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After the first article discussing “The Future of PLM,” now again a post in the category of PLM and complementary practices/domains a topic that is already for a long time on the radar: Model-Based Definition, I am glad to catch up with Jennifer Herron, founder of Action Engineering, who is one of the thought leaders related to Model-Based Definition (MBD) and Model-Based Enterprise (MBE).

In 2016 I spoke with Jennifer after reading her book: “Re-Use Your CAD – The Model-Based CAD Handbook”. At that time, the discussion was initiated through two articles on Engineering.com. Action Engineering introduced OSCAR seven years later as the next step towards learning and understanding the benefits of Model-Based Definition.

Therefore, it is a perfect moment to catch up with Jennifer. Let’s start.

 

Model-Based Definition

Jennifer, first of all, can you bring some clarity in terminology. When I discussed the various model-based approaches, the first response I got was that model-based is all about 3D Models and that a lot of the TLA’s are just marketing terminology.
Can you clarify which parts of the model-based enterprise you focus on and with the proper TLA’s?

Model-Based means many things to many different viewpoints and systems of interest. All these perspectives lead us down many rabbit holes, and we are often left confused when first exposed to the big concepts of model-based.

At Action Engineering, we focus on Model-Based Definition (MBD), which uses and re-uses 3D data (CAD models) in design, fabrication, and inspection.

There are other model-based approaches, and the use of the word “model” is always a challenge to define within the proper context.

For MBD, a model is 3D CAD data that comes in both native and neutral formats

Another model-based approach is Model-Based Systems Engineering (MBSE). The term “model” in this context is a formalized application of modeling to support system requirements, design, analysis, verification and validation activities beginning in the conceptual design phase and continuing throughout development and later lifecycle phases.

<Jos> I will come back on Model-Based Systems Engineering in future posts

Sometimes MBSE is about designing widgets, and often it is about representing the entire system and the business operations. For MBD, we often focus our education on the ASME Y14.47 definition that MBD is an annotated model and associated data elements that define the product without a drawing.

Model-Based Definition for Everybody?

I believe it took many years till 3D CAD design became a commodity; however, I still see the disconnected 2D drawing used to specify a product or part for manufacturing or suppliers. What are the benefits of model-based definition?
Are there companies that will not benefit from the model-based definition?

There’s no question that the manufacturing industry is addicted to their drawings. There are many reasons why, and yet mostly the problem is lack of awareness of how 3D CAD data can make design, fabrication, and inspection work easier.

For most, the person doing an inspection in the shipping and receiving department doesn’t have exposure to 3D data, and the only thing they have is a tabulated ERP database and maybe a drawing to read. If you plop down a 3D viewable that they can spin and zoom, they may not know how that relates to their job or what you want them to do differently.

Today’s approach of engineering championing MBD alone doesn’t work. To evolve information from the 2D drawing onto the 3D CAD model without engaging the stakeholders (machinists, assembly technicians, and inspectors) never yields a return on investment.

Organizations that succeed in transitioning to MBD are considering and incorporating all departments that touch the drawing today.

Incorporating all departments requires a vision from the management. Can you give some examples of companies that have transitioned to MBD, and what were the benefits they noticed?

I’ll give you an example of a small company with no First Article Inspection (FAI) regulatory requirements and a huge company with very rigorous FAI requirements.

 

Note: click on the images below to enjoy the details.

The small company instituted a system of CAD modeling discipline that allowed them to push 3D viewable information directly to the factory floor. The assembly technicians instantly understood engineering’s requirements faster and better.

The positive MBD messages for these use cases are 3D  navigation, CAD Re-Use, and better control of their revisions on the factory floor.

 

The large company has added inspection requirements directly onto their engineering and created a Bill of Characteristics (BOC) for the suppliers and internal manufacturers. They are removing engineering ambiguity, resulting in direct digital information exchange between engineering, manufacturing, and quality siloes.

These practices have reduced error and reduced time to market.

The positive MBD messages for these use cases are unambiguous requirements capture by Engineering, Quality Traceability, and Model-Based PMI (Product and Manufacturing Information).

Model-Based Definition and PLM?

How do you see the relation between Model-Based Definition and PLM? Is a PLM system a complication or aid to implement a Model-Based Definition? And do you see a difference between the old and new PLM Vendors?

Model-Based Definition data is complex and rich in connected information, and we want it to be. With that amount of connected data, a data management system (beyond upload/download of documents) must keep all that data straight.

Depending on the size and function of an organization, a PLM may not be needed. However, a way to manage changes and collaboration amongst those using 3D data is necessary. Sometimes that results in a less sophisticated Product Data Management (PDM) system. Large organizations often require PLM.

There is significant resistance to doing MBD and PLM implementations simultaneously because PLM is always over budget and behind schedule. However, doing just MBD or just PLM without the other doesn’t work either. I think you should be brave and do both at once.

I think we can debate why PLM is always over budget and behind schedule. I hear the same about ERP implementations. Perhaps it has to deal with the fact that enterprise applications have to satisfy many users?

I believe that working with model versions and file versions can get mixed in larger organizations, so there is a need for PDM or PLM. Have you seen successful implementations of both interacting together?

Yes, the only successful MBD implementations are those that already have a matured PDM/PLM (scaled best to the individual business).

 

Model-Based Definition and Digital Transformation

In the previous question, we already touched on the challenge of old and modern PLM. How do you see the introduction of Model-Based Definition addressing the dreams of Industry 4.0, the Digital Twin and other digital concepts?

I just gave a presentation at the ASME Digital Twin Summit discussing the importance of MBD for the Digital Twin. MBD is a foundational element that allows engineering to compare their design requirements to the quality inspection results of digital twin data.

The feedback loop between Engineering and Quality is fraught with labor-intensive efforts in most businesses today.

Leveraging the combination of MBD and Digital Twin allows automation possibilities to speed up and increase the accuracy of the engineering to inspection feedback loop. That capability helps organizations realize the vision of Industry 4.0.

And then there is OSCAR.

I noticed you announced OSCAR. First, I thought OSCAR was a virtual aid for model-based definition, and I liked the launching page HERE. Can you tell us more about what makes OSCAR unique?

One thing that is hard with MBD implementation is there is so much to know. Our MBDers at Action Engineering have been involved with MBD for many years and with many companies. We are embedded in real-life transitions from using drawings to using models.

Suppose you start down the model-based path for digital manufacturing. In that case, there are significant investments in time to learn how to get to the right set of capabilities and the right implementation plan guided by a strategic focus. OSCAR reduces that ramp-up time with educational resources and provides vetted and repeatable methods for an MBD implementation.

OSCAR combines decades of Action Engineering expertise and lessons learned into a multi-media textbook of sorts. To kickstart an individual or an organization’s MBD journey, it includes asynchronous learning, downloadable resources, and CAD examples available in Creo, NX, and SOLIDWORKS formats.

CAD users can access how-to training and downloadable resources such as the latest edition of Re-Use Your CAD (RUYC). OSCAR enables process improvement champions to make their case to start the MBD journey. We add content regularly and post what’s new. Free trials are available to check out the online platform.

Learn more about what OSCAR is here:

Want to learn more?

In this post, I believe we only touched the tip of the iceberg. There is so much to learn and understand. What would you recommend to a reader of this blog who got interested?

 

RUYC (Re-Use Your CAD)  is an excellent place to start, but if you need more audio-visual, and want to see real-life examples of MBD in action, get a Training subscription of OSCAR to get rooted in the vocabulary and benefits of MBD with a Model-Based Enterprise. Watch the videos multiple times! That’s what they are for. We love to work with European companies and would love to support you with a kickstart coaching package to get started.

What I learned

First of all, I learned that Jennifer is a very pragmatic person. Her company (Action Engineering) and her experience are a perfect pivot point for those who want to learn and understand more about Model-Based Definition. In particular, in the US, given her strong involvement in the American Society of Mechanical Engineers (ASME).

I am still curious if European or Asian counterparts exist to introduce and explain the benefits and usage of Model-Based Definition to their customers.  Feel free to comment.

Next, and an important observation too, is the fact that Jennifer also describes the tension between Model-Based Definition and PLM. Current PLM systems might be too rigid to support end-to-end scenarios, taking benefit of the Model-Based definition.

I have to agree here. PLM Vendors mainly support their own MBD (model-based definition), where the ultimate purpose is to share all product-related information using various models as the main information carriers efficiently.

