You are currently browsing the tag archive for the ‘Product lifecycle management’ tag.

After a short summer break with almost no mentioning of the word PLM, it is time to continue this series of posts exploring the future of “connected” PLM. For those who also started with a cleaned-up memory, here is a short recap:

In part 1, I rush through more than 60 years of product development, starting from vellum drawings ending with the current PLM best practice for product development, the item-centric approach.

In part 2, I painted a high-level picture of the future, introducing the concept of digital platforms, which, if connected wisely, could support the digital enterprise in all its aspects. The five platforms I identified are the ERP and CRM platform (the oldest domains).

Next, the MES and PIP platform(modern domains to support manufacturing and product innovation in more detail) and the IoT platform (needed to support connected products and customers).

In part 3, I explained what is data-driven and how data-driven is closely connected to a model-based approach. Here we abandon documents (electronic files) as active information carriers. Documents will remain, however, as reports, baselines, or information containers. In this post, I ended up with seven topics related to data-driven, which I will discuss in upcoming posts.

Hopefully, by describing these topics – and for sure, there are more related topics – we will better understand the connected future and make decisions to enable the future instead of freezing the past.

 

Topic 1 for this post:

Data-driven does not imply, there needs to be a single environment, a single database that contains all information. As I mentioned in my previous post, it will be about managing connected datasets federated. It is not anymore about owned the data; it is about access to reliable data.

 

Platform or a collection of systems?

One of the first (marketing) hurdles to take is understanding what a data platform is and what is a collection of systems that work together, sold as a platform.

CIMdata published in 2017 an excellent whitepaper positioning the PIP (Product Innovation Platform):  Product Innovation Platforms: Definition, Their Role in the Enterprise, and Their Long-Term Viability. CIMdata’s definition is extensive and covers the full scope of product innovation. Of course, you can find a platform that starts from a more focused process.

For example, look at OpenBOM (focus on BOM collaboration), OnShape (focus on CAD collaboration) or even Microsoft 365 (historical, document-based collaboration).

The idea behind a platform is that it provides basic capabilities connected to all stakeholders, inside and outside your company. In addition, to avoid that these capabilities are limited, a platform should be open and able to connect with other data sources that might be either local or central available.

From these characteristics, it is clear that the underlying infrastructure of a platform must be based on a multitenant SaaS infrastructure, still allowing local data to be connected and shielded for performance or IP reasons.

The picture below describes the business benefits of a Product Innovation Platform as imagined by Accenture in 2014

Link to CIMdata’s 2014 commentary of Digital PLM HERE

Sometimes vendors sell their suite of systems as a platform. This is a marketing trick because when you want to add functionality to your PLM infrastructure, you need to install a new system and create or use interfaces with the existing systems, not really a scalable environment.

In addition, sometimes, the collaboration between systems in such a marketing platform is managed through proprietary exchange (file) formats.

A practice we have seen in the construction industry before cloud connectivity became available. However, a so-called end-to-end solution working on PowerPoint implemented in real life requires a lot of human intervention.

 

Not a single environment

There has always been the debate:

“Do I use best-in-class tools, supporting the end-user of the software, or do I provide an end-to-end infrastructure with more generic tools on top of that, focusing on ease of collaboration?”

In the system approach, the focus was most of the time on the best-in-class tools where PLM-systems provide the data governance. A typical example is the item-centric approach. It reflects the current working culture, people working in their optimized siloes, exchanging information between disciplines through (neutral) files.

The platform approach makes it possible to deliver the optimized user interface for the end-user through a dedicated app. Assuming the data needed for such an app is accessible from the current platform or through other systems and platforms.

It might be tempting as a platform provider to add all imaginable data elements to their platform infrastructure as much as possible. The challenge with this approach is whether all data should be stored in a central data environment (preferably cloud) or federated.  And what about filtering IP?

In my post PLM and Supply Chain Collaboration, I described the concept of having an intermediate hub (ShareAspace) between enterprises to facilitate real-time data sharing, however carefully filtered which data is shared in the hub.

It may be clear that storing everything in one big platform is not the future. As I described in part 2, in the end, a company might implement a maximum of five connected platforms (CRM, ERP, PIP, IoT and MES). Each of the individual platforms could contain a core data model relevant for this part of the business. This does not imply there might be no other platforms in the future. Platforms focusing on supply chain collaboration, like ShareAspace or OpenBOM, will have a value proposition too.  In the end, the long-term future is all about realizing a digital tread of information within the organization.

Will we ever reach a perfectly connected enterprise or society? Probably not. Not because of technology but because of politics and human behavior. The connected enterprise might be the most efficient architecture, but will it be social, supporting all humanity. Predicting the future is impossible, as Yuval Harari described in his book:  21 Lessons for the 21st Century. Worth reading, still a collection of ideas.

