Product Lifecycle Management (Volume 1): 21st Century Paradigm for Product Realisation

Description

This fifth edition of “Product Lifecycle Management” updates and adds to the successful fourth edition, the most frequently cited PLM publication. It gives the reader a thorough explanation of Product Lifecycle Management (PLM) and provides them with a full understanding and the skills to implement PLM within their own business environment. This new and expanded edition is fully updated to reflect the many technological and management advances made in PLM since the release of the fourth edition. “Product Lifecycle Management” will broaden the reader’s understanding of PLM, nurturing the skills needed to implement PLM successfully and to achieve world-class product performance across the lifecycle. Among the components of PLM described are product-related business processes, product data, product data management (PDM) systems, other PLM applications, best practices, company objectives and organisation. This book also describes the relationships of PLM with the Internet of Things, Industry 4.0, Digital Twins and Digital Threads. “Product Lifecycle Management” (5th edition) explains what  PLM is, and why it is needed. It describes the environment in which products are ideated, developed, manufactured, supported and retired, before addressing the main components of PLM and PLM Initiatives. Key activities in PLM Initiatives described include organisational change management (OCM) and project management. The final part of the book addresses the PLM Initiative, showing the typical steps and activities of a PLM project or initiative. Preface Contents 1 Product Lifecycle Management (PLM) 1.1 What Is PLM? 1.1.1 Definition of PLM 1.1.2 Definition of the PLM Initiative 1.1.3 A Paradigm 1.1.3.1 The Paradigm Before PLM 1.2 This Chapter 1.2.1 Objective 1.2.2 Content 1.2.2.1 Skills 1.2.3 Relevance 1.3 The P, L and M of PLM 1.3.1 The P of PLM 1.3.1.1 Importance 1.3.1.2 Range of Products 1.3.1.3 Range of Number of Parts 1.3.2 The L of PLM 1.3.2.1 Related Lifecycles 1.3.3 The M of PLM 1.4 The Scope of PLM 1.4.1 Activities in the Scope of PLM 1.4.2 The PLM Grid 1.4.3 Resources in the Scope of PLM 1.4.3.1 Objectives and KPIs 1.4.3.2 Management and Organisation 1.4.3.3 Business Processes 1.4.3.4 People 1.4.3.5 Product Data 1.4.3.6 Product Data Management System 1.4.3.7 PLM Applications 1.4.3.8 Facilities and Equipment 1.4.3.9 Methods and Techniques 1.4.3.10 Products 1.5 The PLM Paradigm 1.5.1 Paradigm Change 1.5.2 From Twentieth Century Paradigm to PLM 1.5.3 Organisation of Work 1.5.4 Orientation: From Technical to Business 1.5.5 Information Calculation, Storage and Communication 1.5.6 Span of Interest 1.5.7 Value of Product Data 1.5.8 Management Approach 1.5.9 Focus 1.6 PLM Consequences 1.7 PLM Corollaries 1.8 The Spread of PLM 1.9 Benefits of PLM 1.9.1 Financial, Time, Quality 1.9.1.1 Revenue Increase 1.9.1.2 Cost Reduction 1.9.1.3 Time Reduction 1.9.1.4 Quality Improvement 1.9.2 Operational Benefits 1.10 Overcoming Problems, Enabling Opportunities 1.10.1 Managing the Product Isn’t Easy 1.10.2 Loss of Control 1.10.3 Sources of Problems 1.10.4 Opportunities Bibliography 2 PLM and Its Environment 2.1 This Chapter 2.1.1 Objective 2.1.2 Content 2.1.2.1 Skills 2.1.3 Relevance 2.1.3.1 It Depends Where You’re Starting from 2.1.3.2 Time for Complete Change 2.1.3.3 Starting from, Ending in 2.1.3.4 The Name of “Before PLM” 2.1.3.5 The End of “Before PLM” 2.2 Issues with the Departmental Paradigm 2.2.1 Serial Workflow 2.2.2 Departmental Organisations 2.2.3 Piecemeal Improvements 2.3 Product Data Issues 2.3.1 A Lot of Product Data 2.3.2 Poor Change Management 2.3.3 Data not Linked to Management Tools 2.4 A Complex, Changing Environment 2.4.1 Change 2.4.2 Interconnections 2.4.2.1 Macroeconomic Changes 2.4.2.2 Environmental Changes 2.4.2.3 Corporate Challenges 2.4.2.4 Technological Changes 2.4.2.5 Product-Related Changes 2.4.3 Changes Driving PLM 2.4.4 Result 2.5 Example from “Before PLM” 2.5.1 Introduction 2.5.2 Quantitative Feedback 2.6 Product Pains 2.6.1 Aerospace Products 2.6.2 Power Plants 2.6.3 Automotive Products 2.6.4 Financial Products 2.6.5 Other Products 2.6.6 Current and Future Nightmare 2.7 Product Opportunities 2.7.1 Globalisation Opportunity 2.7.2 Technology Opportunities 2.7.3 Social/Environmental Opportunity 2.7.4 Human Resource Opportunity 2.7.5 The Result and the Requirements Bibliography 3 PLM and Products 3.1 This Chapter 3.1.1 Objective 3.1.2 Content 3.1.2.1 Skills 3.2 Product Importance, Range, Instance 3.2.1 Importance of the Product 3.2.2 Wide Range of Products 3.2.3 More Than the Product 3.2.4 Instance of a Product 3.2.5 Number of Products 3.2.6 Hazardous Products 3.2.7 Commonality 3.3 Parts, Ingredients, Components, Assemblies 3.3.1 Range of Parts 3.3.2 Number of Parts 3.3.3 Part and Product 3.4 Identifier 3.4.1 