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Advanced PLM

 

PLMIG tools for PLM Project Justification and PLM Delivery have raised the bar for PLM performance and management.

 

   

It is now possible to measure, with clear and precise metrics, every aspect of a PLM implementation.  You can now know exactly how well you are doing, on a wide range of indicators that were not available before.

It should therefore be possible to define, in detail, what is 'Advanced PLM'.

 

 

 

Why is this Important?

 

This is important because PLM expertise is scattered amongst users, vendors, integrators and consultancies, in exactly the same way that "islands of automation" used to be scattered within manufacturing companies.

Until 'Advanced PLM' is defined and accepted, we cannot aim for it; we cannot learn from it; and we cannot extend its horizons.  The PLMIG aims to correct this by establishing a new industry-wide norm for effective PLM implementation - genuinely Advanced PLM.


But our PLM is already Advanced


Good.  You will need to be skilled and experienced to continue on this page.  However, there are two questions that still need to be answered:-

  • How can we be sure that we are as advanced as we think we are?
  • Are we equally advanced across the entire scope of enterprise-wide PLM?
The Advanced PLM initiative will enable PLM practitioners from all parts of the industry to crystallise that knowledge, learning from each other in the process.


We are not a Global Corporation


You don't need to be huge to do PLM well - you need to be clever.  If you are a company of less than 500 people then you will need to start with the PLM Handbook for SMEs to ensure that you are at the correct starting point.  Everyone else is on the same playing field as the big boys, and should be doing PLM equally as well.


We are a Global Corporation


If you have 50000 employees and sites in 15 or 20 countries, then you want to keep as much as possible of the status quo.  When you have spent years building up an enterprise-wide internal structure, you don't want to dismantle it just to apply something that other people say is better.

Fortunately, that will not be necessary.  The Advanced PLM framework builds on and enhances what is already in place, allowing you to confirm that PLM is optimal throughout the global enterprise.


Elements of Advanced PLM


There are several aspects to Advanced PLM.  In order to manage the complexity, it is best to consider them in parallel.  The results of the PLM Financial Framework and PLM Standardisation initiatives can then be applied in a very focused way.

First and foremost, how well are the PLM Team managing the implementation, as managers?  How do the management tools and techniques compare to those in other companies?

If a PLM implementation is badly managed, then the outcome for the company is unlikely to be excellent.  Establishing norms for PLM Governance will make the activity of management easier to see, easier to learn and easier to improve.

The term 'PLM Best Practice' is widely misused.  There are many claims of "Best Practice" to be found, but none of them have ever been validated.  The term is often applied by vendors and advisors to mean "what we think is a good idea".

PLM Best Practice is far too important to be left in this vague state.  The Advanced PLM initiative will capture and codify PLM Best Practice so that everyone in the industry can endorse and adopt it.

It should be the aim of every PLM implementation to have real, financial, factual metrics in place across the whole enterprise.  This will transform the perception that PLM does not do any quantifiable good for the business.  Not only do metrics prove the Benefits of PLM, but they enable much more informed decision-making about PLM strategy and development.

The starting point is to predict the financial benefits that will be gained from new PLM projects, and then to show that these have been achieved on completion. The longer-term goal is to establish a financial management environment that reaches to Board level and that integrates PLM strategy with the long-term strategy of the whole company.

In Advanced PLM, the entire lifecycle needs to be covered with equal emphasis, from cradle to grave - not just the areas that are under the PLM Manager's immediate control.

This requires synergy between many different disciplines, such as CRM, Portfolio Management, Requirements Management, PLMuERP, SCM, MRO, IoT, and modern internet applications.

There needs to be a clear definition of when a PLM implementation becomes demonstrably "First Class" or "Excellent".  This is what the PLM Team should be aiming for, and they should receive credit when it is achieved.

With an internationally-agreed level of high performance, users can be sure that their implementations are as good as they could be.  Vendors will be able to provide convincing case studies, integrators will be able to offer targeted solutions, and consultancies will have a new framework to structure their advice.

The idea of 'Class A PLM' is borrowed from the ERP arena of 20 years ago, when 'Class A ERP' became fashionable for a while.  There is, as yet, no definition of what Class A PLM would be, and perhaps there is a better name for it, but for the time being this is the working title.

There should be an industry-wide discussion process to help the concept take shape.  You can add your own thoughts to the debate via the link at the bottom of the page.



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