP (post 1)(post 2)(post 3) ranked #8

Can ERP vendors do PLM ?

PLM and ERP – the culture change

PLM and ERP – continued

5 reasons not to implement PLM – Reason #3 We already have an ERP system

The human factor

whyworryA lot of the reasons why PLM has the challenge to become successful have to do with its broad scope. PLM has an unclear definition and most important, PLM forces people to share data and work outside their comfort zones. Nobody likes to share by default. Sharing makes day-to-day life more complicated, sharing might create visibility on what you actually contribute or fix. In many of my posts, I described these issues from various viewpoints: the human brain, the innovators dilemma, the way the older generation (my generation) is raised and used to work. Combined with the fact that many initial PLM/PDM implementations have created so many legacies, the need to change has become a risk. In the discussion and selection of PLM I have seen many times that in the end a company decides to keep the old status quo (with new tools) instead of really having the guts to move toward the future. Often this was a result of investors not understanding (and willing to see) the long term benefits of PLM.

LESSON 3:
PLM requires a long-term vision and understanding, which most of the time does not fit current executive understanding (lack of education/time to educate) and priority (shareholders)

Many recent posts are about the human factor:

The Innovator´s dilemma and PLM

Our brain blocks PLM acceptance

PLM and Blockers

The PLM paradox for 2015

PLM and Global Warming

Τα πάντα ρεί

PLM is doomed, unless ……

How to get users excited or more committed to a new PLM system?

The digital transformation

econimistThe final and most significant upcoming change is the fact that we are entering a complete new era: From linear and  predictable towards fast and iterative, meaning that classical ways we push products to the market will become obsolete. The traditional approach was based on lessons learned from mechanical products after the second world-war. Now through globalization and the importance of embedded software in our products, companies need to deliver and adapt products faster than the classical delivery process as their customers have higher expectations and a much larger range to choose from. The result from this global competitiveness is that companies will change from delivering products towards a more-and-more customer related business model (continuous upgrades/services). This requires companies to revisit their business and organization, which will be extremely difficult. Business wise and human change require new IT concepts – platform? / cloud services? / Big data?

Older enterprises, mid-market and large enterprises will be extremely challenged to make this change in the upcoming 10 years. It will be a matter of survival and I believe the Innovator´s Dilemma applies here the most.

LESSON 4:
The digital transformation is apparent as a trend for young companies and strategic consultants. This message is not yet understood at the board level of many businesses.

 

Some recent post related to this fast upcoming trend:

From a linear world to fast and circular ?

Did you notice PLM is changing?

Documents or Intelligent Data ?

The difference between files and data-oriented – a tutorial (part 1)(part 2)(part 3)

PLM is dead, long live …… ?

PLM, Soccer and game changing

PLM and/or SLM? – (part 1)(part 2)

Breaking down the silos with data

ROI (Return On Investment)

No_roiI also wrote about ROI – a difficult topic to address as in most discussions related to ROI, companies are talking about the costs of the implementation, not about the tremendous larger impact a new business approach or model can have, once enabled through PLM. Most PLM ROI discussions are related to efficiency and quality gains, which are significant and relevant. However these benefits are relative small and not comparable with the ability to change your business (model) to become more customer centric and stay in business.

Some of the ROI posts:

To PLM or Not to PLM – measuring the planning phase  ranked #5

Free PLM Software does not help companies  ranked #6

PLM: What is the target?

PLM selection–additional thoughts

PLM Selection: Proof Of Concept observations

Where is my PLM Return On Investment (ROI) ?

A PLM success story with ROI

Conclusion

A (too) long post this time however perhaps a good post to mark 7 years of blogging and use it as a reference for the topics I briefly touched here. PLM has many aspects. You can do the further reading through the links.

From the statistics it is clear that the education part scores the best – see rankings. For future post, let me know by creating a comment what you are looking for in this blog: PLM Mid-Market, Education, PLM and ERP, Business Change, ROI, Digitalization, or …??

Also I have to remain customer centric – thanks for reading and providing your feedback

nochangecartoon

Above Image courtesy of the marketoonist.com – Tom Fishburne
Image related to digital transformation: The Economist – the onrushing wave

changeBusiness is changing and becoming digital as you might have noticed. If you haven´t noticed it, you might be disconnected from the world or work in a stable silo. A little bit simplified and provocative otherwise you would not read further.

The change towards digital also has its effect on how PLM is evolving. Initially considered as an extension of PDM, managing engineering data, slowly evolving to an infrastructure to support the whole product lifecycle.

The benefits from a real PLM infrastructure are extremely high as it allows people to work smarter, identify issues earlier and change from being reactive towards proactive. In some industries, this change in working is they only way to stay in business. Others with still enough margin will not act.

Note: I am talking about a PLM infrastructure as I do not believe in a single PLM system anymore. For me PLM is supported through a collection of services across the whole product lifecycle, many potentially in one system or platform.

Changing from an engineering-centric system towards an infrastructure across the departmental silos is the biggest challenge for PLM. PLM vendors and ERP vendors with a PLM offering are trying provide this infrastructure and mainly fight against Excel. As an Excel file can easy pass the border from one department to the other. No vision needed for Excel.

A PLM infrastructure however requires a vision. A company has to look at its core business processes and decide on which information flows through the organization or even better their whole value chain.

Building this vision, understanding this vision and then being able to explain the vision is a challenge for all companies. Where sometime even management says

“Why do we need to have a vision, just fix the problem”

also people working in departments are not looking forward to change their daily routines because they need to share information. Here you here statements like

“Why people feel the need to look at the big picture. I want to have my work done.”

So if current businesses do not change, will there be a change?

Innovation

Here I see the digital world combined with search-based applications coming up. Search based applications allow companies to index their silos and external sources and get an understanding of the amount of data there exists. And from these results learn that there is a lot of duplicated data or invalid information at different places.

This awareness might create the understanding that if instead of having hundred thousands of Excels in the organization, it would be better to have the data inside a database, uniquely stored and connected to other relevant information.

I have described this process in my past three posts and agreed the context remains complex if you are not involved or interested in it.

To grasp this concept first of all, you need to have the will to understand it. There is a lot of strategic information out there from companies like Accenture, Capgemini and more.

Next if you want to understand it in a more down-to-earth manner it is important to listen and talk with your peers from other companies, other industries. This is currently happening all around the world and I invite you to participate.

Here is a list of events that I am attending or planned to attend but too far away:

October 7th Stockholm – ENOVIA user conference

imageHere I will participate as a panel member in the discussion around the concept of zero files. Here we want to explain and discuss to the audience what a data-centric approach means for an organization. Also, customers will share their experiences. This conference is focusing on the ENOVIA community – you can still register here

October 14th-15th Paris – Product Data Technology 2014 conference

pdteuropeHere I will speak about the PLM future (based on data) and what PLM should deliver for the future generations. This conference is much broader and addresses all PLM related topics in a broader perspective

October 28 Product Innovation conference in San Diego

picongressI have always enjoyed participating to this conference as like the PDT2014 it brings people together for networking and discussions. Mostly on business topics not on IT-issues.

November 26 Infuseit seminar in Copenhagen

imageRelative new in the Nordics Infuseit, a PLM consultancy company, is able to attract an audience that wants to work on understanding the PLM future. Instead of listening to presenters, here you are challenged to to discuss and contribute to build a common opinion. I will be there too.

 

Conclusion: It is time to prepare yourself for the change – it is happening and be educated an investment that will be rewarding for your company

What do you think – Is data-centric a dream ?

Translate

Email subscription to this blog

Advertisements
%d bloggers like this: