Product Lifecycle Management - IPEK: HOME · Challenge: Manage Complexity Definition: Introduce...

Product Lifecycle Management Change driven by Processes & Tools?!

PLM Forum (HSR) 08-Nov-2012

2

Agenda

Warm Up: Meet METTLER TOLEDO

Challenge: Manage Complexity

Definition: Introduce Product Lifecycle Management

Approach: Drive Change by Processes and IT-Tools

Elements: Play the entire range

Cool Down: Challenge the speaker

3

Our Group

METTLER TOLEDO is a global manufacturer and marketer of precision instruments for use in the laboratories, manufacturing, and food retailing. Worldwide presence

12'000 employees (End of 2011)

Sales USD 2.309 billion in 2011

4

Sales per Region

in mUSD

1595

14

82

936 10

96

1148

12

14

1304

14

04

1

998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

1065

1794

19

73

1729

Americas 34%

Europe

37% Asia / RoW

29%

2309

19

68

5

Global Manufacturing, Sales & Service Innovation Centers MT Partners

MT Sales & Service Organizations

Global manufacturing strategy with focused innovation centers Approx. 5’500 employees in Sales, Marketing, Service & Support in 35 countries

6

Customer Processes

Solutions to support customer processes

Accelerate processes Improve product quality

Increase efficiency Comply with regulations

Customer Benefits

Laboratory Solutions

Industrial Solutions

Retail Solutions

R&D Drug Discovery

Quality Control

Retail Logistics

Packaging Manufacturing

7

1’000 R&D professionals work daily on maintaining our technology lead

Innovation Competencies

User Interface

Automation & Robotics

Technology Integration

Customer Applications

Click on the

pictures

In Process Technology

8

Agenda







Intensive Collaboration and Interactions

2009 2015

% of total workload of all R&D project

70 80

% of total workload of R&D project

30 20

% of total workload of R&D project% of total workload of R&D projectSUM 100 100

Internal R&D of SBU % of total workload of R&D project

0 0

R&D on local PO level % of total workload of R&D project

60 50

R&D on remote PO level / e.g. MTCT, MTTS, … % of total workload of R&D project

30 40

R&D / Engineering within Component PO (MTLC, MTGE) % of total workload of R&D project

8 8

External Partners for R&D % of total workload of R&D project

2 2

SUM 100 100

Internal R&D of SBU % of total workload of R&D project

0 0

R&D on PO level % of total workload of R&D project

80 80

R&D / Engineering within Component PO (MTLC, MTGE) % of total workload of R&D project

15 10

External Partners for R&D % of total workload of R&D project

5 10

SUM 100 100

Other (Please specificy: ….)

If you look at your R&D organization, which operational models are applied?

Global Collaboration

Pure local R&D Setup

Primary / secondary Site

If R&D projects are done in a global collaboration, how is the workload is distributed for a typical R&D project across the following organizations (e. g. MTWT)

If R&D projects are done in a local R&D setup, how is the workload is distributed for a typical R&D project across the following organizations (e. g. MTANA)

Development Industrialization Production Maintenance

PCBA 1

PCBA 3

PCBA 2

PCBA 4

...

Europe

China

USA

9

10

Fragmented Processes & IT Landscape

开始

Phase1项目可行性及设计方案评审

是联合开发?

Y

设计任务书 TPD设计方案评审报告

设计方案评审报告新项目立项审批表

评审Pass?

N

Phase2设计评审阶段

Spec.确定设计方案确定

进行原型机的设计制造

N

Y

设计输出成套图纸产品标准确定原型机完成

ＴＰＤ更新设计评审报告

评审Pass?

决定Pilot run

Y

N

Phase3设计验证

研发团队产品进行测试验证

设计输出受控

功能验证性能验证可靠性

安全验证工艺/工装验证

Pass

QMS进行测试验证

Y

Pass

设计验证评审报告用户试用报告

Y

Pass N

决定批量制造

Phase4设计确认和上市评

审

Y

1.review前期评审的问题是否关闭

2.制造工艺是否有问题

3.销售资料是否齐备...

设计确认和上市评审记录

Pass

上市销售

Y

样机设计/制造

整改

N

整改N

整改

整改N

设计和开发控制程序流程图 MTCS & OHCS

METTLER TOLEDO Produkte-Entstehungsprozess (PEP) BALC

Ausgabe: 17.1.2002 BALCE10-001 Seite 3 von 10

Projektphase: Tätigkeiten

Meilenstein: BeschlussProjektstart

Entwicklungs-auftrag

Ziel ist es, die Grundlagen für einen Entwicklungs-auftrag zu erarbeiten.