We have to study and solve a topic in the PLM domain, as I described in my technical highlights from the PLM Road Map & PDT Spring 2021 conference.

There is work to do!

Conclusion

Model-Based Definition is, for me, one of the must-do steps of a company to understand the model-based future. A model-based future sometimes incorporates Model-Based Systems Engineering, a real Digital Thread and one or more Digital Twins (depending on your company’s products).

It is a must-do activity because companies must transform themselves to depend on digital processes and digital continuity of data to remain competitive. Document-driven processes relying on the interpretation of a person are not sustainable.

 

After the first article discussing “The Future of PLM,” now again a post in the category of PLM and complementary practices/domains a topic that is already for a long time on the radar: Model-Based Definition, I am glad to catch up with Jennifer Herron, founder of Action Engineering, who is one of the thought leaders related to Model-Based Definition (MBD) and Model-Based Enterprise (MBE).

In 2016 I spoke with Jennifer after reading her book: “Re-Use Your CAD – The Model-Based CAD Handbook”. At that time, the discussion was initiated through two articles on Engineering.com. Action Engineering introduced OSCAR seven years later as the next step towards learning and understanding the benefits of Model-Based Definition.

Therefore, it is a perfect moment to catch up with Jennifer. Let’s start.

 

Model-Based Definition

Jennifer, first of all, can you bring some clarity in terminology. When I discussed the various model-based approaches, the first response I got was that model-based is all about 3D Models and that a lot of the TLA’s are just marketing terminology.
Can you clarify which parts of the model-based enterprise you focus on and with the proper TLA’s?

Model-Based means many things to many different viewpoints and systems of interest. All these perspectives lead us down many rabbit holes, and we are often left confused when first exposed to the big concepts of model-based.

At Action Engineering, we focus on Model-Based Definition (MBD), which uses and re-uses 3D data (CAD models) in design, fabrication, and inspection.

There are other model-based approaches, and the use of the word “model” is always a challenge to define within the proper context.

For MBD, a model is 3D CAD data that comes in both native and neutral formats

Another model-based approach is Model-Based Systems Engineering (MBSE). The term “model” in this context is a formalized application of modeling to support system requirements, design, analysis, verification and validation activities beginning in the conceptual design phase and continuing throughout development and later lifecycle phases.

<Jos> I will come back on Model-Based Systems Engineering in future posts

Sometimes MBSE is about designing widgets, and often it is about representing the entire system and the business operations. For MBD, we often focus our education on the ASME Y14.47 definition that MBD is an annotated model and associated data elements that define the product without a drawing.

Model-Based Definition for Everybody?

I believe it took many years till 3D CAD design became a commodity; however, I still see the disconnected 2D drawing used to specify a product or part for manufacturing or suppliers. What are the benefits of model-based definition?
Are there companies that will not benefit from the model-based definition?

There’s no question that the manufacturing industry is addicted to their drawings. There are many reasons why, and yet mostly the problem is lack of awareness of how 3D CAD data can make design, fabrication, and inspection work easier.

For most, the person doing an inspection in the shipping and receiving department doesn’t have exposure to 3D data, and the only thing they have is a tabulated ERP database and maybe a drawing to read. If you plop down a 3D viewable that they can spin and zoom, they may not know how that relates to their job or what you want them to do differently.

Today’s approach of engineering championing MBD alone doesn’t work. To evolve information from the 2D drawing onto the 3D CAD model without engaging the stakeholders (machinists, assembly technicians, and inspectors) never yields a return on investment.

Organizations that succeed in transitioning to MBD are considering and incorporating all departments that touch the drawing today.

Incorporating all departments requires a vision from the management. Can you give some examples of companies that have transitioned to MBD, and what were the benefits they noticed?

I’ll give you an example of a small company with no First Article Inspection (FAI) regulatory requirements and a huge company with very rigorous FAI requirements.

 

Note: click on the images below to enjoy the details.

The small company instituted a system of CAD modeling discipline that allowed them to push 3D viewable information directly to the factory floor. The assembly technicians instantly understood engineering’s requirements faster and better.

The positive MBD messages for these use cases are 3D  navigation, CAD Re-Use, and better control of their revisions on the factory floor.

 

The large company has added inspection requirements directly onto their engineering and created a Bill of Characteristics (BOC) for the suppliers and internal manufacturers. They are removing engineering ambiguity, resulting in direct digital information exchange between engineering, manufacturing, and quality siloes.

These practices have reduced error and reduced time to market.

The positive MBD messages for these use cases are unambiguous requirements capture by Engineering, Quality Traceability, and Model-Based PMI (Product and Manufacturing Information).

Model-Based Definition and PLM?

How do you see the relation between Model-Based Definition and PLM? Is a PLM system a complication or aid to implement a Model-Based Definition? And do you see a difference between the old and new PLM Vendors?

Model-Based Definition data is complex and rich in connected information, and we want it to be. With that amount of connected data, a data management system (beyond upload/download of documents) must keep all that data straight.

Depending on the size and function of an organization, a PLM may not be needed. However, a way to manage changes and collaboration amongst those using 3D data is necessary. Sometimes that results in a less sophisticated Product Data Management (PDM) system. Large organizations often require PLM.

There is significant resistance to doing MBD and PLM implementations simultaneously because PLM is always over budget and behind schedule. However, doing just MBD or just PLM without the other doesn’t work either. I think you should be brave and do both at once.

I think we can debate why PLM is always over budget and behind schedule. I hear the same about ERP implementations. Perhaps it has to deal with the fact that enterprise applications have to satisfy many users?

I believe that working with model versions and file versions can get mixed in larger organizations, so there is a need for PDM or PLM. Have you seen successful implementations of both interacting together?

Yes, the only successful MBD implementations are those that already have a matured PDM/PLM (scaled best to the individual business).

 

Model-Based Definition and Digital Transformation

In the previous question, we already touched on the challenge of old and modern PLM. How do you see the introduction of Model-Based Definition addressing the dreams of Industry 4.0, the Digital Twin and other digital concepts?

I just gave a presentation at the ASME Digital Twin Summit discussing the importance of MBD for the Digital Twin. MBD is a foundational element that allows engineering to compare their design requirements to the quality inspection results of digital twin data.

The feedback loop between Engineering and Quality is fraught with labor-intensive efforts in most businesses today.

Leveraging the combination of MBD and Digital Twin allows automation possibilities to speed up and increase the accuracy of the engineering to inspection feedback loop. That capability helps organizations realize the vision of Industry 4.0.

And then there is OSCAR.

I noticed you announced OSCAR. First, I thought OSCAR was a virtual aid for model-based definition, and I liked the launching page HERE. Can you tell us more about what makes OSCAR unique?

One thing that is hard with MBD implementation is there is so much to know. Our MBDers at Action Engineering have been involved with MBD for many years and with many companies. We are embedded in real-life transitions from using drawings to using models.

Suppose you start down the model-based path for digital manufacturing. In that case, there are significant investments in time to learn how to get to the right set of capabilities and the right implementation plan guided by a strategic focus. OSCAR reduces that ramp-up time with educational resources and provides vetted and repeatable methods for an MBD implementation.

OSCAR combines decades of Action Engineering expertise and lessons learned into a multi-media textbook of sorts. To kickstart an individual or an organization’s MBD journey, it includes asynchronous learning, downloadable resources, and CAD examples available in Creo, NX, and SOLIDWORKS formats.

CAD users can access how-to training and downloadable resources such as the latest edition of Re-Use Your CAD (RUYC). OSCAR enables process improvement champions to make their case to start the MBD journey. We add content regularly and post what’s new. Free trials are available to check out the online platform.

Learn more about what OSCAR is here:

Want to learn more?

In this post, I believe we only touched the tip of the iceberg. There is so much to learn and understand. What would you recommend to a reader of this blog who got interested?

 

RUYC (Re-Use Your CAD)  is an excellent place to start, but if you need more audio-visual, and want to see real-life examples of MBD in action, get a Training subscription of OSCAR to get rooted in the vocabulary and benefits of MBD with a Model-Based Enterprise. Watch the videos multiple times! That’s what they are for. We love to work with European companies and would love to support you with a kickstart coaching package to get started.

What I learned

First of all, I learned that Jennifer is a very pragmatic person. Her company (Action Engineering) and her experience are a perfect pivot point for those who want to learn and understand more about Model-Based Definition. In particular, in the US, given her strong involvement in the American Society of Mechanical Engineers (ASME).

