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Just back from the ECCAP in Tokyo where the Dassault Systemes roadmap for V6
combined with V5 was discussed and presented in the context of the Asian Pacific customers and companies.
As most of the activities around V6 are focusing on the future around a Service Oriented Approach (SOA), it might be interesting to look at Oleg Shilovitsky’s blog around PLM 2.0 . The conference kept me busy, so busy that I had almost no time to write this post, which actually targets a frequently heard message: We are too busy (to implement PLM / to do something else / etc …)
So in this post I want to conclude the sequel around reasons not to implement PLM. As a reminder:
The 5 reasons not to implement PLM I heard the most were:
- The costs for a PLM implementation are too high
- A PLM implementation takes too long
- We already have an ERP system
- Isn’t PLM the same as managing CAD files ?
- We are so busy, there is no time to have a PLM implementation in our company
And now, we reached #5
5. We are so busy, there is no time to have a PLM implementation in our company ?
Indeed a PLM implementation should not be underestimated. The impact on a company is significant if implemented correctly. I encountered two types of PLM implementations:
- implementations where the implementer automated the existing customer processes as-is, with a slight change due to chosen PLM capabilities.
- implementations where the implementer assisted the company in changing their current business process towards PLM capabilities and best practices provided by the system.
Both type of implementations might have consumed the same amount of money and implementation services. The impact on the company however is completely different.
In case 1 the benefits are relative low as mainly automation of repetitive tasks or data entry was optimized. People in the company did not need to change there way of working too much, and the impact on the way they worked was relative low.
Note: we have a work pressure of max 110 % (no big changes) but at the end we reach an effectivity below 120 % where the work pressure remains close to 100% (98 %)
This means thanks to automation we achieve 20 % more and feel just a little less pressure
(20 points difference between effectivity and pressure)
In case 2 the benefits were much higher as the changing of business processes lead to an optimized process for innovation and engineering changes, based on core PLM system capabilities and tuned for the company.
However the impact on people in the company was also much higher. Different ways of working, changed responsibilities, sharing of data all lead to a learning process.
Note: we have a work pressure close to 120 % but at the end we reach 95 % where the effectivity reaches 125 %
This means thanks to the automation we achieve 25 % more and feel approx 5 % less pressure
(30 point difference between effectivity and pressure)
The graphs are a generalization based on facts i learned in the field and I tried to visualize the impact of a PLM implementation on a company.
So now we have three options to:
- We have no time to implement – we are too busy
This leads to a dead end – assuming PLM is relevant for your company – it means the competitors will implement and get ahead of you. Making survival even harder and lead to stressed employees till it cracks
- We can implement PLM without changing our processes too much
This is what an inexperienced implementer will suggest. “Tell us how you want to work and we build it for you” . This leads to higher customization costs but probably less pressure on the organization to make changes. At the end as described in case 1 it will bring benefits but not affect the pressure so much. Consider it a band-aid till the next fix.
- We implement PLM as it supposed to improve our processes.
Implementing PLM with an experienced PLM implementer and a clear vision will lead to a higher pressure on the organization for approx a year and probably lower costs of customization, but higher temporary resources costs. However at the end it will provide the company with a base to be more competitive. Effectiveness has increased significant and reduced pressure can lead to new innovation
Conclusion
If your company would benefit from PLM according to its core business, delaying the implementation is giving your competitors more chances and will affect your market share. Next if you decide to implement PLM be aware that only by changing the way you work more in line with the PLM best practices for your industry you will gain the real benefits. For that reason you need an experienced PLM implementer as partner to guide you in this path.
This time a short post. When I committed myself to write posts about connecting PLM and ERP, I already touched several times the PLM and ERP vision (from the point of view of a PLM missioner of course)
Just as a reminder the 5 most objections I heard the most from companies when discussing a PLM implementation. You also will find references to the first two objections I already discussed.
The 5 reasons not to implement PLM I heard the most were:
- The costs for a PLM implementation are too high
- A PLM implementation takes too long
- We already have an ERP system
- Isn’t PLM the same as managing CAD files ?
