20081017 - PLM Integration Overview

PLM Overview | Oct 2008 1

PLM Overview & PLM

Integration Best Practices

Presentation - OAUG, Oct 2008

Ali Safadi – Partner

[email protected]


AgendaAgendaContents

CPG SOLUTIONS OVERVIEW

PLM DEFINITION & OVERVIEW

ORACLE’S PLM SOLUTION

PLM INTEGRATION & BEST PRACTICES

LESSONS LEARNED

� CASE STUDY #1

� CASE STUDY #2

QUESTIONS & ANSWERS


CPG SOLUTIONS


ERP & CRM and industry based applications: PLM,

Shop Floor Control, CAD, Testing, and Bar-coding Solutions

Integration

Expertise:

Founded:

Client Base:

Industry Focus:

Applications

Focus:

iLink - Oracle EBS PLM Integration Adapter

� U.S., Canada, China, Mexico

1997

Oracle

Certifications: Certified Implementation Partner

Mid-Market EMSC (Engineering, Manufacturing, Supply Chain)

� Mid-Market Manufacturing & Distribution Companies

Certified On Demand Partner

CPG provides premium Oracle Applications based consulting services for

mid-sized EMSC (Engineering, Manufacturing, Supply Chain) companies

Company Description


PRODUCT LIFECYLE MANAGEMENT OVERVIEW


What is Product Lifecycle Management?

PLM is the process of managing the lifecycle of a product from conception,

through design and manufacture, to service and disposal

PLM is one of the five cornerstones of a corporation's information

technology structure:

ERP (Enterprise Resource Planning)

CRM (Customer Relationship Mgt)

HCM (Human Capital Mgt)

SCM (Supply Chain Mgt)

PLM (Product Lifecycle Mgt)

Documented benefits include:

�Reduced time to market

�Improved product quality

�Reduced prototyping costs

�Savings through the complete integration of data & workflows


PLM History – Increasing Productivity with Technology

1980’s

1990’s

- Introduction of Commercial Computer Aided Design (CAD) radically improved

productivity in Product Design

2000’s

Present

� PLM extended Product Design to 3rd party Design Outsourcing

� Collaboration extended across the global chain to Customers & Suppliers

� Introduction of Industry & Government Standards Compliance

� Adoption of Collaborative Quality Improvement across the supply chain

� Adoption of Program/Project based PLM Portfolio Management

� Adoption of PLM Analytics and Intelligence for Cost/Process Analysis & Improv.

- Adoption of ERP Systems

- ERP Systems included Engineering and Change Management Modules

- Design & Build remained separated in silos

- Adoption of Workflow & Web technologies accelerated PLM concepts

- Workflow enabled collaboration between different company silos

- PLM drastically improved NPI cycle cutting time & cost

- PLM extended visibility and collaboration to CMs & Suppliers using the web


AgendaPLM Example: New Product Introduction Process

8

2

3

4

56

1

7

8

2

3

4

56

1

7

2

3

4

56

1

7

Idea

Generation Idea

Screening

Concept

Development &

Business Analysis

Design &

Prototype

Beta Testing &

Market Testing

Technical

Implementation

Commercial

Production

Service

New Product Introduction

High-Level Standard NPI Process


New World – Global Product Design, Build, Delivery & Service

Product Design, Development, Production, Distribution and Service

are expanding beyond the company four walls to 3rd party entities

across the globe.


AgendaPLM Example: New Product Introduction Process

8

2

3

4

56

1

7

8

2

3

4

56

1

7

2

3

4

56

1

7

Idea

Generation Idea

Screening

Concept

Development &

Business Analysis

Design &

Prototype

Beta Testing &

Market Testing

Technical

Implementation

Commercial

Production

Service

New Product Introduction

High-Level Standard NPI Process

Design PartnersMfg Partners

Customers


Explosion of new products in market requires

faster innovation cycles

Tiered, global supply chains; escalating uptake

of outsourced design & manufacturing partners

Push for continued cost reduction, both in

product and processes

Increased demand for quality coupled with

more stringent regulations

PLM Business Drivers


Component Reuse -- up to 30%

Time to Market -- up to 60%

Part Numbers -- up to 38%

Development Spend -- up to 35%

ECO Cycle Time -- up to 50%

ECO Admin Expense -- up to 60%

Design Errors & Re-Work -- up to 25%

Source: AMR Research, “The Value of PLM and How to Get It”

