Mastering Global Product Development for Business Advantage5197_GPD_BP_WP_HP_EN1

8/8/2019 Mastering Global Product Development for Business Advantage5197_GPD_BP_WP_HP_EN1

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To an unprecedented degree, todays businesses are operating in a global

marketplace. For organizations of every size, not only are customers and

competitors located worldwide, but so too are employees, suppliers, contractors

and partners. And while this ever-shrinking world of global manufacturing holds

tremendous opportunities for businesses everywhere, there are also associated

challenges of immense complexity.

In discrete manufacturing, the term globalization was initially understood to represent mainly

cost-saving benefits from the ability to utilize previously unavailable, low-cost human resources

in design or manufacturing. However, globalization is now recognized for its strategic value in

spurring efforts that constitute powerful drivers of business growth across the board.

As a result of this realized value, todays manufacturers seek to leverage global networks of

employees, partners and suppliers across the design chain in ways that will:

enhanceproductdevelopmentcollaboration

improvedistributedteammanagement

streamlinebusinessoperations

increaseprofitability

easeentryintonewmarkets

identifycreativeengineeringtalent,and

ensureintellectualproperty(IP)protection

And although definitions of this manufacturing revolution may vary, this dynamic initiative is

commonly referred to as Global Product Development (GPD).

Many progressive organizations are experiencing the compelling business benefits of successfully

implemented GPD strategies. By enabling scores of geographically dispersed individuals and

groups to work collaboratively on the same products and product development processes via a

seamless, integrated information flow, manufacturers are seeing value on many fronts: accelerat-

ing time-to-market and process cycle times, reducing product development costs, maximizing

productivity, enhancing product quality, driving innovation, and optimizing operational ef ficien-cieswhile simultaneously mitigating risk.

While there are obstacles to overcome in successful GPD execution, the key to a successful imple-

mentation involves pairing product development processes with the appropriate enabling support

technologies. This paper discusses common GPD challenges and corresponding solution method-

ologies in the context of PTC technology-enabled best practices derived from numerous customer

engagements worldwide. With this information, business leaders will have the foundation they

need to make intelligent, informed decisions regarding their own organizations initiatives toward

global product development.

Thetopthree

pressuresdriving

globalproduct

developmentare:availabilityof

engineering/design

talent(42%),new

globalcompetitive

threats(41%)anddirectproductcosts

(41%).

-AberdeenGroup,

Design Anywherereport,

Oct.2009

MasteringGlobalProductDevelopmentforBusinessAdvantageIncluding Case Studies and Six Best Practices of Successful GPD

Best Practice White Paper

Sponsored By


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BusinessDriversofGPD

The emergence of GPD as a critical business initiative is the direct result of recent developments

precipitated by an increasingly competitive business environment, including:

Offshoringandoutsourcing.Amid rising costs, organizations have turned to offshoring and

outsourcing to access lower-priced talent and gain specialized external expertise that will

enhance operational efficiencies and free up internal design resources to focus on innovation

thereby yielding financial benefits.

Mergersandacquisitions.Fluctuating and often debilitatingeconomic conditions,

combined with aggressive corporate growth strategies, have made mergers and acquisitions

commonplace, and enabled organizations to gain instant footholds in foreign markets.

Emergingmarkets. Rapidly changing political and governmental landscapesa worldwide

phenomenon over the past several decadeshave fueled the growth of emerging markets,

requiring manufacturers to understand and satisfy completely new sets of dynamic consumer

needs and demands.

At face value, the notion of developing products globally seems to be the ideal way to respond tothese developments and capitalize on the associated opportunities. Yet even though technological

advancements like digital work products (e.g., CAD models), high-speed Internet connections, and

workflow automation software make the sharing of complex information assets possible, significant

challenges must still be surmounted before product development processes can be fully and seam-

lessly integrated, and GPD strategies can be successfully deployed.

PTCsApproachtoGlobalProductDevelopment

Above all, an effective GPD strategy requires the right technology infrastructure. And for nearly

a decade, discrete manufacturers have applied various enterprise solutions to manage the many

complex GPD processes, from 3D product design, to global team collaboration, to change and

configuration management. Right now, Product Lifecycle Management (PLM) technologies are

emerging as the preferred enablers of business value. PLM consists of sophisticated solutions thatallow collaborative product development processes to support shared decision-making through

improved communication across the extended enterprise (i.e., inside and outside a firewall), from

product conception through product retirement.

