Process oriented framework to support PLM implementation
Introduction
Product lifecycle management (PLM) is defined as a concept for the integrated management of product related information through the entire product lifecycle [1]. This vision is enabled by recent advances on information and communication technologies and is needed to support current industry needs for faster innovation cycles combined with lower costs.
Although PLM has recently attracted a lot of attention both at industry and research because of its potential benefits to cope with current manufacturing challenges, the promise of PLM has yet to be realised in most organisations [2]. The limited results of current PLM implementations lie fundamentally in three main causes. First, PLM is a complex concept and there is still a lack of deep understanding of what it really means in practice. Second, many current PLM initiatives focus primarily on isolated aspects, such as document management or parts classification, without the necessary holistic approach to the whole product lifecycle and its underlying processes. Finally, there is a research and literature gap regarding PLM implementation issues.
In order to fill this gap for implementation support, the purpose of this article is to present a process oriented framework to support PLM implementation. This conceptual framework links the existing initiatives and recent research results into a comprehensive and logical structure, which is based on business process reference models.
Although PLM is a new theme, it stems from computer integrated manufacturing (CIM) and engineering data management [3]. The original CIM definition from the beginning of the 80s introduced the idea of integrating the engineering and production systems and data [4]. The initial attempts to implement comprehensive CIM solutions failed, but the integration as the core fundament of CIM has since then been considered in the evolving IT solutions and related management concepts, including the recent emergence of PLM [5].
PLM is defined as a systematic concept for the integrated management of all product related information and processes through the entire lifecycle, from the initial idea to end-of-life [1], [6]. The aim of this integration is to overcome the existing organisational barriers and to streamline the value creation chain [7].
Most authors currently agree that PLM does not only refer to an individual computer software, but, moreover, it is related to a broad management concept which depends on the integration of multiple software components [1], [5], [6]. The IT solution to support PLM results from the integration between enterprise resource planning (ERP), product data management (PDM) and other related systems, such as computer aided design (CAD) and costumer relationship management (CRM) [8].
Nevertheless, a recent survey with 54 system vendors demonstrates that one third of the vendors currently position themselves as providers of PLM solutions [9]. The confusion between PLM as a broad concept and PLM as mere software application, and the lack of transparency in the software market are some of the factors that hinders PLM comprehension and, therefore, its implementation in practice.
PLM has been approached from multiple perspectives, ranging from methods and process specification for partial PLM aspects to detailed technical issues at software integration level.
At the methods and process level, Schuh et al. [10] position the product structure as a core discipline of PLM, as it structurally connects the modules, items and information of a product. Eigner and Stelzer [11] consider the management of the product configuration over the entire lifecycle as an integral part of PLM. Xu et al. [12] emphasize the cost tracking and analysis associated with each phase of the product lifecycle. Other authors also apply the lifecycle perspective in order to analyse the environmental impact of products [13].
At the technical software integration level, McKay et al. [14] present a product specification data model to support the transition between product requirements to design at early development stages. Eynard et al. [15] explore the advantages of using an object-oriented approach and UML diagrams to specify the product structure and workflows for a PDM implementation. Aziz et al. [16] analyse the application of open standard, open source, and peer-to-peer solutions to support collaboration in product development considering a PLM context. Kiritsis et al. [17] describe the potential of smart embedded systems to collect product data during its use in order to close the lifecycle information loop.
The analysis of the existing PLM literature indicates that the implementation issues, placed between the process and software integration levels, have attracted little attention up to now. Therefore, there is need for deeper research and support regarding PLM deployment, change management and education [2].
Data collected from multiple primary and secondary case studies indicates that PLM implementation is still on its initial stage, mostly focusing on partial aspects and still based merely on PDM software.
The results of a wide survey in the automotive industry have shown that there is a wide gap between the current implementation status and the state of the art. The gap is greater in other segments like the machinery industry, especially at small and medium enterprises (SMEs) [5]. Scheer et al. [3] present a series of eleven cases studies, where most of the examples focus on partial PLM aspects, like reduction of product variants, parts classification and product change management.
