PLM Strategy Rev

8/3/2019 PLM Strategy Rev

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PRODUCT LIFE CYCLEMANAGEMENT

PLM Strategy


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PLM Strategy

Strategic management is the conduct of drafting,implementing and evaluating cross-functionaldecisions that will enable an organization to achieveits long-term objectives.

It is the process of specifying the organization'smission, vision and objectives, developing policies andplans, often in terms of projects and programs, which

are designed to achieve these objectives, and thenallocating resources to implement the policies andplans, projects and programs
http://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Mission_statementhttp://en.wikipedia.org/wiki/Mission_statementhttp://en.wikipedia.org/wiki/Organization


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Strategy formulation in PLM

Performing a situation analysis, self-evaluation andcompetitor analysis: both internal and external; bothmicro-environmental and macro-environmental.

Concurrent with this assessment, objectives are set. This

involves crafting vision statements (long term view of apossible future), mission statements (action points),overall corporate objectives (both financial andstrategic), strategic business unit objectives (bothfinancial and strategic), and tactical objectives.

These objectives should, in the light of the situationanalysis, suggest a strategic plan. The plan provides thedetails of how to achieve these objectives.


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Strategy Evaluation

Measuring the effectiveness of the organizationalstrategy, it's extremely important to conduct a SWOTanalysis to figure out the strengths, weaknesses,opportunities and threats (both internal and external)of the entity in question. This may require to take

certain precautionary measures or even to changethe entire strategy.

In corporate strategy, Johnson and Scholes presenta model in which strategic options are evaluated

against three key success criteria: Suitability (would it work?)

Feasibility (can it be made to work?)

Acceptability (will they work it?)
http://en.wikipedia.org/wiki/SWOT_analysishttp://en.wikipedia.org/wiki/SWOT_analysishttp://en.wikipedia.org/wiki/SWOT_analysishttp://en.wikipedia.org/wiki/SWOT_analysishttp://en.wikipedia.org/wiki/SWOT_analysis


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Feasibility

Feasibility is concerned with the resources required toimplement the strategy are available, can be developedor obtained. Resources include funding, people, timeand information.

Tools that can be used to evaluate feasibility include: cash flow analysis and forecasting

break-even analysis

resource deployment analysis
http://en.wikipedia.org/wiki/Cash_flowhttp://en.wikipedia.org/wiki/Forecastinghttp://en.wikipedia.org/wiki/Break-evenhttp://en.wikipedia.org/wiki/Break-evenhttp://en.wikipedia.org/wiki/Break-evenhttp://en.wikipedia.org/wiki/Break-evenhttp://en.wikipedia.org/wiki/Forecastinghttp://en.wikipedia.org/wiki/Cash_flowhttp://en.wikipedia.org/wiki/Cash_flowhttp://en.wikipedia.org/wiki/Cash_flow


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Corporate strategy

It refers to the overarching strategy of thediversified firm. Such a corporate strategyanswers the questions of "in which

businesses should we be in?" and "how doesbeing in these businesses create synergyand/or add to the competitive advantage ofthe corporation as a whole?"


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Business strategy

It refers to the aggregated strategies of singlebusiness firm or a strategic business unit(SBU) in a diversified corporation. Accordingto Michael Porter, a firm must formulate a

business strategy that incorporates either costleadership, differentiation or focus in order toachieve a sustainable competitive advantage

and long-term success in its chosen arenas orindustries.
http://en.wikipedia.org/wiki/Michael_Porterhttp://en.wikipedia.org/wiki/Cost_leadershiphttp://en.wikipedia.org/wiki/Cost_leadershiphttp://en.wikipedia.org/wiki/Differentiation_(economics)http://en.wikipedia.org/wiki/Focushttp://en.wikipedia.org/wiki/Focushttp://en.wikipedia.org/wiki/Differentiation_(economics)http://en.wikipedia.org/wiki/Cost_leadershiphttp://en.wikipedia.org/wiki/Cost_leadershiphttp://en.wikipedia.org/wiki/Cost_leadershiphttp://en.wikipedia.org/wiki/Michael_Porterhttp://en.wikipedia.org/wiki/Michael_Porterhttp://en.wikipedia.org/wiki/Michael_Porter