The core of PTCs industry-leading PLM solution, Windchil l, manages interdependencies across

all forms of product information by linking users to one, central data repository. With this single,

integral system architecturethe only one of its kindWindchill provides a single source of truth

for all product information across the lifecycle. This common, uniform view of product data allows

team memberslocated anywhereto quickly and easily understand how their input directly affects

a products definition, as well as the associated product development process.

Ultimately, PTCs Windchill solutions for PLM, in combination with PTCs leading CAD solution,

Pro/ENGINEER

, and the companys ProductView

visualization collaboration softwareallseamlessly working together enable processes to flow smoothly and concurrently. Windchill also

provides a proven digital backbone to manage the common scenario of multiple CAD systems

involved in contributing to the overall product definition.

In essence, therein lies the formula for successful GPD implementation: Robust product develop-

ment processes require the support of equally robust, best-in-class PLM technologies.

Inessence,therein

liesthe formula

forsuccessful

GlobalProduct

Development(GPD)

implementation:

Robustproduct

development

processesrequirethe

supportofequally

robust,best-in-class

PLMtechnologies.


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CASE IN POINT

1MAKINGDISTRIBUTEDDESIGNWORK

THECHALLENGE:Enableconcurrentworkonseparatedesignelements,andsynchronize

thosecollectiveeffortswhileminimizingproductintegrationissues.

With design teams distributed throughout the world, its difficult to divide up product development

activities and manage them, so theyre ultimately integrated into a properly functioning product

(referred to as the complete product definition).

THESOLUTION:Architecttheproductinawaythatenablesgreaterdesigncollaboration.

Separating the product into manageable modules, with well-defined interfaces, fosters efficient

product development distribution and integration. Formalization of module interfaces simplifies

management of the evolving product definitionincluding change managementand thereby

eliminates costly surprises during integration, for example, designers working with outdated

specifications, who distribute components that are incompatible with the final product, resulting indesign revisions and production delays.

Additionalbenefitsofthisapproachinclude:

Maximizedreuseofproven,tried-and-testeddesignsandparts

Acceleratedproductdevelopmentcycles

Improvedproductquality

Enhancedabilitytodevelopcustomizedproducts/productvariants

fornewmarkets

MasteringSixCriticalGPDChallenges

The following discussion focuses on six common GPD challenges, and how PTCs technology-

enabled best practices are being used to overcome them.

PECOIIReducesCostsUsingModular

ProductArchitecture

To better meet customer demands and lower

product costs, PECO IIthe worlds largest

independent, full-service provider of telecom-

munications power systems decided to

shift from producing hundreds of one-off

products, to establishing a handful of common

platforms with multiple variants. By imple-

menting a PTC modular product architecture(MPA) program that revamped its product

development processes, the company reduced

assembly test time by 60-70%, decreased

customer RFQ turnaround time from weeks to

days, and achieved 90% part reuse on one

new platform.

FMCTechnologiesIncreasesEngineering

ProductivitybyUsingaModularSubsea

ProductionSystemArchitecture

As a leading total subsea system supplier in the

oil and gas industry, FMC sought to increase

its engineering productivity by implementing amodular subsea production system architecture

for its System Design and Detail Engineering

processes.

Applying MPA not only improved FMCs under-

standing of its product development processes,

but more standard products could be used in

a variety of tenders, and overall engineering

cycle time, efficiency and on-time delivery

improved significantly.


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Best Practices:

A.ModularProductArchitecturedefinition. In contrast to a traditional, integral product design

architecture, defining a modular product architecture (MPA) organizes products into interchange-

able modules, and formalizes product module interfaces to better manage the transfer and reinte-

gration of design data, while preserving its integrity. The result is that design activities can occur

independently and concurrently in a highly synchronized manner.

Thisproven,modularapproachinvolves:

Capturing,organizingandanalyzingplatformandvariantrequirements

Translatingrequirementsintokeyfunctions

Organizingfunctionsintomoduleclusterstoefficientlydistribute

designactivities

Assessingandidentifyingthebestmodulararchitecture

Identifyingappropriateinterfaces

B.GenericProductPlatformDesign. The intent here is to provide an infrastructure that captures

and manages a modular product architecture and the associated detailed product platform design

as it is developed.