Studienphase:


Meilenstein: BeschlussStudienphase

Produktbild

Ziel ist es, Grundlagen und ein Produktbild als Basis für vertiefte Studien zu erstellen.

Ideenphase:


Meilenstein: BeschlussPrototypen-phase

Beschluss Prototypenphase

Ziel ist es, ein Pflichtenheft zu erstellen und anhand eines Modells den eindeutigen Nachweis der technischen und kommer-ziellen Mach-barkeit des Produktes zu erbringen

Modell: Projektphase: Tätigkeiten

Meilenstein: BeschlussPilotserie

Beschluss Pilotserie

Ziel ist es, funktionsfähige Prototypen herzustellen zur Verifizierung von Spezifika-tionen, Funk-tionen, Design und Gestaltung, Qualität, Zuver-lässigkeit und Produzierbar-keit.

Prototypen: Projektphase: Tätigkeiten

Meilenstein: BeschlussSerieanlauf

Beschluss Serieanlauf

Ziel ist es, die technische u. funktionelle Produzierbar-keit und die Produkt-anforderungen(Spezifikation, Funktion, Qualität, Zuverlässig-keit) gemäss Pflichtenheft unter Serie-bedingungenzu erfüllen.

Pilotserie: Projektphase: Tätigkeiten

Meilenstein: BeschlussLieferung

Beschluss Lieferung

Ziel ist es, unter Serie-bedingungenverkaufsfähige Produkte in den geplanten Stückzahlen herzustellen.

Serieanlauf:

Erteilen eines Entwicklungs-auftrages. Serie-

betrieb

Überblick zu den Entwicklungsphasen

BALCE03 Produkt-Entwicklungsprozess

BALCE02 Projektgestaltungsprozess

BALCE01 Marketingprozess BALCE04 Markteinführungsprozess

Processes, structures and IT landscape are not prepared to the new challenges regarding effectiveness and efficiency

MTANA

Cadstar

LabTecMentor

Boardstation

Create EBOM+(PO/SBU

Elec. Design)

Load Data on DataGate

(PO/SBUElec. Design)

DataGate

Enhance Parts List with:- SW- Labelling- Mechanical Parts

Single Level BOM;10 – 250 components;

up to 2000 parts;Parts List contains 95% of

EBOM+ data

Search ECR/ECO

(LSS)

DataGate Outlook

Missing ECR/ECO: Iterationwith Account Mgmt

Check Data Package

(LSS)

SAP DataGate

PEKCIS+

10 different CAD formats; SAP – CIS+ up to one

week out of sync

„Design Review“ as part of a „Production Ordering“

process

Every change now can impact already done

external product tests/certification

Missing Data: Iteration with PO

Requirements regarding„Environmental

Conditions“ of End product missing

For IORA Pilot Units; Complete & Accurate: 30%;

10% of PCBA have EQR

Deleted Documents not trackable from MTGE(missing or deleted…)

No information about mechanical parts

changes; no MCAD/ECAD collaboration

Always complete packages should be updated and not only

increments -> not adhered

E, g.- SAP Part No?- BOM Matching (see below)!- Drawings for Mechanical Parts?-Library Parts (no customer library parts)?- Check Problem Reports!

PEK contains product issues /problem reports

Match BOMs

(LSS)

SAP DataGate

CIS+From SAP only Basic View relevant; Classification not used

If part doesn’t exist (mainly for prototypes):

1. Match with existing part;2. Start NCS/NCI

Impacts of EQR on the complete process must be

understood!

In the case of prototypes: Use „Text Item“ for not know parts in SAP within BOM

DataPackage

PartsList

PartsList

email

Download Data Package to KDS

(LSS)

DataGate KDSKDS stores the original data package of customer (Reference Data Package)

Start IL

(LSS)

PEK

Prerequisite:Manufacturer must be decided at this point in time latest!

Create WBS & ECR

(Ind. Mgmt)

SAP

Industrialization Management can start

with ist work far too late in the process -> until now only data validiation and

no real value adding actvitities!

Enhance Data

(LSS)

SAP KDS

E. g. download drawing info from SAP

Preparation of DPK Upload

(LSS)

KDS Local Machine

Copying data to local laptop;restructuring data according to SAP requirements

Upload DPK to SAP

(LSS)

SAP

Complete DPK

Error Correction

(LSS)

SAP

Release DPK

(LSS)

SAP

DPK is protected against changes; ECR is open; objects of corresponding DIR are protected

Identify BOM Differences

(Ind. Mgmt)

SAP BOM DIFF(Excel)

DPK in SAP = EBOM

Change BOM

(Ind. Mgmt)

BOM DIFFXLS

MTGE CH/CN: Plant-specific BOM;PCI: Client-wide BOM

PCBA Manufacturer should be clear during

Concurrent Engineering, but last minutes changes

happens!