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Functional strategy

It includes marketing strategies, new productdevelopment strategies, human resourcestrategies, financial strategies, legal strategies,supply-chain strategies, and information

technology management strategies. The emphasisis on short and medium term plans and is limited tothe domain of each departments functionalresponsibility. Each functional department attempts

to do its part in meeting overall corporateobjectives, and hence to some extent theirstrategies are derived from broader corporatestrategies.
http://en.wikipedia.org/wiki/Marketing_strategieshttp://en.wikipedia.org/wiki/Marketing_strategieshttp://en.wikipedia.org/wiki/Marketing_strategieshttp://en.wikipedia.org/wiki/Marketing_strategies


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Developing a PLM strategyA Five-step Process

Collecting information

Identifying possible strategies

Selecting a strategy Communicating the selected strategy

Implementing the strategy


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Step 1: Collecting information

Internal: Company, organisation, resources,capabilities, strengths and weaknesses

Environment: Competitors, PLM strategies of

competitors, market trends, technologyforecasting, Government rules & regulations,etc

Key factors for success, trends, opportunitiesand threats


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Step 2: Identifying possible strategies

Strategy elements: Best functionality,customisation capability, most sustainableproducts, fastest time to market, bundled

solutions rather than individual products Policies: technology, quality, suppliers,

equipment purchase, culture, etc


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Step 3: Selecting a strategy

Short listing potential strategies SWOT analysis

Does the strategy address key issues

Does this strategy exploit our strengths Does it help against threats?

What are profit and loss implications?

What are the implications for investment?(Case study: Kingfisher Airlines)


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Step 4: Communicating the selected

Strategy

Select a simple name for the strategy

(Ex: Simplifly of Deccan Airlines)

Express the strategy in simple languagewhich is easily understood

Test the strategy with a control group

(Beta version of s/w, test marketing, expos, etc)

Select the appropriate channels and media forcommunicating the strategy


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Step 5: Implementing the strategy

Implementation plan

Feed back and control

Corrective actions and rephrasing the strategy


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Change Management for PLM

Major changes can happen only if the topmanagement takes the lead

It can be expensive

Team effort is required

Requires long time and large efforts

Examples: Merger of IA and AI, Privatisation,

Nationalisation, mergers & acquisitions, closingdown some product lines, etc


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Major Issues in change Management

Old tasks to modify New tasks to identify and improve

People who will have to change

New tools to bring in

Information to be used effectively

(Pilots in Airbus A380 are required to monitor 55gauges, LEDs and digital readouts)

Cultural problems to be adjusted Organisational structures to change


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People and Change

Sponsors

Change agents

Champions

Accepters

Blockers

Sleepers


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Key features of successful change

Recognition of the need for a clearly defined andprofessionally managed change project

Definition of as-is, intermediate and to-be states

of the organisation Recognition of agents, accepters, blockers, etc

The three major tools for changecommunication, learning and reward systems


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Communication

To overcome the fears and concerns aroused bythe change

To convince the people the need for change

To convince the people that the change process

is well planned and in control

To overcome the inevitable delays andunexpected events during the change process

Communication tools interpersonal, newsletters, videos, e-mails, seminars, etc


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Learning

The companys vision and goals

New skills and tools

Extended education

Culture and behaviour


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The Reward system

The main motivator for people to accept changeand cooperate

An unambiguos definition of reward system

Comittment of sponsors to ensureimplementation of reward system


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Types of Change Strategy

Incremental Change strategy: We will makechanges one step after the other.

Ex: Continuous improvement

Transformational Change strategy: We will

change everything at once.

