Product Lifecycle Management (Volume 1)

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 is retired and disposed of. The objective of the first chapter of this book is to provide an introduction to PLM, answering the questions: “What is PLM?”; “Why PLM?”; “When did PLM appear”; and “Where is PLM used?” This will help those working with PLM in a company, including those involved in a company’s PLM Initiative, to understand the basics of PLM and why it’s so important. It will allow them to participate more fully in the PLM Initiative and PLM activities. This chapter also aims to give students a basic understanding of PLM and its importance in industry. The first part of the chapter gives definitions of PLM, a PLM Initiative, and the PLM Paradigm. The second part of the chapter looks at the meaning of the letters P, L and M in the PLM acronym. The third part addresses the scope of PLM. It introduces the PLM Grid, describes activities within the scope of PLM; and identifies the resources managed in PLM. The fourth part of the chapter describes the PLM Paradigm, detailing concepts, consequences and corollaries. The fifth part looks at the potential benefits, strategic and operational, of PLM and a PLM Initiative. The sixth part shows how PLM has spread since its emergence in 2001. As of 2015, it’s used throughout manufacturing industry and throughout the world. The seventh and final part of the chapter looks at the problems that PLM solves and the opportunities it enables.

The objective of this chapter is to give a basic introduction to the product-related environment of a generic company before PLM emerged. This will help those in a company’s PLM Initiative to understand some of the reasons why PLM emerged and why it’s so important. In turn, this understanding will help them to participate more fully in the PLM Initiative. This chapter also aims to give students a basic understanding of the product-related environment of a company before the emergence of PLM. The first part of the chapter is an introduction to the product-related environment of a generic company before the emergence of PLM. It describes some of the issues, such as departmental organisation structures, serial workflow and piecemeal improvement that typified this environment. They resulted in slow and costly product development and support. The second part of the chapter addresses product data, which was another problem area for companies before the emergence of PLM. The third part of the chapter looks at the increasingly complex environment for products in the late twentieth and early twenty-first centuries. This environment became so competitive that companies couldn’t afford to continue with slow and costly product development and support practices. The fourth part of the chapter presents some of the feedback from a review of a particular company’s environment before it implemented PLM. It illustrates many of the issues addressed in the preceding parts of the chapter. The fifth part of the chapter gives examples of some of the problems with products that occurred in other companies. PLM has the potential to help companies avoid such problems. The sixth and final part looks at the opportunities opening up for companies in the twenty-first century. PLM enables companies to seize the many market opportunities for new products in the early twenty-first century.

The objective of this chapter is to give a basic introduction to business processes as they relate to a company’s PLM environment and PLM Initiative. This will help those in a company’s PLM Initiative to understand process-related topics and participate more fully in the PLM Initiative. This chapter also aims to give students a basic understanding of the business process component of a company’s PLM environment. The first part of the chapter is an introduction to business processes in the PLM environment. It describes the purpose, role and importance of processes across the product lifecycle. Definitions are given of frequently used terms in the business process environment. The different approaches to managing business activities in the twentieth century and the twenty first century are described. Examples are given of processes, and of the tools and documents that are used to manage them. The need for business process modelling is introduced. Different types of process flow diagram are described. Use cases and workflows are addressed. Required characteristics of processes, including KPIs, are outlined. The second part of the chapter addresses business processes in the PLM environment of a typical company. It describes typical process issues that are encountered in many companies. The interaction with other components of PLM, and with other company initiatives is addressed. The process challenges that occur in a typical PLM Initiative are described. A generic vision is given for the business process component of PLM. The third part of the chapter describes typical projects in the PLM Initiative that are related to business processes. The need for business process improvement is described. Critical Success Factors for process improvement are described. Examples of process-related projects are given. Business process mapping and modelling activities are addressed. Guidelines are provided for process mapping. Other examples of process-related projects address the Engineering Change Management, New Product Development and Portfolio Management processes. The fourth and final part of the chapter builds on experience of working with business processes with many companies. It shares lessons learned from experience in PLM Initiatives. An approach to business process improvement is outlined. The pitfalls of process modelling are described. Top management’s role in the management and improvement of business processes is addressed.

The objective of this chapter is to provide an introduction to product data in the PLM environment. The chapter aims to give a basic understanding of product data and related activities. It will also help readers to participate in activities related to product data. The first part of the chapter explains what product data is, and why it is relevant in a PLM Initiative. Definitions are given of frequently used terms in the product data environment. Examples are given of product data across the lifecycle. The management of product data in the twentieth century and in the twenty-first century is described briefly. The tools used to represent product data are explained. The need for modelling of product data is introduced. The second part of the chapter addresses the situation of product data in a typical company. Product data issues are described. Typical challenges and objectives are outlined. A brief vision is given of product data in the future. The third part of the chapter addresses some of the activities in a PLM Initiative that are related to product data. These include data modelling, data cleansing and data migration. The fourth and final part of the chapter builds on experience of working with product data with many companies. An approach to product data improvement is described. Potential pitfalls of product data modelling are highlighted. Top management’s role in the management of product data is addressed.

