Product Data Management (PDM)Engineering Data Management (EDM)
Table of Contents
WhyManufacturing competitiveness and strategiesAllied Concurrent engineering
WhatConcept and definitionFunctionalityArchitecture
HowImplementation approachRationales and technologies
Why
Why do we need PDM ?
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CurrentManufacturing
EnterpriseEnvironment
Global competitiveness
Process “Pull” Technology “Push”
Dwindling Resources
Manufacturing Enterprise Pressure
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Customer designated
Lower lower price
Higher higher quality
Quick delivery
and many others...
Customers Wants
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Constantly reduce product costs
Substantially shorten time to marketand competitive response
Constantly improve product quality
But, how?
Goals
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Mass Production
FMS/FMC
Factory Automation
Computer-Integrated Manufacturing
What else ???
Manufacturing Strategies
QualityEngineering
Strategic Planning
MarketingMarketing
R&D Engineering(Product and Process Development)
R&D Engineering(Product and Process Development)
Managementand
Administration
Production PlanningProduction Planning
Manufacturing(Factory Automation)
Manufacturing(Factory Automation)
Manufacturing Enterprise Functionality
Fact
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Fact I
Design is a tiny piece of the development pie, but itlocks in the bulk of later cost and time spending.
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Fact II
According to “Pareto Rule”,“Product design and process development”is the most critical product life cycle activity.
But, will a Good Design be a GoodProduct?
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Fact III : Problems in current product and process
development
Poor product realizationDifficulty in designing for simplicity and reliabilityFailure to pay enough attention at the design stage to
the likely quality of the manufactured productExcessive development timeWeak design for producibilityInadequate attention to customersWeak links with suppliersNeglect of continuous improvement
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Concurrent Engineering
Total Quality Management
Business Process Reengineering
Virtual Enterprising
CALS
and others...
Other Business Strategies
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Simultaneous Engineering
A rose by another name:
Concurrent Engineering
Integrated Product Delivery
Integrated Product and Process Development
Team Design
is still concurrent engineering.
Concurrent Engineering
Definition of Concurrent Engineering
Concurrent engineering:“is a systematic approach to the integrated, concurrent
design of products and their related processes,including manufacture and support. This approach isintended to cause the developers, form the outset, toconsider all elements of the product life cycle fromconcept through disposal, including quality, cost,schedule, and user requirements.”Institute for Defense Analysis (IDA) R-338, 1986
Various applications
Multi-functional teaming
Communication, coordination and information sharing
Product is the goal
Models, methods, metrics, and measures are the core
Distributed and integrated decision process
Knowledge intensive
Massive & diverse types of information
Observations about ConcurrentEngineering
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Systematic Approach
EngineeringPrinciples &
MethodsMultidisciplinary
Teams
Computer-AidedEnvironment
ConcurrentEngineering
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Employment of a systematic approach for concurrent productand process development
Application of design principles and engineering methods toachieve efficient and effective product and process optimization
Use of multidiscipline teams to carry out integratedproduct and process design
An integrated engineering environment to provide informationfor rapid intelligent decision-making throughout the entire
development process
Concurrent Engineering is far morethan a collection of “Tools”
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A distributed computing architecture,supporting synchronization,
optimum scheduling, and refinement of
information flow.
An integrated computer-based engineering
environment to provide information forrapid and intelligent decision-making
throughout the entire development process
Computer Aided ConcurrentEngineering
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Virtual enterprise is an integrated productor service delivery strategy that emphasizes
quick response to customer expectationsand embodies the values of trust,
cooperation, and resource sharingthrough enterprise alliance.