Product Lifecycle Management Opportunities


Product DataManagement

• Specs / BOMs / ECOs• Documents / CAD Files• Suppliers• …

Program Collaboration

Design / Concept Refinement

SupplyCoordination

CustomerInput Solicitation

• Component Mgmt

• Supplier Change Mgmt

• Direct Material Sourcing

• Quality Mgmt

• Requirements Mgmt

• Early Product Development

• Configuration Mgmt

• Phase-Gate Process Mgmt

• Project & Portfolio Mgmt

• Idea Management

• Resource Mgmt

• Asset Management

• Project Accounting

• Visualization & Markup • Web-Enabled Design Sessions

PLM Needs for Tomorrow’s World


ORACLE’S PLM SOLUTION


Product DataManagement

Program Collaboration

Design / Concept Refinement

SupplyCoordination

CustomerInputSolicitation

• Agile Product Collaboration

• Agile Product Gov. & Compliance

• Agile Product Cost Management

• Agile Product Quality Management

• Agile Product Portfolio Management

• Agile Engineering Collaboration

• Agile Engineering Data Management

• AutoVue Electro-Mechanical Prof. for Agile

• Agile Product Lifecycle Mgmt Datamart

• Agile Product Lifecycle Mgmt Bus. Intelligence

Oracle’s Agile PLM Complete Solution


Concept DevelopService /

Phase-OutPrototype/ Pilot

NPI /Ramp

VolumeMfg

Enterprise Product Record- Specs / Attributes / BOMs / ECOs

- Documents / CAD Files

- Suppliers (AMLs, Non-Material Info)

- Defects / Issues / CARs

- Compliance Requirements

- True Costs, Metrics, Etc…

• Capture all product information required to maximize profitability throughout the

entire product lifecycle

• Accurately control and track product changes via workflow-driven processes

• Generate rich product catalogs to store, aggregate, and share technical content

• Provide secure, web-based internal and external access to product information

Agile PLM Foundation – Single Enterprise Model


• Utilize historical supplier cost and

performance data to select partners

based upon proven ability to deliver

• Control intellectual property --

provide role-based partner access to

product and project data securely

stored within Enterprise Product

Record

• Include outsourced partners in

product-level business processes

• Integrate supplier expertise earlier in

the development process to improve

quality, lower costs, and accelerate

time to market / volume

Common set of projects and deliverables

Concepts, designs, prod-uction issues, alternatives

Coordinated execution via

Collaborative processes for

Engr QA Mfg SvcMktg

Your Company

Design Partners Mfg Partners

Outsourcing Support – Collaborate Global Design & Build


• Conduct proactive,

synchronized surveys to

collect preference data

• Collect improvement

opportunities from users

of existing products

ProductMarketing

MarketingRequirements

CustomersProduct Mgmt /

Engineering

SubjectiveLikes / Dislikes

Phone

E-mail

Web

Direct

Channels

SurveyResponses

Use

rs o

fE

xis

ting

Pro

du

cts

Su

rve

y T

arg

ets

Loyalty Data

*via Siebel CRM

Multi-Channel Customer Input – Include Your Customers

Include Your Customers in Your Product Improvement Process


Proactively

Manage Issues

Collect

Enterprise-Wide

Set of Problems

Change Parts

and Documents

Corrective Actions, Failure Analysis, SCARs, Preventative Actions, …

Controlled Process with Analytics

ECOs, Stop Ships, Deviations, Parts / BOMs / AMLs, Docs, Audit Records (eg. sign-offs) , …

Modified Enterprise Product Record

Defects, NCR, Complaints, Field Incidents,

Design Defects, Audit Findings, …

Centralized Quality Data

� Drive proactive quality

improvement initiatives

� Leverage quality history

to improve products

� Reduce service and

warranty costs

Total Quality Mgt – Collect Info & Pro-Actively Improve Quality


Scenarios

11

22

3

11

2

33

1

22

33

1

22

33

Potential Projects

11

22

33

Portfolio Program

Project

TasksTasks

Resource Resource Resource

Tasks

Project and Product Integration• Manage product lifecycles as projects

• Accommodate product attributes into project deliverables

• Auto-update development activity status on project plans

Best Practice Project Management• Create projects via industry templates with pre-defined resource loading

• Leverage phase-gate product development processes

• Manage resource pools & assignments; dynamically adjust to future needs

Portfolio Analysis and Visibility• Determine products to be funded and best resource allocation

• Achieve a single, integrated view of all projects and products

• Evaluate at project or portfolio level yet drill into risk / constraint level

Program-Based Portfolio Mgmt – Drive Product Mgt Decisions


� Ensure products comply

with applicable standards

− Environmental & Safety:

RoHS, WEEE, …

− Corporate:

ISO 9000 / 14000, …

− Industry Specific:

DoD, US FDA, …

Analyze,

Validate, & Act

Configure

Parameters &

Gather Info

Audit

Compliance

Weights & Substance Analysis, Designs for Environmental Fitness, Haz Mat Content, …

Component or BOM-Level Validation

ECOs, Stop Ships, Deviations, Parts / BOMs / AMLs, Docs, Audit Records (eg. sign-offs) , …

