Stark Product Lifecycle Management (Volume 1)

21st Century Paradigm for Product Realisation
4th Auflage 2020
ISBN: 978-3-030-28864-8
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 574 Seiten

Reihe: Decision Engineering

This fourth edition of the book provides readers with a detailed explanation of PLM, enabling them to gain a full understanding and the know-how to implement PLM within their own business environment. This new and expanded edition has been fully updated to reflect the numerous technological and management advances made in PLM since the release of the third edition in 2014, including chapters on both the Internet of Things and Industry 4.0. The book describes the environment in which products are ideated, developed, manufactured, supported and retired before addressing the main components of PLM and PLM Initiatives. These include product-related business processes, product data, product data management (PDM) systems, other PLM applications, best practices, company objectives and organisation. Key activities in PLM Initiatives include Organisational Change Management (OCM) and Project Management. Lastly, it addresses the PLM Initiative, showing the typical steps and activities of a PLM project or initiative. Enhancing readers' understanding of PLM, the book enables them to develop the skills needed to implement PLM successfully and achieve world-class product performance across the lifecycle. 


Dr John Stark, a recognised PLM expert, started working in product development in 1979. In the 1980s, he worked in computer-aided design, product data management and business process improvement. He has worked as a consultant to companies in the product development and support area since the mid-1980s; first for Coopers & Lybrand, then as an independent consultant after setting up his own business in 1991. Over the last 30 years, he has helped over 100 companies implement PLM. He has written numerous highly successful books on PLM. He's also developed and delivered PLM courses for executives, people working in the product lifecycle, PLM professionals and university students. 

Autoren/Hrsg.

Stark, John

Inhaltsverzeichnis

1;Preface;6
2;Contents;9
3;1 Product Lifecycle Management (PLM);26
3.1;1.1 What Is PLM?;26
3.1.1;1.1.1 Definition of PLM;26
3.1.2;1.1.2 Definition of the PLM Initiative;26
3.1.3;1.1.3 A Paradigm;27
3.2;1.2 This Chapter;28
3.2.1;1.2.1 Objective;28
3.2.2;1.2.2 Content;28
3.2.3;1.2.3 Relevance;29
3.3;1.3 The P, L and M of PLM;29
3.3.1;1.3.1 The P of PLM;29
3.3.2;1.3.2 The L of PLM;31
3.3.3;1.3.3 The M of PLM;32
3.4;1.4 The Scope of PLM;32
3.4.1;1.4.1 Activities in the Scope of PLM;32
3.4.2;1.4.2 The PLM Grid;33
3.4.3;1.4.3 Resources in the Scope of PLM;34
3.5;1.5 The PLM Paradigm;38
3.5.1;1.5.1 Paradigm Change;38
3.5.2;1.5.2 From Twentieth-Century Paradigm to PLM;39
3.5.3;1.5.3 Organisation of Work;39
3.5.4;1.5.4 Orientation: From Technical to Business;41
3.5.5;1.5.5 Information Calculation, Storage and Communication;43
3.5.6;1.5.6 Span of Interest;44
3.5.7;1.5.7 Value of Product Data;45
3.5.8;1.5.8 Management Approach;45
3.5.9;1.5.9 Focus;46
3.6;1.6 PLM Consequences;47
3.7;1.7 PLM Corollaries;49
3.8;1.8 The Spread of PLM;50
3.9;1.9 Benefits of PLM;51
3.9.1;1.9.1 Financial, Time, Quality;51
3.9.2;1.9.2 Operational Benefits;53
3.10;1.10 Overcoming Problems, Enabling Opportunities;53
3.10.1;1.10.1 Managing the Product Isn’t Easy;54
3.10.2;1.10.2 Loss of Control;55