Today if Predecessor BOM has Usage 3 &

Status 2 only manual data changes are possible

(CS02); status of EU-1 CR unclear

SAP

INBOUND(Batch Input Tool on XLS)

INBOUND for upload of BOM – only possible if predecessor has Usage 2 or 3 and Status Released (usually only possible for Prototypes!)

Enhance BOM

(Ind. Mgmt)

SAP

Analyse BOM on Multiple Levels

(Ind. Mgmt)

SAP (BOMAnal. Rep.)

Release BOM

(Ind. Mgmt)

SAP

Prepare Quote

(Ind. Mgmt)

Quote Tool (xls)

Only MTGE-CHAdd:- Labels- Packaging- Programmed IC

Iteration with PO:1) Exchange non ROHS

compliant parts2) Exception permission by

PO

Restructure as an MBOM, e. g Variants, assmblies like programmed IC

Impacts of EQR on the complete process must be

understood!

For M

TGE

-CH

For PCI and MTGE-CN, MBOM Creation is

responsibility of Engineering; for MTGE-CN this should change with Blue Ocean AP-1

- Check EQR compliance (AML according to customer)- Quality Assurance from Manufacturing Point of View- Export standard CSV Format for manufacturing tools- SMD Picking List based on classification- Analyze material with process restriction- Standard BOM Format for paper work- Records KPI of PCBA for process calculation modelExport MBOM to

Manufacturing Tools should be done directly

with CAD Data!

WBA Macro

ProcessRestrictions

Process Restrictions is an excel list of 50 – 100 critical parts(important knowledge base for MTGE)

Information within Process Restrictions not in

Libraries of CAD systems!

Create Routing

(Prod. Eng.)

SAP

IPK

Per Project;to identify A Materials & control quotation process

Operational Readiness Check

(Ind. Mgmt)

SAP

- MD04- CK14N (Standard Price)

EstimatedCost

Routing

Create Minimum IPK

(LSS)

SAP

For PCI& MTGE-CN (until AP-1

Go-Life)

Only for PCI;Minimum IPK = DPK + AML

Upload ePDS

(LSS)

ePDSSAP

For P

CI

PCI

Email Notification

Also to Transfer Manager(within MTGE)

Electronics Value Chain- Current State of PCBA BOM Management Value Stream -

Results of BOM Management Workshop,20-Jan-2011;

Participants:Hilmar Brunn, MTG-CFMino Capobianco, MTG-CFHeinz Reichardt, MTGEArthur Schmucki, MTGEPaulo Sigg, MTGE

PLM FoundationRelease 1

Version 1.0; 21-Jan-2011; Status DRAFT For Internal Use Only! Page 1 of 1

Objectives

11

AddedValue

Pre

para

tion

Adm

inis

tratio

n,P

lann

ing,

Coo

rdin

atio

n

Tim

e fo

rS

earc

hing

/W

aitin

g fo

rIn

form

atio

n

Dis

tribu

tion

Erro

rC

orre

ctio

n

Non Added Value

Value Proposition of Lean Management within PLM: Reduce time for non-value adding „activities“ Free resources for value adding activities Decrease effort for standard tasks Increase working on competitive advantage

Added Value Non Added Value „Saved“Time

Pre

para

tion

Adm

inis

tratio

n,P

lann

ing,

Coo

rdin

atio

n

Tim

e fo

rS

earc

hing

Dis

tribu

tion

Erro

rC

orre

ctio

n

11

Enable "economies of scale" intelligently within PLM – Without compromising "economies of scope"

12

Agenda







Our Point of View towards PLM

Strategic change initiative to help METTLER TOLEDO achieve the next level of innovation excellence Harmonize product-related processes

and data around the globe

Give equal importance to all stages of the product lifecycle

Increase probability of projects being successful by using consistent practices and procedures throughout the whole product lifecycle

.