Ex: Re-engineering


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Incremental Change

Does not challenge existing assumptions andculture

Does not modify the existing organisation

Uses existing structure and processes Causes little disruption

Relatively low risk

Is slow

May not produce enough change


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Transformational Change

Changes existing structure Changes the existing organisation

Changes the existing culture

Is relatively high risk Is fast

Focuses on major breakthroughs


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Leadership for Change

Good communication skills

Ability to work with a wide range of people Sufficient resources (people, money and time)

Risk taking ability

Ability to delegate powers and responsibilities

Good listening ability

Good sales skills

Good analytical and conceptual skills

Ability to inspire and lead people Credible

Thick skinned

P d t d l t


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Product development processesand methodologies

Bottom-up design Top-down design

Axiomatic Design

Modular design

Concurrent engineering workflow

NPD New product development

DFSS Design for Six Sigma

DFMA Design for manufacture / assembly

Digital simulation engineering
http://en.wikipedia.org/wiki/New_product_developmenthttp://en.wikipedia.org/wiki/Design_for_Six_Sigmahttp://en.wikipedia.org/wiki/Design_for_Six_Sigmahttp://en.wikipedia.org/wiki/New_product_development


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Major commercial players

Total spending on PLM software and services is estimated

to be above $15 billion a year

companies that supply software to support the PLMprocess:

Dassault Systmes ($1.7B), Siemens PLM Software (formerly UGS) ($1.4B), PTC ($1.0B), Agile Software Corporation (now part of Oracle

Corporation)

SofTech, Inc. (.011B)

These companies provide software products that covermost of the areas of PLM functionality
http://en.wikipedia.org/wiki/Dassault_Syst%C3%A8meshttp://en.wikipedia.org/wiki/Siemens_PLM_Softwarehttp://en.wikipedia.org/wiki/Parametric_Technology_Corporationhttp://en.wikipedia.org/wiki/Agile_Software_Corporationhttp://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/SofTech,_Inc.http://en.wikipedia.org/wiki/SofTech,_Inc.http://en.wikipedia.org/wiki/SofTech,_Inc.http://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/Agile_Software_Corporationhttp://en.wikipedia.org/wiki/Parametric_Technology_Corporationhttp://en.wikipedia.org/wiki/Siemens_PLM_Softwarehttp://en.wikipedia.org/wiki/Dassault_Syst%C3%A8meshttp://en.wikipedia.org/wiki/Dassault_Syst%C3%A8meshttp://en.wikipedia.org/wiki/Dassault_Syst%C3%A8mes


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Some companies for example MSC Software($0.3B), AltairEngineering ($0.15B) and Wrench Solutions providepackages specializing in specific topics.

Aras Corp offers Microsoft-based open source enterprisePLM solutions,[13]

Arena Solutions and Datastay provide on-demand PLM(Software as a service) solutions.

KnowledgeBench provides web-based PLM applications

that are used by pharmaceutical and food and beveragemanufacturers.
http://en.wikipedia.org/wiki/MSC_Softwarehttp://en.wikipedia.org/wiki/Altair_Engineeringhttp://en.wikipedia.org/wiki/Altair_Engineeringhttp://en.wikipedia.org/wiki/Aras_Corphttp://en.wikipedia.org/wiki/Open_sourcehttp://en.wikipedia.org/wiki/Product_lifecycle_managementhttp://en.wikipedia.org/wiki/Arena_Solutionshttp://en.wikipedia.org/w/index.php?title=Datastay&action=edit&redlink=1http://en.wikipedia.org/wiki/Software_as_a_servicehttp://en.wikipedia.org/wiki/KnowledgeBenchhttp://en.wikipedia.org/wiki/KnowledgeBenchhttp://en.wikipedia.org/wiki/KnowledgeBenchhttp://en.wikipedia.org/wiki/Software_as_a_servicehttp://en.wikipedia.org/wiki/Software_as_a_servicehttp://en.wikipedia.org/wiki/Software_as_a_servicehttp://en.wikipedia.org/wiki/Software_as_a_servicehttp://en.wikipedia.org/wiki/Software_as_a_servicehttp://en.wikipedia.org/wiki/Software_as_a_servicehttp://en.wikipedia.org/wiki/Software_as_a_servicehttp://en.wikipedia.org/w/index.php?title=Datastay&action=edit&redlink=1http://en.wikipedia.org/wiki/Arena_Solutionshttp://en.wikipedia.org/wiki/Arena_Solutionshttp://en.wikipedia.org/wiki/Arena_Solutionshttp://en.wikipedia.org/wiki/Arena_Solutionshttp://en.wikipedia.org/wiki/Product_lifecycle_managementhttp://en.wikipedia.org/wiki/Product_lifecycle_managementhttp://en.wikipedia.org/wiki/Product_lifecycle_managementhttp://en.wikipedia.org/wiki/Open_sourcehttp://en.wikipedia.org/wiki/Open_sourcehttp://en.wikipedia.org/wiki/Open_sourcehttp://en.wikipedia.org/wiki/Aras_Corphttp://en.wikipedia.org/wiki/Aras_Corphttp://en.wikipedia.org/wiki/Aras_Corphttp://en.wikipedia.org/wiki/Altair_Engineeringhttp://en.wikipedia.org/wiki/Altair_Engineeringhttp://en.wikipedia.org/wiki/Altair_Engineeringhttp://en.wikipedia.org/wiki/MSC_Softwarehttp://en.wikipedia.org/wiki/MSC_Softwarehttp://en.wikipedia.org/wiki/MSC_Software