3.10.3;1.10.3 Sources of Problems;57
3.10.4;1.10.4 Opportunities;57
3.11;Bibliography;58
4;2 PLM and Its Environment;59
4.1;2.1 This Chapter;59
4.1.1;2.1.1 Objective;59
4.1.2;2.1.2 Content;59
4.1.3;2.1.3 Relevance;60
4.2;2.2 Issues with the Departmental Paradigm;63
4.2.1;2.2.1 Serial Workflow;63
4.2.2;2.2.2 Departmental Organisations;65
4.2.3;2.2.3 Piecemeal Improvements;67
4.3;2.3 Product Data Issues;68
4.3.1;2.3.1 A Lot of Product Data;68
4.3.2;2.3.2 Poor Change Management;69
4.3.3;2.3.3 Data not Linked to Management Tools;70
4.4;2.4 A Complex, Changing Environment;70
4.4.1;2.4.1 Change;70
4.4.2;2.4.2 Interconnections;71
4.4.3;2.4.3 Changes Driving PLM;76
4.4.4;2.4.4 Result;77
4.5;2.5 Example from “Before PLM”;78
4.5.1;2.5.1 Introduction;78
4.5.2;2.5.2 Quantitative Feedback;81
4.6;2.6 Product Pains;81
4.6.1;2.6.1 Aerospace Products;82
4.6.2;2.6.2 Power Plants;84
4.6.3;2.6.3 Automotive Products;84
4.6.4;2.6.4 Financial Products;85
4.6.5;2.6.5 Other Products;85
4.6.6;2.6.6 Current and Future Nightmare;87
4.7;2.7 Product Opportunities;88
4.7.1;2.7.1 Globalisation Opportunity;89
4.7.2;2.7.2 Technology Opportunities;89
4.7.3;2.7.3 Social/Environmental Opportunity;92
4.7.4;2.7.4 Human Resource Opportunity;92
4.7.5;2.7.5 The Result and the Requirements;93
4.8;Bibliography;93
5;3 PLM and Products;95
5.1;3.1 This Chapter;95
5.1.1;3.1.1 Objective;95
5.1.2;3.1.2 Content;95
5.2;3.2 Product Importance, Range, Instance;96
5.2.1;3.2.1 Importance of the Product;96
5.2.2;3.2.2 Wide Range of Products;96
5.2.3;3.2.3 More Than the Product;97
5.2.4;3.2.4 Instance of a Product;97
5.2.5;3.2.5 Number of Products;97
5.2.6;3.2.6 Hazardous Products;98
5.2.7;3.2.7 Commonality;98
5.3;3.3 Parts, Ingredients, Components, Assemblies;99
5.3.1;3.3.1 Range of Parts;99
5.3.2;3.3.2 Number of Parts;99
5.3.3;3.3.3 Part and Product;100
5.4;3.4 Identifier;100
5.4.1;3.4.1 Need for an Identifier;100
5.4.2;3.4.2 Name, Number;100
5.4.3;3.4.3 Internal, and Other, Names/Numbers;101
5.4.4;3.4.4 Serial Numbers;101
5.4.5;3.4.5 Significant Numbers;101
5.4.6;3.4.6 Product Key;102
5.4.7;3.4.7 Naming Languages;102
5.4.8;3.4.8 Some Product and Part Identifiers;103
5.4.9;3.4.9 Product Name and Part Name;103
5.4.10;3.4.10 Trade Mark;103
5.5;3.5 Requirements;104
5.5.1;3.5.1 Customer Requirements;104
5.5.2;3.5.2 Emergence of Global Products;104
5.5.3;3.5.3 Requirements for Global Products;105
5.6;3.6 From Customer Requirement to Product Specification;106
5.7;3.7 Identification Standards;106
5.7.1;3.7.1 Global Trade Item Number;107
5.7.2;3.7.2 International Standard Book Number;107
5.7.3;3.7.3 International Mobile Equipment Identity;108
5.7.4;3.7.4 International Standard Music Number;108
5.7.5;3.7.5 CAS Registry Numbers;108
5.8;3.8 Unique Identifier, Unique Key;108
5.9;3.9 Traceability;109
5.10;3.10 Communication of Identifier;109
5.10.1;3.10.1 Type of Communication;109
5.10.2;3.10.2 UPC Barcode;109
5.10.3;3.10.3 EAN-13;110
5.10.4;3.10.4 Two-Dimensional Barcodes;110
5.11;3.11 Product Classification;110
5.11.1;3.11.1 Classification;110
5.11.2;3.11.2 Advantages of Classification;110
5.11.3;3.11.3 Classification Systems;111
5.12;3.12 Versions, Variants, Options;111
5.12.1;3.12.1 Lifecycle State;111
5.12.2;3.12.2 Version, Iteration;111
5.12.3;3.12.3 Variant, Option;112
5.12.4;3.12.4 Product Life, Lifetime;112
5.13;3.13 Product Ownership;112
5.13.1;3.13.1 Rights;112
5.13.2;3.13.2 Intellectual Property;113