Modified Enterprise Product Record

Substances, Specifications, Exemptions,

Threshold Values, Supplier Declarations…

Compliance Data Management

Closed-Loop Compliance Mgt – Meet Industry & Gov Regulations


PLM INTEGRATION


mBOM,Routings

eBOM

ProductionOrders

DESIGN PRODUCTION

MaterialInventory

Compliant &

Approved Design

• Create mBOM from compliant,

approved eBOM to ensure appropriate

parts are used in production

• Collaborate with partners while

incorporating lessons learned from

prototyping cycles; transfer knowledge

to plants and volume production

centers

• Seamlessly implement changes and

manage performance & cost

throughout the enterprise and supply

network

• Track issues and deviations throughout

production cycle

Co

mp

are

BuildBuild

CheckCheck

Process Hold

Supervisor Alert

ContentDeviations

Compliance Check

INTEGRATION – Speed Product Launch to Manufacturability

INTEGRATION


PLM-ERP Integration

EBusinessSuite

Opera

tions

CR

M

Seibel CRM

Ente

rprise

PDM

TQM

Item, BOM, ECO info

Incident Reports & Product Quality Issues

Transport MiddlewareFTP, BPEL, Tibco, WebMethods, etc.

iLink: Simplifying PLM Integration

CPG has developed the iLink PLM Adapter that connects leading PLM, Applications

including the Agile Suite to Oracle ERP Applications


PLM-ERP Integration

Inventory

Opera

tions

Item, BOM, ECO info

APC

BOM

Engineering

Purchasing

Parts Master

Change Master

BOMS

AML

Parts, Revisions, Categories, Attributes, Lifecycle

Cost, Lead-times, on-Hand

BOMs, Substitute Comp, Reference Designators

Approved Manufacturer/Supplier Parts

ECO/MCO/SCO Affected Items, Comp, Eff Dates

Implementation Dates


Integration Best Practices

Integration Based on PLM & Ops Principles & Best Practices:

1. Clearly define “Process & Data Owners” – Case Study Example #1

2. Design Multi-Org Filtering & Propagation Rules – Case Study Example #2

3. Remove Unnecessary Manual Intervention in Oracle – True Integration

4. Design Your Revision Scheme – Understand the Constraints

5. Design PLM Lifecycle & ERP Item Status Mappings – Status Mgt.

6. Design ECO Implementation & Phase-In/Phase-Out Process

7. Define Your Substitute/Alternate Parts Process – Not an afterthought

8. Make sure you map Parts Categories/Classifications - Analytics

9. Ensure User-enable Dynamic Mapping – Remove IT from Daily Maint.

10. Ensure User-Friendly Error Notif. & Handling – Remove IT from Daily Maint.


LESSONS LEARNED

INTEGRATION CASE STUDIES


iLink Case Study: Large Telecom Technology Company

Project Overview Replacement of custom Integration of Agile to Oracle EBS

using iLink. Project completed in 16 weeks.

Symptoms

Actual Problem

Results

1. Initially, complaint was poor service/support levels from IT (>20 calls

per day with delayed response)

2. Part/BOM/Rev not being propagated correctly to multiple orgs.

3. Bad synchronization of Ref Design. causing Prod Quality issues

Upon analysis, integration did not follow best practices:

- Integration was hard-coded – no mapping capability

- Company has quadrupled in size since the initial installation

- IT could not keep up with changes & ended up with spaghetti code

Implemented iLink and stressed the use of Dynamic Mapping:

- Org propagation driven my mapping tables – no hard coding

- Data synchronization for new data at 100% after 3 months

- Support calls dropped to 1/week – resolved within 24 hours

“The company initially thought the issue was with IT support. Bad design

causes bad support. Good design leads to improved service.”


iLink Case Study: Alternative Energy Technology Company

Project Overview Replacement of custom Integration of Agile to Oracle EBS

using iLink. Project completed in 8 weeks.

Symptoms

Actual Problem

Results

1. Lots of constraints put on Agile because of the integration (mixing

design & prod parts)

2. Lots of Manual Intervention in both Agile & Oracle (ex. Lifecycle)

3. Lack of confidence in data synch accuracy in both systems

Upon analysis, the issue was not technical, but design/process in nature:

- Continued use of Oracle Engineering – defeated PLM ownership rule

- Lack of understanding of Data Ownership (ex. BOM enabled flag)

- No consistency in Revision scheme

Redesigned design processes by:

- Taking total ownership of design process back to PLM from ERP

- Clearly defining data ownership between systems

- Redefined revision scheme mapping

With the process changes, implemented iLink and fully synch both systems

“iLink removed all technical constraints from the designers in Agile. A huge

win for the organization”


QUESTIONS & ANSWERS


THANK YOU