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Independent PLM solution providers such as Atos Origin, SIA

Conseil, Accenture, Infosys, Integware, Metafore and Capgeminideliver PLM consulting and system integration services

There are also companies whose main revenue is not from PLMbut do attribute some of their income from PLM software, such as

SAP($11B), SSA Global , Oracle Corporation and Autodesk($1.5B).

Other companies in this market, such as IBM ($88.9B), EDS($19.8B),NEC ($45B), Geometric, L&T Infotech, Tata Consultancy

Services (TCS), Infinite Computer Solutions (ICS),WRENCHSolutions (P) Ltd, ITC Infotech provide outsourcing and consultingservices some of which is in the field of PLM.
http://en.wikipedia.org/wiki/Atos_Originhttp://www.meta-fore.com/http://en.wikipedia.org/wiki/Capgeminihttp://en.wikipedia.org/wiki/SAP_AGhttp://en.wikipedia.org/wiki/SSA_Global_Technologieshttp://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/Autodeskhttp://en.wikipedia.org/wiki/IBMhttp://en.wikipedia.org/wiki/EDShttp://en.wikipedia.org/wiki/NEChttp://en.wikipedia.org/wiki/Geometric_Limitedhttp://en.wikipedia.org/wiki/Larsen_&_Toubro_Infotechhttp://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://en.wikipedia.org/wiki/ITC_Ltd.http://en.wikipedia.org/wiki/ITC_Ltd.http://en.wikipedia.org/wiki/ITC_Ltd.http://en.wikipedia.org/wiki/ITC_Ltd.http://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://en.wikipedia.org/wiki/Larsen_&_Toubro_Infotechhttp://en.wikipedia.org/wiki/Larsen_&_Toubro_Infotechhttp://en.wikipedia.org/wiki/Larsen_&_Toubro_Infotechhttp://en.wikipedia.org/wiki/Geometric_Limitedhttp://en.wikipedia.org/wiki/NEChttp://en.wikipedia.org/wiki/EDShttp://en.wikipedia.org/wiki/IBMhttp://en.wikipedia.org/wiki/Autodeskhttp://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/SSA_Global_Technologieshttp://en.wikipedia.org/wiki/SSA_Global_Technologieshttp://en.wikipedia.org/wiki/SSA_Global_Technologieshttp://en.wikipedia.org/wiki/SAP_AGhttp://en.wikipedia.org/wiki/Capgeminihttp://www.meta-fore.com/http://en.wikipedia.org/wiki/Atos_Originhttp://en.wikipedia.org/wiki/Atos_Originhttp://en.wikipedia.org/wiki/Atos_Origin


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Reasons why strategic plans fail

Failure to understand the customerWhy do they buyIs there a real need for the productInadequate or incorrect marketing research