Need for an Identifier 3.4.2 Name, Number 3.4.3 Internal and Other, Names/Numbers 3.4.4 Serial Numbers 3.4.5 Significant Numbers 3.4.6 Product Key 3.4.7 Naming Languages 3.4.8 Some Product and Part Identifiers 3.4.9 Product Name and Part Name 3.4.9.1 Trade Mark 3.5 Requirements 3.5.1 Customer Requirements 3.5.2 Emergence of Global Products 3.5.3 Requirements for Global Products 3.6 From Customer Requirement to Product Specification 3.7 Identification Standards 3.7.1 Global Trade Item Number 3.7.2 International Standard Book Number 3.7.3 International Mobile Equipment Identity 3.7.4 International Standard Music Number 3.7.5 CAS Registry Numbers 3.8 Unique Identifier, Unique Key 3.9 Traceability 3.10 Communication of Identifier 3.10.1 Type of Communication 3.10.2 UPC Barcode 3.10.3 EAN-13 3.10.4 Two-dimensional Barcodes 3.11 Product Classification 3.11.1 Classification 3.11.2 Advantages of Classification 3.11.3 Classification Systems 3.12 Versions, Variants, Options 3.12.1 Lifecycle State 3.12.2 Version, Iteration 3.12.3 Variant, Option 3.12.4 Product Life, Lifetime 3.13 Product Ownership 3.13.1 Rights 3.13.2 Intellectual Property 3.14 Product Structure and Architecture 3.14.1 Structures 3.14.2 Bill of Materials 3.14.3 Product Architecture 3.14.4 Product Portfolio 3.14.5 Product Model 3.15 Description, Definition and Representation 3.16 From Customer Requirement to Performance 3.17 No Product Is an Island 3.18 Causes of Product Problems 3.18.1 Challenger 3.18.2 Columbia 3.18.3 SR-111 3.18.4 Ariane 5 3.18.5 Multiple Causes 3.19 The Challenges Bibliography 4 PLM and Business Processes 4.1 This Chapter 4.1.1 Objective 4.1.2 Content 4.1.2.1 Skills 4.1.3 Relevance of Business Processes in PLM 4.2 Definitions and Introduction 4.2.1 Definitions 4.2.1.1 Process 4.2.1.2 Business Process 4.2.1.3 Process Mapping 4.2.1.4 Process Modelling 4.2.1.5 Business Process Management 4.2.1.6 Methods/Techniques/Best Practices 4.2.1.7 Use Case 4.2.1.8 Workflow 4.2.2 Action Across the Product Lifecycle 4.2.3 Organising the Action 4.2.3.1 Departmental Focus 4.2.3.2 Method, Technique, How-To, Best Practice 4.2.4 Process Approach 4.2.4.1 No Standard Processes 4.2.4.2 Business Process Architecture 4.2.4.3 Business Process Management 4.2.4.4 Needed Characteristics of a Process 4.2.4.5 Naming of Processes 4.2.4.6 Particularities of Business Processes in PLM 4.2.4.7 PLM Process Particularities, but Similar Management 4.2.4.8 Consequences of Neglecting Processes in the PLM Initiative 4.2.5 Tools to Represent Business Processes 4.2.5.1 BPMN 4.2.6 Documenting Processes 4.2.6.1 Reasons for Documenting Processes 4.2.6.2 Models 4.2.6.3 Process Flow Diagrams 4.2.6.4 Swimlanes 4.2.6.5 Process Description Documents 4.2.6.6 Process Steps 4.2.6.7 Use Case, Use Case Description 4.2.6.8 Use Case Diagram 4.2.6.9 Creation of Workflows 4.2.7 KPIs for Business Processes 4.2.8 The Importance of Business Processes in PLM 4.2.8.1 A Company is Its Processes 4.2.8.2 Revenues Result from Processes 4.2.8.3 Waste Results from Processes 4.2.8.4 The Process is What People Do 4.2.8.5 Automation 4.2.8.6 Understanding and Improvement 4.2.8.7 Brother and Sister: Product Data and Business Process 4.2.8.8 Process-Related Targets of a PLM Initiative 4.3 Process Reality in a Typical Company 4.3.1 Generic Issues with Business Processes 4.3.1.1 Name and Scope 4.3.1.2 Development 4.3.1.3 Changes 4.3.1.4 Management 4.3.2 Interaction with Other Activities 4.3.3 Interaction with Company Initiatives 4.3.4 Generic Challenges with Business Processes 4.3.5 A Generic Vision for Business Processes in PLM 4.3.5.1 Phases of the Product Lifecycle 4.3.5.2 Management of the Product Lifecycle 4.3.5.3 Lifecycle Design and Analysis 4.3.5.4 Lifecycle Modelling 4.3.5.5 Process Definition and Automation 4.3.5.6 Standard Lifecycle Processes 4.3.5.7 Standard Lifecycle Methodologies 4.3.5.8 Mandatory Compliance 4.3.5.9 Voluntary Conformity 4.3.5.10 Progress with Lifecycle and Process 4.4 Business Process Activities in the PLM Initiative 4.4.1 Projects Related to Business Processes 4.4.2 Business Process Improvement 4.4.3 Business Process Mapping and Modelling 4.4.4 The ECM Business Process 4.4.4.1 Process Name(s) 4.4.4.2 No Standard Process 4.4.4.3 Purpose 4.4.4.4 Objective 4.4.4.5 Need for Change 4.4.4.6 Sources and Reasons for Change 4.4.4.7 The Risk of Uncontrolled Change 4.4.4.8 The Danger 4.4.4.9 The Future 4.4.4.10 Typical Activities 4.4.4.11 Different Numbers of Steps 4.4.5 The NPD Business Process 4.4.5.1 Process Name(s) 4.4.5.2 No Standard Process 4.4.5.3 Stage and Gate 4.4.5.4 Lessons Learned 4.4.6 The Portfolio Management Process 4.4.6.1 Different Scopes 4.4.6.2 Process Name(s) 4.4.6.3 NPD Project Portfolio Management 4.4.6.4 Similar Starting Point 4.4.6.5 Requirement 4.4.6.6 Reports 4.4.6.7 Lessons Learned 4.5 Learning from Experience 4.5.1 From the Trenches 4.5.1.1 No Time for Processes 