Thisprovenapproachinvolves:

Capturingandmanaginghigh-levelplatformarchitectureincluding

relatedproductoptionsandmanagingrequiredinterfaces

Definingmoduleinterfacesandcontrollingchanges

DevelopingdetailedproductstructurewithCADdesigns

ManagingdetailedplatformCADstructureandassociatingitwiththe

productstructure

2EXTENDINGCOLLABORATIONACROSSTHEENTERPRISEANDBEYOND

THECHALLENGE:Ensureinformationflowssmoothlytoalldesignstakeholders both

insideandoutsidethefirewallsoproductivityismaximized.

Collaboration is arguably the most critical element in successfully executing GPD strategies. If

manufacturers employ unreliable or outmoded communication methods, such as manual t ransfer of

data between disconnected, disparate systems, then information flowand consequently collabora-

tion is impeded. Furthermore, such situations inevitably result in confusion and misunderstandings

about project expectations and parameters, which usually leads to process bottlenecks and costly

delays.

THESOLUTION:Establishasingledatasourceforfast,accuratesharingofdesigndata.

Leveraging a scalable, digital backbone infrastructure enables dynamic, cross-discipline

collaboration, for efficient, traceable sharing of product data. Allowing stakeholders to access the

right information at the right time keeps projects on schedule. As an example, distributed teams

representing all relevant disciplines can provide frontloaded and continuous feedback that identi-

fies potential errors early in the design process, thereby streamlining review cycles and averting

costly and time-consuming delays downstream in the production phase.

Connecting

engineering

designwithoverall

corporategoals,

throughtheuseof

flexibleplatform

designs,allowsthe

companytoworkin

amoreintegrated

manner.

-EinarJrgensen,Manager,FMC

FMC applied modular product architecture defini-tion to significantly improve on-time deliver y of itssubsea systems.

2010 FMC


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Lesstimespentworkingonredundantpaths

Increasedproductivityduetolesssearchingforinformation

Fewerprocessbottlenecks

Morevaluableandinsightfulreviewprocesses,involvingmoreinternal

andexternalstakeholders

Enhancedproductqualityandinnovationduetogreaterstakeholderparticipation

Best Practices:

A.Integrated,cross-disciplinebill-of-materials(BOM).This approach involves defining a single,

accurate, global BOM that integrates product development domain silos.


Providingglobalaccesstoasingle,synchronizedsourceofproductdata

Relating,visualizingandmanagingcross-disciplineproductinformationsuchasmechanical,electrical/electronic,embeddedsoftwareortechnical

informationinasingleproductstructure

Providingrichconfigurationmanagement

Managingconcurrenttaskswithautomatedworkflow

B.Traceablesharingofproductdata.This best practice provides multiple, flexible methods for the

dynamic sharing of design data among internal and external stakeholders through a single system.

With the capability to automatically trace design history whether in document or digital form, this

approach eliminates version-control and change -management errors typically associated with

manual data exchange.


Sharingproductdatainsecure,collaborativeworkspaces

Sharingrichdesignvisualizationdatainreal-timethroughtraceable

workpackages

Regulatinguseraccesstodatathroughflexiblecontrolmethods

Streamliningdesignchangeintegration

C.Efficientdesignreview. The key here is to streamline product development by enabling team

members to provide continuous feedback throughout the design process. With ongoing feedback,

critical design issues, which might otherwise not be resolved until formal review sessions, can be

identified and rectified immediately. A continuous, collaborative and cross-discipline feedback

loop throughout the enterprise (both inside and outside the firewall) makes early problem detection

possible and improves management of formal design review preparation, execution and follow up

all of which ultimately eliminate costly downstream changes that delay time-to-market.

Schneider Electric converted seven incompatibleengineering systems into a single Windchill PLMsystem to improve global collaboration.

2010 Schneider Electric

SchneiderElectric MakesitsWorld

SmallerinOneSystem

One of the worlds largest manufacturers of

equipment for electrical power distribution,industrial control and automation, Schneider

Electric operated seven incompatible engineer-

ing systems that greatly impeded information

sharing. By migrating to Windchills single,

integral system, the company enabled its

6,000 geographically dispersed users to

collaborate on product design and change

management in ways never before possible

via a highly secure, controlled environment.