 

Proprietary data model or standards?

So far, when you are a software vendor developing a system, there is no restriction in how you internally manage your data. In the domain of PLM, this meant that every vendor has its own proprietary data model and behavior.

I have learned from my 25+ years of experience with systems that the original design of a product combined with the vendor’s culture defines the future roadmap. So even if a PLM vendor would rewrite all their software to become data-driven, the ways of working, the assumptions will be based on past experiences.

This makes it hard to come to unified data models and methodology valid for our PLM domain. However, large enterprises like Airbus and Boeing and the major Automotive suppliers have always pushed for standards as they will benefit the most from standardization.

The recent PDT conferences were an example of this, mainly the 2020 Fall conference. Several Aerospace & Defense PLM Action groups reported their progress.

You can read my impression of this event in The weekend after PLM Roadmap / PDT 2020 – part 1 and The next weekend after PLM Roadmap PDT 2020 – part 2.

It would be interesting to see a Product Innovation Platform built upon a data model as much as possible aligned to existing standards. Probably it won’t happen as you do not make money from being open and complying with standards as a software vendor. Still, companies should push their software vendors to support standards as this is the only way to get larger connected eco-systems.

I do not believe in the toolkit approach where every company can build its own data model based on its current needs. I have seen this flexibility with SmarTeam in the early days. However, it became an upgrade risk when new, overlapping capabilities were introduced, not matching the past.

In addition, a flexible toolkit still requires a robust data model design done by experienced people who have learned from their mistakes.

The benefit of using standards is that they contain the learnings from many people involved.

 

Conclusion

I did not like writing this post so much, as my primary PLM focus lies on people and methodology. Still, understanding future technologies is an important point to consider. Therefore, this time a not-so-exciting post. There is enough to read on the internet related to PLM technology; see some of the recent articles below. Enjoy

 

Matthias Ahrens shared:  Integrated Product Lifecycle Management (Google translated from German)

Oleg Shilovitsky wrote numerous articles related to technology –
in this context:
3 Challenges of Unified Platforms and System Locking and
SaaS PLM Acceleration Trends

In March 2018, I started a series of blog posts related to model-based approaches. The first post was:  Model-Based – an introduction.  The reactions to these series of posts can be summarized in two bullets:

  • Readers believed that the term model-based was focusing on the 3D CAD model. A logical association as PLM is often associated with 3D CAD-model data management (actually PDM), and in many companies, the 3D CAD model is (yet) not a major information carrier/
  • Readers were telling me that a model-based approach is too far from their day-to-day life. I have to agree here. I was active in some advanced projects where the product’s behavior depends on a combination of hardware and software. However, most companies still work in a document-driven, siloed discipline manner merging all deliverables in a BOM.

More than 3 years later, I feel that model-based approaches have become more and more visible for companies. One of the primary reasons is that companies start to collaborate in the cloud and realize the differences between a coordinated and a connected manner.

Initiatives as Industry 4.0 or concepts like the Digital Twin demand a model-based approach. This post is a follow-up to my recent post, The Future of PLM.

History has shown that it is difficult for companies to change engineering concepts. So let’s first look back at how concepts slowly changed.

The age of paper drawings

In the sixties of the previous century, the drawing board was the primary “tool” to specify a mechanical product. The drawing on its own was often a masterpiece drawn on special paper, with perspectives, details, cross-sections.

All these details were needed to transfer the part or assembly information to manufacturing. The drawing set should contain all information as there were no computers.

Making a prototype was, depending on the complexity of the product, the interpretation of the drawings and manufacturability of a product, not always that easy.  After a first release, further modifications to the product definition were often marked on the manufacturing drawings using a red pencil. Terms like blueprint and redlining come from the age of paper drawings.

There are still people talking nostalgically about these days as creating and interpreting drawings was an important skill. However, the inefficiencies with this approach were significant.

  • First, updating drawings because there was redlining in manufacturing was often not done – too much work.
  • Second, drawing reuse was almost impossible; you had to start from scratch.
  • Third, and most importantly, you needed to be very skilled in interpreting a drawing set. In particular, when dealing with suppliers that might not have the same skillset and the knowledge of which drawing version was actual.

However, paper was and still is the cheapest neutral format to distribute designs. The last time I saw companies still working with paper drawings was at the end of the previous century.

Curious to learn if they are now extinct?

The age of electronic drawings (CAD)

With the introduction of AutoCAD and personal computers around 1982, more companies started to look into drafting with the computer. There was already the IBM drafting system in 1965, but it was Autodesk that pushed the 2D drafting business with their slogan:

“80 percent of the functionality for 20 percent of the price (Autodesk 1982)”

A little later, I started to work for an Autodesk distributor/reseller. People would come to the showroom to see how a computer drawing could be plotted in the finest quality at the end. But, of course, the original draftsman did not like the computer as the screen was too small.