4.5.1.2 Unexpected Interest 4.5.1.3 Unexpected Reply 4.5.1.4 Processes Aren’t in PLM? 4.5.1.5 Process and System (1) 4.5.1.6 Process and System (2) 4.5.1.7 Too Much Mapping 4.5.1.8 A Change of Situation 4.5.2 Business Process Improvement Approach 4.5.2.1 As-Is Situation 4.5.2.2 Towards To-Be 4.5.2.3 To-Be 4.5.2.4 To-Be Process Model 4.5.2.5 Benefits 4.5.3 Pitfalls of Business Process Mapping and Modelling 4.5.4 Top Management Role with Business Processes 4.5.4.1 In Control of Business Processes 4.5.4.2 Leading from the Top 4.5.4.3 The Right Structure 4.5.4.4 The Right Culture 4.5.4.5 The Right Skills Bibliography 5 PLM and Product Data 5.1 This Chapter 5.1.1 Objective 5.1.2 Content 5.1.2.1 Skills 5.1.3 Relevance of Product Data in PLM 5.2 Definitions and Introduction 5.2.1 Definitions 5.2.1.1 Product Data 5.2.1.2 Product Data Management 5.2.1.3 Data Model 5.2.1.4 Conceptual Data Model 5.2.1.5 Logical Data Model 5.2.1.6 Physical Data Model 5.2.1.7 Entity-Relationship Model 5.2.1.8 Configuration, Configuration Management 5.2.2 Product Data Across the Lifecycle 5.2.3 Organising the Product Data 5.2.3.1 Departmental Focus 5.2.3.2 Paper 5.2.3.3 Document Management Group 5.2.4 Product Data as a Strategic Resource 5.2.4.1 Metadata 5.2.4.2 Product Data Architecture 5.2.4.3 Product Data Modelling 5.2.4.4 Product Data Rules 5.2.4.5 Managing Product Data 5.2.5 Tools to Represent Product Data 5.2.5.1 UML 5.2.6 Data Model Diagrams 5.2.6.1 Data Flow 5.2.6.2 Class Diagram 5.2.6.3 State Diagram 5.2.7 KPIs for Product Data 5.2.8 The Importance of Product Data in PLM 5.3 Reality in a Typical Company 5.3.1 Generic Issues with Product Data 5.3.1.1 Access to Product Data 5.3.1.2 Applications 5.3.1.3 Archiving of Data 5.3.1.4 Availability of Data 5.3.1.5 Change 5.3.1.6 Copies of Data 5.3.1.7 Confidentiality of Data 5.3.1.8 Configuration 5.3.1.9 Definition of Data 5.3.1.10 Duplicate and Redundant Data 5.3.1.11 Exchange of Data 5.3.1.12 File-Based Data 5.3.1.13 Formal Description 5.3.1.14 History 5.3.1.15 Identification and Classification Systems 5.3.1.16 Inconsistent Data 5.3.1.17 Incorrect Data 5.3.1.18 Informally Annotated Documents 5.3.1.19 Informal Communication of Data 5.3.1.20 Input of Data 5.3.1.21 Interoperability 5.3.1.22 Languages 5.3.1.23 Level of Detail 5.3.1.24 Library of Data 5.3.1.25 Locality of Data 5.3.1.26 Long-Life Data 5.3.1.27 Manuals 5.3.1.28 Media 5.3.1.29 Meaning of Data 5.3.1.30 Missing Data 5.3.1.31 Navigation to Data 5.3.1.32 Ownership of Data 5.3.1.33 Processing of Product Data 5.3.1.34 Project Data 5.3.1.35 Reinvention of Existing Product Data 5.3.1.36 Relationships Between Data 5.3.1.37 Representations of Product Data 5.3.1.38 Rules Shortfall 5.3.1.39 Searching for Data 5.3.1.40 Security of Data 5.3.1.41 Sources of Product Data 5.3.1.42 Software 5.3.1.43 Standards for Data 5.3.1.44 States of Data 5.3.1.45 Structure of Product Data 5.3.1.46 Tabulated Documents 5.3.1.47 Traceability of Data 5.3.1.48 Training Deficiency 5.3.1.49 Type and Format of Data 5.3.1.50 Update Frequency of Data 5.3.1.51 Users of Data 5.3.1.52 Uses of Data 5.3.1.53 Value of Data Unknown 5.3.1.54 Variants and Options 5.3.1.55 Versions of Data 5.3.1.56 Versions of Applications 5.3.1.57 Views of Data 5.3.1.58 Vocabulary 5.3.1.59 Volume of Data 5.3.1.60 Workflow 5.3.1.61 Consequence 5.3.2 Interaction with Other Activities 5.3.3 Interaction with Company Initiatives 5.3.4 Generic Challenges and Objectives 5.3.5 A Generic Vision for Product Data in PLM 5.3.5.1 Clean, Standard, Process-Driven Data 5.3.5.2 Digital Data 5.3.5.3 Data Management 5.3.5.4 Legacy Data 5.3.5.5 Data Exchange 5.3.5.6 Progress with Data, Information and Knowledge 5.3.5.7 Progress Report 5.4 Product Data Activities in the PLM Initiative 5.4.1 Product Data-Related Projects 5.4.2 Product Data Modelling 5.4.2.1 Iterative Approach 5.4.2.2 Involvement in Modelling 5.4.2.3 Characteristics of Modellers and Models 5.4.3 Product Data Improvement 5.4.4 Product Data Cleansing 5.4.5 Product Data Migration 5.5 Learning from Experience 5.5.1 From the Trenches 5.5.1.1 Devil in the Details (1) 5.5.1.2 Devil in the Details (2) 5.5.1.3 Devil in the Details (3) 5.5.1.4 Devil in the Details (4) 5.5.1.5 Devil in the Details (5) 5.5.1.6 Devil in the Details (6) 5.5.1.7 Devil in the Details (7) 5.5.1.8 Mission-Critical Product Data 5.5.1.9 Product Data in Prior Art 5.5.1.10 Product Data in the Operating Phase 5.5.1.11 Unexpected Reaction 5.5.1.12 Data Review (1) 5.5.1.13 Data Review (2) 5.5.2 Product Data Improvement Approach 5.5.2.1 As-Is 5.5.2.2 Towards To-Be 5.5.2.3 To-Be 5.5.2.4 To-Be Data Model 5.5.2.5 Benefits 5.5.3 Pitfalls of Product Data Modelling 5.5.4 Top Management Role with Product Data 5.5.4.1 Under Control 5.5.4.2 High Quality 5.5.4.3 Complete 5.5.4.4 Secure 5.5.4.5 Available 5.5.4.6 Strategic Asset in the Digital Company 5.5.4.7 Cross-Functional 5.5.4.8 Reusable Bibliography 6 