Virtual Enterprise
QualityEngineering
Strategic Planning (Alliance, Collaboration)
Sales &Marketing(EC, QR)
Sales &Marketing(EC, QR)
Engineering(Allied Computer Aided
Concurrent Engineering, PDM)
Engineering(Allied Computer Aided
Concurrent Engineering, PDM)
Managementand
Administration(ERP)
Production Planning(ERP, Global Logistics andSupply Chain Management)
Production Planning(ERP, Global Logistics andSupply Chain Management)
Manufacturing(Holonic Manufacturing Systems)
Manufacturing(Holonic Manufacturing Systems)
Virtual Enterprising
Process Integration
Application Integration
Resource Integration
Information Integration
Data Integration
Virtual Enterprising
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Allied concurrent engineering is asystematic approach to integratedproduct delivery that emphasizes
quick response to customerexpectations and embodies thevalues of trust, cooperation and
sharing through enterprise alliance.
Concurrent EngineeringConcurrent Engineering + Virtual EnterprisingVirtual Enterprising
Allied Concurrent Engineering
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product-centered dynamically configured process
project-based process management
flexible, re-configurable and heterogeneous environment
recursive hierarchical process structure
distributed decision authority and responsibility
Knowledge and information intensive
Characteristics of ACE
remote process formation, control,coordination and communication
dynamic integration between engineering activities,application systems, and information
management and sharing of variousengineering information from various
heterogeneous resources
easy and quick changes in the process
Facts of ACE
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VirtualEnterprising
ConcurrentEngineering
Allied Concurrent Engineering
Global Competitiveness
Conclusions
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Communication
Control Coordination
InformationSharing
AlliedConcurrentEngineering
What
What is PDM ?
PDM Goes by Many Names
Product Data Management (PDM)Engineering Data Management (EDM)Document Management,Product Information Management (PIM)Technical Data Management (TDM)Technical Information Management (TIM)……
Enterprise Resource PlanningEnterprise Resource Planning
Sales &Marketing
Sales &Marketing FinanceFinance Human
Resources
HumanResources ProductionProduction
EngineeringEngineering
Enterprise Information ManagementEnterprise Information Management
Product DataManagement
Product DataManagement
EnterpriseDocument
Management
EnterpriseDocument
Management
CADCAD CAECAE CAPPCAPP
ManufacturingManufacturing
CAMCAM MESMES
ProcurementExecution
System
ProcurementExecution
System
Component& Supplier
Management
Component& Supplier
Management
Where is PDM in the EnterpriseInformation System
Where is PDM in the EnterpriseInformation System (SAP’s view)
Definition I
PDM is a tool that provide a structure way toorderly and efficiently store, integrate, manage andcontrol both data and the product developmentprocess (from design, manufacturing to distribution).
Definition II
A productivity tool for an entire business enterprisewhich:
Manages all product-related informationManages the entire product life cycleAllows information sharing regardless of
data location or hardware platform
Definition III
A PDM system is used within an enterprise to:1) organize, access, and control data related to its
products, and2) manage the life cycle of those products.
Definition IV
PDM systems provide access and security controls,maintain relationships among product data items,rules that describe data flows and processes, andnotification and messaging facilities.
Meta Database
Team Library Management
PDM Utility
Communication& Notification
DataTransport
DataTranslation Administration
ImageService
PDM User Functions
Design ReleaseManagement
ChangeManagement
ProductStructure
Management
ClassificationProject
ManagementSystem
Administration
System InterfaceOperating
SystemServices
NetworkServices
Private Files
Managed Files
Applications
Front-EndService
ApplicationProgramming
Interface
Electronicvault
Architecture of PDM Systems
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Major Components of PDM systems
Electronic vaults or data repositoriesA set of user functionsA set of utility functions
PDM User Functions
Design Release Managementcheck-incheck –outglobal release level definitionuser lists
Change Managementspecifies local process definition
(i.e., who approves what, when)
PDM User Functions (cont.)
Configuration Management:Configuration Management:provides full tractability over the entire product structure
to enable information relating to the serial number orlot/batch of a product or individual component to beretrieved at any time
Program (Project) Management:Program (Project) Management:creates work breakdown structures and schedules and
resources assignment and control
PDM User Functions (cont.)
Workflow Management:used to control business workflow or processes
Product Structure Management:Bill of Materials functions and higher-order relationships
PDM User Functions (cont.)