5.14;3.14 Product Structure and Architecture;113
5.14.1;3.14.1 Structures;113
5.14.2;3.14.2 Bill of Materials;114
5.14.3;3.14.3 Product Architecture;116
5.14.4;3.14.4 Product Portfolio;116
5.14.5;3.14.5 Product Model;117
5.15;3.15 Description, Definition and Representation;117
5.16;3.16 From Customer Requirement to Performance;118
5.17;3.17 No Product Is an Island;118
5.18;3.18 Causes of Product Problems;118
5.18.1;3.18.1 Challenger;119
5.18.2;3.18.2 Columbia;119
5.18.3;3.18.3 SR-111;120
5.18.4;3.18.4 Ariane 5;121
5.18.5;3.18.5 Multiple Causes;121
5.19;3.19 The Challenges;122
5.20;Bibliography;122
6;4 PLM and Business Processes;123
6.1;4.1 This Chapter;123
6.1.1;4.1.1 Objective;123
6.1.2;4.1.2 Content;123
6.1.3;4.1.3 Relevance of Business Processes in PLM;124
6.2;4.2 Definitions and Introduction;126
6.2.1;4.2.1 Definitions;126
6.2.2;4.2.2 Action Across the Product Lifecycle;127
6.2.3;4.2.3 Organising the Action;128
6.2.4;4.2.4 Process Approach;130
6.2.5;4.2.5 Tools to Represent Business Processes;136
6.2.6;4.2.6 Documenting Processes;138
6.2.7;4.2.7 KPIs for Business Processes;145
6.2.8;4.2.8 The Importance of Business Processes in PLM;145
6.3;4.3 Process Reality in a Typical Company;147
6.3.1;4.3.1 Generic Issues with Business Processes;147
6.3.2;4.3.2 Interaction with Other Activities;149
6.3.3;4.3.3 Interaction with Company Initiatives;150
6.3.4;4.3.4 Generic Challenges with Business Processes;150
6.3.5;4.3.5 A Generic Vision for Business Processes in PLM;151
6.4;4.4 Business Process Activities in the PLM Initiative;154
6.4.1;4.4.1 Projects Related to Business Processes;155
6.4.2;4.4.2 Business Process Improvement;156
6.4.3;4.4.3 Business Process Mapping and Modelling;156
6.4.4;4.4.4 The ECM Business Process;157
6.4.5;4.4.5 The NPD Business Process;164
6.4.6;4.4.6 The Portfolio Management Process;167
6.5;4.5 Learning from Experience;172
6.5.1;4.5.1 From the Trenches;172
6.5.2;4.5.2 Business Process Improvement Approach;176
6.5.3;4.5.3 Pitfalls of Business Process Mapping and Modelling;179
6.5.4;4.5.4 Top Management Role with Business Processes;180
6.6;Bibliography;181
7;5 PLM and Product Data;183
7.1;5.1 This Chapter;183
7.1.1;5.1.1 Objective;183
7.1.2;5.1.2 Content;183
7.1.3;5.1.3 Relevance of Product Data in PLM;184
7.2;5.2 Definitions and Introduction;186
7.2.1;5.2.1 Definitions;186
7.2.2;5.2.2 Product Data Across the Lifecycle;189
7.2.3;5.2.3 Organising the Product Data;190
7.2.4;5.2.4 Product Data as a Strategic Resource;192
7.2.5;5.2.5 Tools to Represent Product Data;196
7.2.6;5.2.6 Data Model Diagrams;197
7.2.7;5.2.7 KPIs for Product Data;200
7.2.8;5.2.8 The Importance of Product Data in PLM;201
7.3;5.3 Reality in a Typical Company;201
7.3.1;5.3.1 Generic Issues with Product Data;201
7.3.2;5.3.2 Interaction with Other Activities;223
7.3.3;5.3.3 Interaction with Company Initiatives;224
7.3.4;5.3.4 Generic Challenges and Objectives;224
7.3.5;5.3.5 A Generic Vision for Product Data in PLM;224
7.4;5.4 Product Data Activities in the PLM Initiative;227
7.4.1;5.4.1 Product Data-Related Projects;227
7.4.2;5.4.2 Product Data Modelling;227
7.4.3;5.4.3 Product Data Improvement;228
7.4.4;5.4.4 Product Data Cleansing;229
7.4.5;5.4.5 Product Data Migration;230
7.5;5.5 Learning from Experience;230
7.5.1;5.5.1 From the Trenches;231
7.5.2;5.5.2 Product Data Improvement Approach;237
7.5.3;5.5.3 Pitfalls of Product Data Modelling;240
7.5.4;5.5.4 Top Management Role with Product Data;240
7.6;Bibliography;243