The data collected at primary case studies conducted at small and medium European manufacturing companies in the scope of this research (a niche player at the rolling bearing market and a pump manufacturer) also shows similar results. Although the observed initiatives are aligned with a broad vision of PLM, there is still need for a full and coherent PLM implementation.
Section snippets
Application of the business process paradigm to PLM
A process is defined as a group of structured activities that result in a determined product for a specific client. It generally involves activities from various functional departments across the organisation and has a clear customer orientation [18]. Throughout business processes, product data is generated. Therefore, the description of the enterprise processes builds the ideal foundation for PLM strategies [3] and is considered the suitable underlying paradigm for the proposed PLM framework.
Process oriented PLM framework
The proposed conceptual framework to support PLM dissemination and implementation links the existing initiatives and recent research results about PLM on a comprehensive and logically structured whole. It comprehends the necessary elements to enable PLM realisation and can, therefore, be used as a guideline for implementation initiatives at the industry.
The framework results from a series of research initiatives and industry projects conducted during the last 5 years at WZL (Laboratory for
PLM implementation
The proposed PLM process oriented framework can be applied to guide PLM implementation at the industry. Companies aiming to implement PLM can refer to the provided conceptual framework to establish their own framework, linking the company elements in a comprehensive PLM environment. Therefore, the following ten steps are necessary:
- 1.
Define the goal of the PLM implementation: according to the PLM definition (Section 3.1) companies can identify the most important points to focus on.
- 2.
Analyse the
Conclusions
PLM represents a powerful approach to improve the company's strategic and operational excellence. Since strategic and operational excellence depend on many company and branch specific conditions and constraints an overall PLM solution cannot exist. PLM has to be aligned to boundary conditions and must support the company's strategy. Also from the IT point of view there cannot exist one PLM solution, since PLM represents the synergetic integration of systems to support the operational excellence.
Acknowledgements
The presented results have been developed within the Transfer Project TFB 57 “Models and Methods for an Integrated Design of Products and Processes” in Aachen, Germany funded by the Deutsche Forschungsgemeinschaft (DFG). Special thanks also to the State of Sao Paulo Research Foundation (FAPESP), the German Academic Exchange Service (DAAD), and the Brazilian National Council for Scientific and Technological Development (CNPq) for supporting related projects.
Prof. Dr. Günther Schuh holds the Chair of Production Engineering at RWTH Aachen University and is Director of the Laboratory for Machine Tools and Production Engineering (Werkzeugmaschinenlabor – WZL). Prof. Dr. Schuh is also Director of the Fraunhofer Institute for Production Technology (IPT) and of the Research Institute for Rationalisation (FIR).
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Prof. Dr. Günther Schuh holds the Chair of Production Engineering at RWTH Aachen University and is Director of the Laboratory for Machine Tools and Production Engineering (Werkzeugmaschinenlabor – WZL). Prof. Dr. Schuh is also Director of the Fraunhofer Institute for Production Technology (IPT) and of the Research Institute for Rationalisation (FIR).
Prof. Dr. Henrique Rozenfeld is the Coordinator of the Advanced Manufacturing Nucleus (NUMA) at the Escola de Engenharia de Sao Carlos of the Sao Paulo University. Prof. Dr. Rozenfeld is also Vice-Coordinator of the Millennium Factory Institute (IFM), a manufacturing research network in Brazil. Prof. Dr. Rozenfeld holds a PhD from the WZL at the RWTH Aachen University.
Dirk Assmus has a Master's in Mechanical Engineering from RWTH Aachen University and has been member of WZL professional staff since 2000. Mr. Assmus is the Coordinator of the research project “TFB-57: Platform Neutral PLM Reference Models”. His research interests include product development methods and innovation effectivity and productivity.
Eduardo Zancul has a Master's in Production Engineering from Sao Paulo University and has been a Research Fellow at WZL since 2005. Before joining WZL, Mr. Zancul worked for Booz Allen and Hamilton and other consulting and technology companies in Brazil. His research interests include business process integration and product lifecycle management.