Archiving:records and maintains corporate knowledge for
later design reference
Classification:provides tools to search for and retrieve standard parts
and existing design data
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PDM Utility Functions
Communication and Notification:handles communications within the context of the PDM
system
Data Transport:provides mechanism to move data between
systems and to & from other products
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PDM Utility Functions (cont.)
Data Translation:provides access to tools that translate
data between applications (PDM, CAD/CAM, etc.)
Image Services:provides a "viewing" capability for reviewing graphical
images and may provide red-line markup
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PDM Utility Functions (cont.)
System administration:Access and change permissionsAuthorizationsApproval proceduresData back-up and securityData archiveUser interface layoutAdding new functionalityIntegrating third-party applications
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Administrators:organizational and PDM
End-users:designer, engineers, manufacturing engineers,
operation engineersmanagers
PDM Users
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UsabilityFlexibilityAccessibility & OpennessTechnology IndependenceLarge System ScalabilityMulti-Language Support
Requirements of PDM
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Standards of PDM
Operating systemsDatabase technologies and accessUser interfacesCommunicationsData formats
Typical PDM Environments
Workgroup PDM systems :Executing on a small serverTransparent shared data accessEasy startup and administrationStandard application interfaces
Typical PDM Environments (cont.)
Department PDM systems :Executing on a mid-range systemsSupport multiple PDM databases and functional
serversMore capable administrative functions Executing onEffective notification and messaging facilities
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Typical PDM Environments (cont.)
Enterprise-wide PDM systemsExecuting on large compute systems and serversSophisticated and flexible administrative facilitiesModularized and scalable architectureComprehensive set of tools for tailoring, customization,
and application integrationHeterogeneous support at all levelsMulti-tier distributed management of controlled data
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Engineering Data Managed by PDM
Electronic documents, digital files, databaserecords:Product configurationsPart definition and other design dataSpecificationsCAD drawingsGeometric modelsImages (scanned drawings, photographs, etc.)
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Engineering analysis models and resultsManufacturing process plans and routingsNC part programsSoftware componenst of productsElectronically stored documents, notes, and
correspondenceAudio and live video annotationsHardcopy documentsProject plans
Engineering Data Managed by PDM (cont.)
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FlexibilityReduced costIncreased management informationReduced order lead timeIncreased customer satisfactionReducing ‘time to market’Increased product qualityBetter use of peopleMeeting the increasing external requirements
Benefits from PDM
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AerospaceAutomotiveGeneral mechanical manufacturingElectrical & electronic productsComputer manufacturingDefense industriesOil & gas exploration & productionChemical & process engineering...
PDM provides benefits for manyindustries
The driving forces behind PDM
Increased competitionIncreasing product complexityTime to marketStandardsIncreased legislationTeam-workingIncreased computer automationShrinking budgetsMaximization of existing computer investments
Vendor Response
Company ProductAutodesk Motiva (WorkCenter)CoCreate (HP) WorkManagerIntergraph AIMIBM DesignManagerPTC WindchillInso (Sherpa) SherpaWorksMetaPhase Tech. MetaPhaseSmart Solutions SmarTeamUnigraphics Solutions IMAN
Vendor Rankings
Top Ten PDM Software-and-Service Vendors, 1998Source: CIMdata, Inc. 1999 (Metaphase: $101M)
0% 1% 2% 3% 4% 5% 6% 7% 8%
MatrixOne Inc.
Siemens BusinessService
Intergraph
PTC
AspectDevelopment
EngineeringAnimation Inc. (EAI)
IBM
Documentum
MetaPhaseTechnology/SDRC
UG Solutions
Vendor Rankings (High-End)
0% 2% 4% 6% 8% 10% 12% 14% 16% 18%
CocreateSoftware Inc.
Inso Co.PDM Div.
Baan Engineering
MatrixOne Inc.
Intergraph Co.
