Product Lifecycle Management: 21st century Paradigm for Product Realisation
John Stark
- 出版商: Springer
- 出版日期: 2004-08-27
- 售價: $1,350
- 貴賓價: 9.8 折 $1,323
- 語言: 英文
- 頁數: 400
- 裝訂: Hardcover
- ISBN: 1852338105
- ISBN-13: 9781852338107
下單後立即進貨 (約5~7天)
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Description
Product Lifecycle Management (PLM), a new paradigm for product manufacturing, enables a company to manage its products all the way across their lifecycles in the most effective way. It helps companies get products to market faster, provide better support for their use, and manage end-of-life better. In today’s highly competitive global markets, companies must meet the increasing demands of customers to rapidly and continually improve their products and services. PLM meets these needs, extending and bringing together previously separate fields such as Computer Aided Design, Product Data Management, Sustainable Development, Enterprise Resource Planning, Life Cycle Analysis and Recycling. Product Lifecycle Management: 21st century Paradigm for Product Realisation explains the importance of PLM, from both the business and technical viewpoints, supported by examples showing how world-class engineering and manufacturing companies are implementing PLM successfully. The book: - introduces PLM, a unique holistic view of product development, support, use and disposal for industry worldwide, based on experience with internationally renowned companies; - shows you how to take full advantage of PLM, how to prepare people to work in the PLM environment, how to choose the best solution for your situation; - provides deep understanding, nurturing the skills you will need to successfully implement PLM and achieve world-class product development and support performance; and - gives access to a companion www site containing further material.
Table of Contents
Chapter 1 Executive overview of PLM . . . . . . . . . . . . . . . . . . . . . . . 1
1.1 Talking to a VP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.2 Short answers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.3 The need for PLM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.4 Implementing PLM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
1.5 Responsibility for PLM . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
1.6 A new way of thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
1.7 PLM offers different benefits to different managers . . . 12
1.8 Be aware . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Chapter 2 Introduction to PLM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
2.1 PLM in the 21st century . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
2.2 Lifecycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
2.3 Product . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
2.4 The many components of PLM . . . . . . . . . . . . . . . . . . . . . 21
2.5 The emergence of PLM . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
2.6 Why PLM is important: Lifecycle problems to be resolved 27
2.7 More lifecycle problems to resolve . . . . . . . . . . . . . . . . . . 29
2.8 Why PLM is important: Product development . . . . . . .
problems to resolve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
2.9 Why PLM is important: Opportunities to seize . . . . . . . 35
Chapter 3 Progress depends on retentiveness . . . . . . . . . . . . . . . . . 37
3.1 Reality check . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
3.2 Engineering vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
3.3 Engineering strategy and engineering plan . . . . . . . . . . 42
3.4 Remembering the past . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
3.5 Lessons learned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Chapter 4The o pportunities and b enefits o f PLM . . . . . 45
4.1 Opportunities galore . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
4.2 Benefits along the lifecycle . . . . . . . . . . . . . . . . . . . . . . . . . 45
4.3 Increasing revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
4.4 Cutting costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
4.5 Other expressions of benefit . . . . . . . . . . . . . . . . . . . . . . . 48
4.6 Doing all these things better . . . . . . . . . . . . . . . . . . . . . . . 49
4.7 Managing that product data better . . . . . . . . . . . . . . . . . . 514.8 Opportunity, benefit and response . . . . . . . . . . . . . . . . . . 52
4.9 It’s important. Be careful, it’s easy to fail . . . . . . . . . . . . . 53
Chapter 5 The rationale for PLM . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
5.1 Many drivers for change . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
5.2 More problems across the lifecycle . . . . . . . . . . . . . . . . . . 64
5.3 Control isn’t easy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
5.4 Finding some structure . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
5.5 Sustainable development . . . . . . . . . . . . . . . . . . . . . . . . . . 67
5.6 Customer involvement and the voice of the product . . . 68
5.7 Survival rules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
Chapter 6 Different views of PLM . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
6.1 The obvious benefits of PLM . . . . . . . . . . . . . . . . . . . . . . 71
6.2 Different standpoint, different view . . . . . . . . . . . . . . . . 71
6.3 The CEO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
6.4 Business planners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
6.5 Functional managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
6.6 Marketing managers; manufacturing managers . . . . . . 74
6.7 Engineering managers; product support managers . . . 75
6.8 The workers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
6.9 Application system vendors . . . . . . . . . . . . . . . . . . . . . . . 77
