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* Welcome * Welcome to 2PLM, an e-zine distributed about every two weeks. This issue includes :
by Menno Huijben In the July 14, 2008 issue of 2PLM, Roger Tempest called for bigger and better PLM events for the PLM industry. It is a while since I participated in a PLM event but, from his description, it seems they have not changed much. Roger states: "the current expectations for PLM are too low" and "one way forward is probably to extend the technical content for the delegates". I am a long-time aficionado of PDM and PLM, and I would like these events to be more successful, but lifting the PLM expectations and increasing the technical content will probably not bring more participants. In fact, those are exactly the reasons why PLM is not high on the wish-lists of CEO's and CIO's. This is because:
However, executing this vision in a fast-changing world is a sheer impossibility. Many times, I have seen how PLM solutions cannot keep up with new business requirements such as mergers & acquisitions, implementing better logistic concepts, changes in the value chain, and deployment of new outsourcing models. PLM system vendors talk the language of the engineer. Implementing the wishes and requirements of the engineer often leads to sub-optimization. Many product designers can not be bothered with logistic, sales and supply chain considerations. Too much focus on PLM as a system will cause very complex system integrations, less transparent supply chains, and challenging enterprise architectural issues. PLM should be more about strategy and benefits, and less about systems, 3D, and technology. We are living in times in which the environment and global warming are getting to the top of everybody's list. PLM is perfectly positioned to help address these issues. For example, PLM is great at supporting design for re-cycling, conducting Lifecycle Assessments (LCA), and managing compliance with an increasing number of environmental regulations of which WEEE and RoHS are only the beginning. So, could "PLM Goes Green" be the topic of a more successful PLM event? Menno Huijben is a senior advisor at Sofigate Oy. Sofigate is dedicated to improve the performance of Information Management in organizations, hands-on and down-to-earth. Menno can be contacted at an address of the type firstname.secondname@sofigate.com 
* Research Results in the Area of Innovation Processes * by Brad Goldense and Ervin Kule In the August 4, 2008 issue of 2PLM we highlighted recent research on product development and innovation processes, tools and top corporate metrics by Goldense Group, Inc. In this issue we present the third in a series of six articles, which focuses on results in the area of "Innovation Processes". Next issue we will look at results on "Innovation Identity." The survey investigated the Innovation Processes in corporations. Individual questions centered on the types of R&D companies engage in, making a distinction between early types of R&D processes like Basic Research or Applied Research or Advanced Development and later stage Product Development processes. The degree of documentation of all these processes was also investigated. Replies to GGI's 2008 Product Development Metrics Survey were received from 209 companies across a range of industries including industrial and medical products, aerospace, defense, electronics, chemicals, and pure software companies. Some results were surprising. More companies are engaging in earlier stage development activities than has been historical practice. We spot-checked this personally with some folks in our network and they concurred that their companies are doing more things earlier, using processes tailored for these activities. Early investigative activities like Basic Research, Applied Research and Advanced Development are more experimental and don't always bring direct return on investment. There are exceptions like capitalizing on IP, or selling the research and findings. Last stage Product Development processes on the other hand are more tangible and have more concrete returns on investment. Historically, most companies used no documented processes or had skeletal processes for these early activities. The research shows that there is an increase in the usage of documented processes and there are indications that the processes are becoming more refined. Three out of four respondent companies now have structured documented processes that address or span these early research and advanced activities. With regard to last stage Product Development processes, it is not surprising that 98% of respondent companies report they have one or more documented processes. Analogous to the research findings for earlier stage activities, it seems too that the precision and finesse is also increasing. Fifty-five percent of companies report having two or more processes. Forty percent of companies report using a single process. Five percent of companies report they have no documented processes at the current time. In summary, we believe that the Research and Development arena is changing its shape. Early stage activities are increasing. The documentation of all Innovation Processes is also increasing and it is accompanied by increased structure and finesse. Oversight is growing. Companies feel the need to have more research but they also want to have better control over the investments in research. It all makes sense. The world's quest for innovation is causing change in funding allocations. These changes are causing the need for improved oversight, which leads to more structure and refined documentation. For more information about GGI's 2008 Product Development Metrics Survey, the research description and the available reports go to GGI's website. To purchase reports with text and/or graphical analysis of the results, go to http://www.goldensegroupinc.com/cgi/catalog.cgi?display_p355. Bradford L. Goldense is President and CEO, Goldense Group, Inc. Ervin A. Kule is Manager of Market Research, Goldense Group, Inc. 
* PLM North America 2008: How far through the PLM Adoption Process are you? * PLM North America is the conference and networking event that can help enable you and your company to satisfy the relentless pressure to innovate and bring the right products, to the right market - faster. This three day gathering of cross-industry professionals taking place from 13th - 14th October 2008 at the World Golf Village, St Augustine, Florida, will be made up of keynote conference sessions and interactive workshops run by leading solution providers covering the length and breadth of the PLM spectrum. Use the market experience of the following cross-industry specialists as they reveal their experiences of adopting PLM within their organization. Terry Kline, Global Product Development Process Information Officer, General Motors Corporation reveals how GM has implemented a successful worldwide PLM strategy, and offers guidance on how you can improve every aspect of the way you build your products to become best in class. Paul M. Bevilaqua, Chief Engineer, Advanced Development Projects, Lockheed Martin demonstrates why in order to lessen the risk of product failure, that all designs should be managed from the "conceptual phase" in the context of their F-35 Joint Strike Fighter. Huw Evans, R&D Information Director, HPC, Unilever advocates PLM as the "path to growth" for your organization, outlining what it has brought to Unilever in terms of sharing information, implementing improved product procedures and workforce unity. Warren Siecke, IT Program Manager, Product and Planning, The Timberland Company, highlights why PLM should be connected with your wider business strategy to manage product design, the product portfolio and the supply chain. He also explains why you can leverage PLM to enhance business processes and mitigate risk. View the full program. Reserve your place for the special price of US$1,995 quoting the booking code STARK1 or call Laurence Allen on +44 207 202 7560. 
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