- We are so busy, there is no time to have a PLM implementation in our company
3. We already have an ERP system.
From the analyst point of view, PLM has established itself as a discipline beside ERP and CRM. Which discipline requires the major focus in a company depends on the major business process of the company. It is clear PLM brings it benefits for manufacturing companies, where innovation and managing their product IP are major reasons for success.
Various publications on this topic (in order of relevance):
- Collaborative Visions.com- PLM action
Perfectly explaining where PLM brings value and where it is different from ERP - Aberdeen Group – The Best Kept Secret of Top SMB Product Developers. Finding the Shortest Path to PLM Value
Showing the difference in perception and real attention needed when implementing PLM and where the benefits are for SMB companies - AMR research- PLM Report
Showing the PLM market is growing steady, which means for companies that PLM vendors will invest in a more and more mature product based on common principles - TechClarity – Complementary Roles of ERP and PLM
Explaining the differences between ERP and PLM and why you need them together - Aberdeen Group – Integrating the PLM Ecosystem
Explaining integration of your PLM system will bring competitive advantages - CIMdata – SAP PLM roadmap
Showing that even SAP recognizes PLM exists
So by studying all the links in this post, you might come to the conclusion below:
Conclusion
All my previous posts and the above publications (and much more) explain that if a company is interested in managing their Intellectual Property (IP) – the reason why they really differentiate , plus if they want to remain in business by being innovative,PLM is the proven approach for this type op companies.
And tired of innovation, watch this:
Last week I conducted another ENOVIA SmarTeam Express training, this time in the Coventry office from Dassault Systems. The conclusion from the audience was that the SmarTeam Engineering Express concept is a perfect entry PLM system for the mid-market. It show the general best practices of PLM for a mid-market from concept to manufacturing. Additionally is provides the company a flexible PLM platform to further grow and expand to directions that bring more benefits.
But here I want to stop, as you will start to believe it is a marketing speech. In a certain way it is marketing. Marketing is needed to influence people and companies to change their way of thinking. Without marketing we would never buy Personal Computers, mobile phones, MP3 players, certain drinks and more. We tend to forget why we need certain products and what the real benefits are. PLM is not at that level of market understanding yet.
For that reason I will give the 5 objections why not to implement PLM that I heard the most and comment on them.
The 5 reasons not to implement PLM I heard the most were:
- The costs for a PLM implementation are too high
- A PLM implementation takes too long
- We already have an ERP system
- Isn’t PLM the same as managing CAD files ?
- We are so busy, there is no time to have a PLM implementation in our company
In this post I will address the first reason. Others in upcoming posts.
Note: I use generalizations in this post as specific cases my vary – specially when talking about comparisons with ERP system.
1. The cost for a PLM implementation are too high.
This is the argument I heard the most. And indeed, if you accumulate the total costs of a PLM implementation after 2-3 years, you might get that impression. The main reason for this perception is the fact that often companies have suffered from an ERP implementation in the past. I do not want to blame the ERP companies for the high costs of implementation, as they were the first major business system implemented in manufacturing companies. There were many horror stories in the past, but now you can say ERP has become mature and processes to implement are clear too. For that reason ERP companies now can provide an estimated cost and ROI (Return On Investment) for manufacturing companies. I guess that manufacturing companies that have not invested in ERP the past 20 years, probably stopped to exists, so benefits for ERP are clear.
But at what costs ? PLM is not as mature as ERP. This means a PLM vendor cannot come to a manufacturing company, identify its main business process and apply a PLM template. The major reason for that is the fact that the PLM vision encompasses many different processes in a company, many of them currently not even identified in mid-market companies. This leads to the situation where PLM implementers together with their customers spend time to learn and pay the price for learning. Most of the learning has been done already by the big enterprises, now the mid-market companies need to understand what is relevant for them.
We know learning has it costs, and specially when external (paid) resources are involved, the costs might add up too high. In parallel the biggest mistake made to implement PLM is to consider it the same way ERP is implemented. A project team builds in a isolated environment a new ‘to be’ PLM environment, once and a while involving key users for their feedback. Then after 8 months – 1 year they role out the PLM implementation to the users as a ‘big boom’. As a logical reaction the users object to this radical change, which leads to compromises, and rework of some of the project deliverables. At the end after 2 years the company might have an acceptable PLM implementation, meanwhile having a bad taste of a failed and costly project. And the ROI still to come……
See the diagram below:
So how can we avoid these high costs ?