8;6 PLM and PDM;244
8.1;6.1 This Chapter;244
8.1.1;6.1.1 Objective;244
8.1.2;6.1.2 Content;244
8.1.3;6.1.3 Definition;245
8.1.4;6.1.4 Relevance of PDM Systems;245
8.2;6.2 Many Names and Acronyms;245
8.3;6.3 PDM System Overview;247
8.4;6.4 Importance of the PDM System;248
8.5;6.5 Benefits of PDM Systems;250
8.6;6.6 The Eight Components;250
8.6.1;6.6.1 Information Warehouse;250
8.6.2;6.6.2 Information Warehouse Manager;251
8.6.3;6.6.3 Infrastructure;252
8.6.4;6.6.4 System Administration Manager;253
8.6.5;6.6.5 Interface Module;253
8.6.6;6.6.6 Product and Workflow Structure Definition Module;254
8.6.7;6.6.7 Workflow Control Module;256
8.6.8;6.6.8 Information Management Module;257
8.7;6.7 Common Issues;257
8.7.1;6.7.1 Naming, Functionality, Scope;258
8.7.2;6.7.2 Change, Version Management;258
8.7.3;6.7.3 Interfaces;259
8.7.4;6.7.4 Data Model, Workflow;259
8.7.5;6.7.5 Ownership, Funding, Support;260
8.7.6;6.7.6 Fit in IS Architecture;260
8.7.7;6.7.7 Customisation, Installation;260
8.7.8;6.7.8 Everyday Use;261
8.7.9;6.7.9 Sources of Challenges;263
8.8;6.8 Guidelines for PDM System Implementation;263
8.9;6.9 Pitfalls of PDM System Implementation;263
8.10;6.10 Little Data Management Excitement;264
8.11;6.11 No PDM System Is an Island;265
8.12;Bibliography;265
9;7 PLM and Product-Related Applications;266
9.1;7.1 This Chapter;266
9.1.1;7.1.1 Objective;266
9.1.2;7.1.2 Content;266
9.1.3;7.1.3 Definition;267
9.1.4;7.1.4 Relevance of PLM Applications;267
9.2;7.2 Introduction to PLM Applications;267
9.2.1;7.2.1 Additive Manufacturing Applications;267
9.2.2;7.2.2 Application Lifecycle Management;268
9.2.3;7.2.3 Artificial Intelligence;269
9.2.4;7.2.4 Augmented Reality;269
9.2.5;7.2.5 BOM Applications;269
9.2.6;7.2.6 Compliance Management;270
9.2.7;7.2.7 CSM Applications;270
9.2.8;7.2.8 CAD Applications;270
9.2.9;7.2.9 CAE Applications;271
9.2.10;7.2.10 CAID Applications;271
9.2.11;7.2.11 CAM Applications;271
9.2.12;7.2.12 CAPE Applications;272
9.2.13;7.2.13 CAPP Applications;272
9.2.14;7.2.14 CASE Applications;272
9.2.15;7.2.15 CIM;272
9.2.16;7.2.16 Data Exchange Applications;273
9.2.17;7.2.17 DECM Applications;273
9.2.18;7.2.18 Digital Manufacturing Applications;273
9.2.19;7.2.19 DMU Applications;273
9.2.20;7.2.20 EDI Applications;273
9.2.21;7.2.21 EDA Applications;274
9.2.22;7.2.22 ECM Applications;274
9.2.23;7.2.23 EDM Systems;274
9.2.24;7.2.24 Factory Automation;274
9.2.25;7.2.25 FEA Applications;274
9.2.26;7.2.26 Geometric Modelling Applications;275
9.2.27;7.2.27 Haptic Applications;275
9.2.28;7.2.28 IM Applications;275
9.2.29;7.2.29 IoT Platforms;275
9.2.30;7.2.30 IPM Applications;275
9.2.31;7.2.31 Knowledge Based Systems;275
9.2.32;7.2.32 LCA Applications;276
9.2.33;7.2.33 Machine Learning Applications;276
9.2.34;7.2.34 Manufacturing Automation;277
9.2.35;7.2.35 MRP 2 Applications;277
9.2.36;7.2.36 NC Applications;277
9.2.37;7.2.37 Parts Catalogue Applications;277
9.2.38;7.2.38 Parts Libraries;277
9.2.39;7.2.39 Phase-Gate Applications;277
9.2.40;7.2.40 Portfolio Management Applications;278
9.2.41;7.2.41 PDM Systems;278
9.2.42;7.2.42 Project Management Applications;278
9.2.43;7.2.43 RP Applications;278
9.2.44;7.2.44 Requirements Management Applications;279
9.2.45;7.2.45 Reliability Management Applications;279
9.2.46;7.2.46 Simulation Applications;279
9.2.47;7.2.47 SCM Applications;280
9.2.48;7.2.48 Service Management Applications;280
9.2.49;7.2.49 TDM Applications;280
