Aras PLM Software - Mission-Ready PLM at BAE Systems€¦ · Our global operations 3 BAE Systems Key markets Australia circa 4,100 employees Oman circa 25 employees Saudi Arabia circa

BAE Systems SwedenARAS - Mission ready PLM

Kalle HagströmHead of Information Systems, Platforms & Services Sweden

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BAE Systems SwedenPart of a Leading Global Defence Company

2

© BAE Systems 2016 Uncontrolled/Open

Air

Land

Naval

Support

solutions

Cyber

Our global operations

3

BAE Systems Key markets

Australia

circa 4,100 employees

Omancirca 25 employees

Saudi Arabiacirca 6,100 employees

United Kingdomcirca 33,300 employees

United Statescirca 31,200 employees

Othercirca 8,700 employees

Global Business Development Offices

* Employee figures correct as of 31 December 2014, and include share in joint venture companies.


BAE Systems Sweden: Locations

4


Karlskoga (Weapons)

Stockholm (Office)

Linköping (Office)

Örnsköldsvik (Vehicles)

BAE Systems Sweden: Our Main Products

5

All Terrain Vehicles Combat Vehicles

Howitzers Naval Gun Systems Ammunition


Business Characteristics

6


Complex Products

7

Mechatronic

Offset

CustomMade

Support Solutions

Softwaredesign

Manysubsystems

Simulations

Complexinterfaces

Support Solutions

Mechanicaldesign

Systems Engineering

ElectricalDesign



Product (long) LIFECYCLE Management

8

Disposal

Fielding In-service

Manufacturing

Design

Concept

…through system life cycle

0 5 10 15 20 25 30 35 40 45 50

Year



Complex Programmes

9

Security and Export Control

Offset

Customization

Short Series and lead

times

Support Contracts

ManySuppliers

Information Managementdeliverables

Change Management



PLM Selection Process

10


Our PLM Maturity

11

Unstructured

•No processes defined

•Manual work

•Document oriented

•No central repository

Repeatable

•Basic processes

•Basic central filestorage

•Document Oriented

Defined

•Process aredescribed and followed

• Different information systems per domain

Managed

•Change management process implemented

•Data stored centrally

Optimized

•Closed loop changemanagement processes

•Applications areintegrated

•Central repository for all information domains

Busi

ness

Valu

e

Maturity

Our PLM maturity

Our PDM maturity



Background

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• Two outdated PLM systems, one per site

• One bespoke PDM implementation (PDA) which has been implemented from 1989 and onwards.

• One PDM implementation based on Teamcenter Enterprise 2005.

• Risk and constraints with current solutions

• The PLM IT-environment as such is outdated and unstable.

• All additional functionality has to be funded

• Current process coverage is only core PDM

• Dependent of local support

• Configuration and Change Management is inefficient

• BoM management is time consuming for TeamCenter

• Tight CAD integration is missing for TeamCenter

• Current solution is out of vendor support

• Dependencies on external key resources



Challenge

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Dear Management Committee, we propose to assess SystemX and SystemY!

Manufacturing: ”Why not useour ERP system instead?”

Wider BAE: ”Why not just share or copy anotherexisting enterprise PLM

system?”

Finance: ”Why not recodeour bespoke system to modern technology?”

”Hey, you IT guys and youEngineering folks.

Your wet dream is to implement a expensive highend PLM system, go out and

find something else!”


Why not consolidate PLM

systems in Sweden?


Vendor Positioning*

14

LargeEnterprise

Small Enterprise

Ne

w P

rod

uct

De

ve

lop

me

nt

Ba

ck

Off

ice

Ca

pa

bil

ity

SAPOracleIFS

ARAS

Autodesk

PDA

Size reflects PLM capability

DassaultSiemens

PTC

*based on slide from Marc Halpern, Gartner



High Level Plan

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PLM assessment

2014 Q1-Q3

• Gap analysisprevious studies

• Assess suppliers/systems

• Down select of suppliers/system

• Define implementation plan and RoM costing

• Presentation to engineering management and MC

• PLM Core team

PLM Scoping

2015 Q1

• Define AS-IS view of process, toolset, information models and interfaces to other systems