Implementation of this robust collaboration

infrastructure enhanced designer productivity,

eliminated process bottlenecks, signicantly

reduced engineer-to-order (ETO) process

time and shortened time-to-marketultimately

resulting in annual savings of several million

dollars.

CASE IN POINT


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Givingteammemberscontinuousaccesstolatestdesigndataanddesignstatusupdates

Supportingmulti-disciplinary2D/3Dvisualization,simulationandmarkupcapabilities

duringdesignreviewsessions

Analyzingmechanicalinformationandinitiatingchangesduringdesignreview

Assigningworkflowsandensuringallstakeholdershavelinkstothelatestdesign

representationsaspartofdesignreviewpreparation

Sharingproductinformationacrossdomains

Standardizingandstreamliningreviewprocesses

Tracking,capturingandresolvingstakeholderconcerns,forfasterdevelopmentof

coherenttotaldesign

D.AssociativeeBOM/mBOM.By involving manufacturing stakeholders up front in product

development, organizations can concurrently define manufacturing deliverables and product and

manufacturing process plans early in the design lifecycleand consequently generate associated

manufacturing (mBOMs) and engineering bills-of-materials (eBOMs). The creation of an mBOMfrom an eBOM allows manufacturing engineers to engage in production planning concurrently

with design teams. This coupling avoids the traditional over-the-wall handoffs, leading to better

change management synchronization, minimized production errors, reduced manufacturing costs

and accelerated time-to-market.


BuildingassociatedmBOMsfromeBOMstoensureproductswillbeaccurately

manufacturedinaccordancewithdesignspecifications

DynamicallygeneratingmBOM3Dmock-upsforinteractivereviewandanalysis

ofprocessplans

Accommodatingmanufacturing-specificrequirements(e.g.,equivalentparts,

plant-specificsequencesandoperations,alternateBOMs)

Fullymanagingmanufacturingdataconfigurations

StreamlininganalysisandresolutionofeBOM/mBOMdiscrepancies

Managingpart/processplanrelationshipsinacommonPLMsystem

Automaticallyintegratingengineering,manufacturingandchangeinformation

withERPandSCMsystems

Byinvolving

manufacturing

stakeholdersup

frontinproduct

development,

organizations

concurrentlydefine

manufacturing

deliverablesand

productand

manufacturing

processplans

earlyinthedesign

lifecycle.


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3SHARINGDATASECURELY

THECHALLENGE:Ensurethatthesecurityofvaluableproprietaryinformationisnotjeop-

ardizedwhenitissharedamonginternaland/orexternaldesignstakeholders.

The risk of inappropriate usage or theft of IP is greatly heightened in globally dispersed design

environments. As such, collaborative GPD requires a careful balancing of sharing information andcontrolling disclosure of valuable IP.

THESOLUTION:InstituteIPprotectioncontrols.

Implementing security protocols and safeguards ensures that user access to data is tightly

monitored and controlled. This requires that a well-defined, robust product development process is

supported by an equally robust technology infrastructure with one overriding goal: to regulate data

flow, so that the right design information i s disseminated only to clearly designated, prev iously

authorized users at the right time. In this way, organizations minimize disclosure risks and simul-

taneously experience the enhanced product quality, cost-savings, and accelerated time-to-market

benefits that are unique to GPD.


Maximizedprotectionofsensitiveproduct-,process-andchange-relatedinformation

Heightenedproductdevelopmentprocessefficienciesthroughinformation-sharing

arrangementsandcollaborativedesignstructurethatcanbeflexiblymanaged

Moreeffectivedatautilizationbecauseauthorizedusershaveaccesstotheright

informationwhenevertheyneedit

Best Practice:

IPprotectionsupport.PTCs collection of best practices representing the industrys most robust

security infrastructure involves the implementation of a multi-layered security system whose

components and benefits are described below:

ApplyingSecureCollaborationtothe

U.S.ArmysFutureCombatSystemSafeguarding IP in defense-related product

development is critical. It is also extremely

complex, given the thousands of users (e.g.,

employees, suppliers, contractors, sub-

contractors) involved throughout the design

lifecycle. By employing Windchills access

control capabilities in the U.S. Armys Future

Combat System (FCS) program, lead system

integrator Boeing leverages a collaboration

platform that can:

1. identify if a business object contains sensi-

tive information (e.g., data that is Classied,

Export-Controlled, Corporate Proprietary, etc.)