PLM and PDM 6.1 This Chapter 6.1.1 Objective 6.1.2 Content 6.1.2.1 Skills 6.1.3 Definition 6.1.4 Relevance of PDM Systems 6.2 Many Names and Acronyms 6.3 PDM System Overview 6.4 Importance of the PDM System 6.5 Benefits of PDM Systems 6.6 The Eight Components 6.6.1 Information Warehouse 6.6.2 Information Warehouse Manager 6.6.3 Infrastructure 6.6.4 System Administration Manager 6.6.5 Interface Module 6.6.6 Product and Workflow Structure Definition Module 6.6.7 Workflow Control Module 6.6.8 Information Management Module 6.7 Common Issues 6.7.1 Naming, Functionality, Scope 6.7.2 Change, Version Management 6.7.3 Interfaces 6.7.4 Data Model, Workflow 6.7.5 Ownership, Funding, Support 6.7.6 Fit in IS Architecture 6.7.7 Customisation, Installation 6.7.8 Everyday Use 6.7.9 Sources of Challenges 6.8 Guidelines for PDM System Implementation 6.9 Pitfalls of PDM System Implementation 6.10 Little Data Management Excitement 6.11 No PDM System is an Island Bibliography 7 PLM and Product-Related Applications 7.1 This Chapter 7.1.1 Objective 7.1.2 Content 7.1.2.1 Skills 7.1.3 Definition 7.1.4 Relevance of PLM Applications 7.2 Introduction to PLM Applications 7.2.1 Additive Manufacturing Applications 7.2.2 Application Lifecycle Management 7.2.3 Artificial Intelligence 7.2.4 Augmented Reality 7.2.5 BOM Applications 7.2.6 Compliance Management 7.2.7 CSM Applications 7.2.8 CAD Applications 7.2.9 CAE Applications 7.2.10 CAID Applications 7.2.11 CAM Applications 7.2.12 CAPE Applications 7.2.13 CAPP Applications 7.2.14 CASE Applications 7.2.15 CIM 7.2.16 Data Exchange Applications 7.2.17 DECM Applications 7.2.18 Digital Manufacturing Applications 7.2.19 DMU Applications 7.2.20 EDI Applications 7.2.21 EDA Applications 7.2.22 ECM Applications 7.2.23 EDM Systems 7.2.24 Factory Automation 7.2.25 FEA Applications 7.2.26 Geometric Modelling Applications 7.2.27 Haptic Applications 7.2.28 IM Applications 7.2.29 IoT Platforms 7.2.30 IPM Applications 7.2.31 Knowledge Based Systems 7.2.32 LCA Applications 7.2.33 Machine Learning Applications 7.2.34 Manufacturing Automation 7.2.35 MRP 2 Applications 7.2.36 NC Applications 7.2.37 Parts Catalogue Applications 7.2.38 Parts Libraries 7.2.39 Phase-Gate Applications 7.2.40 Portfolio Management Applications 7.2.41 PDM Systems 7.2.42 Project Management Applications 7.2.43 RP Applications 7.2.44 Requirements Management Applications 7.2.45 Reliability Management Applications 7.2.46 Simulation Applications 7.2.47 SCM Applications 7.2.48 Service Management Applications 7.2.49 TDM Applications 7.2.50 Technical Publication Applications 7.2.51 Translation Management Applications 7.2.52 VR Applications 7.2.53 VE Applications 7.2.54 Virtual Prototyping Applications 7.2.55 Visualisation and Viewing Applications 7.2.56 3D Printing Applications 7.2.57 3D Scanning Applications 7.3 PLM Applications in the Product Lifecycle 7.3.1 Generic and Specific PLM Applications 7.3.2 Generic PLM Applications 7.3.2.1 Data Management/Document Management 7.3.2.2 Part Management/Product Management/Configuration Management 7.3.2.3 Process Management/Workflow Management 7.3.2.4 Program Management/Project Management 7.3.2.5 Collaboration Management 7.3.2.6 Visualisation 7.3.2.7 Integration 7.3.2.8 Infrastructure Management 7.3.2.9 Idea Management 7.3.2.10 Product Feedback Management 7.3.3 Specific PLM Applications 7.3.3.1 Product Portfolio Management 7.3.3.2 Idea Generation Management 7.3.3.3 Requirements and Specifications Management 7.3.3.4 Collaborative Product Definition Management 7.3.3.5 Supplier and Sourcing Management 7.3.3.6 Manufacturing Management 7.3.3.7 Maintenance Management 7.3.3.8 Compliance Management 7.3.3.9 Intellectual Property Management 7.3.4 Organising the Applications 7.3.4.1 Departmental World 7.3.4.2 Enterprise World 7.3.4.3 PLM Application Architecture 7.3.4.4 PLM Application Strategy 7.3.4.5 PLM Application Management Processes 7.3.5 KPIs for PLM Applications 7.4 Reality in a Typical Company 7.4.1 Generic Issues with PLM Applications 7.4.1.1 Ambiguous Name and Unclear Scope 7.4.1.2 Islands of Automation 7.4.1.3 Departmental Islands, Supplier Islands 7.4.1.4 Interface and Integration Need 7.4.1.5 Overlapping Data Management Functionality 7.4.1.6 Different User Interfaces 7.4.1.7 Organisational Match 7.4.1.8 Limited Operating Environment 7.4.1.9 Versions 7.4.1.10 Legacy Applications 7.4.2 Interaction with Other Activities 7.4.3 Interaction with Company Initiatives 7.4.4 Generic Challenges with PLM Applications 7.4.5 A Generic Vision for PLM Applications 7.4.5.1 Digital Company 7.4.5.2 PLM Application Architecture and Strategy 7.4.5.3 Product Data Management for PLM 7.4.5.4 PLM Applications Throughout the Product Lifecycle 7.4.5.5 PLM Application Standardisation 7.4.5.6 Interfaces 7.5 Application Activities in the PLM Initiative 7.5.1 Application-Related Projects 7.5.2 PLM Application Status Review 7.5.3 