I am still curious if European or Asian counterparts exist to introduce and explain the benefits and usage of Model-Based Definition to their customers.  Feel free to comment.

Next, and an important observation too, is the fact that Jennifer also describes the tension between Model-Based Definition and PLM. Current PLM systems might be too rigid to support end-to-end scenarios, taking benefit of the Model-Based definition.

I have to agree here. PLM Vendors mainly support their own MBD (model-based definition), where the ultimate purpose is to share all product-related information using various models as the main information carriers efficiently.

We have to study and solve a topic in the PLM domain, as I described in my technical highlights from the PLM Road Map & PDT Spring 2021 conference.

There is work to do!

Conclusion

Model-Based Definition is, for me, one of the must-do steps of a company to understand the model-based future. A model-based future sometimes incorporates Model-Based Systems Engineering, a real Digital Thread and one or more Digital Twins (depending on your company’s products).

It is a must-do activity because companies must transform themselves to depend on digital processes and digital continuity of data to remain competitive. Document-driven processes relying on the interpretation of a person are not sustainable.

 

Last week I wrote about the recent PLM Road Map & PDT Spring 2021 conference day 1, focusing mainly on technology. There were also interesting sessions related to exploring future methodologies for a digital enterprise. Now on Day 2, we started with two sessions related to people and methodology, indispensable when discussing PLM topics.

Designing and Keeping Great Teams

This keynote speech from Noshir Contractor, Professor of Behavioral Sciences in the McCormick School of Engineering & Applied Science, intrigued me as the subtitle states: Lessons from Preparing for Mars. What Can PLM Professionals Learn from This?

You might ask yourself, is a PLM implementation as difficult and as complex as a mission to Mars? I hoped, so I followed with great interest Noshir’s presentation.

Noshir started by mentioning that many disruptive technologies have emerged in recent years, like Teams, Slack, Yammer and many more.

The interesting question he asked in the context of PLM is:

As the domain of PLM is all about trying to optimize effective collaboration, this is a fair question

Structural Signatures

Noshir shared with us that it is not the most crucial point to look at people’s individual skills but more about who they know.
Measure who they work with is more important than who they are.

Based on this statement, Noshir showed some network patterns of different types of networks.

Click on the image to see the enlarged picture.

It is clear from these patterns how organizations communicate internally and/or externally. It would be an interesting exercise to perform in a company and to see if the analysis matches the perceived reality.

Noshir’s research was used by NASA to analyze and predict the right teams for a mission to Mars.

Noshir went further by proposing what PLM can learn from teams that are going into space. And here, I was not sure about the parallel. Is a PLM project comparable to a mission to Mars? I hope not! I have always advocated that a PLM implementation is a journey. Still, I never imagined that it could be a journey into the remote unknown.

Noshir explained that they had built tools based on their scientific model to describe and predict how teams could evolve over time. He believes that society can also benefit from these learnings. Many inventions from the past were driven by innovations coming from space programs.

I believe Noshir’s approach related to team analysis is much more critical for organizations with a mission. How do you build multidisciplinary teams?

The proposed methodology is probably best for a holocracy based organization. Holocrazy is an interesting concept for companies to get their employees committed, however, it also demands a type of involvement that not every person can deliver.  For me, coming back to PLM, as a strategy to enable collaboration, the effectiveness of collaboration depends very much on the organizational culture and created structure.

DISRUPTION – EXTINCTION or still EVOLUTION?

We talk a lot about disruption because disruption is a painful process that you do not like to happen to yourself or your company. In the context of this conference’s theme, I discussed the awareness that disruptive technologies will be changing the PLM Value equation.

However, disruptive technologies are not alone sufficient. In PLM, we have to deal with legacy data, legacy processes, legacy organization structures, and often legacy people.

A disruption like the switch from mini-computers to PCs (killed DEC) or from Symbian to iOS (killed Nokia) is therefore not likely to happen that fast. Still, there is a need to take benefit from these new disruptive technologies.

My presentation was focusing on describing the path of evolution and focus areas for the PLM community. Doing nothing means extinction; experimenting and learning towards the future will provide an evolutionary way.

Starting from acknowledging that there is an incompatibility between data produced most of the time now and the data needed in the future, I explained my theme: From Coordinated to Connected. As a PLM community, we should spend more time together in focus groups, conferences on describing and verifying methodology and best practices.

Nigel Shaw (EuroStep) and Mark Williams (Boeing) hinted in this direction during this conference  (see day 1). Erik Herzog (SAAB Aeronautics) brought this topic to last year’s conference (see day 3). Outside this conference, I have comparable touchpoints with Martijn Dullaert when discussing Configuration Management in the future in relation to PLM.

In addition, this decade will probably be the most disruptive decade we have known in humanity due to external forces that push companies to change. Sustainability regulations from governments (the Paris agreement),  the implementation of circular economy concepts combined with the positive and high Total Share Holder return will push companies to adapt themselves more radical than before.

What is clear is that disruptive technologies and concepts, like Industry 4.0, Digital Thread and Digital Twin, can serve a purpose when implemented efficiently, ensuring the business becomes sustainable.

Due to the lack of end-to-end experience, we need focus groups and conferences to share progress and lessons learned. And we do not need to hear the isolated vendor success stories here as a reference, as often they are siloed again and leading to proprietary environments.

You can see my full presentation on SlideShare: DISRUPTION – EXTINCTION or still EVOLUTION?

 

Building a profitable Digital T(win) business

Beatrice Gasser,  Technical, Innovation, and Sustainable Development Director from the Egis group, gave an exciting presentation related to the vision and implementation of digital twins in the construction industry.

The Egis group both serves as a consultancy firm as well as an asset management organization. You can see a wide variety of activities on their website or have a look at their perspectives

Historically the construction industry has been lagging behind having low productivity due to fragmentation, risk aversion and recently, more and more due to the lack of digital talent. In addition, some of the construction companies make their money from claims inside of having a smooth and profitable business model.

Without innovation in the construction industry, companies working the traditional way would lose market share and investor-focused attention, as we can see from the BCG diagram I discussed in my session.

The digital twin of construction is an ideal concept for the future. It can be built in the design phase to align all stakeholders, validate and integrate solutions and simulate the building operational scenarios at almost zero materials cost. Egis estimates that by using a digital twin during construction, the engineering and construction costs of a building can be reduced between 15 and 25 %

More importantly, the digital twin can also be used to first simulate operations and optimize energy consumption. The connected digital twin of an existing building can serve as a new common data environment for future building stakeholders. This could be the asset owner, service companies, and even the regulatory authorities needing to validate the building’s safety and environmental impact.

Beatrice ended with five principles essential to establish a digital twin, i.e

I think the construction industry has a vast potential to disrupt itself. Faster than the traditional manufacturing industries due to their current needs to work in a best-connected manner.

Next, there is almost no legacy data to deal with for these companies. Every new construction or building is a unique project on its own. The key differentiators will be experience and efficient ways of working.

It is about the belief, the guts and the skilled people that can make it work – all for a more efficient and sustainable future.

 

 

Leveraging PLM and Cloud Technology for Market Success

Stan Przybylinski, Vice President of CIMdata, reported their global survey related to the cloud, completed in early 2021.  Also, Stan typified Industry 4.0 as a connected vision and cloud and digital thread as enablers to implementing this vision.

The companies interviewed showed a lot of goodwill to make progress – click on the image to see the details. CIMdata is also working with PLM Vendors to learn and describe better the areas of beneft. I remain curious about who comes with a realization and business case that is future-proof. This will define our new PLM Value Equation.

 

Conclusion

These were two exciting days with enough mentioning of disruptive technologies. Our challenge in the PLM domain will be to give them a purpose. A purpose is likely driven by external factors related to the need for a sustainable future.  Efficiency and effectiveness must come from learning to work in connected environments (digital twin, digital thread, industry 4.0, Model-Based (Systems) Engineering.

Note: You might have seen the image below already – a nice link between sustainability and the mission to Mars

One of my favorite conferences is the PLM Road Map & PDT conference. Probably because in the pre-COVID days, it was the best PLM conference to network with peers focusing on PLM practices, standards, and sustainability topics. Now the conference is virtual, and hopefully, after the pandemic, we will meet again in the conference space to elaborate on our experiences further.