Inability to predict environmental reactionWhat will competitors do

oFighting brandsoPrice wars

Will government intervene

Over-estimation of resource competenceCan the staff, equipment, and processes handle the newstrategyFailure to develop new employee and management skills
http://en.wikipedia.org/wiki/Customerhttp://en.wikipedia.org/wiki/Marketing_researchhttp://en.wikipedia.org/wiki/Oligopolyhttp://en.wikipedia.org/wiki/Brand_managementhttp://en.wikipedia.org/wiki/Price_warshttp://en.wikipedia.org/wiki/Price_warshttp://en.wikipedia.org/wiki/Brand_managementhttp://en.wikipedia.org/wiki/Oligopolyhttp://en.wikipedia.org/wiki/Marketing_researchhttp://en.wikipedia.org/wiki/Customer


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Failure to coordinateReporting and control relationships not adequateOrganizational structure not flexible enough

Failure to obtain senior management commitment

Failure to get management involved right from the startFailure to obtain sufficient company resources to accomplishtask

Failure to obtain employee commitmentNew strategy not well explained to employeesNo incentives given to workers to embrace the new strategy

Under-estimation of time requirementsNo critical path analysis done
http://en.wikipedia.org/wiki/Critical_path_analysishttp://en.wikipedia.org/wiki/Critical_path_analysis


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Failure to follow the planNo follow through after initial planningNo tracking of progress against planNo consequences for above

Failure to manage changeInadequate understanding of the internal resistance tochangeLack of vision on the relationships between processes,technology and organization

Poor communicationsInsufficient information sharing among stakeholdersExclusion of stakeholders and delegates


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Product Data Management

Product data management (PDM) serves as a central

knowledge repository for process and product history, and

promotes integration and data exchange among all

business users who interact with products including

project managers, engineers, sales people, buyers, and

quality assurance teams.


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Product data management (PDM) is the use of software or othertools to track and control data related to a particular product.

The data tracked usually involves the technical specifications of theproduct, specifications for manufacture and development, and thetypes of materials that will be required to produce good.

The use of product data management allows a company to track thevarious costs associated with the creation and launch of a product.

Within PDM the focus is on managing and tracking the creation,change and archive of all information related to a product.

The information being stored and managed (on one or more fileservers) will include engineering data such as Computer-aideddesign (CAD) models, drawings and their associated documents.
http://en.wikipedia.org/wiki/Computer-aided_designhttp://en.wikipedia.org/wiki/Computer-aided_designhttp://en.wikipedia.org/wiki/Computer-aided_designhttp://en.wikipedia.org/wiki/Computer-aided_designhttp://en.wikipedia.org/wiki/Computer-aided_designhttp://en.wikipedia.org/wiki/Computer-aided_designhttp://en.wikipedia.org/wiki/Computer-aided_design


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The central database will also manage metadata such as owner of a fileand release status of the components.

The package will: control check-in and check-out of the product data tomulti-user; carry out engineering change management and releasecontrol on all versions/issues of components in a product; build and

manipulate the product structure bill of materials (BOM) for assemblies;and assist in configurations management of product variants.

This enables automatic reports on product costs, etc.

Furthermore, PDM enables companies producing complex products to

spread product data into the entire PLM launch-process. Thissignificantly enhances the effectiveness of the launch process.
http://en.wikipedia.org/wiki/Metadatahttp://en.wikipedia.org/w/index.php?title=Engineering_change_management&action=edit&redlink=1http://en.wikipedia.org/wiki/Bill_of_materialshttp://en.wikipedia.org/wiki/Product_lifecycle_managementhttp://en.wikipedia.org/wiki/Product_lifecycle_managementhttp://en.wikipedia.org/wiki/Bill_of_materialshttp://en.wikipedia.org/wiki/Bill_of_materialshttp://en.wikipedia.org/wiki/Bill_of_materialshttp://en.wikipedia.org/wiki/Bill_of_materialshttp://en.wikipedia.org/wiki/Bill_of_materialshttp://en.wikipedia.org/w/index.php?title=Engineering_change_management&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Engineering_change_management&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Engineering_change_management&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Engineering_change_management&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Engineering_change_management&action=edit&redlink=1http://en.wikipedia.org/wiki/Metadata


