Product Life Cycle Management

Innovation to Execution

George RaceHoneywell Aerospace

Director - PLM

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Discussion Points

• Honeywell Overview

• PLM Definition and Scope

• PLM Approach

• PLM Success factors

• Lessons Learned

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Aero Overview

• Headquarters: Phoenix, Arizona Employees: 40,000  worldwide 2005 Revenue: $10.5 Billion

• Business Leader: Rob Gillette, Aerospace President and CEO • Honeywell Aerospace is a leading global provider of integrated avionics, propulsion

engines, aircraft and engine systems and full-service solutions for our customers. The business is organized into three strategic business units to serve the needs of aerospace manufacturers and end users in three key industry segments:

- Air Transport & Regional- Business & General Aviation- Defense & Space

• With operations at 97 worldwide manufacturing and service sites, Honeywell Aerospace strives to enhance customer value by making flight safer, more reliable and more cost-effective. Our vision is to transform the world with Aerospace technology and innovative people.

• In the air and on the ground, Honeywell’s aerospace products can be found on

virtually every type of aircraft in use, in nearly every region of the world. Honeywell systems and components reflect innovative and advanced technologies incorporated from the company’s product development efforts.

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Product Overview

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Definition of Product Life Cycle Management (PLM)

• PLM is the technology framework that enables the collaborative creation, management, dissemination, and use of product development information

- Driven by internal operating principles

- Couples with skilled people and lean processes

- Enables key technologies that span product development processes

PLM is the technology for our Design Business

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Secure Data Exchange Pillar

Knowledge Management Pillar

Collaborative Workflow Pillar

Software CMTools

ProgramMgmt Tools

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TestingTools

HardwareCAD/CAE Tools

Analysis Tools (V&V)

SystemDesign Tools

SoftwareIDE Tools

PortfolioManagement

CAD toCAM

Hardware CMTools (PDM)

Scope of PLM

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PLM from Product Development View

SystemDesign

HardwareDesign

Software Design

MechanicalDesign

ElectricalDesign

Analysis andSimulation

Validation andVerification

Unit and System Test

HardwareCM

SoftwareCM

SystemsCM

CAD to CAM

PROGRAM

MGT

COLLABORATION

SoftwareDevelopment

PORTFOLIO

MGT

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Key objectives of the end state

Intimacy Speed

Connectivity Knowledge leverage

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Embarking on PLM

An execution strategy to deliver maximum value

Business

Alignment

- What part of the business process? - What paradigms are the most critical? - What key initiatives

Customer

Intimacy

- What customers are pulling?- What programs are targeted?- Who is willing to partner?

- What areas add value?- What partners can deliver ?- What consolidation is required?

Tool / Data

Strategy

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What the “Business” will see with PLM

• More influence with Customers Cost Reduction

• Customer pull Differentiation (top line growth)

• Cycle time Reduction Decrease time to Revenue

• Reduction in Cost of poor quality Decrease cost

• Infrastructure consistency Decrease cost

• Ability to execute globally Decrease Cost

Revenue growth , Op expense reduction

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What the “end users” will see with PLM

• Integrated environment

• Reduced cycle time for managing artifacts

• Standardized user interfaces

• Faster response to get information

• Easy leverage of other’s knowledge

Allow Engineers to be Engineers

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Lessons Learned

• Who- Customer buy-in

• Approach- Think big, start small

- Leverage synergies

- Think of PLM like a product and implement like a system

• Manage- Program (not project) management

- Get the right metrics

www.honeywell.com