However, the enormous value came from making changes, the easy way of sharing drawings and the ease of reuse. The picture on the left is me in 1989, demonstrating AutoCAD with a custom-defined tablet and PS/2 computer.

The introduction of electronic drawings was not a disruption, more optimization of the previous ways of working.

The exchange with suppliers and manufacturing could still be based on plotted drawings – the most neutral format. And thanks to the filename, there was better control of versions between all stakeholders.

Aren’t we all happy?

The introduction of mainstream 3D CAD

In 1995,  3D CAD became available for the mid-market, thanks to SolidWorks, Solid Edge and a little later Inventor. Before that working with 3D CAD was only possible for companies that could afford expensive graphic stations, provided by IBM, Silicon Graphics, DEC and SUN. Where are they nowadays? The PC is an example of disruptive innovation, purely based on technology. See Clayton Christensen’s famous book: The Innovator’s Dilemma.

The introduction of 3D CAD on PCs in the mid-market did not lead directly to new ways of working. Designing a product in 3D was much more efficient if you mastered the skills. 3D brought a better understanding of the product dimensions and shape, reducing the number of interpretation errors.

Still, (electronic) drawings were the contractual deliverable when interacting with suppliers and manufacturing.  As students were more and more trained with the 3D CAD tools, the traditional art of the draftsman disappeared.

3D CAD introduced some new topics to solve.

  • First of all, a 3D CAD Assembly in the system was a collection of separate files, subassemblies, parts, and drawings that relate to each other with a specific version. So how to ensure the final assembly drawings were based on the correct part revisions? Companies were solving this by either using intelligent filenames (with revisions) or by using a PDM system where the database of the PDM system managed all the relations and their status.
  • The second point was that the 3D CAD assembly also introduced a new feature, the product structure, or the “Bill of Materials”. This logical structure of the assembly up resembled a lot of the Bill of Material of the product. You could even browse deeper levels, which was not the case in the traditional Bill of Material on a drawing.

Note: The concept of EBOM and MBOM was not known in most companies. People were talking about the BOM as a one-level definition of parts or subassemblies in the assembly. See my Where is the MBOM? Post from July 2008 when this topic was still under discussion.

  • The third point that would have a more significant impact later is that parts and assemblies could be reused in other products. This introduced the complexity of configuration management. For example, a 3D CAD part or assembly file could contain several configurations where only one configuration would be valid for the given product. Managing this in the 3D CAD system lead to higher productivity of the designer, however downstream when it came to data management with PDM systems, it became a nightmare.

I experienced these issues a lot when discussing with companies and implementers, mainly the implementation of SmarTeam combined with SolidWorks and Inventor. Where to manage the configuration constraints? In the PDM system or inside the 3D CAD system.

These environments were not friends (image above), and even if they came from the same vendor, it felt like discussing with tribes.

The third point also covered another topic. So far, CAD had been the first step for the detailed design of a product. However, companies now had an existing Bill of Material in the system thanks to the PDM systems. It could be a Bill of Material of a sub-assembly that is used in many other products.

Configuring a product no longer started from CAD; it started from a Product or Bill of Material structure. Sales and Engineers identified the changes needed on the BoM, keeping as much as possible released information untouched. This led to a new best practice.

The item-centric approach

Around 2005, five years after introducing the term Product Lifecycle Management, slowly, a new approach became the standard. Product Lifecycle Management was initially introduced to connect engineering and manufacturing, driven by the automotive and aerospace industry.

It was with PLM that concepts as EBOM and MBOM became visible.

In particular, the EBOM was closely linked to engineering practices, i.e., modularity and reuse. The EBOM and its related information represented the product as it was specified. It is essential to realize that the parts in the EBOM could be generic specified purchase parts to be resolved when producing the product or that the EBOM contained Make-parts specified by drawings.

At that time, the EBOM was often used as the foundation for the ERP system – see image above. The BOM was restructured and organized according to the manufacturing process specifying materials and resources needed in the ERP system. Therefore, although it was an item-like structure, this BOM (the MBOM) always had a close relation to the Bill of Process.

For companies with a single manufacturing site, the notion of EBOM and MBOM was not that big, as the ERP system would be the source of the MBOM. However, the complexity came when companies have several manufacturing sites. That was when a generic MBOM in the PLM system made more sense to centralize all product information in a single system.

The EBOM-MBOM approach has become more and more a standard practice since 2010. As a result, even small and medium-sized enterprises realized a need to manage the EBOM and the MBOM.