6.10 Service providers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
Chapter 7 You start here – in the details of the PLM swamp . . . . 79
7.1 The product lifecycle environment . . . . . . . . . . . . . . . . . . 79
7.2 Product data and product workflow . . . . . . . . . . . . . . . . . 82
7.3 Product workflow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
7.4 An inefficient workflow . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
7.5 Product data, the devil is in the details . . . . . . . . . . . . . . 86
7.6 The link between product data and product workflow . 93
7.7 At second glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
7.8 Key management issues around product data and
product workflow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
Chapter 8 PLM has the answers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
8.1 PLM meets the requirements . . . . . . . . . . . . . . . . . . . . . . . 97
8.2 To do, and not to do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
Chapter 9 Some components of PLM . . . . . . . . . . . . . . . . . . . . . . . . . 105
9.1 Product lifecycle activities . . . . . . . . . . . . . . . . . . . . . . . . .105
9.2 Product . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
9.3 Organisational structure . . . . . . . . . . . . . . . . . . . . . . . . . . 106
9.4 Human resources in the product lifecycle . . . . . . . . . . . . 107
9.5 Methods, techniques, practices, methodologies . . . . . . . 108
9.6 Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
9.7 System components in the lifecycle . . . . . . . . . . . . . . . . . 115
9.8 Slicing and dicing the systems . . . . . . . . . . . . . . . . . . . . . . 117
xii Contents
9.9 Interfaces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
9.10 Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
9.11 Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
9.12 Many components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
Chapter 10 Uncoordinated incoherent improvement initiatives . . 121
10.1 Traditional management across
the product lifecycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121
10.2 Pressure for PLM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123
10.3 Improvement initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . 124
10.4 So what do we do now? . . . . . . . . . . . . . . . . . . . . . . . . . . . 126
10.5 PLM feasibility study . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Chapter 11 Coherent vision, strategy,plan, resources,metrics . . . . . 129
11.1 Some definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129
11.2 From vision to plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .132
Chapter 12 A company’s PLM Vision . . . . . . . . . . . . . . . . . . . . . . . . . . 135
12.1 What is a PLM Vision? . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
12.2 Basic points about the PLM Vision . . . . . . . . . . . . . . . . . 135
12.3 Where does the PLM Vision fit? . . . . . . . . . . . . . . . . . . . 136
12.4 Metrics and the PLM Vision . . . . . . . . . . . . . . . . . . . . . . 137
12.5 Factors to consider when developing the PLM Vision . 140
12.6 The team creating the PLM Vision . . . . . . . . . . . . . . . . . 140
12.7 The PLM Vision report . . . . . . . . . . . . . . . . . . . . . . . . . . . 142
Chapter 13 The process of PLM Visioning . . . . . . . . . . . . . . . . . . . . . 143
13.1 Thinking about Visions . . . . . . . . . . . . . . . . . . . . . . . . . . 143
13.2 In the absence of a PLM Vision . . . . . . . . . . . . . . . . . . . . 144
13.3 Reasons for developing the PLM Vision . . . . . . . . . . . . . 145
13.4 The danger of underestimating Vision . . . . . . . . . . . . . 146
13.5 Starting the Visioning process . . . . . . . . . . . . . . . . . . . . . 148
13.6 Haziness of the Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . 155
Chapter 14Structure f or the PLM Vision . . . . . . . . . . 157
14.1 Slicing and dicing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157
14.2 Key areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158
14.3 A draft Vision in words . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
14.4 One step clearer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160
14.5 Reality check . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161
Chapter 15 A strategy to achieve the Vision . . . . . . . . . . . . . . . . . . . . 163
15.1 The PLM strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163
15.2 Military strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163
15.3 Lessons learned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165
15.4 American Civil War . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .166
15.5 France . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167
15.6 The English Channel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168
15.7 Russia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169
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15.8 The Pacific Ocean . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
15.9 Principles of military strategy . . . . . . . . . . . . . . . . . . . . . 171
Chapter 16 Industrial strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
16.1 Manufacturing strategy . . . . . . . . . . . . . . . . . . . . . . . . . . 173
16.2 Company strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 175
16.3 Principles of strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176
16.4 Importance of strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . 177
Chapter 17 Principles for the PLM strategy . . . . . . . . . . . . . . . . . . . . 179
17.1 PLM principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179
17.2 Focus on the product . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180
17.3 Involve the customer, listen to product feedback . . . . . . 182