We try to optimize the whole product lifecycle from cradle to grave – and not only bits and pieces within

14

Agenda







Address People, Processes and Tools

15

Enable SBUs to minimize time to money for new solutions & to maximize overall profitability of solutions during their active life

PLM Program ONE COMMON

overall PLM Backbone ONE COMMON

integrated IT Architecture

ONE COMMON global PLM process

15

Different lighthouses shining in different directions contradicting global collaboration and complicating management throughout the complete solution life cycle

Seamless integrated grid of lead competence centers based on a common culture of collaboration configured around solutions of SBUs

16

Focus on Synchronization & Interaction

People transform

information into knowledge with which to make

decisions

Data drives cohesive,

timely information

Idea Generation & Business Justification Product Development and Introduction Active Product Life Retirement

M100 M200 M800 M600 M700 M300 M400 M500

All of the essential activities at any given point during the product lifecycle are developed on a concurrent basis

Sales and Marketing; Service

Supply Chain Management

Product Ownership & Management

NPDI QM ECM

Position Role of IT Tools from Beginning

17

A PLM system is a key complementary system that together with an ERP/CRM deliver an overall value proposition

Idea Generation

Business Justification

Technical Specification

Prototype / Pilot Production

Customer Relationship

PLM based processes ERP/CRM based processes

Sales

Demand Management

Introduction / Active

Product Life

Mass Production

Customer Support

Digital / Virtual

Product

Physical Product

Product Life Cycle

Product Delivery

ECM Product

Retirement

17

18

Agenda







Structure the Topic in an Holistic Way

19

PLM Vision Crisp paradigm in operational terms as basis for strengthening individual excellence and personal responsibility

PLM Product Types Holistic and balanced portfolio of complete solutions as basis for products and services meeting customers’ requirements

PLM

Con

trol

&

Supp

ort P

roce

sses

Smooth interaction of collective knowledge as basis for technical excellence and competitive advantage

PLM

Val

ue

Proc

esse

s

Lean processes as basis for generating and maintaining a consistent value stream to our customer

Simple and repetitive best practices as basis for learning efficiency and doing effectiveness

PLM Digital Product Data Backbone

Consistent and complete single source of truth as basis for knowledge sharing and decision making

PLM Foundation Highly integrated application landscape as basis for capturing, disseminating and orchestrating product knowledge

PLM

Met

hods

&

Too

ls

Understand the Real Needs

PLM Program

Insights from SBU Interviews

Version: A01, 09-Sep-2010

Internal usage only6

Context of SBU Interviews

Division Heads have asked PLM Program for a “Step wise approach according to the most imminent needs in the organization and focusing on operational productivity gains”

Purpose of the SBU Interviews was to understand in the area of PLM- Most imminent needs- Areas for operational productivity gains- Assumed changes in needs based on business strategy and market trends

Intention was to enable the PLM Program to - identify the best opportunities to realize value through PLM as a greatest

common denominator across all SBU- answer how important the value proposition of PLM as Concept is for MT and

where is a consensus about the most imminent needs across all SBU- derive which capabilities of PLM as System can satisfy these needs?- ensure sustainability of PLM as Daily Business by addressing specific operational

productivity gains

6

Enable PLM Program to identify the best opportunities to realizevalue through PLM in a pragmatic and sustainable way

20

Focus on Greatest Common Denominator

PLM Process Framework is a pre-defined route to be traveled in a systematic manner – including discovery and elimination of problems and barriers

- The foundation is that product-related projects achieve their targets regarding time, quality, and cost (magic triangle of project management)

- Top framework for managing all activities and resources to bring a new product or a breakthrough innovation to market that meets customer drivers and supports the business goals

- All product-related projects must follow this Framework - Due to their commonality, product-related projects rely on continuous improvement

of the PLM Process Framework itself

21

Risk

Leverage pre-defined Process Management

Leverage specifically tailored Project Management

New Product Development

Breakthrough Innovation

Product Enhancement

Maintenance of Line

Balance Governance with Support

Global PLM & PLM Framework Team

Operational Units

Gov

erna

nce

Func

tion

Sup

port

Cen

ter

Push

Pull

MTOP

Instructions/Best Practices

TemplatesDeliverables Project Mgmt

Risk Management

Collaboration Management Eng. Change Management . . .

Solution Idea

Product Vision SCM Concept . . .

Risk Log

Project Data Sheet Project Health Metrics . . .

PoliciesR

ecomm

en-dations

Toolbox

Align

Improve

Sustain

22

Build a Network of Experts & Local Champions

23

Global PLM / PLM Framework Team

Local PLM Champions

Operational Unit

Developing the building blocks

Transporting and polishing the building blocks

Getting a solid PLM House

Create Value Adding Marketing Material

24

Drive for Adapting Key Concepts

25

Leverage WIKI Technology

26

Be Patient

27

28

Agenda







Challenge the Speaker

29

Thank You

Product Lifecycle Management - IPEK: HOME · Challenge: Manage Complexity Definition: Introduce...

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