Download - 20081017 - PLM Integration Overview
PLM Overview | Oct 2008 1
PLM Overview & PLM
Integration Best Practices
Presentation - OAUG, Oct 2008
Ali Safadi – Partner
PLM Overview | Oct 2008 2
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
PLM Overview | Oct 2008 3
CPG SOLUTIONS
PLM Overview | Oct 2008 4
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
PLM Overview | Oct 2008 5
PRODUCT LIFECYLE MANAGEMENT OVERVIEW
PLM Overview | Oct 2008 6
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 Overview | Oct 2008 7
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
PLM Overview | Oct 2008 8
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
PLM Overview | Oct 2008 9
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.
PLM Overview | Oct 2008 10
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
PLM Overview | Oct 2008 11
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
PLM Overview | Oct 2008 12
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
PLM Overview | Oct 2008 13
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
PLM Overview | Oct 2008 14
ORACLE’S PLM SOLUTION
PLM Overview | Oct 2008 15
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
PLM Overview | Oct 2008 16
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
PLM Overview | Oct 2008 17
• 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
PLM Overview | Oct 2008 18
• Conduct proactive,
synchronized surveys to
collect preference data
• Collect improvement
opportunities from users
of existing products
ProductMarketing
MarketingRequirements
CustomersProduct Mgmt /
Engineering
SubjectiveLikes / Dislikes
Phone
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
PLM Overview | Oct 2008 19
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
PLM Overview | Oct 2008 20
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
PLM Overview | Oct 2008 21
� 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 Overview | Oct 2008 22
PLM INTEGRATION
PLM Overview | Oct 2008 23
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 Overview | Oct 2008 24
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 Overview | Oct 2008 25
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
PLM Overview | Oct 2008 26
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.
PLM Overview | Oct 2008 27
LESSONS LEARNED
INTEGRATION CASE STUDIES
PLM Overview | Oct 2008 28
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.”
PLM Overview | Oct 2008 29
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”
PLM Overview | Oct 2008 30
QUESTIONS & ANSWERS
PLM Overview | Oct 2008 31
THANK YOU