Software Development Approaches 7.5.4 PDM System Selection and Implementation 7.5.4.1 Standard IS System Selection Approach 7.5.4.2 Pitfalls of the Standard Approach 7.6 Best Practice PDM System Selection 7.6.1 Prepare the PDM System Project 7.6.1.1 Hold a Kick-Off Meeting 7.6.1.2 Know Thyself 7.6.2 Document the Business Objectives 7.6.3 Document the Current Situation 7.6.3.1 Activities in Scope 7.6.3.2 Product Data 7.6.3.3 Users of Product Data 7.6.3.4 PLM Applications 7.6.3.5 Product Data Management Systems 7.6.4 Identify PDM System Requirements 7.6.4.1 The Requirements Document 7.6.4.2 Rules for Requirements 7.6.4.3 Requirements Relative to the Current Situation 7.6.4.4 Gathering and Confirming the Requirements 7.6.4.5 Report the Business Objectives and Requirements 7.6.5 Know Your Partners 7.6.5.1 Identify Potential Partners 7.6.5.2 Write and Send the RFPs, Receive Replies 7.6.5.3 Make a Shortlist of Candidate Partners 7.6.5.4 Benchmark Candidate Partners 7.6.5.5 Identify Scenarios 7.6.5.6 Potential Benefits 7.6.5.7 Specific Benefits 7.6.5.8 Costs 7.6.5.9 Other Criteria 7.6.5.10 Roadmap and Plan 7.6.5.11 Return on Investment 7.6.5.12 Risks 7.6.5.13 Build the Scenarios 7.6.5.14 Prepare and Present the Scenarios 7.6.5.15 Select the Partners 7.6.6 Pre-Align with Your Partners 7.6.7 Align and Plan with Your Partners 7.6.8 Carry Out Detailed Design and Planning 7.6.9 Build and Plan the PDM System 7.6.10 Test and Validate the PDM System 7.6.11 Deploy the PDM System 7.6.11.1 Go-Live 7.6.12 Use the PDM System 7.6.13 Support and Sustain the PDM System 7.6.14 Review PDM System Performance 7.6.15 Achieve Breakeven for the PDM System 7.6.15.1 Evolve and Extend the PDM System 7.7 Learning from Experience 7.7.1 From the Trenches 7.7.1.1 Process before System 7.7.1.2 Faraway 7.7.1.3 PDM is for the Lifecycle 7.7.1.4 So That’s What We Do 7.7.1.5 A Clean Slate 7.7.1.6 Now I Begin to Understand 7.7.2 Pitfalls of Application Implementation 7.7.3 Top Management Role with PLM Applications 7.7.3.1 Provide Vision and Leadership 7.7.3.2 Involvement with PDM 7.7.3.3 A Strategy for PLM Applications 7.7.3.4 Clarify the IS Role 7.7.3.5 Communication 7.7.3.6 Vendor Control 7.7.3.7 Budget Bibliography 8 PLM, Techniques and Methods 8.1 This Chapter 8.1.1 Objective 8.1.2 Content 8.1.2.1 Skills 8.2 Introduction 8.2.1 The Need 8.2.2 Improvement Initiatives 8.3 Overview of Methods 8.3.1 ABC 8.3.2 Alliance Management 8.3.3 Benchmarking 8.3.4 BPR 8.3.5 CWQC 8.3.6 Concurrent Engineering 8.3.7 CM 8.3.8 Continuous Improvement 8.3.9 COQM 8.3.10 Customer Involvement 8.3.11 DFA 8.3.12 DFE 8.3.13 DFM 8.3.14 DFR 8.3.15 DFSS 8.3.16 DFS 8.3.17 Design Rules 8.3.18 DTC 8.3.19 EMI 8.3.20 ESI 8.3.21 FMECA 8.3.22 FTA 8.3.23 GT 8.3.24 Hoshin Kanri 8.3.25 JIT 8.3.26 Kome Hyappyo 8.3.27 Lean Production 8.3.28 LCA 8.3.29 LCD 8.3.30 Open Innovation 8.3.31 Phase/Gate Methodology 8.3.32 PDCA 8.3.33 Platform Strategy 8.3.34 Poka-Yoke 8.3.35 Process Mapping 8.3.36 Project Management 8.3.37 QFD 8.3.38 Roadmapping 8.3.39 Reliability Engineering 8.3.40 Robust Engineering 8.3.41 Simultaneous Engineering 8.3.42 Software Development Methodologies 8.3.43 Standards 8.3.44 SPC 8.3.45 STEP 8.3.46 System Engineering 8.3.47 Taguchi Techniques 8.3.48 Teamwork 8.3.49 TCO 8.3.50 TQ 8.3.51 TQM 8.3.52 Triz 8.3.53 VA and VE 8.4 Some Characteristics of Methods 8.4.1 Unclear Name 8.4.2 Overlap Between Methods 8.4.3 Overlap Between Methods and Applications 8.4.4 Confusion Between Methods and Processes 8.4.5 Duplication of Existing Activities 8.4.6 Unclear Definition 8.4.7 Unclear Improvements 8.4.8 Difficult to Implement 8.4.9 Method Evolution and Confusion 8.4.10 Market Push 8.5 No Method is an Island 8.6 The Challenges Bibliography 9 PLM and the Internet of Things 9.1 This Chapter 9.1.1 Objective 9.1.2 Content 9.1.2.1 Skills 9.1.3 Relevance 9.2 Introduction to the IoT 9.3 Components of the IoT 9.3.1 The Internet, a Communications Network 9.3.2 IoT Devices 9.3.3 Smart Products, Intelligent Products 9.3.4 Data Transmitted Over a Network 9.3.5 Mobile Technology 9.3.6 Location Detection Technology 9.3.7 Cloud 9.3.8 Cybersecurity 9.3.9 The Internet of Things 9.3.10 IoT Platforms 9.4 Big Data 9.4.1 To In Introduction to Big Data 9.4.2 Three Contexts of Big Data 9.4.3 Commercial Big Data 9.4.4 Social Media and General Internet Big Data 9.4.5 Industrial Big Data 9.4.6 Big Data across the Product Lifecycle 9.5 Analytics 9.5.1 Typical Benefits of Analytics 9.5.2 The Value of Big Data 9.5.3 Lifecycle Application Areas of Big Data 9.6 Big Data Issues and Success Factors 9.6.1 Questions about Big Data 9.6.2 Typical Issues with Big Data 9.6.3 Typical Issues with Big Data Projects 9.6.4 Big Data Success Factors 9.7 PLM, IoT and Big Data 9.8 The Opportunity of the Internet of Things 9.8.1 Financial Opportunity of the IoT 9.8.2 Strategic Opportunity of the IoT 9.9 Potential Benefits with the Internet of