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WinWinDPLM as a strategic tool, managing the product value chain
Jonas Hagner, Global ICT Director
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Table of contents•WinWinD at a glance•Why PLM?– Life before– Mission / Vision – Concepts
•PLM & ERP– Concepts, models
•Processes on PLM•Project•Difficulties•Benefits•Strategic map•Where we are going– New processes
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WinWinD at a glance
• Supplier of 1 and 3 MW wind turbines and other wind energy solutions• Founded in 2000• 800 professionals worldwide • Headquartered in Espoo, Finland
– other offices also in Finland, India, Sweden and Estonia
• Manufacturing facilities in Hamina, Finland and Vengal, India• Turbine installations all around Europe and India• No 4 position in the global
multi-megawatt market
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The WinWinD Approach
Proven technology
•Years of experience in the multi-megawatt market
•Hundreds of installed turbines
•Continuous innovation and technology development
•The WinWinD concept is reliable, productive and grid compliant
We deliver
•Focus on the customer’s requirements
•Reliable performance in extreme conditions
•Strong in-house competence & extensive network of local professional partners
Customer first
•Satisfied customer priority # 1
•Working and winning together
•We value responsiveness and flexibility
•We offer tailored wind energy solutions
Giving you peace of mind.
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Proven wind energy solutions
Our offering• Wind turbines
• WWD-1• WWD-3• WinWinD 3
• Operation & Maintenance• Delivery projects of various scopes
• Micrositing• Turn-key
• Options
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The WinWinD Concept
Benefit Technology
ReliableWinWinD technology minimizes high-speed components and harmful deformation in critical parts. The turbines have low maintenance costs and long operating life cycle.
ProductiveVariable-speed pitch-controlled rotors optimize energy yield in all wind classes, even in low wind speeds.A Permanent magnet synchronous generator enables high partial power efficiency and minimal losses.
Grid CompliantUtilizing a permanent magnet synchronous generator, full power frequency conversion and sophisticated pitch control, maximum grid compatibility and high power quality are ensured.
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Why PLM, life before
•Continuously changing value chain•Interface between manufacturing and R&D missing•Very manufacturing orientated, not product/project orientated•Data silos, person oriented•Change was instant, most on ad-hoc basis•Low change management•Low visibility
ERP
CAD
Inventor
Excel
Product
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Why PLM, value chain
Business Strategy
WTGWind turbine
generator
EPCElectric power conversion
O&M Operations and maintenance
TSO
- Grid Code
- Grid support
- - smart grid
Electricity markets
- Energy price
- -reactive tariff
Puplic opinion
- Permitting
- flicker, noise
- Land owners
Political Climate /Authorities
- Subsidy
- -permitting
- Green values
Other renewablesCompetition
Energy storage development
Competititors- technology trends- Market price of MW and MWh
Customers- big utilities- small developers
Suppliers / partners- raw material trends- consolidation, merges
Park Development
Markets / areas- wind classes- on /off shore- arctic
Target setting for Product Management
Product Management PROCESS facilitates: market driven, cross organizational and systematic
decision making and steering bodyto drive on group level:
Focused product and services roadmap and portfolio, Project visibility and time to market.
Decision Making
Eng. MgmtCost* ≤50 K€PCost** ≤ 5 K€
PMBCost* ≥ 50 K€PCost** ≥ 5 K€
BoardCost* ≥ 1000 K€
* Extra variable total cost e.g. outsourced resources
** Change in product costs / turbine or service *** All product specs & release changes in PMB
PP
CR ***
IMP
LE
ME
NTA
TIO
N
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Why PLM, reasons
”When looking at the value chain the only obvious solution was PLM not PDM and not ERP”
VISIONThe tool should support management & control of all product related
dataDocuments, CAD (drawings, models, assemblies, parts), structure, change,
revisions, images)
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PLM concepts
– Global PLM• Global database• Local cache servers
– Strategic values, roll out- new factories– Large mass of the product is common,
common part catalogue– Global R&D organization, global sourcing, – Need to control parts, need to control
change– One master in PLM– Different views for different purposes
(mfg, R&D)– Total visibility of change/controlled
change– Ready design transfers from one system
to another– Serial numbering part number
methodology
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PLM, ERP why?
– Data management is so crucial that we started both projects simultaneously• PLM went live before ERP
– Clear role for each system• All product related in PLM. All operational in ERP• Parts/structures = PLM• As designed, as manufactured = PLM• As built, as erected, as maintained = ERP
– Legacy ERP did not meet global requirements, scalability– Non-standard interfaces in the legacy ERP
– PLM/ERP• PRODUCT IS MORE THAN THE STRUCTURE (PLM)• THE PRODUCT IS THE STRUCTURE (ERP)• LEVELS OF VISIBILITY
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PLM, ERP why?
•PLM product visibility
•ERP product visibility
Conceptual information flow
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3D Model OperationManagement
Document
SEVERAL SOFTWARES ERPPLM
Transfer approved part data
Change need
= Data flow
= Information flow
Ready for
approval
Design
Route
Transfer from ProjectLinkApproval
Revision
Conceptual data model
Design View
FLat BOM
DocumentMfg view
Tree BOMLogical BOM
PLM
Product DOCSAssembly DOCS
ERP
As designed
BOM
Part, BOM
master
Revision
master
As manufcatured
As maintained
Project BOM
Cost BOM
Part operative
data
Conceptual data model
Design View
Mfg view
As manufcatured Project BOM As maintained
PLM ERP
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PLM, processes
•Part/structure management•Change management•Revision management•Document management•Master data / team
VISIONThe tool should support management & control of all product related data
Documents, CAD (drawings, models, assemblies, parts), structure, change, revisions, images)
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Project
– 11.2007 Evaluation phase– 6.2008 Decision– 11.2008 Project start
• Cross-functional team (R&D & business representatives)
– 1.6.2009 EU live– 1.8.2009 Roll out to India is ready
• All part codes changed• Attribute model (previously all data
was in the descriptions)• Strict & rigorous processes
– PDM TEAM
– 1.3.2010• ERP/PLM interface
– Parts, not structures
– 1.2012 New offices roll out
Project
Cross functional project team
Steering GroupProject Manager (ICT)Suppliers Project ManagerApplication Owner (ICT)
Key user from following functions:Engineering management (engineering processes)Product ManagementMechanical EngineeringElectrical/Software EngineeringDocumentationProductionPurchasing/SourcingProjectsMaintenance (Wincare)
• Technical responsibility with ICT• Process & conceptual ownership
with Engineering• Substance is created & owned by
multiple departments
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Difficulties
• Process– Design review– Processing time– Involvement
• Standards– Naming convention– ”serial number” part numbering (no logic in part numbers)– Attribute usage
• Global– The large picture
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Benefits
• Process– We know what we should do– We know what is expected– We can track
• Design review, managed & informed change
=
Visibility, quality, control
Strategic map
Prouct strategy
(PDB)Sourcing strategy
Mfg (methodol
oghy)
PLM
Purchasing
Operative O&M
Production planning &
control
Costing
QA
QM
ERP
O&M
R&DSales/
marketing
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Where we are going
•Product management– Configuration– Arbour text, manuals
•Collaboration/productivity– Office integration– Project integration
•Process– Maintenance view– Sales support, sales engineers– Marketing– Product management board
•Technical– Upgrades– Integrations– Integrations (CAD, 3D)
Overall goals•Enhance productivity•Enhance product management
– Move more to PLM