2. manage the set of users with unrestricted

access to that information (e.g., individuals

who have Top-Secret Clearance, members of

the hosting organization, etc.)

3. manage the set of users with agreement-

based access to specic items only (e.g.,

individuals permitted access to International

Trafc in Arms Regulations documents)

ACCESSCONTROLSAFEGUARDS Specific data can only be accessed by authorized personnel and only be used in previously

approved ways.

TIMINGRESTRICTIONS The point at which personnel can access data during a project as well as the period of time

during which it can be used is strictly defined.

COMPARTMENTALIZEDCONTENT Information is stored in containers and folders, and user access to that information is

controlled by access domains associated with the compartmentalized structure.

ADJUSTABLEDATAFORMATS The manner in which information is presented matches the level of user authorization, such as

lightweight product views that hide underlying detailed CAD data.

USAGEAUDITING Monitoring tools ensure there are no improprieties in data access and usage.

COMPONENT BENEFIT

CASE IN POINT


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Securelyorganizingandcompartmentalizinginformation

Implementinggranular,role-basedaccesscontrol

Applyingsecuritylabelsandimplementingelectronicagreementsforrestrictingaccess

tohighlysensitivedata,especiallyintheaerospaceanddefensesectors

Creatingdesignswithlower-fidelityfiletypesthathideconfidential/sensitivedata,or

thatpresentsimplifiedviewsofdetailedcontent

Configuringusageauditing

4MANAGINGCOMPLEXPROGRAMS

THECHALLENGE:Improvevisibilityintoprogramstatus,sothatbetter,more-informed

decisionscanbemade.

Complex product development programs generate huge volumes of data. To ensure success,

managers need a reliable way of continuously monitoring project status and activities including

assessing progress, tracking milestones, identifying issues, and measuring performance againstdefined objectives. Poor visibility increases the risk that potential problems may go undetected,

which can adversely affect product quality and time-to-market.

THESOLUTION:Standardizeprogrammanagementprocesses,aswellasestablishand

communicatekeyperformancemetrics.

Defining and implementing uniform methodologies for driving product development processes

enhances program management. When projects are executed consistently across the enterprise,

managers can objectively evaluate them against each other, and thereby improve risk management

and allocate resources more strategically. Furthermore, setting clear performance expectations

instills within team members a concentrated focus on quality assurance, key performance indica-

tors (KPIs), and risk mitigation a proactive orientation that helps expose issues as soon as they are

detected, for immediate resolution.


Greatermanagementvisibilityintoprogramstatusthroughprogress-tracking

andperformance-measurementcapabilities

Increasedconsistencyandqualityofprogramexecution

Reducedramp-uptimeforteammembers

Moreefficientaccesstoaccuratedata

The net effect is to significantly enhance collaboration, resulting in more effective decision-making

and improved control/measurement of project deliverables all precipitated by design teams and

program management operating in a single, integral system environment.

Best Practices:

A.Programprocessstandardization.This approach employs flexible, reusable templates to

standardize the execution of product development processes. Managers can consistently implement

and measure programs, so that risks are minimized, design quality is enhanced, product introduc-

tions are streamlined, and, ult imately, project goals are realized.

CASE IN POINT

CarrierCorporation

Needing to improve its product delivery collab-

oration process and to increase managementvisibility into program performance, Carrier

Corporationthe worlds largest provider of

heating, air-conditioning and refrigeration

solutionsimplemented a Windchill solution.

Used to support Carriers stage/gate product

delivery process, Windchill helped: enhance

decision-making with real-time dashboard

visibility that projected KPIs and stoplight

status; improve the companys ability to make

decisions earlier in the product delivery

process; and enable Engineering Standard

Work reuse and predictability.


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Connectingprogramdeliverablesandissuestorelevantproductdata

Providingconsistentdefinitionsfor:developmentprogramphases;standardactivities;

deliverablesforeachphase;andprocessdeliverabletemplatesforeachprojecttype

Establishingcommonbenchmarkstoallowcomparisonofvaryingdevelopment

projectexecutions

Developingautomatedperformance-trackingcapabilities

B.Integratedprogramdatamanagement.A great degree of product data pertains to multiple

projects that are in development at any given time. By helping program managers to systemati-

cally collect, organize and search this network of project-related data in a highly secure environ-

ment, this best practice enables them to dramatically streamline stakeholder data access and

direct web-based collaboration with maximized ef ficiency. Since distributed design teams have

consistent, timely access to accurate, up-to-date information, design rework is minimizedas are

the downstream delays caused by version-control errors.