• Detailed implementation plan

• Total cost for implementation phase

• Schedule with activities and dependencies

• PLM Coreteam+workshops with SME:s

PLM Implementation

2015-2016

• Scope: Replaceexisting PDA/TC functionality

• Implement best practise PLM processes

• ReimplementInterfaces toexisting systems

• Migrate appropiatePDA/TC data

• Develop and conduct training

• Full blownimplementation project

PLM Phase II

2017->

• Implementfurthercapabilities like: LSAR, MRO, Systems Engineering…

• Extendedenterprise PLM

• Wider CM

• Separate impl. Projects RoI



The Maths

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1 – Shall requirements fulfilled2 – Cost 50%3 – Requirements 50%

Vendor

Checksum 100 100

W1 W2 W3

Pos. Requirements 501 Vendor, commercials, licenses... 5 100

1.1 Company specific/culture 50

1.2 Commercial agreement, license model 50

2 Non functional requirements 10 100

2.1 Security 35

2.2 Integration and Technology 30

2.3 Searching and reporting 25

2.4 Printing 10

3 Functional requirements 40 100

3.1 General functional Demands 2

3.2 BOM & Configuration Management 18

3.3 Content and document Management 5

3.4 Compliance 3

3.5 Maintenance Repair Ovehaul 2

3.6 Manufacturing Process Managment 5

3.7 Part classification 8

3.8 Project and portfolio Management 5

3.9 Simulation Management 2

3.10 Visualization 8

3.11 Workflow Management 4

3.12 xCAD 16

3.13 Change management 10

3.14 External/Internal collaboration 5

3.15 Mechatronics process management 2

3.16 Requirements management 5

4 Proposed infrastructure, Technical solution 10 100

4.1 Central infra(server, DB mm) 15

4.2 Technical solutions (instances, segregation etc) 70

4.3 Client HW 15

5 Service, maintenance and support 12

5 Service, maintenance and support 100

6 Training 1

6 Training 100

7 Documentation 2

7 Documentation 100

8 Project 20

8.1 Implementation Model and Process 90

8.2 Scoping phase 0 10

Total cost 50Total cost 100

Total sum 100



The Result

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TCO SystemX SystemY ARAS

Impl time More Less Equal

Internal time Equal Equal Equal

Licence cost 1-off More More None

Scoping cost More More Less

Impl cost More Equal Equal

Annual renewal cost Equal More Equal

Upgrade More More None

Ext impl cost BAE More More Less

Total 1-off More More Less

5 year ext cost More More Less


ARAS SWOT

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Strength

• License Management

• Upgrades

• Technology

• Configurable

• Openess

• Architecture for CAD

Weakness

• Overall OOTB capabilities

• Manufacturing Process Planning

• Local support

• xCAD-integration

• Unclear RFP response

• 3D-support in PDM

Opportunity

• Possibility to consolidate systems

• More capabilites to use for ”free”

• Reports

Threat

• Too much configaration

• No CatiaV6 integration

• Third parties used for CAD integration

• Risk for M&A:s

• Need more internal resources



Why Aras?

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• No upfront investment

• Lower Total Cost of Ownership

• ”Good enough” and broad capabilities to support our business

• Strong on configuration management and change management

• Good culture fit

• Open and resilient solution

Differentiator

Support ourcomplexbusiness

Support ourlong lifecycles



Lessons learned…so far

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Partners

System

Migration

Business Change

Deployments

Project plan

Strategic Way Forward

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2015 2016 2017 2018 2019C

on

ce

pt

Desig

nC

olla

bora

tion

Change Management Manufacture Support

ObsolescenceProposals?

ReplaceReqMgnt?

New SupplierPortal?

Externalchange

management?

Process planningMBOM?

ReplaceCM Portal

ReplacePDA/TC

ReplaceTechPubs?

Project/PortfolioManagement?

ReplaceLSA tools?

Compliance

IT CostReduction

Business Optimisation

RevenueGrowth

Replace IPC:s?

ReplaceDMS:s?

23


Summary

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Thank You!

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Documents

Aras PLM Software - Mission-Ready PLM at BAE Systems€¦ · Our global operations 3 BAE Systems Key markets Australia circa 4,100 employees Oman circa 25 employees Saudi Arabia circa