9.2.50;7.2.50 Technical Publication Applications;281
9.2.51;7.2.51 Translation Management Applications;281
9.2.52;7.2.52 VR Applications;281
9.2.53;7.2.53 VE Applications;281
9.2.54;7.2.54 Virtual Prototyping Applications;281
9.2.55;7.2.55 Visualisation and Viewing Applications;281
9.2.56;7.2.56 3D Printing Applications;282
9.2.57;7.2.57 3D Scanning Applications;282
9.3;7.3 PLM Applications in the Product Lifecycle;282
9.3.1;7.3.1 Generic and Specific PLM Applications;282
9.3.2;7.3.2 Generic PLM Applications;284
9.3.3;7.3.3 Specific PLM Applications;286
9.3.4;7.3.4 Organising the Applications;288
9.3.5;7.3.5 KPIs for PLM Applications;292
9.4;7.4 Reality in a Typical Company;292
9.4.1;7.4.1 Generic Issues with PLM Applications;292
9.4.2;7.4.2 Interaction with Other Activities;295
9.4.3;7.4.3 Interaction with Company Initiatives;295
9.4.4;7.4.4 Generic Challenges with PLM Applications;296
9.4.5;7.4.5 A Generic Vision for PLM Applications;296
9.5;7.5 Application Activities in the PLM Initiative;298
9.5.1;7.5.1 Application-Related Projects;298
9.5.2;7.5.2 PLM Application Status Review;299
9.5.3;7.5.3 Software Development Approaches;300
9.5.4;7.5.4 PDM System Selection and Implementation;302
9.6;7.6 Best Practice PDM System Selection;304
9.6.1;7.6.1 Prepare the PDM System Project;305
9.6.2;7.6.2 Document the Business Objectives;306
9.6.3;7.6.3 Document the Current Situation;307
9.6.4;7.6.4 Identify PDM System Requirements;312
9.6.5;7.6.5 Know Your Partners;315
9.6.6;7.6.6 Pre-align with Your Partners;321
9.6.7;7.6.7 Align and Plan with Your Partners;321
9.6.8;7.6.8 Carry Out Detailed Design and Planning;322
9.6.9;7.6.9 Build and Plan the PDM System;322
9.6.10;7.6.10 Test and Validate the PDM System;323
9.6.11;7.6.11 Deploy the PDM System;323
9.6.12;7.6.12 Use the PDM System;324
9.6.13;7.6.13 Support and Sustain the PDM System;324
9.6.14;7.6.14 Review PDM System Performance;324
9.6.15;7.6.15 Achieve Breakeven for the PDM System;325
9.6.16;7.6.16 Evolve and Extend the PDM System;325
9.7;7.7 Learning from Experience;325
9.7.1;7.7.1 From the Trenches;325
9.7.2;7.7.2 Pitfalls of Application Implementation;328
9.7.3;7.7.3 Top Management Role with PLM Applications;328
9.8;Bibliography;329
10;8 PLM, Techniques and Methods;331
10.1;8.1 This Chapter;331
10.1.1;8.1.1 Objective;331
10.1.2;8.1.2 Content;331
10.2;8.2 Introduction;332
10.2.1;8.2.1 The Need;333
10.2.2;8.2.2 Improvement Initiatives;334
10.3;8.3 Overview of Methods;335
10.3.1;8.3.1 ABC;335
10.3.2;8.3.2 Alliance Management;335
10.3.3;8.3.3 Benchmarking;335
10.3.4;8.3.4 BPR;336
10.3.5;8.3.5 CWQC;336
10.3.6;8.3.6 Concurrent Engineering;336
10.3.7;8.3.7 CM;337
10.3.8;8.3.8 Continuous Improvement;337
10.3.9;8.3.9 COQM;337
10.3.10;8.3.10 Customer Involvement;337
10.3.11;8.3.11 DFA;338
10.3.12;8.3.12 DfE;339
10.3.13;8.3.13 DFM;339
10.3.14;8.3.14 DFR;339
10.3.15;8.3.15 DFSS;339
10.3.16;8.3.16 DfS;339
10.3.17;8.3.17 Design Rules;340
10.3.18;8.3.18 DTC;340
10.3.19;8.3.19 EMI;340
10.3.20;8.3.20 ESI;340
10.3.21;8.3.21 FMECA;341
10.3.22;8.3.22 FTA;341
10.3.23;8.3.23 GT;341
10.3.24;8.3.24 Hoshin Kanri;341
10.3.25;8.3.25 JIT;342
10.3.26;8.3.26 Kome Hyappyo;342
10.3.27;8.3.27 Lean Production;342
10.3.28;8.3.28 LCA;343
10.3.29;8.3.29 LCD;343
10.3.30;8.3.30 Open Innovation;344
10.3.31;8.3.31 Phase/Gate Methodology;344
10.3.32;8.3.32 PDCA;345
10.3.33;8.3.33 Platform Strategy;345
10.3.34;8.3.34 Poka-Yoke;345
10.3.35;8.3.35 Process Mapping;345
10.3.36;8.3.36 Project Management;345