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Typical information managed in the PDM moduleinclude

Part number Part description

Supplier/vendor Vendor part number and description Unit of measure Cost/price

Schematic or CAD drawingMaterial data sheets


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PDM Advantages:

Track and manage all changes to productrelated data

Accelerate return on investment with easysetup

Spend less time organizing and tracking designdata

Improve productivity through reuse of productdesign data

Enhance collaboration.
http://en.wikipedia.org/wiki/Return_on_investmenthttp://en.wikipedia.org/wiki/Return_on_investmenthttp://en.wikipedia.org/wiki/Return_on_investmenthttp://en.wikipedia.org/wiki/Return_on_investmenthttp://en.wikipedia.org/wiki/Return_on_investmenthttp://en.wikipedia.org/wiki/Return_on_investment


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Capabilities of PDM

Access Control

Component / Material Classification

Product Structure

Engineering Changes

Process Management & workflow

Collaboration


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Capabilities of PDM

Access controlRead only access can be given to personnel not directly involved

with the design, development and planning process.

Creation and maintenance access can be given to the individuals

responsible for product and process design.

Spread across multiple enterprises in a supply chain, access

control becomes more critical and requires control to limit

access to specific projects, products or parts for a specific

supplier or customer


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Capabilities of PDM

Component / Material Classification

This supports standardization by identifying similarcomponents/materials, eliminating redundancy, and establishinga preferred parts list.

Establishing classes and subclasses with attributes allows adesigner to search and select a needed material, component orassembly with minimal effort thereby avoiding having to re-specifying an existing or similar component or material


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Capabilities of PDM

Product Structure

This will allow different views of part relationships in assemblies tocorrespond to the various departmental needs (e.g., engineeringand manufacturing product structures), while maintaining rigor andconsistency of the product's definition through this single data

base.

One logical data base can support product and process designrequirements as well as maintain part relationships to serve as amanufacturing bill of materials for MRP II/ERP.

In other words, PDM provides the ability to hold not just thephysical relationships between parts in an assembly but also otherkinds of structures; for instance, manufacturing, financial,maintenance or document relationships.


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Capabilities of PDM

Engineering ChangesEngineering changes can be facilitated with this configuration

management and administrative control embedded within the

system.

CAE/ CAD tools will enable engineering changes to be more

thoroughly developed and analyzed to better define change impact.

When the changes have been made, it can be returned to the central

database and placed in a queue or an email notification sent for

approval by designated parties.

In this manner, a Change Control Board (CCB) can even "convene"

and provide individual member's input electronically.


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Capabilities of PDM

Process Management & Workflow

PDM systems support process management by defining process steps

related to the development, distribution and use of product data.

Within a project, responsibilities are defined for the process steps -

who needs to approve the data or work on the data before it moves to

the next release or promotion level.


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Capabilities of PDM

CollaborationCollaboration can be supported in several ways. First, a PDM system

may be the gateway that a team uses to access the information under

discussion avoiding the need to copy and distribute a series of paper

documents.

Second, the PDM system may provide a synchronous or asynchronouscollaboration environment for team members to access, present,

review and product feedback on product and process information.

Third, what are now described as collaborative product commerce

systems (CPC), provide extended PDM functionality and access controloutside the enterprise for customers, suppliers and interested third

parties (e.g., regulatory agencies). This speeds the distribution of

information, enhances coordination, and speeds the capture of

feedback.


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Product Workflow

o

A workflow consists of a sequence of connected steps.

o It is a depiction of a sequence of operations, declared as workof a person, a group of persons, an organization of staff, orone or more simple or complex mechanisms.

o The term workflow is used in computer programming tocapture and develop human-to-machine interaction

o Assembly line remains the most famous example of aworkflow


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Examples

The following examples illustrate the variety of workflows seenin various contexts:

1.In military planning, a "concept of operations" is a workflow

that defines particular mission types2.In machine shops, particularly job shops and flow shops, the

flow of a part through the various processing stations is awork flow

3.Insurance claims processing is an example of an information-

intensive, document-driven workflow4.In global software development, the concept of follow-the-sun describes a process of passing unfinished work acrosstime zones.