First of all the investment of a PLM is done because we believe there is a Return On Investment. Companies invest in order to improve their competitiveness and PLM is a main driver for manufacturing companies. So how can we assure ROI and lower the total costs ?
A first best practice is the phase a PLM implementation into small, digestible steps with a durations of 3 to 6 months. Each step will have its investment and its limited scope. The result will be that even after the first step, people can start working with the new system, experience the impact of the new PLM system and start bringing ROI as the benefits will start paying of.
These benefits plus the fact that the company and their users start to understand what a PLM system can bring for them and this leads to a clearer and lower cost of implementation for the next phases. The figure below gives an impression of how costs and ROI will work out in this situation.
The Express offerings from ENOVIA, SDE (SmarTeam Design Express) and SNE (SmarTeam Engineering Express) are exactly targeting this approach. Instead of imagining what PDM and PLM could do for a company. They allow the company to quickly start and experience and later grow to the optimized environment.
The management of the company should always keep their ultimate PLM vision in mind, still anticipating changes as business evolves. Each implementation phase should fit in the ultimate PLM vision and its implementation should be judged on bring ROI.
This is a main difference between PLM and ERP. An ERP implementation focuses on a specific logistical process to implement. This implementation cannot be done for 50 % and than later another 30 % and again another 10 % till the ultimate ERP vision has been reached. It must be done in one implementation as it targets the whole production process.
A PLM implementation however is an implementation of Best Practices all around Product IP and innovation. The world in which products are defined has changed drastically due to globalization, customer focus and changed technologies. This means that the way companies define and develop their products have to be flexible and changeable. PLM implementations require a step by step approach, every time improving those areas that bring the best ROI. Still the company needs to remain flexible in to anticipate for future changes, merges, acquisitions or even different business processes.
Conclusion: PLM systems are not costly in case of a phased implementation targeting immediate ROI per phase and flexibility in the future.
This week I was in South-Africa working with Aerosud, one of the prominent companies in the Aerospace industry in South Africa, working with the major OEM’s One of the topics discussed in the workshop with Aerosud was the connection between PLM and ERP. As this is a question that occurs so often, see also previous posts, I will address in this post and the upcoming posts the logical steps for an PLM – ERP integration and issues a company might face.
For some people I guess the big surprise will be that most of the difficulties and discussions are not on the technical level, but on how a company has organized their data and organizes their data in the future.
The first rule for implementation is:
The PLM system manages all product related IP (Intellectual Property) and the ERP system manages the executing in the most effective way, taking into account resources, time, material scrap etc often linked with financial transactions
Although some ERP vendors might want you to believe they offer also PLM functionality in their system, it is always a small subset of the total PLM capabilities. Linking manufacturing documents to an item is not PLM. PLM is managing all product related IP and this requires connections to all information sources during the whole product lifecycle, not only during manufacturing.
So if we agree on the above, we understand there is a need to connect PLM and ERP, as both systems have a vital task in a manufacturing company and both work around common information, the product, composed of all its physical items.
The Item
The physical item, is the shared and understandable entity understood through the whole company. Some companies call their items parts. In order not to confuse between an item and a part designed in the CAD system, i will talk about items, when I mean the physical representation.
Items can be a single item, a rivet, a specific metal plate or it can be a complete product or smaller component of a complete product. They have one thing in common, we all identify them with a unique number the item number.
In engineering oriented companies you might hear designers say, the item number is equal to the part number of the part or product they are designing, as often in their case what they design on the lowest level of the assemblies, becomes an item.
In general you can subdivide the items in two major groups:
- standard purchase items
- company or project specific items.
Standard purchase items
The characteristic of a standard purchase item is that it has been designed and developed by external companies and that these items can be found in catalogs produced my one or more manufacturers around the world, based on defined standard. For example a M12 Nut, a bearing with specific diameter and performance characteristics. The company that uses these standard parts creates an own definition of the part and makes references to manufacturers who provide these parts in the right quality and standard. These manufacturers appear on the Approved Manufacturer List (AML), which is an engineering task inside PLM to define this list.