PTC
UG Solutions
IBM
MetaPhaseTechnology/SDRC
SAP AG
Top Ten High-End PDM Software-and-Service Vendors, 1998Source: CIMdata, Inc. 1999 (Metaphase: $101M)
Success Stories in PDM
MetaphaseBoeing, Ford, Nissan
IMAN (UG Solutions)Northrop Grumman, Kodak, FMC
Inso (Sherpa)Hughes Electronics, PSA Peugeot Citroen S.A.
WindchillLockeed Martin, Lucent
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Implementation of ProductData Management
How
Information integration
Process integration
Application integration
Enterprise integration
Data integration
EDM is an enterprise integrationsolution, NOT only a product
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PDM
as “unifying”technologies
rather than “point”type solutions
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PDM Implementation
EnterpriseEngineering
SystemEngineering
InformationEngineering
Virtual Business Processes Integration
Analysis Reengineering Modeling
System Development and Integration
Analysis Planning Design Implementation
Information & Data Integration
Analysis Modeling Design Implementation
Enterprise CompetitivenessEnterprise Competitiveness
Methodology Technology System
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EnterpriseAnalysis
EnterpriseModeling Reengineering
ProcessValidation
Enterprise Engineering
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ComputerNetwork
DatabaseDistributed
Object
SoftwareEngineering
Information Engineering
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Science
Engineering Management
Methodology
System Engineering
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Justification
ProcessImprovement
SystemDevelopment
Implementation
Operation& Support
Awareness & EducationAwareness & Education
FeedbackFeedback
PDM Implementation Procedure
PDM Justification Roadmap
Steering committee/board commitmentForm PDM project evaluation teamPerform a detailed cost/benefit analysisProvide initial educationPerform a requirements analysisSelect the best solutionSubmit for board/committee approval
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Steering committee/board commitment1. PDM should be seen as part of the overall strategy of the company2. Use a participatory approach - involve all key personnel3. Include managers with full authority4. Have board/committee provide all necessary resources
Form PDM project evaluation team1. Use a full-time leader with good coordination ability2. Team should have proper status and authority3. Team members should have knowledge in all technical areas,
or obtain externally through education and training
Perform a detailed cost/benefit analysis
Provide initial education1. Ensure ongoing education throughout the project
Perform a requirements analysis1. Use consultants if required2. Define the system's goals, objectives and constraints3. Generate a requirements specification4. Clearly define training needs5. Define appropriate vendor support6. Evaluate software vendors
Select the best solution1. Based on the requirements specification2. Test a maximum of three software demos with company-specific data3. Perform system testing (unit, module and user level)4. Ensure proper documentation is included5. If needed, change old hardware
Submit for board/committee approval1. Include full justification2. Include benefits appraisal3. Outline phased implementation plan4. Ensure commitment to project
PDM Justification roadmap
Rules for PDM Implementation
Examine your motivation in looking at EDM andprioritize the requirements you have previouslyspecified.Understand the nature of your organization and the
implications this imposes on your choice ofsolution.Evaluate possible solutions carefully.
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Rules for PDM Implementation (cont.)
Build and test a pilot system having first defined thescope of the pilot implementation to ensure theoriginal objectives are met.Get the fundamentals correct at the pilot stage --
don't leave them till later.Do not ever assume you are finished.
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Selection - Where to look
CAD vendors.Independent EDM suppliers.Major platform suppliers.Image and document management suppliers.Manufacturing/MRPII suppliers.System integrators.
“Typical”Requirement Specification
Your company -overview, markets, currentsituation,outline of future plans,etc.The products produced- considerations thereofProject review, objectives and requirementsDetails of any existing computer systemsPertinent data and volumes
“Typical”Requirement Specification(cont.)
Required functionality (hardware and software)Integration aspects (with existing systems)Request for vendor information (locations, stability,
training, users,consultant services, experience,indication of likely cost, etc.)Possible future functional requirementsDue date for the proposal and relevant contact
person
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Conclusions
PDM benefits many disciplinesPDM provides data control and integrityConcurrent engineering is enabled by PDMEmbracing concurrent engineering leads to high
payoffsFor further information:
www.CIMdata.com, www.srdc.com,www.pdmic.com, www.adra.com, www.cals.org.tw