Product Workflow
http://en.wikipedia.org/wiki/Follow-the-sunhttp://en.wikipedia.org/wiki/Follow-the-sunhttp://en.wikipedia.org/wiki/Follow-the-sunhttp://en.wikipedia.org/wiki/Follow-the-sunhttp://en.wikipedia.org/wiki/Follow-the-sunhttp://en.wikipedia.org/wiki/Follow-the-sunhttp://en.wikipedia.org/wiki/Follow-the-sun


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Product Workflow

Workflow improvement theories

1.Six Sigma2.Total Quality Management

3.Business process reengineering4.Lean systems
http://en.wikipedia.org/wiki/Six_Sigmahttp://en.wikipedia.org/wiki/Total_Quality_Managementhttp://en.wikipedia.org/wiki/Business_process_reengineeringhttp://en.wikipedia.org/wiki/Leanhttp://en.wikipedia.org/wiki/Leanhttp://en.wikipedia.org/wiki/Business_process_reengineeringhttp://en.wikipedia.org/wiki/Total_Quality_Managementhttp://en.wikipedia.org/wiki/Six_Sigma


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SIX SIGMA

Six Sigma is a business management strategy originally developed by Motorola,USA in 1986. Six Sigma seeks to improve the quality of process outputs by

identifying and removing the causes of defects (errors) and minimizing variability inmanufacturing and business processes.

It uses a set of quality management methods, including statistical methods, andcreates a special infrastructure of people within the organization ("Black Belts","Green Belts", etc.) who are experts in these methods. Each Six Sigma project

carried out within an organization follows a defined sequence of steps and hasquantified financial targets (cost reduction and/or profit increase).

The term Six Sigmaoriginated from terminology associated with manufacturing,specifically terms associated with statistical modeling of manufacturing processes.The maturity of a manufacturing process can be described by a sigmaratingindicating its yield, or the percentage of defect-free products it creates.

A six sigma process is one in which 99.99966% of the products manufactured arestatistically expected to be free of defects (3.4 defects per million). Motorola set agoal of "six sigma" for all of its manufacturing operations, and this goal became abyword for the management and engineering practices used to achieve it.
http://en.wikipedia.org/wiki/Strategic_managementhttp://en.wikipedia.org/wiki/Motorolahttp://en.wikipedia.org/wiki/Statistical_dispersionhttp://en.wikipedia.org/wiki/Manufacturinghttp://en.wikipedia.org/wiki/Business_processhttp://en.wikipedia.org/wiki/Quality_managementhttp://en.wikipedia.org/wiki/Statisticshttp://en.wikipedia.org/wiki/Process_capabilityhttp://en.wikipedia.org/wiki/Process_capabilityhttp://en.wikipedia.org/wiki/Statisticshttp://en.wikipedia.org/wiki/Quality_managementhttp://en.wikipedia.org/wiki/Business_processhttp://en.wikipedia.org/wiki/Manufacturinghttp://en.wikipedia.org/wiki/Statistical_dispersionhttp://en.wikipedia.org/wiki/Motorolahttp://en.wikipedia.org/wiki/Strategic_management


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TQM

Total quality management or TQM is an integrative philosophy of

management for continuously improving the quality of products andprocesses.

TQM functions on the premise that the quality of products andprocesses is the responsibility of everyone who is involved with thecreation or consumption of the products or services offered by an

organization.

In other words, TQM capitalizes on the involvement of management,workforce, suppliers, and even customers, in order to meet or exceedcustomer expectations.