10.3.37;8.3.37 QFD;346
10.3.38;8.3.38 Roadmapping;346
10.3.39;8.3.39 Reliability Engineering;346
10.3.40;8.3.40 Robust Engineering;346
10.3.41;8.3.41 Simultaneous Engineering;347
10.3.42;8.3.42 Software Development Methodologies;347
10.3.43;8.3.43 Standards;348
10.3.44;8.3.44 SPC;348
10.3.45;8.3.45 STEP;348
10.3.46;8.3.46 System Engineering;349
10.3.47;8.3.47 Taguchi Techniques;349
10.3.48;8.3.48 Teamwork;349
10.3.49;8.3.49 TCO;349
10.3.50;8.3.50 TQ;350
10.3.51;8.3.51 TQM;350
10.3.52;8.3.52 TRIZ;350
10.3.53;8.3.53 VA and VE;351
10.4;8.4 Some Characteristics of Methods;351
10.4.1;8.4.1 Unclear Name;351
10.4.2;8.4.2 Overlap Between Methods;351
10.4.3;8.4.3 Overlap Between Methods and Applications;352
10.4.4;8.4.4 Confusion Between Methods and Processes;352
10.4.5;8.4.5 Duplication of Existing Activities;352
10.4.6;8.4.6 Unclear Definition;352
10.4.7;8.4.7 Unclear Improvements;353
10.4.8;8.4.8 Difficult to Implement;353
10.4.9;8.4.9 Method Evolution and Confusion;353
10.4.10;8.4.10 Market Push;353
10.5;8.5 No Method Is an Island;354
10.6;8.6 The Challenges;354
10.7;Bibliography;354
11;9 PLM and the Internet of Things;356
11.1;9.1 This Chapter;356
11.1.1;9.1.1 Objective;356
11.1.2;9.1.2 Content;356
11.1.3;9.1.3 Relevance;357
11.2;9.2 Introduction to the IoT;357
11.3;9.3 Components of the IoT;357
11.3.1;9.3.1 The Internet, a Communications Network;358
11.3.2;9.3.2 IoT Devices;358
11.3.3;9.3.3 Smart Products, Intelligent Products;359
11.3.4;9.3.4 Data Transmitted Over a Network;360
11.3.5;9.3.5 Mobile Technology;361
11.3.6;9.3.6 Location Detection Technology;361
11.3.7;9.3.7 Cloud;361
11.3.8;9.3.8 Cybersecurity;361
11.3.9;9.3.9 The Internet of Things;362
11.3.10;9.3.10 IoT Platforms;362
11.4;9.4 Big Data;363
11.4.1;9.4.1 Introduction to Big Data;363
11.4.2;9.4.2 Three Contexts of Big Data;364
11.4.3;9.4.3 Commercial Big Data;365
11.4.4;9.4.4 Social Media and General Internet Big Data;365
11.4.5;9.4.5 Industrial Big Data;365
11.4.6;9.4.6 Big Data Across the Product Lifecycle;366
11.5;9.5 Analytics;366
11.5.1;9.5.1 Typical Benefits of Analytics;367
11.5.2;9.5.2 The Value of Big Data;368
11.5.3;9.5.3 Lifecycle Application Areas of Big Data;368
11.6;9.6 Big Data Issues and Success Factors;369
11.6.1;9.6.1 Questions About Big Data;369
11.6.2;9.6.2 Typical Issues with Big Data;370
11.6.3;9.6.3 Typical Issues with Big Data Projects;371
11.6.4;9.6.4 Big Data Success Factors;372
11.7;9.7 PLM, IoT and Big Data;373
11.8;9.8 The Opportunity of the Internet of Things;375
11.8.1;9.8.1 Financial Opportunity of the IoT;375
11.8.2;9.8.2 Strategic Opportunity of the IoT;375
11.9;9.9 Potential Benefits with the Internet of Things;376
11.9.1;9.9.1 Benefits for the Manufacturer;376
11.9.2;9.9.2 Benefits for the Product User;376
11.9.3;9.9.3 IoT Impacts Across the Product Lifecycle;377
11.10;9.10 IoT Issues and Success Factors;378
11.10.1;9.10.1 Issues with the IoT;378
11.10.2;9.10.2 Typical Issues with IoT Projects;379
11.10.3;9.10.3 Success Factors;380
11.10.4;9.10.4 IoT, Big Data and the PLM Initiative;380
11.11;Bibliography;381
12;10 PLM, Facilities and Equipment, Industry 4.0;382
12.1;10.1 This Chapter;382
12.1.1;10.1.1 Objective;382
12.1.2;10.1.2 Content;382
12.2;10.2 Introduction to Industry 4.0;383
12.2.1;10.2.1 Background—Germany;383
12.2.2;10.2.2 Background—Elsewhere;384
12.2.3;10.2.3 Opportunities with Industry 4.0;385
12.2.4;10.2.4 Japan—Society 5.0;385
12.2.5;10.2.5 Take-Away;386
