Transcription
Decision EngineeringJohn StarkProduct LifecycleManagement(Volume 2)The Devil is in the DetailsThird Edition
Decision EngineeringSeries editorRajkumar Roy, Cranfield, Bedfordshire, UK
More information about this series at http://www.springer.com/series/5112
John StarkProduct LifecycleManagement (Volume 2)The Devil is in the DetailsThird Edition123
John StarkJohn Stark AssociatesGenevaSwitzerlandISSN 1619-5736Decision EngineeringISBN 978-3-319-24434-1DOI 10.1007/978-3-319-24436-5ISSN 2197-6589(electronic)ISBN 978-3-319-24436-5(eBook)Library of Congress Control Number: 2015936161Springer Cham Heidelberg New York Dordrecht London Springer International Publishing Switzerland 2005, 2011, 2016This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or partof the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations,recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmissionor information storage and retrieval, electronic adaptation, computer software, or by similar ordissimilar methodology now known or hereafter developed.The use of general descriptive names, registered names, trademarks, service marks, etc. in thispublication does not imply, even in the absence of a specific statement, that such names are exemptfrom the relevant protective laws and regulations and therefore free for general use.The publisher, the authors and the editors are safe to assume that the advice and information in thisbook are believed to be true and accurate at the date of publication. Neither the publisher nor theauthors or the editors give a warranty, express or implied, with respect to the material containedherein or for any errors or omissions that may have been made.Printed on acid-free paperSpringer International Publishing AG Switzerland is part of Springer Science Business Media(www.springer.com)
PrefaceThis is the second volume of the third edition of Product Lifecycle Management:Paradigm for 21st Century Product Realisation.Product Lifecycle Management (PLM) is the business activity of managing, inthe most effective way, a company’s products all the way across their lifecycles;from the very first idea for a product all the way through until it is retired anddisposed of.In the middle of the twentieth century, between 1945 and 1970, things changedlittle in the world of products. Companies, and their executives and employeesworked out how to succeed in that environment. They had an accepted way ofthinking, a paradigm, about the way products were managed.Between 1970 and 2015, for various reasons, the product landscape changedrapidly and significantly. Facing so many changes, companies had to change toremain competitive. But change how? What’s the new paradigm for managingproducts in the changed environment? Or, put another way, how should a company,its executives and employees be organised and work in this new environment? And,how should a company transition from the old paradigm to the new paradigm? Or,put another way, what set of actions will a company have to execute to achieve thechange? What will be in the PLM Initiative? This book addresses these questions.The new PLM paradigm emerged at the beginning of the twenty-first centuryand has been evolving since then. It was described in the first edition of this book,which was published in 2004. The second edition of the book was published in2011. Since then, the paradigm has continued to evolve. There have been morechanges in the technologies, products and the PLM environment. This third editionof the book addresses these changes, technological advances and theever-increasing application of PLM.As its name implies, Product Lifecycle Management enables companies tomanage their products across their lifecycles; from the earliest idea for a product allthe way through to the end of its life. This is one of the most important activities inany company that develops and supports products.v