In addition, based on this approved manufacturer list, the purchasing department will allocate vendors for these parts and based on vendor performance and reliability, they create a List of Approved Vendors (AVL)for these parts. This is a execution task to be defined in the ERP system.
So in day to day operation, engineering will define new standard purchase items if not available and this request will lead into an AML and then in ERP towards a AVL of the standard item. It is a combined activity where each of the disciplines has participate. For existing standard items, there is also a process triggered from ERP that influences their usage. For example a certain manufacturer might stop producing a certain item and this affects the AVL – purchasing raises a flag that the item becomes hard to acquire or even unavailable, which leads to engineering to define a new AML, which might end up in an engineering change as by changing some of the product functionality other standard items can be used to replaced the original defined item.
So for standard purchase items we see:
- new standard items are introduced through PLM – starting from AML into ERP with the AVL.
Both system add information to the item information - exiting standard item can become obsolete through PLM – as the company decides not to use them (anymore) or become phase out or obsolete based on a trigger coming from the ERP side, as the AVL has changed.
- Standard purchase items do not have revisions
Items
With items here we mean the non-standard purchase items, which can be divided again in two major groups:
- company standard items
- project specific items
Project specific items are items defined by engineering during the definition of a product. These items need to be manufactured specifically for this product based on the specification provided by engineering. Outside the project these items are not used again anymore as they are too specific.
However companies try to standardize even their project specific items, in order to share and reuse them in other products. At this stage, the project specific item becomes a company standard item and is managed to be reused.
Both company and project specific items can have revisions as their maturity may grow. As long as the new definition complies to the Form-Fit-Function rules, the new revision of the defined item can replace previous revisions, meanwhile better support future usage.
So for items we see:
- project specific items are introduced through PLM and on the moment of production pushed to ERP to be manufactured according the design specification with the right revision
- company standard items are introduced through PLM and can be produced on stock (if there is a wide usage through various products) or pushed to ERP when needed to be manufactured according the design specification with the right revision
- Items are revision managed and follow the Form-Fit-Function rules
The conclusion of the above for this post is:
- Items have a common usage in both PLM and ERP
- Items are initially created in PLM and at a certain time transferred to ERP to be completed with logistical information
- Item usage can change based on availability triggers from ERP or use cases in PLM
- an item is a hybrid entity – with a common shared identification, PLM relevant data and ERP relevant data
- Some of the ERP data might be relevant for information to be viewed the engineer and the other way around
Once agreed on the above concept, we have the guidelines how to connect items between an PLM system and an ERP system. In my next post I will talk more about that, also about how to connect BOMs between PLM and ERP.
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Last week I was in Greece together with the Dassault Systems Value Added Reseller OVision. Everyone would expect from the first sentence I was on holiday. Yes I agree, the settings were holiday like always temperatures above 35 C (approx 100 F) and never far from the see.
However,……
….we were visiting ENOVIA SmarTeam prospects and discussed existing customer specific implementation wearing business suits – not wearing shorts. However the most interesting issue was, that we were working with companies that were in the early stages of data management.
If you look around the world, to my understanding, and would rank countries on PLM awareness and need for data management, I would rank Western Europe, Scandinavia, Japan as the countries where concepts for PLM are understood, although in many mid-market companies I would still expect on the long term a culture change to real PLM. In my previous posts, I addressed several thoughts on that.
North America and the United Kingdom I rank differently, as somehow, there are big PLM implementations, but the majority of mid-sized companies is supplier of an OEM network or sees no return on investment on a PLM implementation
Then I would rank countries like Turkey, South Africa, India, and China as the next level. As they participate in manufacturing of global companies – mainly automotive and aerospace, they are driven into the basic needs of PDM as requirement from the OEMs. This pushes in parallel the country’s infrastructure – Internet / Intranet availability.