Things 9.9.1 Benefits for the Manufacturer 9.9.2 Benefits for the Product User 9.9.3 IoT Impacts across the Lifecycle 9.10 IoT Issues and Success Factors 9.10.1 Issues with the IoT 9.10.2 Typical Issues with IoT Projects 9.10.3 Success Factors 9.10.4 IoT, Big Data and the PLM Initiative Bibliography 10 PLM, Facilities and Equipment, Industry 4.0 10.1 This Chapter 10.1.1 Objective 10.1.2 Content 10.1.2.1 Skills 10.2 Introduction to Industry 4.0 10.2.1 Background—Germany 10.2.2 Background—Elsewhere 10.2.3 Opportunities with Industry 4.0 10.2.4 Japan—Society 5.0 10.2.5 Take-Away 10.3 Industry 4.0 Technologies and Buzzwords 10.3.1 Technologies of Industry 4.0 10.3.2 The Industrial IoT and Industry 4.0 10.4 Back to the PLM Grid 10.4.1 PLM Applications 10.4.1.1 Manufacturing Automation 10.4.1.2 Virtual Reality and Augmented Reality 10.4.1.3 Artificial Intelligence 10.4.1.4 Machine Learning 10.4.1.5 Blockchain 10.4.1.6 Simulation 10.4.2 Facilities and Equipment 10.4.3 Relationship with PLM 10.5 Industry 4.0 Facilities and Equipment Vision 10.5.1 An Intelligent Factory 10.5.2 A Connected Factory 10.5.3 A Digital Factory 10.5.4 An Augmented Reality Factory 10.5.5 Big Data and Analytics 10.5.6 In-Charge Factory 10.5.7 Adaptable, Flexible Factory 10.5.8 Secure, Protected Factory 10.5.9 Artificial Intelligence Augmented Factory 10.5.10 Additive Manufacturing Bibliography 11 PLM and the Digital Twin 11.1 This Chapter 11.1.1 Objective 11.1.2 Content 11.1.2.1 Skills 11.2 Of Representations and Descriptions 11.2.1 Digital Twin 11.2.2 A Definition of Digital Twin 11.2.3 Representations 11.2.4 A Description 11.3 Changing Representations and Descriptions 11.3.1 In the 1890s 11.3.2 In the 1970s 11.3.3 In the 1990s 11.3.4 In the 2020s 11.4 Representations and the PLM Grid 11.5 Digital Model of the Product 11.5.1 From Digital Model to Digital Twin 11.6 Digital Twin. Representation, Concept, Definition 11.6.1 Digital Twin: A Concept 11.6.2 Definitions of Digital Twin 11.7 Digital Twin Applications and Use Cases 11.8 Benefits of Digital Twins 11.9 Issues with Digital Twins 11.9.1 Early Stage Issues 11.9.2 Scope, Size and Complexity Issues 11.9.3 Data Issues 11.9.4 Application Issues 11.9.5 Model Issues 11.9.6 Product Issues 11.9.7 Security Issues 11.9.8 Legal Issues 11.10 The Digital Twin Project in the PLM Initiative 11.10.1 Digital Twin Feasibility Study 11.11 Challenges for Digital Twin Projects 11.11.1 Business Challenges 11.11.2 Cost Challenges 11.11.3 Organisational Challenges 11.11.4 People Challenges 11.11.5 Project Governance and Management Challenges 11.11.6 Change Management Challenges 11.11.7 Data Management and Quality Challenges 11.11.8 Product Challenges 11.12 Success Factors for Digital Twin Projects Bibliography 12 PLM and Digital Threads 12.1 This Chapter 12.1.1 Objective 12.1.2 Content 12.1.2.1 Skills 12.2 Digital Thread 12.2.1 The Concept of a Thread 12.2.2 The PLM Grid and the Digital Thread 12.2.3 Applications, Business Processes, People 12.2.4 Provenance of the Digital Thread Term 12.2.5 Digital Thread Definitions 12.3 Without a Digital Thread 12.3.1 Overview 12.3.2 In the Detail 12.4 Benefits of the Digital Thread 12.5 Examples of Digital Threads 12.6 Issues with the Digital Thread 12.7 The Digital Thread Project in the PLM Initiative 12.8 Perils of a Digital Thread Project 12.9 Success Factors for a Digital Thread Project Bibliography 13 PLM and Organisational Change Management 13.1 This Chapter 13.1.1 Objective 13.1.2 Content 13.1.2.1 Skills 13.1.3 Relevance of OCM in PLM 13.2 Definitions and Introduction 13.2.1 Definitions 13.2.1.1 Organisation 13.2.1.2 Organisational Change 13.2.1.3 Organisational Change Management 13.2.1.4 Organisational Change Plan 13.2.2 Benefits of OCM 13.2.3 Incremental and Transformational Change 13.2.4 Equation for Change 13.2.4.1 Many Overlapping Changes and Change Projects 13.2.5 Resistance to Change 13.2.5.1 Employee Issues 13.2.5.2 Management Issues 13.2.5.3 General Issues 13.2.6 Pre-requisites for Organisational Change 13.2.7 KPIs for Organisational Change 13.2.8 The Importance of OCM in the PLM Environment 13.2.8.1 Special Features of OCM in a PLM Initiative 13.2.8.2 Results of Ignoring OCM in a PLM Initiative 13.3 Participants in Change 13.3.1 Benefits of the Change to PLM 13.3.2 People Who Make Change Happen 13.3.2.1 Sponsors 13.3.2.2 The OCM Team Leader 13.3.2.3 The OCM Team: Change Agents 13.3.2.4 Champions 13.3.3 People in the Product Lifecycle 13.3.3.1 Functional Managers 13.3.3.2 Marketing Managers 13.3.3.3 Manufacturing Managers 13.3.3.4 Engineering Managers 13.3.3.5 Product Support Managers 13.3.3.6 PLM Managers 13.3.3.7 Product Engineers 13.3.3.8 Service Providers 13.3.3.9 Accepters, Blockers, Sleepers 13.3.4 Roles 13.3.4.1 Role in Change 13.3.4.2 Roles of Lifecycle Participants 13.4 Reality in a Typical Company 13.4.1 Generic Issues with Change 13.4.2 OCM Interaction with Company Resources and Initiatives 13.5 OCM Activities in the PLM Initiative 13.5.1 Projects Related to OCM 13.5.2 Plan the Change Project 13.5.2.1 Success Factors for OCM 13.5.3 Communication 13.5.3.1 Communicating a Simple High-Level PLM Message 13.5.3.2 Communicating the PLM Vision 13.5.4 Learning and Training 13.5.4.1 Coaching and Mentoring 13.5.5 The Reward System 13.6 Learning from Experience 13.6.1 Tips from the Trenches 13.6.1.1 Getting Started 13.6.1.2 Repeat Performance 13.6.1.3 Luxury Goods Manufacturer 13.6.1.4 Consumer Goods Manufacturer 13.6.1.5 You Can Take a Horse to Water 13.6.2 Be Realistic 13.6.2.1 Are We Able to Change? 