12.3;10.3 Industry 4.0 Technologies and Buzzwords;386
12.3.1;10.3.1 Technologies of Industry 4.0;386
12.3.2;10.3.2 The Industrial IoT and Industry 4.0;388
12.4;10.4 Back to the PLM Grid;389
12.4.1;10.4.1 PLM Applications;389
12.4.2;10.4.2 Facilities and Equipment;392
12.4.3;10.4.3 Relationship with PLM;392
12.5;10.5 Industry 4.0 Facilities and Equipment Vision;393
12.5.1;10.5.1 An Intelligent Factory;393
12.5.2;10.5.2 A Connected Factory;394
12.5.3;10.5.3 A Digital Factory;394
12.5.4;10.5.4 An Augmented Reality Factory;394
12.5.5;10.5.5 Big Data and Analytics;394
12.5.6;10.5.6 In-Charge Factory;395
12.5.7;10.5.7 Adaptable, Flexible Factory;395
12.5.8;10.5.8 Secure, Protected Factory;395
12.5.9;10.5.9 Artificial Intelligence Augmented Factory;396
12.5.10;10.5.10 Additive Manufacturing;396
12.6;Bibliography;396
13;11 PLM and Organisational Change Management;397
13.1;11.1 This Chapter;397
13.1.1;11.1.1 Objective;397
13.1.2;11.1.2 Content;397
13.1.3;11.1.3 Relevance of OCM in PLM;398
13.2;11.2 Definitions and Introduction;399
13.2.1;11.2.1 Definitions;399
13.2.2;11.2.2 Benefits of OCM;400
13.2.3;11.2.3 Incremental and Transformational Change;401
13.2.4;11.2.4 Equation for Change;402
13.2.5;11.2.5 Resistance to Change;403
13.2.6;11.2.6 Prerequisites for Organisational Change;405
13.2.7;11.2.7 KPIs for Organisational Change;406
13.2.8;11.2.8 The Importance of OCM in the PLM Environment;406
13.3;11.3 Participants in Change;407
13.3.1;11.3.1 Benefits of the Change to PLM;407
13.3.2;11.3.2 People Who Make Change Happen;408
13.3.3;11.3.3 People in the Product Lifecycle;410
13.3.4;11.3.4 Roles;414
13.4;11.4 Reality in a Typical Company;416
13.4.1;11.4.1 Generic Issues with Change;416
13.4.2;11.4.2 OCM Interaction with Company Resources and Initiatives;416
13.5;11.5 OCM Activities in the PLM Initiative;417
13.5.1;11.5.1 Projects Related to OCM;417
13.5.2;11.5.2 Plan the Change Project;417
13.5.3;11.5.3 Communication;418
13.5.4;11.5.4 Learning and Training;421
13.5.5;11.5.5 The Reward System;423
13.6;11.6 Learning from Experience;425
13.6.1;11.6.1 Tips from the Trenches;425
13.6.2;11.6.2 Be Realistic;426
13.6.3;11.6.3 Pitfalls of Organisational Change;427
13.6.4;11.6.4 Top Management Role with OCM;427
13.7;Bibliography;429
14;12 PLM and Project Management;430
14.1;12.1 This Chapter;430
14.1.1;12.1.1 Objective;430
14.1.2;12.1.2 Content;430
14.1.3;12.1.3 Relevance;431
14.2;12.2 Definitions and Introduction;431
14.2.1;12.2.1 Definitions;431
14.2.2;12.2.2 Characteristics of Projects;435
14.2.3;12.2.3 People in Projects;436
14.2.4;12.2.4 Project Phases;442
14.2.5;12.2.5 Project Management Knowledge Areas;444
14.2.6;12.2.6 Project Management Tools and Templates;444
14.2.7;12.2.7 KPIs for Project Management;446
14.2.8;12.2.8 The Importance of Project Management in PLM;447
14.3;12.3 Project Reality in a Typical Company;448
14.3.1;12.3.1 Generic Issues with Projects;448
14.3.2;12.3.2 Generic Issues with Project Plans;449
14.3.3;12.3.3 Interaction with Other Activities;450
14.4;12.4 Project Management Activities in the PLM Initiative;450
14.4.1;12.4.1 Project Management and Initiative Projects;451
14.4.2;12.4.2 Working with Consultants;451
14.4.3;12.4.3 Reviewing Readiness;452
14.5;12.5 Learning from Experience;454
14.5.1;12.5.1 From the Trenches;454
14.5.2;12.5.2 Pitfalls of Project Management;458
14.5.3;12.5.3 Top Management Role with Project Management;458
14.6;Bibliography;460
15;13 Executive Activities in PLM;461
