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2011 | Buch

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Product Lifecycle Management

21st Century Paradigm for Product Realisation

verfasst von: John Stark

Verlag: Springer London

Buchreihe : Decision Engineering

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

Product Lifecycle Management (2nd edition) explains what Product Lifecycle Management (PLM) is, and why it's needed. It describes the environment in which products are developed, realised and supported, before looking at the basic components of PLM, such as the product, processes, applications, and people. The final part addresses the implementation of PLM, showing the steps of a project or initiative, and typical activities.

This new and expanded edition of Product Lifecycle Management is fully updated to reflect the many advances made in PLM since the release of the first edition. It includes descriptions of PLM technologies and examples of implementation projects in industry. 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.

“A 20-year veteran of PLM, I highly recommend this book. A clear and complete overview of PLM from definition to implementation. Everything is there - reasons, resources, strategy, implementation and PLM project management.”
Achim Heilmann, Manager, Global Technical Publications, Varian Medical Systems

“Product Lifecycle Management is an important technology for European industry. This state-of-the art book is a reference for those implementing and researching PLM.”
Dr. Erastos Filos, Head of Sector "Intelligent Manufacturing Systems", European Commission

“This book, written by one of the best experts in this field, is an ideal complement for PLM courses at Bachelor and Master level, as well as a well-founded reference book for practitioners.”
Prof. Dr.-Ing. Dr. h.c. Sandor Vajna, University of Magdeburg, Germany

“This comprehensive book can help drive an understanding of PLM at all levels – from CEOs to CIOs, and from professors to students – that will help this important industry continue to expand and thrive.”
James Heppelmann, President and Chief Executive Officer, PTC

“PLM is a mission-critical decision-making system leveraged by the world’s most innovative companies to transform their process of innovation on a continuous basis. That is a powerful value proposition in a world where the challenge is to get better products to the market faster than ever before. That is the power of PLM.”
Tony Affuso, Chairman and CEO, Siemens PLM Software

Inhaltsverzeichnis

Frontmatter

Chapter 1. Product Lifecycle Management

Abstract

Product Lifecycle Management (PLM) is the business activity of managing, in the most effective way, a company’s products all the way across their lifecycles; from the very first idea for a product all the way through until it's retired and disposed of.

John Stark

Chapter 2. Complex and Changing Environment

Abstract

To be able to create a more effective PLM environment for the future, it’s useful to understand how the current situation with the management of products developed. The situation is complex and changing. Complex and changing situations typically have two characteristics, danger and opportunity. Companies that understand the changes can respond to them and avoid the dangers. Companies that understand the situation can adapt and benefit from the opportunities.

John Stark

Chapter 3. Product Pain

Abstract

Products, in particular global products, offer companies the opportunity of billions of dollars of sales revenues. However, without the right product and the right product deployment capability, the opportunity will be lost. Even worse, customers and other product users may be killed. Billions of dollars may be lost. Executive reputations will be tarnished. Company workers may lose their jobs.

John Stark

Chapter 4. Emergence of PLM

Abstract

The word “product” has many meanings and implications in the context of PLM. There is the individual physical product that is in the hands of the customer. There are various descriptions of that product in the company or companies that develop, produce and support it. These may be on paper and/or in computers.

John Stark

Chapter 5. Opportunities and PLM

Abstract

PLM enables companies to take advantage of the many opportunities available at the beginning of the twenty-first century. Some of these opportunities are the result of new technologies. Other are due to social and environmental changes, and macroeconomic forces such as globalisation.

John Stark

Chapter 6. Product

Abstract

The product is important. Whether it’s a chair, a beverage, an aircraft or an anaesthetic, it’s the product, and perhaps some related services, that the customer wants. The product is the source of company revenues. Without a product, the company does not need to exist and will not have any customers. Without a product, there will not be any related services.

John Stark

Chapter 7. Product Data

Abstract

Whatever the product made by a company, an enormous volume and variety of product data is needed to develop, produce and support the product throughout the lifecycle. The term “product data” includes all data related both to a product and to the processes that are used to imagine it, to design it, to produce it, to use it, to support it, and to dispose of it.

John Stark

Chapter 8. Process

Abstract

There’s a lot of activity in a company as a product is developed, manufactured, supported and retired. Many things have to happen if everything is to work well with the product.

John Stark

Chapter 9. PLM Applications

Abstract

Just as there are many processes, and many types of product data, in the scope of PLM, there are also many application systems. The applications are used by people working in the processes.

John Stark

Chapter 10. The PDM Application

Abstract

A PDM application is a very specific type of PLM application. It has the primary purpose of managing product data. Like most things in the PLM environment, PDM applications are given different names by different people (Fig. 10.1). And like most things in the PLM environment, they are often referred to by a 2-, 3- or 4-letter acronym (Fig. 10.2).

John Stark

Chapter 11. People

Abstract

The skills needed by a company depend on the product it makes. With a particular product, a company will need people with the corresponding particular skills. Another company, with a different product, may not need people with those particular skills, but will need people with other skills.

John Stark

Chapter 12. Methods

Abstract

Previous chapters have addressed products, product data, the processes that create and use product data, the applications that create, use and manage product data, and the people who create and work with product data.

John Stark

Chapter 13. Facilities and Equipment

Abstract

A wide range of facilities is used across the product lifecycle. And there’s an even wider range of equipment. In addition to equipment used during the production phase of the lifecycle, such as a stamping machine to make car body parts, or a milling machine to machine turbine blades, or an oven to heat plastics, equipment is also used at other times in a product’s life. Rapid prototyping equipment is used in product development to produce accurate physical prototypes directly from a CAD model. Measuring equipment is used to measure the wear of products in test and in use. Robots disassemble products when they get to end-of-life.