viPrefacePLM is important because it enables a company to be in control of its productsacross their lifecycle. If a company loses control, the consequences can be serious.If it loses control during product development, the product may be late to marketand exceed the targeted cost. The results of losing control during use of the productmay be a frustration and a lack of satisfaction for the customer, or much worse,injury and death.PLM addresses the heart of the company, its defining resource, the source of itswealth, its products. That is the role of PLM, which is why PLM is so important.Products define a company. Without its products, a company would not be thesame. There is little in a company more important than its products and the waythey will be developed and used. Without those products, there will be no customers and no revenues.PLM is also important because it improves the activity of product development,without which a company will not survive. The source of future revenues for acompany is the creation of new products and services. PLM is the activity thatenables a company to grow revenues by improving innovation, reducingtime-to-market for new products, and providing superb support and new servicesfor existing products.PLM is also important because it enables a company to reduce product-relatedcosts. Product-related material and energy costs are fixed early in the productdevelopment process. PLM provides the tools and knowledge to minimise them.And PLM helps cut recall, warranty and recycling costs that come later in theproduct’s life.PLM provides a way to overcome problems with the use and support of existingproducts and with the development of new products. But PLM does not just havethe potential to solve problems in the product lifecycle and in new productdevelopment. It also helps companies seize the many market opportunities for newproducts in the globalised environment of the early twenty-first century.PLM is not easy to implement. It addresses areas previously considered separate,and managed separately. They include products, product data, business processes,applications, people and organisational structures. And PLM addresses them acrossthe product’s entire lifecycle, from cradle to grave. Most companies have, in theirproduct portfolios, many products at different lifecycle stages. Managing productlifecycles in a global economy is a daunting proposition. PLM provides a framework in which all of a company’s products can be managed together across theirlifecycles.PLM is cross-functional and, in the extended enterprise environment of the earlytwenty-first century, it is often cross-enterprise as well. Product lifecycle participants are often in different time zones, use different applications and work fordifferent companies. The responsibility for the product may change at differentphases of the lifecycle. At different times, it may be with marketing, engineering,product management, manufacturing, finance, marketing, sales and service groupsin different companies. Getting agreement on a common approach among all theseorganisations can be time-consuming. PLM helps get everyone to work togethereffectively.
PrefaceviiImplementation of PLM may take a long time. Clarifying and straightening outprocesses, data, organisational issues and applications can be time-consuming.Some of the processes and methodologies to propose, define, manufacture, support,upgrade, retire and recycle the product may not be aligned, or may even not exist.The knowledge about the product may be in different applications. The format inwhich data are created in one application may not correspond to the format in whichit is needed in another application. In spite of these difficulties, companies mustmeet the increasing demands of their customers. They need to rapidly and continually improve their products and services. To achieve this they will turn to PLM.This book helps them understand and implement PLM. As for the previous editions,it draws on the extensive PLM consulting activities and experience of the author.