At the fourth position, I would rank a country like Greece. As due to the local economy there is not a focus on manufacturing or a huge participation in a global supply chain, they have to introduce their data management, growing to PDM or PLM slowly on a still developing infrastructure
Disclaimer: Countries not mentioned here can fall in any of the above categories (or even below). The fact that I did not mention them, is because I have not enough experience working with these countries to judge.
Back to Greece
Apparently, due to all the beautiful islands in Greece, there are thousands of ferries traveling from island to island or other Mediterranean destinations. For that reason, there are companies that build ships, companies that refurbish ships and companies that maintain ships.
At the end, a ferryboat can be seen like single process plant. Like in a plant, you have equipment that needs to be operational and maintained during operation.
This requires a well-defined form of data management, often driven by quality processes around ISO 900x.
Companies often consider quality processes as a kind of document management. You have your manuals with procedures, templates spread around the company, and you update them before the next audit. Everyone is supposed to follow the procedures and supposed to know the latest procedures.
This is a labor-intensive activity if you want to execute as best as possible. In companies where the cost of labor is an issue, you will see that most people are loaded with work and usually the quality issue is the last activity these people will execute, first the operational issues then the rest.
In order to improve the quality of the information, document management and workflow processes are functionalities used to address the availability of the documents and the workflow ensures information to be pushed and published in a guaranteed manner.
Instead of pushing the information to all the users, the company is now able to centralize the data and users can pull the latest information from the system. The workflow processes and the document management system guarantee the right steps are followed and you are always looking to the latest versions. Also you are aware of on-going changes.
When it comes to ships however, there is more to address than ISO documentation and procedures. The ship itself has maintenance or refurbishing projects running on certain systems or locations in the ship. Here the advantages of a PDM system like ENOVIA SmarTeam appear. In the ENOVIA SmarTeam data model you are able to manage information (CAD documents and Bills or Materials too) related to a project, to a ship, to a location or system in the specific ship. There is no need for keywords on the document to describe where it applies, or have copies from a document because if applier to several ships. The data model below shows the types of information that can be stored around a ship.
Once the company has the vision, what to achieve in the upcoming years, a roadmap can be defined. Keeping user understanding, flexibility but still a continued move towards the PDM data model are parameters for the management to monitor and drive. Companies that build or refurbish ships of course have even higher needs to integrate their engineering activities with the ships maintenance data. This avoids a costly hand-over of data that already could be available in the right format.
Conclusion: Although Greece is in the fourth rank of PLM needs and awareness, the benefits to gain from PLM are there too, however due to awareness and infrastructure, they are not as visible as in the countries ranked as number one.
As Greece is the birthplace of many sciences, I am sure the awareness for where to apply PLM concepts is for sure something they will achieve.
This week was again a week with several customer visits and discussions around PLM implementations. As analysts like CIMdata, AMR Research, the Aberdeen group are all claiming that PLM will be the next thing for small and medium manufacturing companies, the discussion around PLM is ongoing. Of course, PLM vendors are adapting their messaging and sometimes their products towards the SMB.
Some vendors like PTC and UGS try to downscale their existing products mainly by changing the packaging of the product (but it remains a PLM system originally designed for enterprises) others like Dassault Systemes have a special SMB offering with full PLM capabilities, ENOVIA SmarTeam.
But let’s assume we have the ideal PLM solution for an SMB company. This was the start point, I had during my meetings this week. How would you motivate a company to implement PLM, knowing all the constraints of SMB companies? Miki Lumnitz wrote about it in his blog –PLM for SMB who are those companies?
I noticed one of the main issues for discussion is the handling of the MBOM (Manufacturing BOM). So let’s look at the different viewpoints in a company.
EBOM (Engineering Bill Of Materials)
“The EBOM reflects the way a product was functionally designed”
When engineers define a product, they design (or reuse) assemblies (modules) and add new parts and assemblies to the design. When working with a 3D CAD system, saving the product results in a document structure that resembles a lot the engineering BOM. Traditionally companies got the impression that by changing this EBOM structure a little, they would have a structure ready for manufacturing, called the MBOM.
