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Making Progress in 2005 |
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Overcoming the PLM Dilemma : Making Progress in 2005 is an action-oriented Manual for PLM Project Leaders, PDM Managers, IS Managers, CAD Managers and others currently faced with the many questions, problems, challenges and opportunities of PLM - and looking for the best way forward. In 2005, in the middle of the first decade of the new century, companies of all sizes are realizing that PLM can bring them great benefits, helping to solve problems and seize opportunities. However, turning that realization into action and results is easier said than done. Many business executives are still unaware of PLM, or are busy with other activities, or have assigned all their resources to other initiatives. As a result, the initial drive for PLM usually comes from lower level managers. But, in today's economic climate, such managers often lack the authority, or financial and human resources, to develop a PLM Strategy or to launch a PLM Initiative. Typically, and as a first step, they will need to get buy-in from their management. Usually, a short PowerPoint presentation will be sufficient for this. But PLM has a wide scope, has many components (such as application software, product structures, processes, and information models), and runs across the whole product lifecycle. As a result, it is not easy to create even a short PowerPoint presentation so convincing that it will succeed in getting busy business executives to invest scarce resources in PLM. The Manual provides the information needed to make such a presentation. Chapter 1 explains the background and objective of the Manual, and the dilemma faced by those wanting to make progress with PLM. The second Chapter provides a broad, but concise, overview of PLM. 50 typical questions about PLM are addressed and summarized concisely. (Chapter 2 is also available as a stand-alone publication, 50 PLM Questions & Answers.) Chapter 3 describes the concept of PLM. This is focused on the product, and holistically brings together multiple components such as applications, processes, information, standards, integration, etc. This concept builds on, and joins up, areas such as Product Data Management, Product Portfolio Management, Collaborative Product Development, and New Product Development Process Reengineering. It is a very powerful concept, putting PLM on the corporate agenda as a clearly defined business activity, complementary to ERP (Enterprise Resource Planning). Whereas ERP is focused on achieving best use of enterprise resources, PLM is focused on maximizing the value of current and future products. Getting this concept across to executives is important as it leads to business benefits at a much higher level, and of much greater interest to business managers, than those of individual areas such as Product Data Management. (Chapter 3 is also available as a stand-alone publication, A Vision of PLM in a Manufacturing Company in 2010 .) Chapter 4 describes how to start and run a PLM Initiative. However, even when following tried-and-tested guidelines, it can be expected that a PLM Initiative will run into problems somewhere. Chapter 5 gives examples of the types of problems that arise, and ways to solve them. Awareness of such problems can lead to preventive action being taken to avoid them or minimize their effect. Chapters 4 and 5 show business executives the steps that will be involved in a PLM Initiative, and help them to get a feel for the activities, costs and potential risks to be managed along the road to PLM implementation. Based on a PLM Maturity Model, Chapter 6 helps the reader identify the next steps to be taken on the way to PLM. The Appendix includes over a hundred PowerPoint slides from which executive presentations can be put together for a variety of objectives such as getting agreement to move forward and, for example, develop a PLM Strategy or launch a PLM Initiative. Benefits of using the Manual
John Stark is an independent management and technology consultant. Prior to launching John Stark Associates in 1991 he worked with developers and providers of systems and consulting services for product development, engineering management, CAD, PDM, process definition and process control. In his long consulting career he has worked with many companies including ABB, BMW, Braun, Coca-Cola, Eaton, Ford Motor Company, HP, IBM, Kodak, Legrand, Nestle, PSA, Renault, Saab, Schindler, Sikorsky, Valeo and Xerox. Stark publishes 2PLM, the leading PLM ezine. He is the author of many books and articles in the fields of PLM, PDM, CAD, and IS in Manufacturing. These include: - Product Lifecycle Management : Paradigm for 21st century Product Realisation - Engineering Information Management Systems: Beyond CAD/CAM to Concurrent Engineering Support - Competitive Manufacturing Through Information Technology: The Executive Challenge - Managing CAD/CAM: Implementation, Organization, and Integration His publications have been translated into several languages including French, German, Italian and Japanese. Order The price of the Manual is US$ 825. To order, or to request more details, e-mail John Stark Associates. |