17.4 Remember the planet and mankind . . . . . . . . . . . . . . . . 184
17.5 Simple slim-line organisation . . . . . . . . . . . . . . . . . . . . . 184
17.6 Highly-skilled people . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
17.7 Use of modern technology . . . . . . . . . . . . . . . . . . . . . . . . 186
17.8 Coherent PLM Vision, strategy and plan . . . . . . . . . . . . 188
17.9 Continually increase sales and quality, reduce time
cycles and costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188
17.10 Watch the surroundings . . . . . . . . . . . . . . . . . . . . . . . . . . 190
17.11 Maintain security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 190
Chapter 18 Preparing for the PLM strategy . . . . . . . . . . . . . . . . . . . . 191
18.1 The PLM strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191
18.2 Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192
18.3 A company-specific strategy . . . . . . . . . . . . . . . . . . . . . . 192
18.4 PLM strategy and change strategy . . . . . . . . . . . . . . . . . 193
18.5 A strategy, not a system, practice or initiative . . . . . . . . 194
Chapter 19 Developing a PLM strategy . . . . . . . . . . . . . . . . . . . . . . . . 195
19.1 A five-step process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195
19.2 First step: Collecting information . . . . . . . . . . . . . . . . . . 195
19.3 Current situation of the surrounding environment . . . 202
Chapter 20 Strategy identification and selection . . . . . . . . . . . . . . . 205
20.1 Identifying strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205
20.2 Strategy elements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 206
20.3 Implications of strategy elements . . . . . . . . . . . . . . . . . . 209
20.4 Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211
20.5 Strategy analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212
20.6 Communicating the strategy . . . . . . . . . . . . . . . . . . . . . . 213
20.7 The PLM plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 214
Chapter 21 Change management for PLM . . . . . . . . . . . . . . . . . . . . . 217
21.1 PLM calls for change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217
21.2 Equation for change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218
21.3 People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220
21.4 Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22221.5 Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 223
21.6 The reward system . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224
21.7 Incremental change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225
21.8 Transformational change . . . . . . . . . . . . . . . . . . . . . . . . . 226
21.9 The change leader position . . . . . . . . . . . . . . . . . . . . . . . 228
21.10 Making change occur . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230
Chapter 22 PDM, an essential enabler for PLM . . . . . . . . . . . . . . . . . 233
22.1 PDM systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 233
22.2 The importance of PDM systems . . . . . . . . . . . . . . . . . . 234
22.3 Top management involvement with PDM . . . . . . . . . . . 235
22.4 Resolving data issues . . . . . . . . . . . . . . . . . . . . . . . . . . . .237
22.5 A multi-user,multi-organisation environment . . . . . . . 238
22.6 A multi-application, file-based environment . . . . . . . . 239
22.7 Multiple data definition . . . . . . . . . . . . . . . . . . . . . . . . . . 240
22.8 Multiple representations of data . . . . . . . . . . . . . . . . . . . 241
22.9 Multiple versions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 243
22.10 Multiple relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . 244
22.11 Meaning of data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245
22.12 Long-life data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 246
22.13 Convincing arguments . . . . . . . . . . . . . . . . . . . . . . . . . . .247
Chapter 23 Reasons for implementing a PDM system . . . . . . . . . . . 249
23.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 249
23.2 Information management . . . . . . . . . . . . . . . . . . . . . . . . 251
23.3 Reuse of information . . . . . . . . . . . . . . . . . . . . . . . . . . . . 256
23.4 Workflow management . . . . . . . . . . . . . . . . . . . . . . . . . . 259
23.5 Engineering change management . . . . . . . . . . . . . . . . . 263
23.6 Overall business performance improvement . . . . . . . . 266
23.7 Resolution of business problems . . . . . . . . . . . . . . . . . . 267
23.8 Functional performance improvement . . . . . . . . . . . . . 269
23.9 Better management of product development activities 271
23.10 Automation of product development activities . . . . . . 274
23.11 IS effectiveness improvement . . . . . . . . . . . . . . . . . . . . . 277
23.12 Infrastructure for effective product development . . . . 279
23.13 Questions about the future role of PDM . . . . . . . . . . . . 281
Chapter 24Forewarned is f orearmed . . . . . . . . . . . 285
24.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 285
24.2 Reasons and replies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 285
24.3 Networking for PDM success . . . . . . . . . . . . . . . . . . . . . . 297
24.4 Engineering change process . . . . . . . . . . . . . . . . . . . . . . 299
Chapter 25 Financial justification of PDM . . . . . . . . . . . . . . . . . . . . . 305
25.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 305
25.2 Time value of money . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 307
25.3 Net Present Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 309
25.4 Cost justification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 310
25.5 Identification of benefits . . . . . . . . . . . . . . . . . . . . . . . . . 311
25.6 Project calculations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 313