The objective of this chapter is to provide an introduction to application software in the PLM environment. The chapter aims to give a basic understanding of PLM applications and related activities. It will help readers working in PLM Initiatives to participate in activities related to PLM applications. The chapter also aims to give students who are studying PLM a basic understanding of the application software components of a company’s PLM environment. The first part of the chapter gives examples of PLM applications and shows why they are relevant in a PLM Initiative. The management of PLM applications in the twentieth century and in the twenty-first century is described briefly. The tools used to represent applications are explained. The second part of the chapter addresses the situation of PLM applications in a typical company. Application issues are described. Typical challenges are outlined. A brief Vision is given of applications in the future PLM environment. The third and fourth parts of the chapter address some of the activities in a PLM Initiative that are related to applications. These include application status review, application harmonisation and PDM system selection. The final part of the chapter builds on experience of working with PLM applications with many companies. Lessons learned are shared. Guidelines and potential pitfalls of application selection and implementation are given. Top management’s role with PLM applications is addressed.

The objective of this chapter is to give a basic introduction to organisational change and Organisational Change Management (OCM) as they relate to a company’s PLM environment and PLM Initiative. This introduction will help those in a company’s PLM Initiative to understand change-related topics and participate more fully in the PLM Initiative. The chapter also aims to give students a basic understanding of the role and activities of Organisational Change Management in the PLM environment. The first part of the chapter is an introduction to Organisational Change Management (OCM) in the PLM environment. It describes the purpose, role and importance of OCM in a PLM Initiative. Definitions are given of frequently used terms in the OCM environment. The need for OCM is introduced. Required characteristics of organisational change, including KPIs, are outlined. The second part of the chapter focuses on the people in the PLM environment. Some try to bring about change, some are expected to change. The third part of the chapter addresses OCM in the PLM environment of a typical company. It describes typical issues that are encountered in many companies. The interaction of OCM with the resources of PLM and with other company initiatives is addressed. The fourth part of the chapter describes typical projects in the PLM Initiative that are related to organisational change. Examples of change-related projects are given. The fifth and final part of the chapter builds on experience of working with organisational change with many companies. It shares lessons learned from experience of OCM in PLM Initiatives. The potential pitfalls of OCM are described. Top management’s role in the management of organisational change is addressed.

The objective of this chapter is to give a basic introduction to projects and Project Management (PM) as they relate to a company’s PLM Initiative. This introduction will help those in the Initiative to understand project-related topics and Project Management activities. In turn, this will help them participate more fully in the PLM Initiative. This chapter also aims to give students a basic understanding of the role and activities of Project Management in a PLM Initiative. The first part of the chapter is an introduction to projects and Project Management in the PLM environment. It describes the purpose, role and importance of PM in a PLM Initiative. Definitions are given of frequently used terms in the Project Management environment. The need for Project Management is introduced. Project phases, knowledge areas, tools and templates are addressed. Required characteristics of Project Management, including KPIs, are outlined. Frequently occurring roles in PLM projects are described. The second part of the chapter addresses Project Management in the PLM environment of a typical company. It describes the typical issues with projects and project plans that are encountered in many companies. The interaction of Project Management with the resources of PLM and with other company initiatives is outlined. The third part of the chapter introduces typical PM-related activities in the PLM Initiative. Benefits and success factors are described. The fourth and final part of the chapter builds on experience of working with PM activities with many companies. It shares lessons learned from experience of Project Management in PLM Initiatives. The potential pitfalls of Project Management are described. Top management’s role with Project Management in the PLM Initiative is addressed.

The objective of this chapter is to give a basic introduction to PLM Initiatives. This will help those involved in a company’s PLM Initiative to participate more fully. This chapter also aims to give students a basic understanding of the aims and activities of a PLM Initiative. This chapter addresses the launch and continuation of a PLM Initiative. The first part of the chapter addresses the steps that lead up to a PLM Initiative. The second part addresses the launch of the Initiative and some post-launch activities. The third part of the chapter builds on experience of working in PLM Initiatives with many companies. It shares lessons learned from this experience. Examples are given of frequently-occurring situations. Common features of PLM Initiatives are described. Pitfalls are outlined. Top management’s role in the PLM Initiative is addressed.