Last year’s fall conference was special because we had three days filled with a generic PLM update and several A&D (Aerospace & Defense) working groups updates, reporting their progress and findings. Sessions related to the Multiview BOM researchGlobal Collaboration, and several aspects of Model-Based practices: Model-Based Definition, Model-Based Engineering & Model-Based Systems engineering.

All topics that I will elaborate on soon. You can refresh your memory through these two links:

This year, it was a two-day conference with approximately 200 attendees discussing how emerging technologies can disrupt the current PLM landscape and reshape the PLM Value Equation. During the first day of the conference, we focused on technology.

On the second day, we looked in addition to the impact new technology has on people and organizations.

Today’s Emerging Trends & Disrupters

Peter Bilello, CIMdata’s President & CEO, kicked off the conference by providing CIMdata observations of the market. An increasing number of technology capabilities, like cloud, additive manufacturing, platforms, digital thread, and digital twin, all with the potential of realizing a connected vision. Meanwhile, companies evolve at their own pace, illustrating that the gap between the leaders and followers becomes bigger and bigger.

Where is your company? Can you afford to be a follower? Is your PLM ready for the future? Probably not, Peter states.

Next, Peter walked us through some technology trends and their applicability for a future PLM, like topological data analytics (TDA), the Graph Database, Low-Code/No-Code platforms, Additive Manufacturing, DevOps, and Agile ways of working during product development. All capabilities should be related to new ways of working and updated individual skills.

I fully agreed with Peter’s final slide – we have to actively rethink and reshape PLM – not by calling it different but by learning, experimenting, and discussing in the field.

Digital Transformation Supporting Army Modernization

An interesting viewpoint related to modern PLM came from Dr. Raj Iyer, Chief Information Officer for IT Reform from the US Army. Rai walked us through some of the US Army’s challenges, and he gave us some fantastic statements to think about. Although an Army cannot be compared with a commercial business, its target remains to be always ahead of the competition and be aware of the competition.

Where we would say “data is the new oil”, Rai Iyer said: “Data is the ammunition of the future fight – as fights will more and more take place in cyberspace.”

The US Army is using a lot of modern technology – as the image below shows. The big difference here with regular businesses is that it is not about ROI but about winning fights.

Also, for the US Army, the cloud becomes the platform of the future. Due to the wide range of assets, the US Army has to manage, the importance of product data standards is evident.  – Rai mentioned their contribution and adherence to the ISO 10303 STEP standard crucial for interoperability. It was an exciting insight into the US Army’s current and future challenges. Their primary mission remains to stay ahead of the competition.

Joining up Engineering Data without losing the M in PLM

Nigel Shaw’s (Eurostep) presentation was somehow philosophical but precisely to the point what is the current dilemma in the PLM domain.  Through an analogy of the internet, explaining that we live in a world of HTTP(s) linking, we create new ways of connecting information. The link becomes an essential artifact in our information model.

Where it is apparent links are crucial for managing engineering data, Nigel pointed out some of the significant challenges of this approach, as you can see from his (compiled) image below.

I will not discuss this topic further here as I am planning to come back to this topic when explaining the challenges of the future of PLM.

As Nigel said, they have a debate with one of their customers to replace the existing PLM tools or enhance the existing PLM tools. The challenge of moving from coordinated information towards connected data is a topic that we as a community should study.

Integration is about more than Model Format.

This was the presentation I have been waiting for. Mark Williams from Boeing had built the story together with Adrian Burton from Airbus. Nigel Shaw, in the previous session, already pointed to the challenge of managing linked information. Mark elaborated further about the model-based approach for system definition.

All content was related to the understanding that we need a  model-based information infrastructure for the future because storing information in documents (the coordinated approach) is no longer viable for complex systems. Mark ‘slide below says it all.

Mark stressed the importance of managing model information in context, and it has become a challenge.

Mark mentioned that 20 years ago, the IDC (International Data Corporation) measured Boeing’s performance and estimated that each employee spent 2 ½ hours per day. In 2018, the IDC estimated that this number has grown to 30 % of the employee’s time and could go up to 50 % when adding the effort of reusing and duplicating data.

The consequence of this would be that a full-service enterprise, having engineering, manufacturing and services connected, probably loses 70 % of its information because they cannot find it—an impressive number asking for “clever” ways to find the correct information in context.

It is not about just a full indexed search of the data, as some technology geeks might think. It is also about describing and standardizing metadata that describes the models. In that context, Mark walked through a list of existing standards, all with their pros and cons, ending up with the recommendation to use the ISO 10303-243 – MoSSEC standard.

MoSSEC standing for Modelling and Simulation information in a collaborative Systems Engineering Context to manage and connect the relationships between models.

MoSSEC and its implication for future digital enterprises are interesting, considering the importance of a model-based future. I am curious how PLM Vendors and tools will support and enable the standard for future interoperability and collaboration.

Additive Manufacturing
– not as simple as paper printing – yet

Andreas Graichen from Siemens Energy closed the day, coming back to the new technologies’ topic: Additive Manufacturing or in common language 3D Printing. Andreas shared their Additive Manufacturing experiences, matching the famous Gartner Hype Cycle. His image shows that real work needs to be done to understand the technology and its use cases after the first excitement of the hype is over.

Material knowledge was one of the important topics to study when applying additive manufacturing. It is probably a new area for most companies to understand the material behaviors and properties in an Additive Manufacturing process.

The ultimate goal for Siemens Energy is to reach an “autonomous” workshop anywhere in the world where gas turbines could order their spare parts by themselves through digital warehouses. It is a grand vision, and Andreas confirmed that the scalability of Additive Manufacturing is still a challenge.

For rapid prototyping or small series of spare parts, Additive Manufacturing might be the right solution. The success of your Additive Manufacturing process depends a lot on how your company’s management has realistic expectations and the budget available to explore this direction.

Conclusion

Day 1 was enjoyable and educational, starting and ending with a focus on disruptive technologies. The middle part related to data the data management concepts needed for a digital enterprise were the most exciting topics to follow up in my opinion.

Next week I will follow up with reviewing day 2 and share my conclusions. The PLM Road Map & PDT Spring 2021 conference confirmed that there is work to do to understand the future (of PLM).

 

Last Friday, we discussed with several members of the PLM Global Green Alliance the book: “How to avoid a Climate Disaster” written by Bill Gates. I was happy to moderate the session between Klaus Brettschneider, Rich McFall, Lionel Grealou, Ilan Madjar and Patrick Hillberg. From the LinkedIn profiles of each of them, you can see we are all active in the domain of PLM. And they have read the book upfront before the discussion.

I think the book addresses climate change in a tangible manner. Bill Gates brings structure into addressing climate changes and encourages you to be active. What you can do as an individual, as a citizen. My only comment to this book would be that as a typical nerd, Bill Gates does not understand so much human behavior, understanding people’s emotions that might lead to non-logical behavior.

When you browse through the book’s reviews, for example, on Goodreads, you see the extreme, rating from 1 to 5. Some people believe that Bill Gates, due to his wealth and ways of living, is not allowed to write this book. Other like the transparent and pragmatic approach discussing the related themes in the book.

Our perspective

Klaus, Rich, Lio, Ilan and Patrick did not have extreme points of view – so don’t watch the recording if you are looking for anxiety. They reviewed How to Avoid a Climate Disaster from their perspective and how it could be relevant for PLM practitioners.  It became a well-balanced dialogue. You can watch or listen to the recording following this link:

Book discussion: How to avoid a climate disaster written by Bill Gates

Note: we will consolidate all content on our PLMGreenAlliances website to ensure nothing is lost – feel free to comment/discuss further.

More on sustainability

If you want to learn more about all sorts of disruption, not only disruption caused by climate change, have a look at the upcoming conference this week: DISRUPTION—the PLM Professionals’ Exploration of Emerging Technologies that Will Reshape the PLM Value Equation.

My contribution will be on day 2, where I combine disruptive technology with the need to become really sustainable in our businesses.

It will be a call for action from our PLM community. In the coming nine years, we have to change our business, become sustainable and use the relevant new technologies. This requires system thinking – will mankind being able to deal with so many different parameters.

Conclusion

Start the dialogue with us, the PLM Global Green Alliance, by watching and reading content from the website. Or become an active member participating in discussion sessions related to any relevant topic for our alliance. More to come at the end of May, you too?

 

 

 

 

 

 

 

 

Regularly (young) individuals approach me looking for advice to start or boost their PLM career. One of the questions the PLM Doctor is IN quickly could answer.