13.6.2.2 Am I Willing to Change? 13.6.3 Pitfalls of Organisational Change 13.6.4 Top Management Role with OCM 13.6.4.1 Objectives 13.6.4.2 Resources and Skills 13.6.4.3 Leadership 13.6.4.4 Communication 13.6.4.5 Support 13.6.4.6 Convince Middle Managers Bibliography 14 PLM and Project Management 14.1 This Chapter 14.1.1 Objective 14.1.2 Content 14.1.2.1 Skills 14.1.3 Relevance 14.2 Definitions and Introduction 14.2.1 Definitions 14.2.1.1 Project 14.2.1.2 One-Off Project, Repetitive Project 14.2.1.3 Why Project Management? 14.2.1.4 Project Management 14.2.1.5 Program 14.2.1.6 Project Schedule, Project Plan 14.2.1.7 Project Manager 14.2.1.8 Project Management Office (PMO) 14.2.1.9 Program Management Office (PMO) 14.2.2 Characteristics of Projects 14.2.2.1 Benefits of Project Management 14.2.3 People in Projects 14.2.3.1 Project Sponsor 14.2.3.2 Stakeholders 14.2.3.3 Steering Committee 14.2.3.4 Project Manager 14.2.3.5 Project Director 14.2.3.6 Project Team 14.2.3.7 Project Team Member 14.2.3.8 Team Leader, Track Leader 14.2.3.9 Subject Matter Expert 14.2.3.10 Business Process Architect 14.2.3.11 Data Modeller 14.2.3.12 Business Analyst 14.2.3.13 System Analyst 14.2.3.14 Solution Architect 14.2.3.15 Application Developer 14.2.3.16 Key User 14.2.3.17 Tester 14.2.3.18 Workshop Facilitator 14.2.3.19 Project Assistant 14.2.3.20 Project Coach 14.2.4 Project Phases 14.2.4.1 Phase 1 Project Management Activities 14.2.4.2 Phase 2 Project Management Activities 14.2.4.3 Phase 3 Project Management Activities 14.2.4.4 Phase 4 Project Management Activities 14.2.5 Project Management Knowledge Areas 14.2.6 Project Management Tools and Templates 14.2.6.1 PERT, PERT Chart 14.2.6.2 Gantt Chart 14.2.6.3 Project Management Software 14.2.6.4 Deliverables Checklist 14.2.6.5 Roles and Responsibilities Matrix 14.2.6.6 Risk Log 14.2.6.7 Risk Matrix 14.2.6.8 Risk Management Software 14.2.6.9 Issue Log 14.2.6.10 RACI Diagram 14.2.7 KPIs for Project Management 14.2.8 The Importance of Project Management in PLM 14.2.8.1 What’s Special About Project Management in the PLM Environment? 14.2.8.2 What Happens if You Don’t Do Project Management in a PLM Initiative? 14.3 Project Reality in a Typical Company 14.3.1 Generic Issues with Projects 14.3.2 Generic Issues with Project Plans 14.3.3 Interaction with Other Activities 14.4 Project Management Activities in the PLM Initiative 14.4.1 Project Management and Initiative Projects 14.4.2 Working with Consultants 14.4.3 Reviewing Readiness 14.4.3.1 Success Factors for Project Management 14.4.3.2 Benefits of Project Plans 14.5 Learning from Experience 14.5.1 From the Trenches 14.5.1.1 Workshops on Christmas Day 14.5.1.2 Changing Horses in Midstream 14.5.1.3 Kill Jimmy Meetings 14.5.1.4 Non-participating Project Members 14.5.1.5 Revolving Door Project Managers 14.5.1.6 The Project Manager Who Wasn’t 14.5.1.7 Moving the Goalposts 14.5.1.8 An Unsupportive Sponsor 14.5.1.9 Happy Birthday, Dear Project 14.5.1.10 Hierarchical Problems 14.5.1.11 Get Dirty Quickly (1) 14.5.1.12 Get Dirty Quickly (2) 14.5.1.13 Get Dirty Slowly 14.5.1.14 Would You Repeat that, Please? 14.5.1.15 Project Management Fracture 14.5.1.16 Sinking Project 14.5.2 Pitfalls of Project Management 14.5.3 Top Management Role with Project Management 14.5.3.1 Guidance About Goals and Changes 14.5.3.2 Encourage Project Planning 14.5.3.3 Only Start with a Good Chance of Success 14.5.3.4 Create a Suitable Organisation 14.5.3.5 Get Involved and Stay Committed. Take Responsibility 14.5.3.6 Support and Develop the Project Manager 14.5.3.7 Champion the Project at the Executive Level Bibliography 15 Executive Activities in PLM 15.1 This Chapter 15.1.1 Objective 15.1.2 Content 15.1.2.1 Skills 15.2 Ten Roles of Executives 15.2.1 Maintain Awareness and Provide Vision 15.2.2 Set Business Objectives and Values 15.2.3 Oversee Company Governance 15.2.4 Lead 15.2.5 Represent and Communicate 15.2.6 Ask Questions, Give Answers 15.2.7 Identify and Develop Leaders 15.2.8 Monitor Progress and Measure Outcomes 15.2.9 Take Decisions and Corresponding Action 15.2.10 Hold Accountable and Provide Recognition 15.3 Executive Roles in PLM 15.3.1 Roles in the Future PLM Environment 15.3.1.1 Product Family Teams 15.3.2 PLM Initiative