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- Welcome
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- News
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* Welcome *
Welcome to 2PLM, an e-zine distributed about
every two weeks. This issue includes :
- DDM/PLM Interface Survey
- The Need for PLM
- Right Product, Right Time
- Breakfast Briefing
* DDM/PLM Interface Survey *
Hello, we are two students from the Netherlands and we would like to ask you
to take part in a small survey. It will take about 10 minutes of your time.
We are currently working on our final internship at Dizain-Sync, a company
which specializes in consulting and training services in PLM and EDA
knowledge. Our project is about the possible interface problems that arise
when using a PLM solution together with a DDM solution. Because of this, we
would like some feedback from companies who are interested in this business.
We composed a survey and hope to get as many replies as possible to help us
with our research!
After completing this survey, you are able to view the overall results.
Please visit the online survey at the following url:
http://www.dizain-sync.nl/survey/
Our thanks in advance,
Justin Nieuwerth
Robbin van den Houten
Bachelor Business Informatics, Saxion University Enschede, the Netherlands
Right Product, Right Time - Breakfast Forum
* The Need for PLM *
The following text comes from Chapter 1 of Product Lifecycle Management:
Paradigm for 21st century Product Realization.
Details
There are so many reasons why PLM is needed that it is difficult to know
which are the most important. And as the reasons will be different for
companies operating in different industries and in different countries,
it's probably impossible to prioritize them. So here's a list of very
briefly described reasons, in no particular order:
- Outsourcing has led to long design and
supply chains with the result that product development, manufacturing and
support activities are spread out over different organizations, often over
different continents. Managing them when they were in one company in one
location was difficult enough, managing them across an extended enterprise
is many times more difficult.
- The functionality of products goes on
increasing, complicating their development and support
- Deregulation has led to the break-up
of large organizations with well-defined responsibilities, and their replacement
by numerous companies, contractors and subcontractors with unclear relationships.
- Competitive pressures result in less time
being available for product development
- Many companies now offer complete solutions,
rather than individual products. This adds a new layer of challenges. Solutions
are more complex to develop and support than single products.
- Many more services are offered along with
a product. Sometimes, it seems as if the services are more important than the
product. Developing and supporting these services may require additional skills.
- Consumers want customized products - which
are much more difficult to develop and support than standard products
- Consumers want more services - not easy
for organizations that only used to sell products
- Population trends, such as aging in
Western countries, lead to the need for new types of products
- Increased environmental awareness leads
to calls for reduced pollution from manufacturing and logistics
- The rapid emergence of new technologies
provides many opportunities - but also the difficulties of industrializing them
and ensuring their safe use
- Sustainable development is needed to
ensure resources are available for future generations - which means companies
have to take good care of existing resources
- Regulations, such as Directive 2002/96/EC
of the European Parliament, which has, as a first priority, the prevention of
waste electrical and electronic equipment (WEEE), can lead to major changes
in business rules and models
- A Stock Exchange mentality, with managers
more interested in quarterly results than in the long-term well-being
of their products and services
- Changes in management responsibilities
resulting from the Sarbanes-Oxley Act
- The lifetime of some products is now so
short, that the development of a future generation has to start before the
development of the previous generation has been finished
- Geopolitical developments - such as the
emergence of China as a major exporter of manufactured goods, India as a leading
producer of software and software developers, and Russia as a leading producer
of oil and gas
These factors result in a frequently changing and difficult environment for
companies that develop, produce and support products. In such an environment,
it's very easy for them to lose control over their products. If a company loses
control it runs several risks:
- products not behaving as expected
- losses due to damages resulting from product use
- damage to the company's image
- loss of customers concerned about product problems
- revenues lost to low-cost competitors
- reduced profit due to costs of recalls and legal liabilities
- management appearances in court
Right Product, Right Time - Breakfast Forum
* Right Product, Right Time - Breakfast Briefing *
Companies are being forced to accelerate product introduction to meet
increasing demand from consumers for variety and choice, and are
bringing more and more products to market, often with mixed success.
Managing development costs, schedules, regulatory compliance,
specification changes, market variables etc. whilst introducing winning
products and creating an environment for innovation is a significant challenge.
Improving Product Development with techniques such as Stage-Gate processing,
Portfolio and Category management can reduce risk, speed time-to-market,
improve success rates and support product strategy.
Join us
for a thought-provoking breakfast briefing
(Thursday 27 April 2006, Café Royal, Regent Street, London) where John Stark,
international PLM thought-leader and writer discusses the key success factors
for new product development. Get a fresh perspective on reducing the risk
and speeding the process of new product development.
Mark Francis, from the Lean Enterprise Research Centre at Cardiff
Business School, will provide an insight into product development
within the UK food industry from the retailers' perspective. Since joining LERC
in 1996 he has conducted research into Lean thinking, working with
organisations such
as Tesco, Bass, Unipart, BT, Sainsburys and Whitbread, and
recently leading an NPD process improvement project with Asda. Details (PDF)
The recent Oracle Internet Seminars:
- Bringing Winning Products
to Market Faster
- Managing Stage Gate Processes
in New Product Development
can be viewed
here.
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