15.1;13.1 This Chapter;461
15.1.1;13.1.1 Objective;461
15.1.2;13.1.2 Content;461
15.2;13.2 Ten Roles of Executives;462
15.2.1;13.2.1 Maintain Awareness and Provide Vision;462
15.2.2;13.2.2 Set Business Objectives and Values;463
15.2.3;13.2.3 Oversee Company Governance;463
15.2.4;13.2.4 Lead;463
15.2.5;13.2.5 Represent and Communicate;463
15.2.6;13.2.6 Ask Questions, Give Answers;464
15.2.7;13.2.7 Identify and Develop Leaders;464
15.2.8;13.2.8 Monitor Progress and Measure Outcomes;464
15.2.9;13.2.9 Take Decisions and Corresponding Action;464
15.2.10;13.2.10 Hold Accountable and Provide Recognition;464
15.3;13.3 Executive Roles in PLM;465
15.3.1;13.3.1 Roles in the Future PLM Environment;465
15.3.2;13.3.2 PLM Initiative Roles;465
15.3.3;13.3.3 CEO;466
15.3.4;13.3.4 PLM Initiative Sponsor;466
15.3.5;13.3.5 PLM Initiative Steering Committee;467
15.3.6;13.3.6 PLM Initiative Leader;467
15.3.7;13.3.7 Governance;468
15.4;13.4 Executive Vocabulary;468
15.4.1;13.4.1 Mission;469
15.4.2;13.4.2 Objectives;469
15.4.3;13.4.3 Vision;469
15.4.4;13.4.4 Strategy;470
15.4.5;13.4.5 Plan;470
15.4.6;13.4.6 Tactics;471
15.4.7;13.4.7 Policy;471
15.4.8;13.4.8 Key Performance Indicators;472
15.4.9;13.4.9 Coherence;472
15.5;13.5 Objectives, Vision, Strategy;472
15.5.1;13.5.1 Objectives;472
15.5.2;13.5.2 Vision;474
15.5.3;13.5.3 Strategy;479
15.5.4;13.5.4 PLM Strategy;492
15.5.5;13.5.5 Implementation Strategy;494
15.5.6;13.5.6 Plan;495
15.5.7;13.5.7 KPIs;495
15.6;13.6 PLM Initiative Justification;497
15.6.1;13.6.1 Time Value of Money;499
15.6.2;13.6.2 NPV and ROI;500
15.6.3;13.6.3 Cost-Justification;502
15.6.4;13.6.4 Identification of Benefits;503
15.6.5;13.6.5 Project Calculations;504
15.7;Bibliography;506
16;14 PLM and the PLM Initiative;507
16.1;14.1 This Chapter;507
16.1.1;14.1.1 Objective;507
16.1.2;14.1.2 Content;507
16.1.3;14.1.3 Relevance;508
16.2;14.2 Definition and Introduction;509
16.2.1;14.2.1 Definition;509
16.2.2;14.2.2 From Components to the Initiative;509
16.2.3;14.2.3 Different Companies, Different Initiatives;510
16.3;14.3 Getting Started with PLM;516
16.3.1;14.3.1 Middle Managers, Executives;517
16.3.2;14.3.2 Company and Personal Dilemmas;518
16.3.3;14.3.3 Not Progressing;520
16.3.4;14.3.4 Getting to the Start Line;520
16.4;14.4 Approaches to a PLM Initiative;522
16.4.1;14.4.1 Standard Approach;522
16.4.2;14.4.2 The Ten-Step Approach;535
16.4.3;14.4.3 After Initiative Launch;537
16.5;14.5 Learning from Experience;540
16.5.1;14.5.1 From the Trenches;541
16.5.2;14.5.2 Pitfalls for the PLM Initiative;542
16.5.3;14.5.3 Examples of the PLM Dilemma;544
16.5.4;14.5.4 Results of Use of the Ten-Step Approach;546
16.5.5;14.5.5 Common Features of PLM Initiatives;549
16.5.6;14.5.6 Top Management Role in the PLM Initiative;553
16.6;Bibliography;556
17;15 PLM in Industry;558
17.1;15.1 This Chapter;558
17.1.1;15.1.1 Objective;558
17.1.2;15.1.2 Content;558
17.2;15.2 Alfa Laval’s OnePLM;559
17.2.1;15.2.1 The Starting Situation;560
17.2.2;15.2.2 The Approach;561
17.2.3;15.2.3 The Implementation;562
17.2.4;15.2.4 The Result, Benefits;564
17.2.5;15.2.5 Next Steps;565
17.2.6;15.2.6 Lessons Learned;566
17.3;15.3 PDM Implementations;567
17.3.1;15.3.1 An Electronics Industry Company;568
17.3.2;15.3.2 An Automotive Industry Company;572
17.3.3;15.3.3 An Engineering Industry Company;576
17.3.4;15.3.4 An Aerospace Industry Company;581
17.4;15.4 Summary;585
17.5;Bibliography;586
18;16 Closing Thoughts;587