Controllingcollaborationandmanagementofprogramdataacrossprojects,

productsandlibraries

Definingpoliciesonwhatdatacanbeaccessedbywhichindividualsandwhen

Directlylinkingprogramdecisionstoproductdata

Electronicallysearching,retrievingandtracingallactivity

C.Programdashboards.For optimal program management, program managers need to be

able to view the myriad of details that support aggregations of project-related data, such as

KPIs, progress-tracking measurements, and resource utilization summaries. Offering live, secure,

web-based views, program dashboards provide detailed profiles of project activities, so managers

can proactively identify potential performance issues, assess risks, and more effectively direct the

project overall to address key drivers, such as scheduling and design changes.


Definingprogramscope,andprovidingacontextforreportingacrossprogramnetworks

Usingflexibletoolstoreportmetricsacrossasetofprojectswithinaprogram

Controllingdistributionofkeyinformationthroughnotification,workflowand

routingcapabilities

5MANAGINGCHANGEACROSSTHELIFECYCLE

THECHALLENGE:Ensureallchangesaresharedexpeditiouslywithaffectedstakeholders

throughoutthedesignprocess,socostlychangesatthedownstreamproductionstageareavoided.

Changes are inevitable in product development and can occur at any stage of the lifecycle. In a

GPD environment, poor management and integration of the change process across distributed

networks of employees, partners, suppliers and contractors can result in increased rework, cost

overruns, delayed product launches, and, u ltimately, loss of customers. As with the design process,

change management often consists of manual data exchange processes between disconnected

systems that inhibit speed and accuracy.

PTCs Windchill solution increased overall visibilityinto Carriers program performance, so moreeffective decisions could be made earlier.

2010 Carrier Corporation


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CASE IN POINT THESOLUTION:Instituteastandardized,automatedchangeprocessthatcanbeappliedconsistentlyandsecurelyacrossallrelevantdisciplines,bothinsideand

outsidethefirewall.

Enabling fast and accurate communication via a reliable, repeatable, web-based change and

configuration management process can control how changes are proposed, analyzed, planned,

implemented and released. Engineering and manufacturing change activities are synchronizedand connected to impacted product configuration data in a single, integral system and driven by

powerful workflow automation softwarethereby ensuring overall process integrity.


Shortenedchangeanddesigncycletimes

Reducedscrapanddesignrework

Traceablechangeandproductconfigurationhistorythroughoutthedesignlifecycle

Greaterdesign-processaccuracythroughintegratedBOMs

Strengthenedpartnerrelationships

Best Practices:

A.Standardized,automatedchangeprocess.This best practice involves the implementation

of a consistent, repeatable, closed-loop change process through a single system that captures

the complete product definition and its iterations over time such as evolving product structure

hierarchy. Given its inherent configurability, this solution can accommodate all degrees of change

complexity and rigorousness, as well as varying rates of change implementation speed.


Synchronizingchangewithproductconfigurationdatainasingle,integralsystem

Usingclosed-loopchangemanagementprocesstemplates

Applyingpredefinedandconfigurablechangeprocessworkflows,activitiesandroles,

sotherightpeopleareinvolvedinassessingtheimpactofchanges,andthebroader

enterprisecanunderstandthestatusofchanges

Automatingchangeroutingandtasknotifications

B.Integrated,cross-disciplinechangemanagement.As the data that todays organizations

manage becomes more complex, so, too, do the electrical-design/mechanical-design relationships

in product development thereby driving the need to better understand product configurations and

related information. The ability to manage highly sophisticated, detail-rich product deliverables

within the context of those interdependent relationshipsas well as to control and communicate

complex product structure changes over time is critical to successful product delivery. As such, the

key here is to synchronize changes and enable fast, accurate communication of those changes

across a range of data and disciplines via a single, integrated process that continually updates the

complete product definition.