Before going further on this topic, there is also the observation that many outspoken PLM experts are “old.” Meanwhile, all kinds of new disruptive technologies are comping up.

Can these old guys still follow and advise on all trends/hypes?

My consultant’s answer is: “Yes and No” or “It depends”.

The answer illustrates the typical nature of a consultant. It is almost impossible to give a binary answer; still, many of my clients are looking for binary answers. Generalizing further, you could claim: “Human beings like binary answers”, and then you understand what is happening now in the world.

The challenge for everyone in the PLM domain is to keep an open mindset and avoid becoming binary. Staying non-binary means spending time to digest what you see, what you read or what you hear. Ask yourself always the question: Is it so simple? Try to imagine how the content you read fits in the famous paradigm: People, Processes and Tools. It would help if you considered all these aspects.

Learning by reading

I was positively surprised by Helena Gutierrez’s post on LinkedIn: The 8 Best PLM blogs to follow. First of all, Helena’s endorsement, explaining the value of having non-academic PLM information available as a foundation for her learnings in PLM.

And indeed, perhaps I should have written a book about PLM. However, it would be a book about the past. Currently, PLM is not stable; we are learning every day to use new technologies and new ways of working. For example, the impact and meaning of model-based enterprise.

However, the big positive surprise came from the number of likes within a few days, showing how valuable this information is for many others on their PLM journey. I am aware there are more great blogs out in the field, sometimes with the disadvantage that they are not in English and therefore have a limited audience.

Readers of this post, look at the list of 8 PLM blogs and add your recommended blog(s) in the comments.

Learning by reading (non-binary) is a first step in becoming or staying up to date.

Learning by listening

General PLM conferences have been an excellent way to listen to other people’s experiences in the past. Depending on the type of conference, you would be able to narrow your learning scope.

This week I started my preparation for the upcoming PLM Roadmap and PDT conference. Here various speakers will provide their insight related to “disruption,” all in the context of disruptive technologies for PLM.

Good news, also people and business aspects will be part of the conference.

Click on the image for the agenda and registration

My presentation with the title: DISRUPTION – EXTINCTION or still EVOLUTION? I will address all these aspects. We have entered a decisive decade to prove we can disrupt our old habits to save the planet for future generations.

It is challenging to be interactive as a physical conference; it is mainly a conference to get inspired or guided in your thinking about new PLM technologies and potential disruption.

Learning by listening and storing the content in your brain is the second step in becoming or staying up to date.

Learning by discussing

One of the best learnings comes from having honest discussions with other people who all have different backgrounds. To be part of such a discussion, you need to have at least some basic knowledge about the topic. This avoids social media-like discussions where millions of “experts” have an opinion behind the keyboard. (The Dunning-Kruger effect)

There are two upcoming discussions I want to highlight here.

1. Book review: How to Avoid a Climate Disaster.

On Thursday, May 13th, I will moderate a PLM Global Green Alliance panel discussion on Zoom to discuss Bill Gates’ book: “How to Avoid a Climate Disaster”. As you can imagine, Bill Gates is not known as a climate expert, more as a philanthrope and technology geek. However, the reviews are good.

What can we learn from the book as relevant for our PLM Global Green Alliance?

If you want to participate, read all the details on our PGGA website.

The PGGA core team members, Klaus Brettschneider, Lionel Grealou, Richard McFall, Ilan Madjar and Hannes Lindfred, have read the book.

 

2. The Modular Way Questions & Answers

In my post PLM and Modularity, I announced the option for readers of “The Modular Way” to ask the authors (Björn Eriksson & Daniel Strandhammar) or provide feedback on the book together with a small audience. This session is also planned to take place in May and to be scheduled based on the participants’ availability. At this moment, there are still a few open places. Therefore if you have read the book and want to participate, send an email to tacit@planet.nl or info@brickstrategy.com.

Learning by discussing is the best way to enrich your skills, particularly if you have Active Listening skills – crucial to have for a good discussion.

 

Conclusion

No matter where you are in your career, in the world of PLM, learning never stops. Twenty years of experience have no value if you haven’t seen the impact of digitalization coming. Make sure you learn by reading, by listening and by discussing.

After the series about “Learning from the past,” it is time to start looking towards the future.  I learned from several discussions that I am probably working most of the time with advanced companies. I believe this would motivate companies that lag behind even to look into the future even more.

If you look into the future for your company, you need new or better business outcomes. That should be the driver for your company. A company does not need PLM or a Digital Twin. A company might want to reduce its time to market, improve collaboration between all stakeholders. These objectives can be realized by different ways of working and an IT-infrastructure to allow these processes to become digital and connected.

That is the “game”. Coming back to the future of PLM.  We do not need a discussion about definitions; I leave this to the academics and vendors. We will see the same applies to the concept of a Digital Twin.

My statement: The digital twin is not new. Everybody can have their own digital twin as long as you interpret the definition differently. Does this sound like the PLM definition?

The definition

I like to follow the Gartner definition:

A digital twin is a digital representation of a real-world entity or system. The implementation of a digital twin is an encapsulated software object or model that mirrors a unique physical object, process, organization, person, or other abstraction. Data from multiple digital twins can be aggregated for a composite view across a number of real-world entities, such as a power plant or a city, and their related processes.

As you see, not a narrow definition. Now we will look at the different types of interpretations.

Single-purpose siloed Digital Twins

  1. Simple – data only

One of the most straightforward applications of a digital twin is, for example, my Garmin Connect environment. When cycling, my device registers performance parameters (speed, cadence, power, heartbeat, location). After every trip, I can analyze my performance. I can see changes in my overall performance; compare my performance with others in my category (weight, age, sex).

Based on that, I can decide if I want to improve my performance. My personal business goal is to maintain and improve my overall performance, knowing I cannot stop aging by upgrading my body.

On November 4th, 2020, I am participating in the (almost virtual) Digital Twin conference organized by Bits&Chips in the Netherlands. In the context of human performance, I look forward to Natal van Riel’s presentation: Towards the metabolic digital twin – for sure, this direction is not simple. Natal is a full professor at the Technical University in Eindhoven, the “smart city” in the Netherlands

  1. Medium – data and operating models

Many connected devices in the world use the same principle. An airplane engine, an industrial robot, a wind turbine, a medical device, and a train carriage; all track the performance based on this connection between physical and virtual, based on some sort of digital connectivity.

The business case here is also monitoring performance, predict maintenance, and upgrade the product when needed.

This is the domain of Asset Lifecycle Management, a practice that exists for decades. Based on financial and performance models, the optimal balance between maintaining and overhaul has to be found. Repairs are disruptive and can be extremely costly. A manufacturing site that cannot produce can costs millions per day. Connecting data between the physical and the virtual model allows us to have real-time insights and be proactive. It becomes a digital twin.

  1. Advanced – data and connected 3D model

The ditial twin we see the most in marketing videos is a virtual twin, using a 3D-representation for understanding and navigation.  The 3D-representation provides a Virtual Reality (VR) environment with connected data. When pointing at the virtual components, information might appear, or some animation takes place.

Building such a virtual representation is a significant effort; therefore, there needs to be a serious business case.

The simplest business case is to use the virtual twin for training purposes. A flight simulator provides a virtual environment and behavior as-if you are flying in the physical airplane – the behavior model behind the simulator should match as good as possible the real behavior. However, as it is a model, it will never be 100 % reality and requires updates when new findings or product changes appear.

A virtual model of a platform or plant can be used for training on Standard Operating Procedures (SOPs). In the physical world, there is no place or time to conduct such training. Here the complexity might be lower. There is a 3D Model; however, serious updates can only be expected after a major maintenance or overhaul activity.

These practices are not new either and are used in places where the physical training cannot be done.

More challenging is the Augmented Reality (AR) use case. Here the virtual model, most of the time, a lightweight 3D Model, connects to real-time data coming from other sources. For example, AR can be used when an engineer has to service a machine. The AR-environment might project actual data from the machine, indicate service points and service procedures.

The positive side of the business case is clear for such an opportunity, ensuring service engineers always work with the right information in a real-time context. The main obstacle for implementing AR, in reality, is the access to data, the presentation of the data and keeping the data in the AR-environment matching the reality.

And although there are 3D Models in use, they are, to my knowledge, always created in siloes, not yet connected to their design sources.Have a look at the Digital Twin conference from Bits&Chips, as mentioned before.

Several of the cases mentioned above will be discussed here. The conference’s target is to share real cases concluded by Q & A sessions, crucial for a virtual event.