25.7 Potential problems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 315
Chapter 26 FAQs about implementation and use . . . . . . . . . . . . . . . 317
26.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 317
26.2 What PDM functionality do we need? . . . . . . . . . . . . . . 318
26.3 Who should we involve in PDM? . . . . . . . . . . . . . . . . . . . 318
26.4 How do I cost-justify PDM? . . . . . . . . . . . . . . . . . . . . . . . 321
26.5 Does PDM fit with Concurrent Engineering? . . . . . . . . 323
26.6 How should I introduce PDM? . . . . . . . . . . . . . . . . . . . . 324
26.7 Should we buy or make PDM? . . . . . . . . . . . . . . . . . . . . . 326
26.8 Should I outsource PDM? . . . . . . . . . . . . . . . . . . . . . . . . . 327
26.9 Recommendations for a PDM Project Manager . . . . . . 329
Chapter 27 Barriers to successful implementation of PDM . . . . . . 333
27.1 Many potential barriers . . . . . . . . . . . . . . . . . . . . . . . . . . 333
27.2 System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 333
27.3 People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 334
27.4 Project team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 336
27.5 Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 338
27.6 Organisational structure . . . . . . . . . . . . . . . . . . . . . . . . . 339
27.7 Funding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 341
27.8 Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 342
27.9 Installation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 344
27.10 Everyday use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 345
Chapter 28 Examples of PDM implementation . . . . . . . . . . . . . . . . . 349
28.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 349
28.2 Electronics industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 349
28.3 Automotive industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 353
28.4 Engineering industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . 357
28.5 Aerospace industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 361
28.6 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 365
Chapter 29 Maturity model for PDM . . . . . . . . . . . . . . . . . . . . . . . . . . 367
29.1 Four stages of evolution . . . . . . . . . . . . . . . . . . . . . . . . . . 367
29.2 A company at Stage 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . 367
29.3 A company at Stage 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . 370
29.4 A company at Stage 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . 373
29.5 A company at Stage 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . 375
29.6 A questionnaire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 378
29.7 Traditional or modern? . . . . . . . . . . . . . . . . . . . . . . . . . . 380
Chapter 30 The PDM project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 383
30.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 383
30.2 PDM project start-up . . . . . . . . . . . . . . . . . . . . . . . . . . . . 383
30.3 The task at hand . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 385
30.4 The need for models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38630.5 The environment of modelling . . . . . . . . . . . . . . . . . . . . 38730.6 Preparing to select a PDM solution . . . . . . . . . . . . . . . . 388
30.7 Gathering management information . . . . . . . . . . . . . . . 389
30.8 Information about the product development
environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .390
30.9 User requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 394
30.10 Reporting results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 396
30.11 Identifying scenarios . . . . . . . . . . . . . . . . . . . . . . . . . . . . 396
30.12 Prototyping and benchmarking . . . . . . . . . . . . . . . . . . . 397
30.13 Selecting a PDM solution . . . . . . . . . . . . . . . . . . . . . . . . . 398
30.14 Business benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 398
30.15 Organisational issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . 400
30.16 PDM architectures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 400
30.17 The implementation plan . . . . . . . . . . . . . . . . . . . . . . . . . 400
30.18 Implementation and use of PDM . . . . . . . . . . . . . . . . . . 401
30.19 A long-haul project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 404
30.20 Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .405
Chapter 31 PLM functionality and systems . . . . . . . . . . . . . . . . . . . . 407
31.1 PLM functionality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 407
31.2 Vendors of PLM systems and components . . . . . . . . . . 409
31.3 Examples of PLM in use . . . . . . . . . . . . . . . . . . . . . . . . . . 410
Chapter 32 Future developments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 417
32.1 PLM systems with more complete functionality . . . . . . 417
32.2 Lifecycle phase/gate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 417
32.3 Product feedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 417
32.4 Product portfolio simulator . . . . . . . . . . . . . . . . . . . . . . . 417
32.5 Standards, standards, standards . . . . . . . . . . . . . . . . . . . 417
32.6 Product responsibility . . . . . . . . . . . . . . . . . . . . . . . . . . . 418
32.7 Product audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 418
32.8 Joint industry activities . . . . . . . . . . . . . . . . . . . . . . . . . .418
32.9 Products and the law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 418
32.10 PLM model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 419
32.11 Financing new products . . . . . . . . . . . . . . . . . . . . . . . . . . 419
32.12 Understandable PLM . . . . . . . . . . . . . . . . . . . . . . . . . . . . 419
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 437