Connectingthechangeprocess,usingasingleproductinformationrepositoryto

coordinatechangeacrossthecompleteproductdefinition

Providingstakeholderswithaccesstoallrequiredproductdata(subjectto

configurablecontrols)atallchangestages

Providingproductstructurewithasingleviewofheterogeneousproductinformation

(e.g.,ECADdata,MCADdata,specificationdocumentation)

AssociatinglinksbetweeneBOMandmBOMviewstoprovideintegratedBOMs

HP,ITT,PlugPower andKOELRealize

ProductivityBenetsofChange

ManagementSolutions

HPs Imaging and Printing division spans

23,000 products and tens of thousands of

suppliers across 160 countries. By imple-

menting a PTC-based change management

process, HPs Imaging and Printing division

realized an 80% improvement in design and

process reuse; increased productivity between

2030%; reduced time-to-market, product

costs and warranty costs; and experienced a

2% decline in part counts.

ITT Industriesthe worlds premier supplier

of pumps, systems and services to move and

control water and other uidsimplemented

a global engineering change process with a

one-year payback. In addition, the company

reduced the time to implement engineering

changes by 50%, eliminating signicant scrap

and rework costs.

Plug Power designs, develops and manufac-

tures on-site electric power generation systems

utilizing Proton Exchange Membrane fuel cells

for stationary applications. The company was

able to cut its ECN cycle time by 62% and

reduce variability in the time to complete an

ECN by 76%.

Lastly, Kirloskar Oil Engines Ltd. (KOEL), aleading diesel engine manufacturer in India,

transformed its manual change process

to automated online tracking of engineer-

ing changes. In addition to achieving an

overall reduction in cycle time of 40%, KOEL

employees could more easily identify parts

and share knowledge online across multiple

locations.


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C.Partnerchangeintegration.Seamless partner involvement in the change process is critical to

ensuring that problems are identified and that changes are assessed and implemented effectively

and efficiently. Changes need to be easily traced, and quickly and accurately communicated in

ways that are vastly superior to disconnected methods, such as sending email or using FTP to

exchange files. This best practice incorporates partners within the change management environ-

ment through a change process integration method that tailors shared information, so that it corre-sponds with the appropriate level of a given partners relationship. For example, a parts supplier

may only receive limited, as-needed information in controlled zip file packages, while strategic

partners may have full collaborative access privileges (subject to configurable controls) for CAD

data, product structure information, or product specifications.


Integratingpartnersintochangereview,approvalandimplementationactivities

Exchangingdesignandchangeinformationoffline

Tracinghistoryofinformationshared,includingtimingofsharingactivity

6LEVERAGINGSCALABLEPERFORMANCE

THECHALLENGE:Enablefast,globalaccesstothemostcurrentproductdata.

If distributed team members have to contend with deficiencies or limitations in IT infrastructure func-

tionality such as being stranded behind a low-bandwidth WAN with slow download/upload

speeds then their ability to access or share timely, accurate information is severely compromised.

These disruptions to information flow often result in significant delays for design development and

time-to-market.

THESOLUTION:Establishadistributedservernetworktoensurethatrichproductand

processcontentcanbequicklydisseminatedregardlessofuserlocation.

For distributed design teams, IT solutions must be scalable. A GPD environment is only success-

ful to the extent that its supporting technological infrastructure can deliver reliable and consistent

performance. Such an infrastructure needs to manage not only internal processes across varyingdisciplines, but also critical points of external interaction, so that virtual teams can be synchronized

in real time to drive 24/7 productivity. The ideal infrastructure enables users to work efficiently

regardless of network quality, and offers behind-the-scenes data synchronization that s invisible

to network users. In short, scalability helps organizations overcome inherent network limitations, to

enable fast content access and effective collaboration that prevent process delays.


Increasedspeedandefficiencyinestablishingnewandremoteusersites,toaccommo-

dateanexpandingnetworkofcollaborationpartnersormergersandacquisitions

Greaterlocalaccessspeedtoheavyweightcontent,suchasCADmodels,forenhanced

localproductivity

Automaticallysynchronizedcontentbetweensystemnodes

Richerinteractionwithproductcontentincl udinggreaterreview,markupandprinting

capabilitiesusinglightweightvisualrepresentations

StiebelEltron AchievesFastAccess

toKeyDataoveritsWAN

Stiebel Eltron, a leading manufacturer of

high-end water HVAC products, needed to

accelerate its development of innovative,

next-generation products. With manufactur-

ing operations in Germany, Slovakia, China

and Thailand, effective collaboration between

sites was essential to streamlining concurrent

engineering and maximizing design reuse.