Connected Virtual Twins along the product lifecycle

So far, we have been discussing the virtual twin concept, where we connect a product/system/person in the physical world to a virtual model. Now let us zoom in on the virtual twins relevant for the early parts of the product lifecycle, the manufacturing twin, and the development twin. This image from Siemens illustrates the concept:

On slides they imagine a complete integrated framework, which is the future vision. Let us first zoom in on the individual connected twins.

The digital production twin

This is the area of virtual manufacturing and creating a virtual model of the manufacturing plant. Virtual manufacturing planning is not a new topic. DELMIA (Dassault Systèmes) and Tecnomatix (Siemens) are already for a long time offering virtual manufacturing planning solutions.

At that time, the business case was based on the fact that the definition of a manufacturing plant and process done virtually allows you to optimize the plant before investing in physical assets.

Saving money as there is no costly prototype phase to optimize production. In a virtual world, you can perform many trade-off studies without extra costs. That was the past (and for many companies still the current situation).

With the need to be more flexible in manufacturing to address individual customer orders without increasing the overhead of delivering these customer-specific solutions, there is a need for a configurable plant that can produce these individual products (batch size 1).

This is where the virtual plant model comes into the picture again. Instead of having a virtual model to define the ultimate physical plant, now the virtual model remains an active model to propose and configure the production process for each of these individual products in the physical plant.

This is partly what Industry 4.0 is about. Using a model-based approach to configure the plant and its assets in a connected manner. The digital production twin drives the execution of the physical plant. The factory has to change from a static factory to a dynamic “smart” factory.

In the domain of Industry 4.0, companies are reporting progress. However, to my experience, the main challenge is still that the product source data is not yet built in a model-based, configurable manner. Therefore, requiring manual rework. This is the area of Model-Based Definition, and I have been writing about this aspect several times. Latest post: Model-Based: Connecting Engineering and Manufacturing

The business case for this type of digital twin, of course, is to be able to customer-specific products with extremely competitive speed and reduced cost compared to standard. It could be your company’s survival strategy. As it is hard to predict the future, as we see from COVID-19, it is still crucial to anticipate the future, instead of waiting.

The digital development twin

Before a product gets manufactured, there is a product development process. In the past, this was pure mechanical with some electronic components. Nowadays, many companies are actually manufacturing systems as the software controlling the product plays a significant role. In this context, the model-based systems engineering approach is the upcoming approach to defining and testing a system virtually before committing to the physical world.

Model-Based Systems Engineering can define a single complex product and perform all kinds of analysis on the system even before there is a physical system in place.  I will explain more about model-based systems engineering in future posts. In this context, I want to stress that having a model-based system engineering environment combined with modularity (do not confuse it with model-based) is a solid foundation for dealing with unique custom products. Solutions can be configured and validated against their requirements already during the engineering phase.

The business case for the digital development twin is easy to make. Shorter time to market, improved and validated quality, and reduced engineering hours and costs compared to traditional ways of working. To achieve these results,  for sure, you need to change your ways of working and the tools you are using. So it won’t be that easy!

For those interested in Industry 4.0 and the Model-Based System Engineering approach, join me at the upcoming PLM Road Map 2020 and PDT 2020 conference on 17-18-19 November. As you can see from the agenda, a lot of attention to the Digital Twin and Model-Based approaches.

Three digital half-days with hopefully a lot to learn and stay with our feet on the ground.  In particular, I am looking forward to Marc Halpern’s keynote speech: Digital Thread: Be Careful What you Wish For, It Just Might Come True

Conclusion

It has been very noisy on the internet related to product features and technologies, probably due to COVIC-19 and therefore disrupted interactions between all of us – vendors, implementers and companies trying to adjust their future. The Digital Twin concept is an excellent framing for a concept that everyone can relate to. Choose your business case and then look for the best matching twin.

I usually write a post after participating in a PLM conference. Last week, I participated in TECHNIA’s PLM Innovation Forum, which was a 100 % virtual event with over 1500 registered participants from 58 countries. These numbers show the power of a virtual conference during these difficult times. It is an excellent option for a sustainable future – less travel to be there.

The additional beauty of this event is that, although the live sessions are over, all the content will be available until May 31st. You can still join!

It was (and is) a well-organized and massive event with over 70 sessions; the majority pre-recorded. As you can imagine 70 live sessions in two days would be too massive to grasp. Today the Friday after the event, I have been watching other sessions that have my interest, and it felt like another conference day.

TECHNIA, globally the largest Dassault Systèmes (DS)  implementer after DS themselves as Jonas Geyer, Technia’s CEO,  mentioned in his introduction speech, illustrated the breadth of their industry and technology skills complementary or based on the 3DEXPERIENCE platform.

TECHNIA was supported by Dassault Systèmes Execs and subject experts. In addition, a larger group of companies and interest groups supported the conference, even our humble PLM Green Alliance as you can see in the image above.

I followed the full two live days in real-time, meanwhile man sitting in my virtual booth to chat with virtual visitors. To my surprise, the anxiety during the conference felt like a physical conference – you get energized.

The positive point for me,  no finger food or a standing lunch and decent coffee when needed. The point to enhance and learn for this type of event, is to make the booth a little more human – perhaps supported by video?

At the end,  a great event, and if you are interested in the Dassault Systèmes/TECHNIA combined offering, supported by customer stories, take the chance till the end of May to register and browse the rich content.

 

Now I will share some of my picks from the live event. Another post will come based on my additional discoveries and networking discussions.

 

 

The B.CONNECT project

Fabien Hoefer and Philip Haller both from B.Braun, a medical device, and pharmaceutical company, with a wide range of products.  Their massive PLM-project, approx. sixty persons involved was driven by the fact that every product has a lot of related data stored in different silos that it becomes impossible to have the correct understanding and status and to maintain it for the product and service lifecycle, on average, 10 – 15 years.

Their target is a real PLM-platform implementation connecting the people, the processes, data, and systems. Their aim is really about the “connected” approach, a characteristic of a digital company.

As you can still watch the presentation, look at the following topics discussed:

  • focus on product archetypes instead of division (portfolio management)
  • data templates based on classification, global and specific data sets (data governance)
  • the need to have a Master Data Management in place (data governance)
  • the unique product identifier (remember the FFF-discussion in my blog)
  • data-driven documentation (a perfect example of a digital PLM implementation)
  • platform strategy (one application for one capability in a heterogeneous systems environment)
  • Ownership of the PLM implementation at board level (it is not an engineering tool)
  • in the Q&A – the mix of waterfall & agile – the hybrid approach (as in the medical world the validation of the system is required – a point we missed in the SmarTeam FDA toolkit – validation of a system is needed when the system/processes change)

In the Q&A session, it was clear that the big elephant in the room, the migration, has been identified, but no answers yet. See my presentation to understand the reference to the elephant.  I am curious about B. Braun’s approach, given my experience with PLM digital transformations. Will it be entirely digital or hybrid.

Looking forward to learning more from Fabien or Philip.

Business drivers for Sustainable Manufacturing

This session, presented by Hannes Lindfred from TECHNIA, was one of my favorite presentations,  as it links tightly to what we want to achieve with the PLM Green Alliance.

The subtitle of the presentation says it all: “How PLM can support Supply chain transparency, Circular economy, and System oriented product development”.

In a relaxed and entertaining manner, he explained the concepts and the needs of a circular economy, combined with examples from reality. In particular, I liked his closing statement linking the potential of digitization, modern PLM, and the circular economy. We have to learn to think and act circular. Highly recommended to watch!

Leading PLM Trends & Potential Disruptors

A PLM conference would not be a PLM-conference if Peter Bilello from CIMdata would not be speaking. We share a lot of insights related to digital transformation and the understanding it requires the involvement of PLM. However, it is not the traditional PLM that is needed.

PLM needs to be rethought, think about the concept of a Product Innovation Platform. A digital platform is required if we want end-to-end digitalization; otherwise, we keep working in optimized silos.

Peter shared some survey results (see below) from early this year. It illustrates that most companies currently invest in traditional PDM aspects. Restating the need for our PLM communities to learn and educate and rethink aspects of PLM and learn to communicate them.

Remarkably similar to some of the aspects I explained in my: From Coordinated to Connected presentations. Changing to data, changing workforce, changing processes meaning systems thinking. Another plea for everyone to invest in learning. See his concluding remarks:

The closing Q&A session was interesting, addressing additive manufacturing, the graph database, and potential PLM disruptors coming from outside the traditional PLM space.