MBOM (Manufacturing Bill of Materials)
“The MBOM reflects the way a product will be manufactured”
The MBOM is a structure derived from the EBOM. The main changes from EBOM to MBOM are:
- removal of subassemblies that do not exist in the physical world. For example a grouping of two parts that are logically grouped by the designer, but as a group does not make sense for manufacturing (Assembly B).
- And in addition to non-design items which are needed for manufacturing the product. For example paint or grease. (Item F)
Traditionally – and also in the companies I was visiting – the EBOM is the domain for the engineering department and with additional modifications, they provide a BOM (is it EBOM or MBOM ?) to the ERP system. Some companies add non-engineering items to their design – they draw a can of paint in their design to make sure the paint is part of the BOM. Some work with phantom production order to address the usage of subassemblies by engineering.
Both EBOM and MBOM definitions are preparations before production can start. The EBOM and MBOM contain the product knowledge, how to build and how to manufacture a product. For that reason, they should be handled in the PLM system. The main reasons for that are:
- during process engineering, there is a need to use, analyze and sometimes adapt engineering data. This can be done in the most efficient way within one system where all product data is available
- PLM systems, like ENOVIA SmarTeam, contain tools to create quickly based on certain rules an MBOM derived from the EBOM and when changes occur even compare both structures again, to adapt to these changes
- Having a single environment for product definition and manufacturing improves the total product understanding
So where is the MBOM?
Ask yourself as a company ” where do I handle the MBOM ?” Some of you might say, we do not have an MBOM as our EBOM with some modifications is already good enough for manufacturing. Many companies might say, we manage the MBOM in the ERP system as this is (was) the only system we had where we could define such structures. These companies are candidates for improving their Concept to Manufacturing process, as for sure either users or working methods are compromised to work with the MBOM in the ERP system.
Some might says: Do we still need ERP systems?
Yes, as ERP systems are built to schedule and execute the production of well-defined products in the most efficient way. ERP systems are needed for the execution, often the core activity for manufacturing systems.
PLM systems are the reason that ERP systems can execute, they bring the product definition and information to produce a product. And in case the company designs and manufactures excellent and innovative products the future is bright.
But we should not consider engineering activities in the same way as production activities.
Einstein once said (and he is not an expert anyway):
Innovation is not the product of logical thought, even though the final product is tied to a logical structure
I am curious to learn where you manage your MBOM
Last week I was working with several people on data management issues for the supply chain. As I mentioned in my previous post from the ECC in Munich, there is a trend where OEMs require more and more cooperation from their suppliers. Most of these suppliers are mid-sized companies and these companies often lack the management support to implement changes top-down in an organization.
In mid-market companies the concept for quality guarantee and consistent responses is often implemented in design data management (control the product data), a quality system (ISO,—–) and the ERP system. See also PLM and ERP culture change. As these systems could be implemented on department level, not touching each other too much, it is relative easy from the cultural point of view to implement them. Each department can optimize themselves and often the quality system is not enforcing the users to work completely different.
But who and where is innovation managed ?
Large enterprises discovered that, in order to innovate, you need to connect and analyze all information around the products they are manufacturing. In simple words they realized PLM is needed to connect everyone around the product lifecycle from the concept phase till the production and after-sales phases. For these companies PLM became the backbone for their specific knowledge – we call it IP (Intellectual Property). Big companies could implement PLM because they had the management vision, the resources (people and budget) and the top-down approach to enable (and sometimes enforce) this change.
In mid-sized companies there might be the management vision, but resources and a top-down approach are rare. When it comes to a top-down approach, often the management believes that the goal is to enforce one IT system to the organization to manage all the critical data. Naturally this is the ERP system, and ERP vendors remain claiming that they can do PLM. It is a kind of overestimation of these companies as their nature lies in processing data, resources as efficient as possible, not in being creative to find new innovations.
Innovation is not CAD design as others may believe. These beautiful 3D designs smell like innovation, but in fact before a designer could start working on a concept, a lot of work has been done before. Analysis about what is it that the market, the customers require? What is de feedback on our current products in the field ? What is the competition doing etc, etc.
PLM requires culture change
As long as an organization remains thinking around 1 or 2 major IT systems (CAD data management and ERP) to manage all, there is no chance for PLM to be implemented successful. All departments and disciplines around the product lifecycle need to work together, change their departmental habits and learn to adapt to PLM best practices.