With Windchill as its single data management

information hub, Stiebel Eltron also leveraged

the powerful visualization capabilities using a

standard web browser and PTCs ProductView

visual collaboration capabilities. The result:

stakeholders across the enterprise can now

view 3D assemblies in ProductViews lean

visualization format, without having any access

to a Pro/ENGINEER license. This visualization

capability not only accelerates the search for

designs in the repository, but also simplies

communication with downstream departments

that dont have or dont needaccess to

CAD authoring systems. Visualization datais created using an automatic background

process on the Windchill server, and once the

data has reached a dened maturity stage,

it is then stored in the repository and made

available for viewing in ProductView.

CASE IN POINT


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Copyright 2010, Parametric Technology Corporation (PTC). All rights reserved. Information des cribed herein is furnished for informational use onl y, is subject to change without notice, and should not be con-strued as a guarantee, commitm ent, condition or offer by PTC. PTC, Windchill, Pro/ENGINEER, ProductView, and all PTC product name s and logos are trademark s or registered trademarks of PTC and/or itssubsidiaries in the United States and in other countries. All other produc t or company names are propert y of their respective owners.

5197- GPD: Best Practice White Paper- 0310

Best Practices:

AdoptPLMtechnologyfordatareplicationandWANacceleration.With this approach, a down-

loadable file server provides an easily installed content replication system, facilitating a single,

consistent collaboration context in which remote participants can access heavyweight content

from local servers. Smart data replicat ion and vault management functionality anticipate user

needs by automatically adapting to changes in working practices and making frequently accessed

content readily available. A second approachone that can be used independently of, or in combi-

nation with, file servers leverages both PTCs and PTC partners WAN acceleration technology to

markedly improve content transfer performance over low-bandwidth, high-latency connections.


Invitingremoteparticipantsintointegral,access-controlledcontexts

Enablingthedownloadandinstallationofremotefileserversateverycollaborationsite

Applyingsmartreplicationrulestominimizenetworkloadandmaximizeavailabilityof

contentforusers

OptimizingnetworktransferenceofPTC-basedorthird-party-basedproductdata

Usingfileservers,WANaccelerators(employingCiscoSystemsand/orRiverbed

Technologysolutions)orboth,tomaximizenetworkperformance,includinghigh-

performing,accurateproductvisualization

Conclusion

TAKETHENEXTSTEPTOWARDASUCCESSFULGPDIMPLEMENTATION

In todays global marketplace, difficult economic conditions and increased competition have

converged to drive fundamental changes in the way businesses operate. Organizations are

increasingly offshoring and outsourcing tasks, participating in mergers and acquisitions, and

penetrating emerging markets. These trends, in turn, have resulted in the growth of geographically

distributed work environments that extend beyond corporate firewallscausing industry leaderseverywhere to recognize the critical importance of implementing a successful global product devel-

opment (GPD) strategy.

As this paper has demonstrated, GPD comes with an array of unique and complex challenges.

However, with our singular focus on improving product development for discrete manufacturers,

PTC has a lengthy history of providing superior PLM technologies including an integral suite

of Product Development System (PDS) solutions that are as robust as the product development

processes which underlie GPD.

Accordingly, Windchill, with its single, integral system architecture along with PTCs technology-

enabled best practices provide the ideal enabling infrastructure for GPD, and render possible

the host of collaboration, productivity, cost-saving, and time-to-market benefits that only a well-

conceived GPD strategy can deliver.

Take the next step. Visitwww.ptc.com/go/gpd to learn about partnering with PTC to develop

your own GPD Value Roadmap. This roadmap will create a powerful framework that aligns P TCs

best practices with a successful GPD implementation, helping you realize your ongoing and future

corporate goals.

PTCs Value Roadmap is a proven frameworkthat helps companies tie their corporate goals toproduct development improvements.

Windchill enabled better design reuse acrossStiebel Eltrons global network of design centersand manufacturing locations to speed up develop-ment of a new generation of products.

2010 Stiebel Eltron

Mastering Global Product Development for Business Advantage5197_GPD_BP_WP_HP_EN1

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