Boosting the Value of PLM through Advanced Analytics ...content.pi.tv/events/PI Berlin...

Copyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedProduct Innovation Berlin 20171

Paul Heasman

Boosting the Value of PLM through Advanced Analytics Assessment

Copyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedProduct Innovation Berlin 20172

Autoliv

What we do &

why

Industry

challenges

The

importance of

excellence

The need to

“Sharpen our

PLM saw”

PLM Analytics.

The tool to

“Sharpen our

PLM saw”

PLM. A

necessity in

our industry

sector

PLM Analytics

in detail

Copyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedName of presentation3

Copyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights ReservedCopyright Autoliv Inc., All Rights Reserved

Our Guiding Principles

Product Innovation Berlin 20174


Relentless focus on Operational Excellence


Our Strategy to Stay Ahead

Zero Defects by flawless

execution

One Product One Process to improve

cost effectiveness and robustness

Innovation to lead industry

in Real Life Safety


Criticality of our Products


Our products must work the first

time, every time.

We only get one chance to get it

right!

Autoliv Products inside this Chevy Suburban:

Driver Airbag, Side Curtain Airbag and

Steering Wheel


Standardization – “What could possibly go wrong?”


8 Automakers Recall 12M Vehicles With Airbags


Speed to Market – Reducing lead times

0%

10%

20%

30%

40%

50%

60%

70%

80%

2008 2009 2010 2011 2012 2014 2015 2016

%of Projects > 2yrs in duration


New technology change the way we drive and shape competition

Changing Industry Landscape

Active

Passive

Future



Our PLM Ecosystem made up of several tools (towers)

Partially integrated

More than just PLM (ENOVIA)

Globally deployed

A necessity to manage our business


22

Autoliv PLM by numbers


Tech centers

involved 1 000 000

Suppliers connected

1200

Part and Product Records

14 000Acces to information for

Users

130TB

Managed Data

80Plants

> 5 000 000Documents managed


Our Guiding Principles



“Sharpen the Saw”


Habit #7 in Steve Covey's

The 7 Habits of Highly Effective People

is called “Sharpen the Saw.”

Covey uses the common analogy of a

woodcutter who is sawing for several days

straight and is becoming less and less

productive. The process of cutting dulls

the blade.

So, the solution is to periodically sharpen

the saw!


Sharpening the PLM saw – Our suspicions


We suspected we are an advanced user of PLM

We suspected we may be over applying PLM

We suspected we may have over complicated it

Other than to simplify, we were not entirely sure what to do next


=

Sharpening the PLM saw – Fresh Eyes


Sharpening the PLM saw – Skepticism



The Tata Technologies Approach


Benchmark Health check Impact Roadmap


• Tailored to our needs

• Regional sessions

• Consolidated global report

• Revealed:

• Generally aligned with

industry.

• Autoliv PLM process

maturity is above the

industry average

• Autoliv “potential to be”

above industry average17 Pillars

Maturity


Europe USA China

= Potential to be

= As is

Benchmark originally planned for three major regions, Europe, USA, Asia


IndiaJapan Korea

= Potential to be

= As is

Benchmark of Asia as a whole not possible – Split by sub region instead.


Processes Organisation Technology

Surveyed: Cross section of key users across functions and geographies

Revealed: Alignment of management and user priorities at a broad level

Organizational aspiration towards continued process improvement.


Analyzed: - Large set of financial & operational data

Indicated: - Potential financial benefits through specific improvements as indicated by Benchmark

& Health Check

- Comparison of anecdotal spend priority and empirical benefit opportunity.

Empirical Benefit

Opportunity from

Impact

Anecdotal Spend

Priority from

Benchmark

Empirical results suggest a spend priority adjustment from Improve Quality to Improve Time to Market to leverage benefits


Recommended: Potential projects

Result: R.O.I based prioritization of

projects for execution.

autoliv.com

Each year, Autoliv’sproducts save over30,000 lives

autoliv.com


autoliv.com


Boosting the Value of PLM through Advanced Analytics ...content.pi.tv/events/PI Berlin...

Documents

Transcript of Boosting the Value of PLM through Advanced Analytics ...content.pi.tv/events/PI Berlin...