Roles 15.3.3 CEO 15.3.4 PLM Initiative Sponsor 15.3.5 PLM Initiative Steering Committee 15.3.6 PLM Initiative Leader 15.3.7 Governance 15.4 Executive Vocabulary 15.4.1 Mission 15.4.2 Objectives 15.4.3 Vision 15.4.4 Strategy 15.4.5 Plan 15.4.6 Tactics 15.4.7 Policy 15.4.8 Key Performance Indicators 15.4.9 Coherence 15.5 Objectives, Vision, Strategy 15.5.1 Objectives 15.5.2 Vision 15.5.2.1 Basic Points About the PLM Vision 15.5.2.2 Position of the PLM Vision 15.5.2.3 Reasons for a PLM Vision 15.5.2.4 Example of a Company’s PLM Vision 15.5.3 Strategy 15.5.3.1 Military Strategy 15.5.3.2 The American Civil War 15.5.3.3 France 15.5.3.4 English Channel 15.5.3.5 Soviet Union 15.5.3.6 Soviet Union 15.5.3.7 Lessons Learned 15.5.3.8 Principles of Military Strategy 15.5.3.9 Manufacturing Strategy 15.5.3.10 Company Strategy 15.5.4 PLM Strategy 15.5.4.1 Basic Points About the PLM Strategy 15.5.5 Implementation Strategy 15.5.6 Plan 15.5.7 KPIs 15.6 PLM Initiative Justification 15.6.1 Time Value of Money 15.6.2 NPV and ROI 15.6.3 Cost Justification 15.6.4 Identification of Benefits 15.6.5 Project Calculations Bibliography 16 PLM and the PLM Initiative 16.1 This Chapter 16.1.1 Objective 16.1.2 Content 16.1.2.1 Skills 16.1.3 Relevance 16.2 Definition and Introduction 16.2.1 Definition 16.2.1.1 PLM Initiative 16.2.2 From Components to the Initiative 16.2.3 Different Company, Different Initiative 16.2.3.1 Differences between Industries 16.2.3.2 Different Scope of Initiative 16.2.3.3 Different Starting Points for PLM 16.2.3.4 Different Objectives for PLM 16.3 Getting Started with PLM 16.3.1 Middle Managers, Executives 16.3.2 Company and Personal Dilemmas 16.3.3 Not Progressing 16.3.4 Getting to the Start Line 16.4 Approaches to a PLM Initiative 16.4.1 Standard Approach 16.4.1.1 Standard Approach, Different Steps 16.4.1.2 Getting Alignment of Views 16.4.1.3 Feasibility Study 16.4.1.4 The Current Situation: Steps and Structure 16.4.1.5 A PLM Vision: Steps and Structure 16.4.1.6 The Future PLM Strategy: Steps and Structure 16.4.1.7 Financial Justification of the PLM Initiative 16.4.1.8 The PLM Implementation Strategy 16.4.1.9 The PLM Implementation Plan 16.4.1.10 The PLM Initiative Charter 16.4.2 The Ten-Step Approach 16.4.3 After Initiative Launch 16.4.3.1 Initiative Progress Reporting 16.4.3.2 Waning Interest and Pre-Emptive Action 16.4.3.3 PLM Status Review 16.5 Learning from Experience 16.5.1 From the Trenches 16.5.1.1 Different Scope Different Approach, Different Result 16.5.2 Pitfalls for the PLM Initiative 16.5.3 Examples of the PLM Dilemma 16.5.4 Results of Use of the Ten-Step Approach 16.5.4.1 Understanding and Quantifying Options 16.5.4.2 Managing the Post-Acquisition Situation 16.5.4.3 From PDM to PLM 16.5.4.4 Getting Started with PLM 16.5.4.5 Engineering Change Management 16.5.4.6 Identification of Benefits and Risks 16.5.4.7 Two Proposed Solutions 16.5.4.8 Findings 16.5.5 Common Features of PLM Initiatives 16.5.5.1 A Unique Initiative Benefiting from Experience of Others 16.5.5.2 A Multiyear PLM Initiative 16.5.5.3 A PLM Initiative Containing Many Projects 16.5.5.4 Phase the Initiative, don’t Chop It up 16.5.5.5 Order of Components 16.5.5.6 Step-By-Step or Big Bang 16.5.5.7 Starting Place 16.5.5.8 A Great PLM Initiative Leader 16.5.5.9 A Cross-functional Challenge 16.5.5.10 Learning and Understanding Takes Time 16.5.5.11 The Need for OCM 16.5.6 Top Management Role in the PLM Initiative 16.5.6.1 Appoint a PLM VP 16.5.6.2 Upfront Planning 16.5.6.3 Involvement and Commitment 16.5.6.4 Prescriptive Approach 16.5.6.5 Clear and Common Terminology 16.5.6.6 Architectures and Models 16.5.6.7 Digital Company 16.5.6.8 Product Strategy 16.5.6.9 Product Portfolio and Product Architecture 16.5.6.10 Model the PLM Environment 16.5.6.11 PLM Thought and Action Bibliography 17 PLM in Industry 17.1 This Chapter 17.1.1 Objective 17.1.2 Content 17.1.2.1 Skills 17.2 Alfa Laval’s OnePLM 17.2.1 The Starting Situation 17.2.2 The Approach 17.2.3 The Implementation 17.2.4 The Result, Benefits 17.2.5 Next Steps 17.2.6 Lessons Learned 17.3 PDM Implementations 17.3.1 An Electronics Industry Company 17.3.1.1 Background 17.3.1.2 Objectives 17.3.1.3 The Response to Change 17.3.1.4 Current Situation 17.3.1.5 What Comes Next? 17.3.1.6 Introducing PDM 17.3.2 An Automotive Industry Company 17.3.2.1 Background 17.3.2.2 Objectives 17.3.2.3 The Response to Change 17.3.2.4 Current Situation 17.3.2.5 What Comes Next? 17.3.2.6 Introducing PDM 17.3.3 An Engineering Industry Company 17.3.3.1 Background 17.3.3.2 Objectives 17.3.3.3 The Response to Change 17.3.3.4 Current Situation 17.3.3.5 What Comes Next? 17.3.3.6 Introducing PDM 17.3.4 An Aerospace Industry Company 17.3.4.1 Background 17.3.4.2 Objectives 17.3.4.3 The Response to Change 17.3.4.4 Current Situation 17.3.4.5 What Comes Next? 17.3.4.6 Introducing PDM 17.3.5 Summary Bibliography 18 Closing Thoughts