Contents1Product Lifecycle Management . . . . . . . . . . . . . . . . . . . . . . . .1.1Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1.2What Is PLM? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1.2.1High-Level Objective of PLM . . . . . . . . . . . . . .1.2.2Activities of PLM . . . . . . . . . . . . . . . . . . . . . .1.2.3A Joined-up, Holistic Approach . . . . . . . . . . . . .1.2.4Generic Product Lifecycle Phases. . . . . . . . . . . .1.2.5PLM, Managing the Product Acrossthe Lifecycle . . . . . . . . . . . . . . . . . . . . . . . . . .1.2.6Managing the Product from Dawn to Dusk . . . . .1.3PLM—With What Resources? . . . . . . . . . . . . . . . . . . . .1.3.1The PLM Grid. . . . . . . . . . . . . . . . . . . . . . . . .1.3.2Managing the Ten Components of the PLM Grid.1.4Why PLM? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1.4.1There Is no Alternative . . . . . . . . . . . . . . . . . . .1.4.2The Complex Environment of Products . . . . . . .1.4.3Horror Story . . . . . . . . . . . . . . . . . . . . . . . . . .1.4.4Opportunities. . . . . . . . . . . . . . . . . . . . . . . . . .1.4.5Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1.5When PLM?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1.5.1When Did PLM Emerge? . . . . . . . . . . . . . . . . .1.5.2When Did Companies Get Started with PLM?. . .1.5.3When Do Companies Start a PLM Initiative? . . .1.6Where PLM? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1.6.1Where Is PLM Used, in Which Industries? . . . . .1.6.2Where Is PLM Used, in What Sizeof Company?. . . . . . . . . . . . . . . . . . . . . . . . . .1.6.3Where Is PLM Used, for What Typeof Products? . . . . . . . . . . . . . . . . . . . . . . . . . .1.6.4Where Is PLM Used, in What Typeof Company?. . . . . . . . . . . . . . . . . . . . . . . . . .1122233.44556121213151617181818191919.20.20.20ix
xContents1.71.81.6.5Where Did Companies Start with PLM? . . . . . . . .1.6.6Where Will Companies Continue with PLM? . . . .Who PLM? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1.7.1Top Management Role . . . . . . . . . . . . . . . . . . . .1.7.2Everybody in the Company with a Product-RelatedActivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1.7.3The PLM Initiative Team . . . . . . . . . . . . . . . . . .How PLM? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1.8.1The PLM Initiative. . . . . . . . . . . . . . . . . . . . . . .1.8.2Different Approach, Different Result . . . . . . . . . .1.8.3The Feasibility Study . . . . . . . . . . . . . . . . . . . . .1.8.4Understanding the In-Scope Current Situation . . . .1.8.5Developing the Future PLM Strategy . . . . . . . . . .1.8.6Developing the PLM Implementation Strategyand Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1.8.7Documenting the PLM Implementation Plan . . . . .20212121.2223242526272830.31342Product Lifecycle Management . . . . . . . . . .2.1Product Lifecycle Management (PLM).2.2Managing the Product Isn’t Easy. . . . .2.3Loss of Control. . . . . . . . . . . . . . . . .2.4Sources of Problems . . . . . . . . . . . . .2.5Opportunities of Globalisation . . . . . .2.6The Environment Before PLM . . . . . .2.7PLM Paradigm . . . . . . . . . . . . . . . . .2.8PLM Grid . . . . . . . . . . . . . . . . . . . .2.9Starting the PLM Initiative . . . . . . . . .373737384041424344443Complex and Changing Environment . . . . . . . . .3.1Changes and Interconnections . . . . . . . . . . .3.1.1Interconnections. . . . . . . . . . . . . .3.2Macroeconomic and Geopolitical Changes . .3.2.1Globalisation . . . . . . . . . . . . . . . .3.2.2Geopolitical Developments . . . . . .3.2.3New Customer Requirements . . . .3.2.4The Emergence of Global Products3.2.5Shareholder Value . . . . . . . . . . . .3.2.6Market Mentality . . . . . . . . . . . . .3.2.7Deregulation . . . . . . . . . . . . . . . .3.2.8Regulation and Compliance. . . . . .3.2.9Traceability . . . . . . . . . . . . . . . . .3.2.10 Education and Training. . . . . . . . .3.2.11 Workforce Age Distribution . . . . .3.2.12 Free Trade . . . . . . . . . . . . . . . . .47474848485051525253545456565757