There were two disadvantages introduced with this EBOM-MBOM approach.

  • First, the EBOM and the MBOM as information structures require a lot of administrative maintenance if information needs to be always correct (and that is the CM target).  Some try to simplify this by keeping the EBOM part the same as the MBOM part, meaning the EBOM specification already targets a single supplier or manufacturer.
  • The second disadvantage of making every item in the BOM behave like a part creates inefficiencies in modern environments. Products are a mix of hardware(parts) and software(models/behavior). This BOM-centric view does not provide the proper infrastructure for a data-driven approach as part specifications are still done in drawings. We need 3D annotated models related to all kinds of other behavior and physical models to specify a product that contains hard-and software.

A new paradigm is needed to manage this mix efficiently, the enabling foundation for Industry 4.0 and efficient Digital Twins; there is a need for a model-based approach based on connected data elements.

More next week.

Conclusion

The age of paper drawings 1960 – now dead
The age of electronic drawings 1982 – potentially dead in 2030
The mainstream 3D CAD 1995 – to be evolving through MBD and MBSE to the future – not dead shortly
Item-centric approach 2005 – to be evolving to a connected model-based approach – not dead shortly

Another episode of “The PLM Doctor is IN“. This time a question from Ilan Madjar, partner and co-founder of XLM Solutions. Ilan is my co-moderator at the PLM Global Green Alliance for sustainability topics.

All these activities resulted in the following question(s) related to the Digital Twin. Now sit back and enjoy.

PLM and the Digital Twin

Is it a new concept? How to implement and certify the result?

Relevant topics discussed in this video

Conclusion

I hope you enjoyed the answer and look forward to your questions and comments. Let me know if you want to be an actor in one of the episodes.


The main rule: A (single) open question that is puzzling you related to PLM.

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 summer, I wrote a series of blog posts grouped by the theme “Learning from the past to understand the future”. These posts took you through the early days of drawings and numbering practices towards what we currently consider the best practice: PLM BOM-centric backbone for product lifecycle information.

You can find an overview and links to these posts on the page Learning from the past.

If you have read these posts, or if you have gone yourself through this journey, you will realize that all steps were more or less done evolutionarily. There were no disruptions. Affordable 3D CAD systems, new internet paradigms (interactive internet),  global connectivity and mobile devices all introduced new capabilities for the mainstream. As described in these posts, the new capabilities sometimes created friction with old practices. Probably the most popular topics are the whole Form-Fit-Function interpretation and the discussion related to meaningful part numbers.

What is changing?

In the last five to ten years, a lot of new technology has come into our lives. The majority of these technologies are related to dealing with data. Digital transformation in the PLM domain means moving from a file-based/document-centric approach to a data-driven approach.

A Bill of Material on the drawing has become an Excel-like table in a PLM system. However, an Excel file is still used to represent a Bill of Material in companies that have not implemented PLM.

Another example, the specification document has become a collection of individual requirements in a system. Each requirement is a data object with its own status and content. The specification becomes a report combining all valid requirement objects.

Related to CAD, the 2D drawing is no longer the deliverable as a document; the 3D CAD model with its annotated views becomes the information carrier for engineering and manufacturing.

And most important of all, traditional PLM methodologies have been based on a mechanical design and release process. Meanwhile, modern products are systems where the majority of capabilities are defined by software. Software has an entirely different configuration and lifecycle approach conflicting with a mechanical approach, which is too rigid for software.

The last two aspects, from 2D drawings to 3D Models and Mechanical products towards Systems (hardware and software), require new data management methods.  In this environment, we need to learn to manage simulation models, behavior models, physics models and 3D models as connected as possible.

I wrote about these changes three years ago:  Model-Based – an introduction, which led to a lot of misunderstanding (too advanced – too hypothetical).

I plan to revisit these topics in the upcoming months again to see what has changed over the past three years.

What will I discuss in the upcoming weeks?

My first focus is on participating and contributing to the upcoming PLM Roadmap  & PDS spring 2021 conference. Here speakers will discuss the need for reshaping the PLM Value Equation due to new emerging technologies. A topic that contributes perfectly to the future of PLM series.

My contribution will focus on the fact that technology alone cannot disrupt the PLM domain. We also have to deal with legacy data and legacy ways of working.

Next, I will discuss with Jennifer Herron from Action Engineering the progress made in Model-Based Definition, which fits best practices for today – a better connection between engineering and manufacturing. We will also discuss why Model-Based Definition is a significant building block required for realizing the concepts of a digital enterprise, Industry 4.0 and digital twins.

Another post will focus on the difference between the digital thread and the digital thread. Yes, it looks like I am writing twice the same words. However, you will see based on its interpretation, one definition is hanging on the past, the other is targeting the future. Again here, the differentiation is crucial if the need for a maintainable Digital Twin is required.