John Stark

Chapter 14. Metrics

Abstract

A metric is a quantifiable attribute of an entity or activity that helps describe its performance. It’s something that can be measured to help manage and improve the entity or activity. Examples include Cost of Quality, Net Present Worth and Time To Market.

John Stark

Chapter 15. Organisation

Abstract

An organisation is an arrangement of resources, within a particular environment, to achieve a specific objective.

John Stark

Chapter 16. Traditional Pre-PLM Environment

Abstract

Previous chapters have addressed the resources in the PLM environment and described some of the issues related to their management. The environment in which products are developed, produced, used and supported is complex, stressful and competitive. Not surprisingly, simple everyday things can easily get ignored or lost in this environment. Many problems can occur down in the details of the humdrum tasks that the company’s workers carry out every day. Such problems may not be of interest, or appear to be of concern, to managers who are looking at more strategic topics, and are expected to produce results at a higher level. However, it’s often a combination of these issues at a low level that leads to the problems with products that eventually become visible at a higher level.

John Stark

Chapter 17. Change Management

Abstract

Major changes can only happen if top management takes the lead, yet top managers may not be capable of taking the lead in a particular environment. For example, top managers may have performed excellently when things were going well and smoothly for the company, but not have the skills to lead the company in a rough tough environment

John Stark

Chapter 18. Of PLM Vision and Strategy

Abstract

One of the many confusing things for someone trying to develop a coherent approach to the implementation of PLM is to understand the various ways in which words such as vision, mission, objectives, strategy, plan and policy are used. They’re often used with different meanings in different situations and by different authors. The following paragraphs provide some background information and definitions.

John Stark

Chapter 19. Strategies

Abstract

The preceding chapter showed that two strategies need to be developed, the future PLM Strategy and the Implementation Strategy. The future PLM Strategy will show how PLM resources will be organised in the future, envisioned environment. The Implementation Strategy will show how resources will be organised to achieve the change from today’s environment to the future environment.

John Stark

Chapter 20. Getting Executive Support

Abstract

Currently, nearly all companies have some components of PLM in place. If they didn't, they would have gone out of business. Typically, in the past, though, these companies managed the product in different unconnected ways at different times in the lifecycle with different approaches, processes and applications. These included Product Portfolio Management, Product Data Management, Configuration Management, Product Recall, Customer Complaint Management, Product Warranty Management and Engineering Change Management. These companies didn't have a “PLM” that managed a product continuously and coherently throughout the lifecycle

John Stark

Chapter 21. Developing PLM Vision and PLM Strategy

Abstract

Both Vision and Strategy need to be developed. But in which order should they be developed? Which comes first? Strategy is part of Vision, but until the Vision is known, it may not be clear which resources the Strategy should address. And there may not be enough known about resources to finalise the Strategy. On the other hand, it wouldn’t make sense to develop a Vision in detail, and then find out that no Strategy would achieve it.

John Stark

Chapter 22. Example of a PLM Vision

Abstract

The PLM Vision for a company will be specific to that company. The Vision in this example is that of one company. All other companies would have a different Vision. As a result, for most companies, details of the Vision in this example will be completely wrong, or irrelevant, or not applicable.

John Stark

Chapter 23. The Current Situation

Abstract

When a company decides to describe the current situation of its PLM environment, there are usually a lot of questions

John Stark

Chapter 24. Current Situation Examples

Abstract

As mentioned in the previous chapter, a review of the current situation often only involves reviewing some of the components of Product Lifecycle Management (PLM), not all. In consequence the report that results from the review may only address a few of the components of PLM.

John Stark

Chapter 25. Maturity Model

Abstract

Once the description of the current situation has been completed, approved and agreed, the future situation can be addressed. The activity of describing the current situation may have seemed difficult. When it’s complete, though, it will appear to have been easy. After all, there’s only one current situation, and what has to be described exists. The future situation doesn’t exist. An infinite number of possible future situations could be imagined. The activity of detailing the future situation may appear daunting. One of the ways to help develop the description of the future environment is to understand how companies typically evolve through different levels of PLM.

John Stark

Chapter 26. Describing the Future Situation

Abstract

Usually, companies start to describe the future situation after they’ve described the current situation. In other cases, though, the two activities will run in parallel. And sometimes, the description of the future situation will be carried out independently of the activity of describing the current situation. The order of these two activities depends a lot on the expectations of top management, the circumstances, and the scope of the environment that’s addressed.

John Stark

Chapter 27. PLM Implementation Strategy and Plan

Abstract

If the company is following the path of PLM Vision, PLM Strategy and PLM Plan, then, by the time it gets to this stage, it will have a strategy. It will have defined the PLM Strategy. The PLM Strategy shows how PLM resources should be used in the future.

John Stark

Chapter 28. PLM Action

Abstract

If the company is following the path of PLM Vision, PLM Strategy and PLM Plan, then, by the time it gets to this stage, it will have an Implementation Strategy and an Implementation Plan. The latter will show the planned activities, their sequence and their timing.

John Stark

Backmatter

Titel: Product Lifecycle Management
verfasst von: John Stark
Verlag: Springer London
Electronic ISBN: 978-0-85729-546-0
Print ISBN: 978-0-85729-545-3
DOI: https://doi.org/10.1007/978-0-85729-546-0

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