Contents3.33.43.53.63.74xiEnvironmental and Social Changes . . . . . . . . . . . . . .3.3.1Social and Health Issues . . . . . . . . . . . . . . .3.3.2Environmental and Sustainable Development.3.3.3Role of Women in Business . . . . . . . . . . . .Corporate Changes . . . . . . . . . . . . . . . . . . . . . . . . .3.4.1Changing Business Models . . . . . . . . . . . . .3.4.2New Company Structures . . . . . . . . . . . . . .3.4.3Business Process Reengineering. . . . . . . . . .3.4.4Corporate Theories. . . . . . . . . . . . . . . . . . .3.4.5Standards . . . . . . . . . . . . . . . . . . . . . . . . .3.4.6Low-Cost and Lean . . . . . . . . . . . . . . . . . .3.4.7Intellectual Property Management . . . . . . . .3.4.8The Aftermarket . . . . . . . . . . . . . . . . . . . .Technological Changes . . . . . . . . . . . . . . . . . . . . . .3.5.1Improved Travel, Transportand Telecommunications. . . . . . . . . . . . . . .3.5.2Revolutionary New Technologies. . . . . . . . .3.5.3New IS Applications . . . . . . . . . . . . . . . . .3.5.4Communities . . . . . . . . . . . . . . . . . . . . . . .Product Changes . . . . . . . . . . . . . . . . . . . . . . . . . . .3.6.1Products . . . . . . . . . . . . . . . . . . . . . . . . . .3.6.2Mechatronic Products . . . . . . . . . . . . . . . . .The Result and the Requirements . . . . . . . . . . . . . . .Product Pain . . . . . . . . . . . . . . . . . . . . . . . .4.1Product Environment . . . . . . . . . . . . . .4.2Private Life Experience . . . . . . . . . . . .4.2.1Washing Machine . . . . . . . . .4.2.2Telephone . . . . . . . . . . . . . . .4.2.3Escalator. . . . . . . . . . . . . . . .4.2.4Train . . . . . . . . . . . . . . . . . .4.2.5Private/Professional Experience4.3Professional Experience . . . . . . . . . . . .4.4Public Experience . . . . . . . . . . . . . . . .4.4.1Electricity . . . . . . . . . . . . . . .4.4.2Cars . . . . . . . . . . . . . . . . . . .4.4.3Bridges. . . . . . . . . . . . . . . . .4.4.4Aerospace Products . . . . . . . .4.4.5Power Plants . . . . . . . . . . . . .4.4.6Financial Products . . . . . . . . .4.4.7Other Products. . . . . . . . . . . .4.5Product Development Is Important . . . .4.6Product Development Is Hard . . . . . . . .4.7Pain in Use . . . . . . . . . . . . . . . . . . . 3747474757576767777787979808181828383
nce of PLM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5.1Product . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5.2Lifecycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5.3Changing Views of Products . . . . . . . . . . . . . . . . . . . .5.4Emergence of PLM in the 21st Century . . . . . . . . . . . . .5.5A New Paradigm . . . . . . . . . . . . . . . . . . . . . . . . . . . .5.6Across the Lifecycle . . . . . . . . . . . . . . . . . . . . . . . . . .5.7A New Way of Thinking . . . . . . . . . . . . . . . . . . . . . . .5.7.1Thinking About Manufacturing . . . . . . . . . . . .5.7.2Thinking About the Company . . . . . . . . . . . . .5.7.3Thinking About a Function . . . . . . . . . . . . . . .5.7.4Thinking About an Activity . . . . . . . . . . . . . .5.7.5Thinking About the Product DevelopmentActivity . . . . . . . . . . . . . . . . . . . . . . . . . . . .5.7.6Thinking About Focus . . . . . . . . . . . . . . . . . .5.7.7Thinking About Voices. . . . . . . . . . . . . . . . . .5.7.8Thinking About Time. . . . . . . . . . . . . . . . . . .5.7.9Thinking About Customers . . . . . . . . . . . . . . .5.7.10 Thinking About the Portfolio. . . . . . . . . . . . . .5.7.11 Thinking About the Product . . . . . . . . . . . . . .5.7.12 Thinking About the Product Lifecycle Approach5.7.13 Thinking About the Management Role . . . . . . .5.7.14 Thinking Profit or Planet . . . . . . . . . . . . . . . .5.7.15 Thinking About Processes, Data, Applications . 08108108109109109Opportunities and PLM . . . . . . . . . . . . .6.1Opportunities of a Growing Market .6.2Technology Opportunities . . . . . . .6.3Smart Product Opportunity . . . . . . .6.4Opportunity of Global Products . . .1111111121131144.104.114.124.134.1456Effects . . . . . . . . . . . . . . . . . . .Causes . . . . . . . . . . . . . . . . . . .4.9.1Challenger . . . . . . . . .4.9.2Columbia . . . . . . . . . .4.9.3SR-111 . . . . . . . . . . . .4.9.4Ariane 5 . . . . . . . . . . .4.9.5Multiple Causes. . . . . .Causes and Measures. . . . . . . . .Pre-Emptive Measures and PLM .Current and Future Nightmare . .4.12.1 It’s a Nightmare. . . . . .Global Growing Pains . . . . . . . .No Silver Bullet . . . . . . . . . . . .