Model-Based Systems Engineering (MBSE) in all its aspects needs to be discussed too. MBSE is crucial for defining complex products. Model-Based Systems Engineering is seen as a discipline to design products. Understanding data management related to MBSE will be the foundation for understanding data management in a Model-Based Enterprise. For example, how to deal with configuration management in the future?

 

Writing Learning from the past was an easy job as explaining with hindsight is so much easier if you have lived it through. I am curious and excited about the outcome of “The Future of PLM”. Writing about the future means you have digested the information coming to you, knowing that nobody has a clear blueprint for the future of PLM.

There are people and organizations are working on this topic more academically, for example read this post from Lionel Grealou related to the Place of PLM in the Digital Future. The challenge is that an academic future might be disrupted by unpredictable events, like COVID, or disruptive technologies combined with an opportunity to succeed. Therefore I believe, it will be a learning journey for all of us where we need to learn to give technology a business purpose. Business first – then technology.

 

No Conclusion

Normally I close my post with a conclusion. At this moment. there is no conclusion as the journey has just started. I look forward to debating and learning with practitioners in the field. Work together on methodology and concepts that work in a digital enterprise. Join me on this journey. I will start sharing my thoughts in the upcoming months

 

 

 

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.

Another episode of “The PLM Doctor is IN“. This time a question from Rob Ferrone. Rob is one of the founders of QuickRelease, a passionate, no-nonsense PDM/PLM consultancy company focusing on process improvement.

Now sit back and enjoy.

PLM and Digital Plumbing
What’s inside the digital plumber’s toolbox?

Relevant topic discussed in this video

Inside this video you see a slide from Marc Halpern (Gartner), depicting the digital thread during the last PLM Roadmap – PDT conference – fall 2020. This conference is THE place for more serious content and I am happy to announce my participation and anxiety for the next upcoming PLM Roadmap – PDT conference on May 19-20.

The theme: DISRUPTION—the PLM Professionals’ Exploration of Emerging Technologies that Will Reshape the PLM Value Equation.

Looking forward to seeing you there.

Conclusion

I hope you enjoyed the answer and look forward to your questions and comments. Let me know if you want to be an actor in one of the episodes.
The main rule: A single open question that is puzzling you related to PLM.

After the first episode of “The PLM Doctor is IN“, this time a question from Helena Gutierrez. Helena is one of the founders of SharePLM, a young and dynamic company focusing on providing education services based on your company’s needs, instead of leaving it to function-feature training.

I might come back on this topic later this year in the context of PLM and complementary domains/services.

Now sit back and enjoy.

Note: Due to a technical mistake Helena’s mimic might give you a “CNN-like” impression as the recording of her doctor visit was too short to cover the full response.

PLM and Startups – is this a good match?

 

Relevant links discussed in this video

Marc Halpern (Gartner): The PLM maturity table

VirtualDutchman: Digital PLM requires a Model-Based Enterprise

 

Conclusion

I hope you enjoyed the answer and look forward to your questions and comments. Let me know if you want to be an actor in one of the episodes.
The main rule: A single open question that is puzzling you related to PLM.

First of all, thank you for the overwhelming response to the survey that I promoted last week: PLM 2021– your goals? It gave me enough inspiration and content to fill the upcoming months.

The first question of the survey was dealing with complementary practices or systems related to a traditional PLM-infrastructure.

As you can see, most of you are curious about Digital Twin management 68 % (it is hype). Second best are Configuration Management, Product Configuration Management and Supplier Collaboration Management, all with 58% of the votes. Click on the image to see the details. Note: you could vote for more than one topic.

Product Configuration Management

Therefore, I am happy to share this blog space with Configit’s CTO, Henrik Hulgaard. Configit is a company specialized in Product Configuration Management, or as they call it, Configuration Lifecycle Management (CLM).

Recently Henrik wrote an interesting article on LinkedIn: How to achieve End-To-End Configuration.  A question that I heard several times from my clients. How to align the selling and delivery of configurable products, including sales, engineering and manufacturing?

Configit – the company / the mission

Henrik, thanks for helping me explaining the complementary value of end-to-end Product Configuration Management to traditional PLM systems. First of all, can you give a short introduction to Configit as a company and the unique value you are offering to your clients?

Hi Jos, thank you for having me. Configit has worked with configuration challenges for the last 20 years. We are approximately 200 people and have offices in Denmark, Germany, India, and in the US (Atlanta and Detroit) and work with some of the world’s largest manufacturing companies.

We are founded on patented technology, called Virtual Tabulation. The YouTube movie below explains the term Virtual Tabulation.