Considering the practices of TQM as discussed in six empirical studies,Cua, McKone, and Schroeder (2001) identified the nine common TQMpractices as cross-functional product design, process management,supplier quality management, customer involvement, information andfeedback, committed leadership, strategic planning, cross-functionaltraining, and employee involvement.
http://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Qualityhttp://en.wikipedia.org/wiki/Premisehttp://en.wikipedia.org/wiki/Qualityhttp://en.wikipedia.org/wiki/Process_managementhttp://en.wikipedia.org/wiki/Feedbackhttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Feedbackhttp://en.wikipedia.org/wiki/Process_managementhttp://en.wikipedia.org/wiki/Qualityhttp://en.wikipedia.org/wiki/Premisehttp://en.wikipedia.org/wiki/Qualityhttp://en.wikipedia.org/wiki/Management


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Business Process Reengineering

Business process re-engineering is the analysis and design ofworkflows and processes within an organization.

According to Davenport (1990) a business process is a set of logicallyrelated tasks performed to achieve a defined business outcome. Re-engineering is the basis for many recent developments in management.The cross-functional team, for example, has become popular becauseof the desire to re-engineer separate functional tasks into completecross-functional processes.

Also, many recent management information systems developments aimto integrate a wide number of business functions. Enterprise resourceplanning, supply chain management, knowledge management systems,groupware and collaborative systems, Human Resource ManagementSystems and customer relationship management.

Business process re-engineering is also known as business processredesign, business transformation, or business process changemanagement.
http://en.wikipedia.org/wiki/Cross-functional_teamhttp://en.wikipedia.org/wiki/Management_information_systemshttp://en.wikipedia.org/wiki/Enterprise_resource_planninghttp://en.wikipedia.org/wiki/Enterprise_resource_planninghttp://en.wikipedia.org/wiki/Supply_chain_managementhttp://en.wikipedia.org/wiki/Knowledge_managementhttp://en.wikipedia.org/wiki/Groupware_and_collaborative_systemshttp://en.wikipedia.org/wiki/Human_Resource_Management_Systemshttp://en.wikipedia.org/wiki/Human_Resource_Management_Systemshttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Human_Resource_Management_Systemshttp://en.wikipedia.org/wiki/Human_Resource_Management_Systemshttp://en.wikipedia.org/wiki/Groupware_and_collaborative_systemshttp://en.wikipedia.org/wiki/Knowledge_managementhttp://en.wikipedia.org/wiki/Supply_chain_managementhttp://en.wikipedia.org/wiki/Enterprise_resource_planninghttp://en.wikipedia.org/wiki/Enterprise_resource_planninghttp://en.wikipedia.org/wiki/Management_information_systemshttp://en.wikipedia.org/wiki/Cross-functional_teamhttp://en.wikipedia.org/wiki/Cross-functional_teamhttp://en.wikipedia.org/wiki/Cross-functional_team


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LeanSystems

Lean Manufacturing is basically removal of wastages. In simple words

this can can be explained as the expenditure of resources on otherthan the end customer product value, i-e wasting resources on thenon value added product, which will be of no value for thecustomers....

Lean manufacturing, lean enterprise, or lean production, often

simply, "Lean," is a production practice that considers the expenditureof resources for any goal other than the creation of value for the endcustomer to be wasteful, and thus a target for elimination. Workingfrom the perspective of the customer who consumes a product orservice, "value" is defined as any action or process that a customerwould be willing to pay for.


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PLCMProduct Workflow

Workflow components

A workflow can usually be described using formal or informal flowdiagramming techniques, showing directed flows betweenprocessing steps. Single processing steps or components of aworkflow can basically be defined by three parameters:

1. input description: the information, material and energy required tocomplete the step

2.transformation rules, algorithms, which may be carried out byassociated human roles or machines, or a combination

3.output description: the information, material and energy producedby the step and provided as input to downstream steps.
http://en.wikipedia.org/wiki/Inputhttp://en.wikipedia.org/wiki/Algorithmhttp://en.wikipedia.org/wiki/Outputhttp://en.wikipedia.org/wiki/Outputhttp://en.wikipedia.org/wiki/Algorithmhttp://en.wikipedia.org/wiki/Input

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