I recommend, pay attention to the closing questions – so many good points to put PLM in perspective.

From Coordinated to Connected & Sustainable

Of course, I recommend you watch my presentation. It is one of the few opportunities to hear in a short time all the thoughts and concepts that I developed over the past 5 – 6 years. It saves you reading all my blog posts, which are less structured than this presentation.

I recommend you to watch this presentation in the context of Peter Bilello’s presentation as there are a lot of similarities, told in different words.

After my presentation, I appreciated the Q&A part, as it allowed me to point to some more of the related topics: Legacy CAD-issues – the incompatibility of the past and future data, Management vision and the Perception of ROI.

 

Professional PLM
Raise your standards and your horizons

An interesting presentation to watch, after seeing Peter Bilello’s presentation and my presentation,  is the one given by Roger Tempest. Roger is another veteran in the PLM-world and co-founder of the PLM Interest group. For many years Roger is striving to get the PLM professional recognized and certified. We both share the experience that being a PLM consultant is not a profession to become wealthy.

One of the reasons might be that the scope of PLM and what is the required skill level is not precise. PLM considered as an engineering tool and PLM having so many diverse definitions.

The challenge of Roger’s approach is that it tries to capture people within a standardized PLM framework, which becomes apparent in the Q&A session. Currently, he is in the stage of building a steering group, “looking for companies that are fairly committed to PLM”. So which companies are the ones interested in PLM to commit time and resources to build a professional PLM body? This can be only academic people and PLM Vendors/Implementers. The last group will probably not likely agree on standardization.

Also related to the question about the different industries and maturity levels for companies came with an unsatisfactory answer. He talks about “absolute” PLM and no need to compare PLM with other industries. Here I believe there is such a fundamental difference in the meaning of PLM when talking to the traditional manufacturing companies as compared to high-tech/software-driven industries. I inserted here Marc Halpern’s maturity/technology diagram that I have been referencing in my presentation too.

The final question about vendors joining the PLM standardization group seems to be a utopia. As I expressed in my presentation, referring to Marc Halpern’s business maturity diagram, the vendors show us the vision of various business aspects related to PLM.

Marc already indicated this is the phase of the Product Innovation Platform.

As long as the professional PLM organization is focusing on defining the standard, I foresee the outside world will move faster and be more diverse than a single PLM expert can handle. A typical issue with many other standards as you can see below.

What’s Next

I hope to see and participate more in virtual PLM conferences as it allows much larger audiences to connect compared to traditional conferences. However, there are things to improve, and therefore I want to propose some enhancements:

Make sure during the “live” sessions, there is the experience of “being live and connected”. Even when streaming a pre-recorded lecture, always follow-up immediately with a live Q&A session. I found the Q&A sessions very educative as they clarify or put the presentation in a broader context.

The current virtual booth as only a chat room is too primitive – it reminded me of the early days of internet communication – discussion groups in ASCII-terminal mode through Compuserve (remember). A booth could become a virtual meeting space on its own – all, of course, depending on the amount of bandwidth available. The feeling of “The Doctor is in”

It is great that the content is available for 30 days, and I agree there is a need for a time limit on the content; otherwise, the conference becomes more a library. What I would like to see after the “live” days to still have a kind of place for sharing. What are your favorite presentations, and why should others look at it?

 

Conclusion

A great event and learning experience for me. Virtual conferences are the future for sure, and I encourage others to develop this type of conferences related to PLM further. It is a way to share knowledge and discuss topics in a sustainable manner. In the upcoming 30 days, I will come back to the conference one more time, based on interesting topics discovered or discussion related to the content. 

Meanwhile, I encourage you too – if you are still in lockdown and if there is time to study – this is one of these unique opportunities.

 

Life goes on, and I hope you are all staying safe while thinking about the future. Interesting in the context of the future, there was a recent post from Lionel Grealou with the title: Towards PLM 4.0: Hyperconnected Asset Performance Management Framework.

Lionel gave a kind of evolutionary path for PLM. The path from PLM 1.0 (PDM) ending in a PLM 4.0 definition.  Read the article or click on the image to see an enlarged version to understand the logical order. Interesting to mention that PLM 4.0 is the end target, for sure there is a wishful mind-mapping with Industry 4.0.

When seeing this diagram, it reminded me of Marc Halpern’s diagram that he presented during the PDT 2015 conference. Without much fantasy, you can map your company to one of the given stages and understand what the logical next step would be. To map Lionel’s model with Marc’s model, I would state PLM 4.0 aligns with Marc’s column Collaborating.

In the discussion related to Lionel’s post, I stated two points. First, an observation that most of the companies that I know remain in PLM 1.0 or 2.0, or in Marc’s diagram, they are still trying to reach the level of Integrating.

Why is it so difficult to move to the next stage?

Oleg Shilovitsky, in a reaction to Lionel’s post, confirmed this. In Why did manufacturing stuck in PLM 1.0 and PLM 2.0? Oleg points to several integration challenges, functional and technical. His take is that new technologies might be the answer to move to PLM 3.0, as you can read from his conclusion.

What is my conclusion?

There are many promising technologies, but integration is remaining the biggest problem for manufacturing companies in adopting PLM 3.0. The companies are struggling to expand upstream and downstream. Existing vendors are careful about the changes. At the same time, very few alternatives can be seen around. Cloud structure, new data management, and cloud infrastructure can simplify many integration challenges and unlock PLM 3.0 for future business upstream and especially downstream. Just my thoughts…

Completely disconnected from Lionel’s post,  Angad Sorte from Plural Nordic AS wrote a LinkedIn post: Why PLM does not get attention from your CEO. Click on the image to see an enlarged version, that also neatly aligns with Industry 4.0. Coincidence, or do great minds think alike? Phil Collins would sing: It is in the air tonight

Angad’s post is about the historical framing of PLM as a system, an engineering tool versus a business strategy. Angrad believes once you have a clear definition, it will be easier to explain the next steps for the business. The challenge here is: Do we need, or do we have a clear definition of PLM? It is a topic that I do not want to discuss anymore due to a variety of opinions and interpretations.  An exact definition will never lead to a CEO stating, “Now I know why we need PLM.”

I believe there are enough business proof points WHY companies require a PLM-infrastructure as part of a profitable business. Depending on the organization, it might be just a collection of tools, and people do the work. Perhaps this is the practice in small enterprises?

In larger enterprises, the go-to-market strategy, the information needs, and related processes will drive the justification for PLM. But always in the context of a business transformation. Strategic consultancy firms are excellent in providing strategic roadmaps for their customers, indicating the need for a PLM-infrastructure as part of that.

Most of the time, they do not dive more in-depth as when it comes to implementation, other resources are needed.

What needs to be done in PLM 1.0 to 4.0 per level/stage is well described in all the diagrams on a high-level. The WHAT-domain is the domain of the PLM-vendors and implementers. They know what their tools and skillsets can do, and they will help the customer to implement such an environment.

The big illusion of all the evolutionary diagrams is that it gives a false impression of evolution.  Moving to the next level is not just switching on new or more technology and involve more people.

So the big question is HOW and WHEN to make progress.

HOW to make progress

In the past four years, I have learned that digital transformation in the domain of PLM is NOT an evolution. It is disruptive as the whole foundation for PLM changes. If you zoom in on the picture on the left, you will see the data model on the left, and the data model on the right is entirely different.

On the left side of the chasm, we have a coordinated environment based on data-structures (items, folders, tasks) to link documents.

On the right side of the chasm, we have a connected environment based on federated data elements and models (3D, Logical, and Simulation models).

I have been discussing this topic in the past two years at various PLM conferences and a year ago in my blog: The Challenges of a connected ecosystem for PLM

If you are interested in learning more about this topic, register for the upcoming virtual PLM Innovation Forum organized by TECHNIA. Registration is for free, and you will be able to watch the presentation, either live or recorded for 30 days.

At this moment, the detailed agenda has not been published, and I will update the link once the session is visible.  My presentation will not only focus on the HOW to execute a digital transformation, including PLM can be done, but also explain why NOW is the moment.

NOW to make progress

When the COVID19-related lockdown started, must of us thought that after the lockdown, we will be back in business as soon as possible. Now understanding the impact of the virus on our society, it is clear that we need to re-invent ourselves for a sustainable future, be more resilient.