Virtual Tabulation compiles EVERY possible configuration scenario and then compresses that data into a very small file so that it can be used by everyone in your team.

Virtual Tabulations enables important capabilities such as:

  • Consolidation of all configuration data, both Engineering and Sales related, into single-source-of-truth.
  • Effortless maintenance of complicated rule data.
  • Fast and error-free configuration engine that provides perfect guidance to the customer across multiple platforms and channels..

As the only vendor, Configit provides a configuration platform that fully supports end-to-end configuration processes, from early design and engineering, over sales and manufacturing to support and service configurable products.

This is what we understand by Configuration Lifecycle Management (CLM).

Why Configuration Lifecycle Management?

You have introduced the term Configuration Lifecycle Management – another TLA (Three Letter Acronym) and easy pronounce. However, why would a company being interested to implement Configuration Lifecycle Management (CLM)?

CLM is a way to break down the siloed systems traditionally found in manufacturing companies where products are defined in a PLM system, sold using a CRM/CPQ system, manufactured using an ERP system and serviced by typically ad-hoc and home-grown systems.  A CLM system feeds these existing systems with an aligned and consistent view of what variants of a configurable product is available.

Organizations obtain several benefits when aligning across functions on what product variants it offers:

  • Engineering: faster time-to-market, optimized variability, and the assurance to only engineer products that are sold
  • Sales: reducing errors, making sure that what gets quoted is accurate, and reducing the time to close the deal. The configurator provides current, up-to-date, and accurate information.
  • Manufacturing: reducing errors and production stoppages due to miss-builds
  • Service: accurate information about the product’s configuration. The service technician knows precisely what capabilities to expect on the particular product to be serviced.

For example, one of our customers experienced a 95% reduction in the time – from a year to two weeks – it took them to create the configuration models needed to build and sell their products. This reduction meant a significant reduction in time to market and allowed additional product lines to be introduced.

CLM for everybody?

I can imagine that companies with products that are organized for mass-production still wanting to have the mindset of being as flexible as possible on the sales side. What type of companies would benefit the most from a CLM approach?

Any company that offers customized or configurable products or services will need to ensure that what is engineered is aligned with what is sold and serviced. Our customers typically have relatively high complexity with hundreds to thousands of configuration parameters.

CLM is not just for automotive companies that have high volume and high complexity. Many of our customers are in industrial components and machinery, offering complex systems and services. A couple of examples:

Philips Healthcare sells advanced scanners to hospitals and uses CLM to ensure that what is sold is aligned with what can be offered. They also would like to move to sell scanners as a service where the hospital may pay per MR scan.

Thyssenkrupp Elevators sell elevators that are highly customizable based on the needs and environment. The engineering rules start in the CAD environment. They are combined with commercial rules to provide guidance to the customer about valid options.

CLM and Digital Transformation

For me, CLM is an excellent example of what modern, digital enterprises need to do. Having product data available along the whole lifecycle to make real-time decisions. CLM is a connecting layer that allows companies to break the siloes between marketing, sales, engineering and operations. At C-level get excited by that idea as I can see the business value.

Now, what would you recommend realizing this idea?

  • The first step is to move away from talking about parts and instead talk about features when communicating about product capabilities.

This requires that an organization establishes a common feature “language” (sometimes this is called a master feature dictionary) that is shared across the different functions.

As the feature codes are essential in the communication between the functions, the creation and updating of the feature language must be carefully managed by putting people and processes in place to manage them.

  • The next step is typically to make information about valid configurations available in a central place, sometimes referred to as the single source of truth for configuration.

We offer services to expose this information and integrate it into existing enterprise systems such as PLM, ERP and CRM/CPQ.  The configuration models may still be maintained in legacy systems. Still, they are imported and brought together in the CLM system.

Once consuming systems all share a single configuration engine, the organization may move on to improve on the rule authoring and replace the existing legacy rule authoring applications found in PLM and ERP systems with more modern applications such as Configit Ace.

Customer Example: Connecting Sales, R&D and ERP

As can be seen from above, these steps all go across the functional silos. Thus, it is essential that the CLM journey has top-level management support, typically from the CIO.

COVID-19?

Related to COVID-19, I believe companies realized that they had to reconsider their supply chains due to limiting dependencies on critical suppliers. Is this an area where Configit would contribute too?

The digital transformation that many manufacturing companies have worked on for years clearly has been accelerated by the COVID-19 situation, and indeed they might now start to encode information about the critical suppliers in the rules.

We have seen this happening in 2011 with the tsunami in Japan when suddenly supplier could not provide certain parts anymore.  The organization then has to quickly adapt the rules so that the options requiring those parts are no longer available to order.

Therefore, the CLM vision also includes suppliers as configuration knowledge has to be shared across organizations to ensure that what is ordered also can be delivered.