Contents6.56.6Social and Environmental Opportunities for Products.More Opportunities for Products . . . . . . . . . . . . . . .6.6.1Unsolved Problems . . . . . . . . . . . . . . . . .6.6.2Future Changes . . . . . . . . . . . . . . . . . . . .6.6.3Balance of Power. . . . . . . . . . . . . . . . . . .6.6.4Increased Regulation . . . . . . . . . . . . . . . .6.6.5Better Managed Product Companies . . . . . .6.6.6Multitude of New Products . . . . . . . . . . . .6.6.7More Web-Based Product-Related Services .6.6.8Breakthrough Computer Aided ProductDevelopment . . . . . . . . . . . . . . . . . . . . . .So Much Opportunity . . . . . . . . . . . . . . . . . . . . . .Response to Opportunity . . . . . . . . . . . . . . . . . . . .From Opportunities to Detailed Benefits . . . . . . . . .115116116116117118118119119.120120120121Product . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7.1Product Importance, Range, Instance . . . . . . . . . . . .7.1.1Importance . . . . . . . . . . . . . . . . . . . . . . .7.1.2Range of Products . . . . . . . . . . . . . . . . . .7.1.3More than the Product . . . . . . . . . . . . . . .7.1.4Instance of a Product . . . . . . . . . . . . . . . .7.1.5Number of Products . . . . . . . . . . . . . . . . .7.1.6Commonality. . . . . . . . . . . . . . . . . . . . . .7.2Parts, Ingredients, Components, Assemblies . . . . . . .7.2.1Range of Parts. . . . . . . . . . . . . . . . . . . . .7.2.2Number of Parts . . . . . . . . . . . . . . . . . . .7.2.3Part and Product . . . . . . . . . . . . . . . . . . .7.3Identifier . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7.3.1Need for an Identifier . . . . . . . . . . . . . . . .7.3.2Name, Number . . . . . . . . . . . . . . . . . . . .7.3.3Internal, and Other, Names/Numbers . . . . .7.3.4Serial Numbers . . . . . . . . . . . . . . . . . . . .7.3.5Significant Numbers . . . . . . . . . . . . . . . . .7.3.6Product Key . . . . . . . . . . . . . . . . . . . . . .7.3.7Naming Languages . . . . . . . . . . . . . . . . .7.3.8Some Product and Part Identifiers . . . . . . .7.3.9Product Name and Part Name . . . . . . . . . .7.3.10 Trade Mark . . . . . . . . . . . . . . . . . . . . . . .7.4Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . .7.4.1Customer Requirements . . . . . . . . . . . . . .7.4.2Requirements for Global Products . . . . . . .7.5From Customer Requirement to Product 86.97xiii
67.177.188Identification Standards . . . . . . . . . . . . . . . . . . .7.6.1Global Trade Item Number . . . . . . . . . .7.6.2International Standard Book Number . . .7.6.3International Mobile Equipment Identity .7.6.4International Standard Music Number . . .7.6.5CAS Registry Numbers . . . . . . . . . . . .Unique Identifier, Unique Key . . . . . . . . . . . . . .Traceability . . . . . . . . . . . . . . . . . . . . . . . . . . .Communication of Identifier . . . . . . . . . . . . . . . .7.9.1Type of Communication . . . . . . . . . . . .7.9.2UPC Barcode . . . . . . . . . . . . . . . . . . .7.9.3EAN-13 . . . . . . . . . . . . . . . . . . . . . . .7.9.4Two-Dimensional Barcodes. . . . . . . . . .Product Classification . . . . . . . . . . . . . . . . . . . .7.10.1 Classification. . . . . . . . . . . . . . . . . . . .7.10.2 Advantages of Classification . . . . . . . . .7.10.3 Classification Systems . . . . . . . . . . . . .Versions, Variants, Options . . . . . . . . . . . . . . . .7.11.1 Lifecycle State. . . . . . . . . . . . . . . . . . .7.11.2 Version, Iteration . . . . . . . . . . . . . . . . .7.11.3 Variant, Option . . . . . . . . . . . . . . . . . .Product Ownership . . . . . . . . . . . . . . . . . . . . . .7.12.1 Rights . . . . . . . . . . . . . . . . . . . . . . . .7.12.2 Intellectual Property . . . . . . . . . . . . . . .Product Structure and Architecture . . . . . . . . . . .7.13.1 Structures . . . . . . . . . . . . . . . . . . . . . .7.13.2 Bill of Materials . . . . . . . . . . . . . . . . .7.13.3 Product Architecture. . . . . . . . . . . . . . .7.13.4 Product Portfolio . . . . . . . . . . . . . . . . .7.13.5 Product Model. . . . . . . . . . . . . . . . . . .Description, Definition and Representation . . . . . .From Customer Requirement to Performance . . . .No Product Is an Island . . . . . . . . . . . . . . . . . . .The Challenges . . . . . . . . . . . . . . . . . . . . . . . . .The Way Forward . . . . . . . . . . . . . . . . . . . . . . .Product Data . . . . . . . . . . . . . . . . . . .8.1Product and Product Data. . . . . .8.2Product Data Examples . . . . . . .8.3Product Data Issues . . . . . . . . . .8.3.1Access to Product Data.8.3.2Applications . . . . . . . .8.3.3Archiving of Data . . . .8.3.4Availability of Data . . 144144.145145146146147147148148
58.3.468.3.478.3.48Change . . . . . . . . . . . . . . . . . . . . . . . .Copies of Data . . . . . . . . . . . . . . . . . .Confidentiality of Data . . . . . . . . . . . . .Configuration . . . . . . . . . . . . . . . . . . .Definition of Data . . . . . . . . . . . . . . . .Duplicate and Redundant Data. . . . . . . .Exchange of Data . . . . . . . . . . . . . . . .File-Based Data . . . . . . . . . . . . . . . . . .Formal Description. . . . . . . . . . . . . . . .History . . . . . . . . . . . . . . . . . . . . . . . .Identification and Classification Systems.Inconsistent Data . . . . . . . . . . . . . . . . .Incorrect Data . . . . . . . . . . . . . . . . . . .Informally Annotated Documents . . . . . .Informal Communication of Data . . . . . .Input of Data. . . . . . . . . . . . . . . . . . . .Interoperability . . . . . . . . . . . . . . . . . .Languages. . . . . . . . . . . . . . . . . . . . . .Level of Detail . . . . . . . . . . . . . . . . . .Library of Data . . . . . . . . . . . . . . . . . .Location of Data . . . . . . . . . . . . . . . . .Long-Life Data . . . . . . . . . . . . . . . . . .Manuals . . . . . . . . . . . . . . . . . . . . . . .Media. . . . . . . . . . . . . . . . . . . . . . . . .Meaning of Data . . . . . . . . . . . . . . . . .Missing Data. . . . . . . . . . . . . . . . . . . .Navigation to Data . . . . . . . . . . . . . . . .Ownership of Data . . . . . . . . . . . . . . . .Processing of Data . . . . . . . . . . . . . . . .Project Data . . . . . . . . . . . . . . . . . . . .Re-invention of Existing Data . . . . . . . .Relationships Between Data . . . . . . . . .Representations of Data . . . . . . . . . . . .Rules Deficit . . . . . . . . . . . . . . . . . . . .Searching for Data . . . . . . . . . . . . . . . .Security of Data. . . . . . . . . . . . . . . . . .Sources of Data . . . . . . . . . . . . . . . . . .Software . . . . . . . . . . . . . . . . . . . . . . .Standards for Data . . . . . . . . . . . . . . . .States of Data . . . . . . . . . . . . . . . . . . .Structure of Data . . . . . . . . . . . . . . . . .Tabulated Documents . . . . . . . . . . . . . .Traceability of Data . . . . . . . . . . . . . . .Training Deficit . . . . . . . . . . . . . . . . . 161162162163163163164164164165165
Product Lifecycle Management (PLM) is the business activity of managing, in the most effective way, a company’s products all the way across their lifecycles; from the very first idea for a product