There is enough argumentation why to implement PLM and I believe solutions like ENOVIA SmarTeam Engineering Express are from the technology point a good start. See all related posts and comments to my previous post.
What I wanted to stress is that changes in a mid-market company are not done from the logical point of view. As the top-down vision and implementation often are not available, we are waiting for all departments to decide let’s change our way of working as we read all these beautiful benefits of PLM. This is of course not going to happen, only in advertisements.
Culture change even in mid-sized companies is a management responsibility and requires an open mind. We often forget that we have two sides in our brain. One side the logical side, analyzes all the arguments and stores them logically as good or bad. The other side of the brain, the emotional side is making the decisions, grabbing arguments that suit from the logical side in order to explain to others and ourselves why a decision is taken.
If you read books like The Language of Change (very theoretical, but the groundwork) or Blink: The power of thinking without thinking (very popular) you will understand that changes won’t happen if we stick to the traditional way of posting our arguments and keep on doing what we feel good with.
It is the management responsibility to think how to enforce a change in their companies. But as they also have a two sided brain, for that reason, management consultants were invented to reflect and discuss the emotional and logical side.
If after reading this post, you are more aware of the fact that one side of your brain fools you, then I achieved something. If however you will say “This is nonsense”, your other half of the brain has won.
Footnote: No more words about soccer – Holland is out
This week, I was in Bruxelles conducting a Engineering Express training for ENOVIA SmarTeam resellers. The feedback I got from the participants during the training made me again more aware from the culture change needed or dreamed about in the small and medium manufacturing enterprises.
As I wrote before in PLM and ERP – the culture change , there is for sure a conservative vision in the small and medium enterprises to stay with their major IT systems they invested in, usually ERP and (3D) CAD.
From the bigger enterprises and reading all the analyst reports, many of us project that the small and medium enterprises also need PLM in the same way as the bigger enterprises, but then in a more packaged, ready to use manner, instead of a custom implementation guided by PLM experts like the bigger enterprises did.
So ENOVIA SmarTeam Engineering Express is a prepackaged solution bringing PLM closer to the mid-market. However during the training many of the questions were not around the capabilities of the Engineering Express, but more about why do we(customers) need to use the same approach as bigger enterprises, why do we have the same needs?
Where big companies focus on defining and implementing processes in order to have a predictable outcome, I noticed in talking with SMB companies, they are proud of explaining they exist without these processes enforced, but work in a more flexible, human task oriented manner.
If we look to a classical ECR/ECO process, we see in bigger companies there are several steps to be identified to react on a outside request (the ECR) and to implement it (ECO).
An Engineering Change Request (ECR) process
An Engineering Change Order (ECO) process
In smaller companies the ECR process is already embedded in one singe ECO process. Sometimes a formal (email) based activity takes place before a change is requested and implemented. One of the participants in the course – a manufacturing company – mentioned that they had the notice of a CCB in their company but all engineering change requests were sent to the CCB by email and as the CCB was meeting on a weekly base, this was the process to filter engineering change requests.
So here is the question: Big enterprises need processes to remain manageable – like a big tanker needs a predefined methodology to navigate through a harbor. Small and medium enterprises are more relying on their flexibility and they need a reliable and sustainable way to react – like a small ship in a harbor – as it can react quickly there is no need for the anticipation, still the capability to change direction is needed.
So are small and medium enterprises that behave like small ships in the harbor ?
If yes, they need to remain open for change as going straight ahead at the end will lead to a collision – and the challenge remains to make the (culture) change.
Or if no, how can you provide small and medium enterprises with means that enforce change without creating the overhead that compromises the flexibility ?
I am looking forward to comments and thought on this question – please post them.
However my first priority tonight is to survive in Milan where the match Italy-France will decide who continues to the next round in the European Soccer Championship. Worst case in parallel the Netherlands looses from Romania, in that case both Italy and France are gone and this might be my last post:)
Hoping to write my next post at the end of this week. ciao – adieu
Jos Voskuil's Weblog 
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