Learning more?

It is clear that CLM is a complementary layer to standard PLM-infrastructures and complementary to CRM and ERP.  A great example of what is possible in a modern, digital enterprise. Where can readers find more information?

Configit offers several resources on Configuration Lifecycle Management on our website, including our blog,  webinars and YouTube videos, e.g., Tech Chat on Manufacturing and Configuration Lifecycle Management (CLM)

Besides these continuous growing resources, there is the whitepaper “Accelerating Digital Transformation in Manufacturing with Configuration Lifecycle Management (CLM)” available here among other whitepapers.

What I have learned

  • Configuration Lifecycle Management is relevant for companies that want to streamline their business functions, i.e., sales, engineering, manufacturing, and service. CLM will reduce the number of iterations in the process, reduce costly fixing when trying to align to customer demands, and ultimately create more service offerings by knowing customer existing configurations.
  • The technology to implement CLM is there. Configit has shown in various industries, it is possible. It is an example of adding value on top of a digital information infrastructure (CRM, PLM, and ERP)
  • The challenge will be on aligning the different functions to agree and align on one standard configuration authority. Therefore, responsibility should lie at the top-level of an organization, likely the modern CIO or CDO.
  • I was glad to learn that Henrik stated:

    “The first step is to move away from talking about parts and instead talk about features when communicating about product capabilities”.

    A topic I will discuss soon when talking about Product & Portfolio Management with PLM.

Conclusion

It was a pleasure to work with Configit, in particular, Henrik Hulgaard, learning more about Configuration Lifecycle Management or whatever you may name it. More important, I hope you find this post insightful for your understanding if and where it applies to your business.

Always feel free to ask more questions related to the complimentary value of PLM and Product Configuration Management(CLM)

In the last two weeks, three events were leading to this post.

First, I read John Stark’s recent book Products2019. A must-read for anyone who wants to understand the full reach of product lifecycle related activities. See my recent post: Products2019, a must-read if you are new to PLM

Afterwards, I talked with John, discussing the lack of knowledge and teaching of PLM, not to be confused by PLM capabilities and features.

Second, I participated in an exciting PI DX USA 2020 event. Some of the sessions and most of the roundtables provided insights to me and, hopefully, many other participants. You can get an impression in the post: The Weekend after PI DX 2020 USA.

A small disappointment in that event was the closing session with six vendors, as I wrote. I know it is evident when you put a group of vendors in the arena, it will be about scoring points instead of finding alignment. Still, having criticism does not mean blaming, and I am always open to having a dialogue. For that reason, I am grateful for their sponsorship and contribution.

Oleg Shilovitsky mentioned cleverly that this statement is a contradiction.

“How can you accuse PLM vendors of having a limited view on PLM and thanking them for their contribution?”

I hope the above explanation says it all, combined with the fact that I grew up in a Dutch culture of not hiding friction, meanwhile being respectful to others.

We cannot simplify PLM by just a better tool or technology or by 3D for everybody. There are so many more people and processes related to product lifecycle management involved in this domain if you want a real conference, however many of them will not sponsor events.

It is well illustrated in John Stark’s book. Many disciplines are involved in the product lifecycle. Therefore, if you only focus on what you can do with your tool, it will lead to an incomplete understanding.

If your tool is a hammer, you hope to see nails everywhere around you to demonstrate your value

The thirds event was a LinkedIn post from John Stark  – 16 groups needing Product Lifecycle Knowledge, which for me was a logical follow-up on the previous two events. I promised John to go through these 16 groups and provide my thoughts.

Please read his post first as I will not rewrite what has been said by John already.

CEOs and CTOs

John suggested that they should read his book, which might take more than eight hours.  CEOs and CTOs, most of the time, do not read this type of book with so many details, so probably mission impossible.

They want to keep up with the significant trends and need to think about future business (model).

New digital and technical capabilities allow companies to move from a linear, coordinated business towards a resilient, connected business. This requires exploring future business models and working methods by experimenting in real-life, not Proof of Concept. Creating a learning culture and allowing experiments to fail is crucial, as you only learn by failing.

CDO, CIOs and Digital Transformation Executives

They are the crucial people to help the business to imagine what digital technologies can do. They should educate the board and the business teams about the power of having reliable, real-time data available for everyone connected. Instead of standardizing on systems and optimizing the siloes, they should assist and lead in new infrastructure for connected services, end-to-end flows delivered on connected platforms.

These concepts won’t be realized soon. However, doing nothing is a big risk, as the traditional business will decline in a competitive environment. Time to act.

Departmental Managers

These are the people that should worry about their job in the long term. Their current mission might be to optimize their department within its own Profit & Loss budget. The future is about optimizing the information flow for the whole value chain, including suppliers and customers.