It is now time to act and think differently as due to the lockdown, most of us have time to think.  Are you and your company looking forward to creating a better future? Or will you and your company try to do the same non-sustainable rat race of the past and being caught by the next crises.

McKinsey has been publishing several articles related to the impact of COVID19 and the article: Beyond coronavirus: The path to the next normal very insightful

As McKinsey never talks about PLM, therefore I want to guide you to think about more sustainable business.

Use a modern PLM-infrastructure, practices, and tools to remain competitive, meanwhile creating new or additional business models. Realizing concepts as digital twins, AR/VR-based business models require an internal transition in your company, the jump from coordinated to connected. Therefore, start investigating, experimenting in these new ways of working, and learn fast. This is why we created the PLM Green Alliance as a platform to share and discuss.

If you believe there is no need to be fast, I recommend you watch Rebecka Carlsson’s presentation at the PLMIF event. The title of her presentation: Exponential Tech in Sustainability. Rebecca will share insights for business development about how companies can upgrade to new business models based on the new opportunities that come with sustainability and exponential tech.

The reason I recommend her presentation because she addresses the aspect of exponential thinking nicely. Rebecka states we are “programmed” to think local-linear as mankind. Exponential thinking goes beyond our experience. Something we are not used doing until with the COVID19-virus we discovered exponential growth of the number of infections.

Finally, and this I read this morning, Jan Bosch wrote an interesting post: Why Agile Matters, talking about the fact that during the design and delivery of the product to the market, the environment and therefore the requirements might change. Read his post, unless as Jan states:

Concluding, if you’re able to perfectly predict the optimal set of requirements for a system or product years ahead of the start of production or deployment and if you’re able to accurately predict the effect of each requirement on the user, the customer and the quality attributes of the system, then you don’t need Agile.

What I like about Jan’s post is the fact that we should anticipate changing requirements. This statement combined with Rebecka’s call for being ready for exponential change, with an emerging need for sustainability, might help you discuss in your company how a modern New Product Introduction process might look like, including requirements for a sustainable future that might come in later (per current situation) or can become a practice for the future

Conclusion

Now is the disruptive moment to break with the old ways of working.  Develop plans for the new Beyond-COVID19-society.  Force yourselves to work in more sustainable modes (digital/virtual), develop sustainable products or services (a circular economy), and keep on learning. Perhaps we will meet virtually during the upcoming PLM Innovation Forum?

Note: You have reached the end of this post, which means you took the time to read it all. Now if you LIKE or DISLIKE the content, share it in a comment. Digital communication is the future. Just chasing for Likes is a skin-deep society. We need arguments.
Looking forward to your feedback.

Meanwhile, two weeks of a partial lockdown have passed here in the Netherlands, and we have at least another 3 weeks to go according to the Dutch government. The good thing in our country, decisions, and measures are made based on the advice of experts as we cannot rely on politicians as experts.

I realize that despite the discomfort for me, for many other people in other countries, it is a tragedy. My mental support to all of you, wherever you are.

So what has happened since Time to Think (and act differently)?

All Hands On Deck

In the past two weeks, it has become clear that a global pandemic as this one requires an “All Hands On Deck” mentality to support the need for medical supplies and in particular respiration devices, so-called ventilators. Devices needed to save the lives of profoundly affected people. I have great respect for the “hands” that are doing the work in infectious environments.

Due to time pressure, innovative thinking is required to reach quick results in many countries. Companies and governmental organizations have created consortia to address the urgent need for ventilators. You will not see so much PR from these consortia as they are too busy doing the real work.

Still, you see from many of the commercial participants their marketing messages, why, and how they contribute to these activities.

One of the most promoted capabilities is PLM collaboration on the cloud as there is a need for real-time collaboration between people that are under lockdown. They have no time setting-up environments and learning new tools to use for collaboration.

For me, these are grand experiments, can a group of almost untrained people corporate fast in a new environment.

For sure, offering free cloud software, PLM, online CAD or 3D Printing, seems like a positive and compassionate gesture from these vendors. However, this is precisely the wrong perception in our PLM-world – the difficulty with PLM does not lie necessary in the tools.

 

It is about learning to collaborate outside your silo.

Instead of “wait till I am done” it should become “this is what I have so far – use it for your progress”. This is a behavior change.

Do we have time for behavioral changes at this moment? Time will tell if the myth will become a reality so fast.

A lot of thinking

The past two weeks were weeks of thinking and talking a lot with PLM-interested persons along the globe using virtual meetings.

As long as the lockdowns will be there I keep on offering free of charge PLM coaching for individuals who want to understand the future of PLM.

Through all these calls, I really became THE VirtualDutchman in many of these meetings (thanks Jagan for the awareness).

I realized that there is a lot of value in virtual meetings, in particular with the video option on. Although I believe video works well when you had met before as most of my current meetings were with people, I have met before face-to-face. Hence, you know each other facial expressions already.

I am a big fan of face-to-face meetings as I learned in the past 20 years that despite all the technology and methodology issues, the human factor is essential. We are not rational people; we live and decide by emotions.

Still, I conclude that in the future, I could do with less travel, as I see the benefits from current virtual meetings.

Less face-to-face meetings will help me to work on a more sustainable future as I am aware of the impact flying has on the environment. Also, talking with other people, there is the notion that after the lockdowns, virtual conferencing might become more and more a best practice. Good for the climate, the environment, and time savings – bad for traditional industries like aircraft carriers, taxis, and hotels. I will not say 100 % goodbye but reduce.

A Virtual PLM conference!

I was extremely excited to participate in the upcoming PLM Innovation Forum (PLMIF) starting on April 28th, organized by TECHNIA. I have been visiting the event in the past a few times in Stockholm. It was a great place to meet many of the people from my network.

This time I am even more excited as the upcoming PLMIF will be a VIRTUAL conference with all the aspects of a real conference – read more about the conference here.

There will be an auditorium where lectures will be given, there are virtual booths, and it will be a place to network virtually. In my next post, I hope to zoom in on the conference.

Sustainability, a circular economy, and modern PLM should go together. Since 2014, these topics have been on the agenda of the joint CIMdata Roadmap/PDT conferences. Speakers like Amir Rashid KTH Sweden, Ken Webster Ellen MacArthur Foundation, and many others have been talking about the circular economy.

The Scandinavian mindset for an inclusive society for people and the environment for sure, has influenced the agenda. The links above lead to some better understanding of what is meant by a circular economy and a sustainable future, as also the short YouTube movie below:

The circular economy is crucial for a sustainable future. Therefore, I am looking forward to participating in the upcoming PLM Innovation Forum on April 28th, where it will be all about digitalization for sustainable product development and manufacturing. Hopefully, with the right balance towards the WHY-side of our brain, not so much about WHAT.

You are welcomed to register for free here: the virtual PLM Innovation Forum – we might meet there (virtually).

The PLM Green Alliance

The PLM Green Alliance had been announced some months ago, started by Rich McFall and supported by  Bjorn Fidjeland,  Oleg Shilovitsky, and me.

It was the first step to proactively bringing people together to discuss topics like reducing our carbon footprint, sharing and brainstorming about innovations that will lead to a sustainable future for ourselves and our children, grand-grand-children. The idea behind the PLM Green Alliance is that a proactive approach is much cheaper in the long term as we can still evaluate and discuss options.

This brings me back to the All hands On Deck approach we currently use for fighting the COVID-19 virus.

In a crisis mode, the damage to the people and the economy is severe. Besides, in a crisis mode, a lot of errors will be made, but don’t blame or joke about these people that are trying. Without failure, there is no learning.

We are in a potential time of disruption as the image shows below, but we do not have the complete answers for the future

Think about how you could pro-actively work on a sustainable future for all of us. This will be my personal target, combined with explaining and coaching companies related to topics of modern PLM, during the current lockdown and hopefully long after. The PLM Green Alliance is eager to learn from you and your companies where they are contributing to a more sustainable and greener future.

Do not feel your contribution is not needed, as according to research done by the Carr Center’s Erica Chenoweth: The ‘3.5% rule’: How a small minority can change the world. It could be an encouragement to act instead of watching who will determine your future.

Conclusion

While learning to live in a virtual world, we might be realizing that the current crisis is an opportunity to switch faster to a more sustainable and inclusive society. For PLM moving to data-driven, cloud-based environments, using a Model-Based approach along the whole lifecycle, is a path to reduce friction when delivering innovations. From years to weeks? Something we wished to have today already. Stay safe!

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