Process oriented framework to support PLM implementation

Abstract

Product lifecycle management (PLM) innovates as it defines both the product as a central element to aggregate enterprise information and the lifecycle as a new time dimension for information integration and analysis. Because of its potential benefits to shorten innovation lead-times and to reduce costs, PLM has attracted a lot of attention at industry and at research. However, the current PLM implementation stage at most organisations still does not apply the lifecycle management concepts thoroughly. In order to close the existing realisation gap, this article presents a process oriented framework to support effective PLM implementation. The framework central point consists of a set of lifecycle oriented business process reference models which links the necessary fundamental concepts, enterprise knowledge and software solutions to effectively deploy PLM.

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.