I wrote about it in “The Middle Management Dilemma.” Departmental Managers should become more team leaders inspiring and supporting the team members instead of controlling the numbers.

Products Managers

This is a crucial role for the future, assuming a product manager is not only responsible for the marketing or development side of the product but also gets responsibility for understanding what happens with the product during production and sales performance. Understanding the full lifecycle performance and cost should be their mission, supported by a digital infrastructure.

Product Developers

They should read the book Products2019 to be aware there is so much related to their work. From this understanding, a product developer should ask the question:

“What can I do better to serve my internal and external customers ?”

This question will no arise in a hierarchical organization where people are controlled by managers that have a mission to optimize their silo. Product Developers should be trained and coached to operate in a broader context, which should be part of your company’s mission.  Too many people complain about usability in their authoring and data management systems without having a holistic understanding of why you need change processes and configuration management.

Product Lifecycle Management (PLM) deployers

Here I have a little bit of the challenge that this might be read as PLM-system users. However, it should be clear that we mean here people using product data at any moment along the product lifecycle, not necessarily in a single system.

This is again related to your company’s management culture. In the ideal world, people work with a purpose and get informed on how their contribution fits the company’s strategy and execution.

Unfortunately, in most hierarchical organizations, the strategy and total overview get lost, and people become measured resources.

New Hires and others

John continues with five other groups within the organization. I will not comment on them, as the answers are similar to the ones above – it is about organization and culture.

Educators and Students

This topic is very close to my heart, and one of the reasons I continue blogging about PLM practices. There is not enough attention to product development methodology or processes. Engineers can get many years of education in specific domains, like product design principles, available tools and technologies, performing physical and logical simulations.

Not so much time is spent on educating current best practices, business models for product lifecycle management.

Check in your country how many vendor-independent methodology-oriented training you can find. Perhaps the only consistent organization I know is CIMdata, where the challenge is that they deliver training to companies after students have graduated. It would be great if education institutes would embed serious time for product lifecycle management topics in their curriculum. The challenge, of course, the time and budget needed to create materials and, coming next, prioritizing this topic on the overall agenda.

I am happy to participate to a Specialized Master education program aiming at the Products and Buildings Digital Engineering Manager (INGENUM). This program organized by Arts Et Metiers in France helps create the overview for understanding PLM and BIM – in the French language as before COVID-19 this was an on-site training course in Paris.

Hopefully, there are more institutes offering PLM eductation – feel free to add them in the comments of this post.

Consultants, Integrators and Software Company Employees

Of course, it would be nice if everyone in these groups understands the total flow and processes within an organization and how they relate to each other. Too often, I have seen experts in a specific domain, for example, a 3D CAD-system having no clue about revisioning, the relation of CAD to the BOM, or the fundamentals of configuration management.

Consultants, Integrators and Software Company Employees have their own challenges as their business model is often looking for specialized skills they can sell to their clients, where a broader and general knowledge will come from experience on-the-job.

And if you are three years working full-time on a single project or perhaps work in three projects, your broader knowledge does not grow fast. You might become the hammer that sees nails everywhere.

For that reason, I recommend everyone in my ecosystem to invest your personal time to read related topics of interest. Read LinkedIn-posts from others and learn to differentiate between marketing messages and people willing to share experiences. Don’t waste your time on the marketing messages and react and participate in the other discussions. A “Like” is not enough. Ask questions or add your insights.

In the context of my personal learning, I mentioned that I participated in the DigitalTwin-conference in the Netherlands this week. Unfortunately, due to the partial lockdown, mainly a virtual event.

I got several new insights that I will share with you soon. An event that illustrated Digital Twin as a buzzword might be hype, however several of the participants illustrated examples of where they applied or plan to apply Digital Twin concepts. A great touch with reality.

Another upcoming conference that will start next week in the PLM Roadmap 2020 – PDT conference. The theme: Digital Thread—the PLM Professionals’ Path to Delivering Innovation, Efficiency, and Quality is not a marketing theme as you can learn from the agenda. Step by step we are learning here from each other.

 

Conclusion

John Stark started with the question of who should need Product Lifecycle Knowledge. In general, Knowledge is power, and it does not come for free. Either by consultancy, reading or training. Related to Product Lifecycle Management, everyone must understand the bigger picture. For executives as they will need to steer the company in the right direction. For everyone else to streamline the company and enjoy working in a profitable environment where you contribute and can even inspire others.

An organization is like a human body; you cannot have individual cells or organs that optimize themselves only – we have a name for that disease. Want to learn more? Read this poem: Who should be the boss?

 

 

Translate

Email subscription to this blog

Categories

%d bloggers like this: