david segal imts 2010 plm for value stream management
DESCRIPTION
Application of PLM (Product Lifecycle Management) methodologies to facilitate Lean Manufacturing and Engineering. Particular use of PLM for Lean Product Development and enterprise Value Streams ManagementTRANSCRIPT
Using PLM to Enhance Value Stream
Management for Competitive Advantage
David SEGALDirector,Industrial Equipment Industry Market Development
Dassault Systèmes
Copyright Dassault Systèmes – 2010 – All rights reserved
Agenda - Built “Top-Down”:
• Introduction… and Lean Principles
• Value Stream Management
• Using PLM to Enhance Value Stream Management
• Introduction to PLM 2.0
• PLM Demo:“Collaborative Multi-discipline Engineering”(Lean Product Development)
To succeed in this market….
Customers demand:More value, service and product performance for lower price
Line integration for requirements and regulations
Post sale asset managementOn-site engineering support
More complex productsMultiple systemsMultiple product configurationsEtc…
Manufacturers challenge:How focus on customer needs and still
remain profitable?More value, service and product
performance at lower costInnovation for more complex products
and faster time to marketManage global supply chains and
extended value streamsInnovate to respond to the industry
evolution and emerging markets Enable sustainable growth
Focus on product value streams
At core of lean principles is a focus on what customers want, identifying anything that doesn’t add value in providing a product or service (waste), and then eliminating or minimizing those wastes.
Hundreds of activities, processes and inputs bring a product or service to market (i.e., a value stream).
Value streams run from the furthest supplier out to end customers, with inputs from many functions (sales, procurement, development, etc.)
Value-stream view of processes: asking whether each step adds value for the end customer, or does a step
actually waste time, movement, or resources?
Lean, in a nutshell
www.vision-lean.com
TYPES OF MUDA (waste)
1) Precisely specify value
2) Identify value stream
3) Make value flow without interruptions
4) Let customer pull value
5) Pursue perfection
THE LEAN PRINCIPLES
FORD (H. Ford) 1913 GM (A.Sloan) +/- 1930 Toyota, Taiichi Ohno +/- 1950 James Womack, 1990
Value Stream Management
Starts with understanding of Customer ValuesCustomer values differ from customer requirements
Requires the development of core systems that ensure the ability to create these values:
Manufacturing
Procurement
CustomerValues
Value Stream Mapping
Distribution
Product Development
Engineering
Knowledge Capitalization
Sales
Marketing
Regulatory
So , Value Stream Management can be defined to be…
Designing, improving, and sustaining both the relationships and the individual processes that contribute to the creation of customer value!
Value Stream Management
Value Stream Mapping
Knowledge Capitalization
Need for a Systemic View
Unified Vision
Complexity of conflicting valuesDependency and interrelationshipsChanges and transformation of values
PLMCollaborative
Management
Environment
PLM and Value Stream Management Aligning value streams to customer and business needs“The difference between profitable and unprofitable value
streams is how much usable knowledge is created and delivered by development. So, the primary wastes in
development are connected to knowledge, not physical transformation.”
Allen Ward, Lean Product and Process Development, The Lean Enterprise Institute, March 2007.
97% Non VA
97% Non VA
Most process improvement teams attack this (Value Activities)
Achieve this …
And ignore this
Typical Value Stream
3% VATeams tend to
evaluate processes by
focusing only on actions where something is being done to the product
Driven by Lean Manufacturing…
PLM and Value Stream Management Aligning value streams to customer and business needs“The difference between profitable and unprofitable value
streams is how much usable knowledge is created and delivered by development. So, the primary wastes in
development are connected to knowledge, not physical transformation.”
Allen Ward, Lean Product and Process Development, The Lean Enterprise Institute, March 2007.
97% Non VA
Typical Value Stream
3% VATeams tend to
evaluate processes by
focusing only on actions where something is being done to the product
Driven by Lean Manufacturing…
Knowledge-Based Process Automation
Knowledge-Based Product Engineering
PLM and Value Stream Management Knowledge-Based Process Automation and Engineering
Impact on R&D and DesignGlobal, Complex, Multi-discipline Engineering and development costs control
Impact on sourcing/supplier managementGlobal Collaboration across supply chain for NPI and ETO processes
Impact on manufacturingProduction lines balancing, simulation and automation
Impact on distribution Global inventory and assets management
Impact on customer service and supportVoice of the Customer and early product experience in the Engineering process (Digital roll-out)
Experience
Experience
DesignSimulate
Produce
Collaborate
Customer/People
©Dassault Systèmes 2009– Customer and DS Channels personal use only
“A Global Development Environmentthat provides value-streams optimization from Bidding to Commissioning and Lifelike Experience to deliver First Time Right Innovative and Sustainable Products”
PLM 2.0 for Lean Engineering
12
Devices/Products/Services
Middleware platforms
People PLM 2.0 for Lean Engineering
Collaborative Innovation
Lifelike Experience
IP Modeling & Simulation
DigitalManufacturin
g& Production
RealisticSimulation
©Dassault Systèmes 2009– Customer and DS Channels personal use only
Virtual Design
Ship
Deliver
End of
Life (EOL)
Processes
Service & Support
Processes
Enterprise Business Processes
ProductEngineering
Processes
Systems Engineering
Processes
ManufacturingProcesses
1
2
3
4
5
Industrial Equipment Domains Overview
Ship
Deliver
End of
Life (EOL)
Processes
Standard Manager
Standard Designer
Services
Technical Writer
ProjectManager
Buyer
ProductManager
Customer
Systems
Engineer
Suppliers
Sales
Simulation Engineer
Controls Engineer
Fluidics EngineerElectrical Engineer
Mechanical Engineer
Process Planner
Tooling Designer
Resource Programmer
Production Engineer
Instructions Designer
QualityEnginee
r
Industrial Equipment Roles
End OfLife
ShipDesign
ValidationOrder
Start Of Prod.
Manuf.Validation
ProductValidation DeliverRFX
Project Carry Over
Bidding Phase
Product Manager
Project Manager
Sales
ControlsEngineer
Mechanical Engineer
Electrical Engineer
Fluidics Engineer
Buyer
Standard Manager
Customer Systems
Engineer
Product Architect
1
Industrial Equipment Value Activities
End OfLife
ShipDesign
ValidationOrder
Start Of Prod.
Manuf.Validation
ProductValidation DeliverRFX
Project Carry Over
Detailed Design Phase
Product Manager
Project Manager
Sales
SuppliersControlsEngineer
Mechanical Engineer
Electrical Engineer
Fluidics Engineer
Buyer
Standard Manager
Standard Designer
Customer
QualityEnginee
r
Simulation Engineer
Systems
Engineer
Product Architect
2
Process Planner
Tooling Designer
Resource Programmer
Industrial Equipment Value Activities
End OfLife
ShipDesign
ValidationOrder
Start Of Prod.
Manuf.Validation
ProductValidation DeliverRFX
Project Carry Over
Product Manager
Project Manager
Sales
SuppliersControlsEngineer
Mechanical Engineer
Electrical Engineer
Fluidics Engineer
Production Engineer
Buyer
Standard Manager
Standard Designer
Customer
QualityEnginee
r
Systems
Engineer
Process Planner
Tooling Designer
ServicesSimulation Engineer
Resource Programmer
Instructions Designer Technical
WriterProduction Phase
Product Architect
3
Industrial Equipment Value Activities
End OfLife
ShipDesign
ValidationOrder
Start Of Prod.
Manuf.Validation
ProductValidation DeliverRFX
Project Carry Over
Product Manager
Project Manager
Sales
Suppliers
Customer
QualityEnginee
r
Services
Technical Writer
Production Engineer
Instructions DesignerImplement &
MaintainPhase
4
Industrial Equipment Value Activities
End OfLife
ShipDesign
ValidationOrder
Start Of Prod.
Manuf.Validation
ProductValidation DeliverRFX
Project Carry Over
Service & Support
Processes
Enterprise Business
Processes
ProductEngineering
Processes
Systems Engineering
Processes
Manufacturing
Processes
Products Portfolio & Requirements Management
Enterprise Projects Management
Quote to Order Management
Suppliers & Sourcing Management
Systems Engineering
Regulatory Management
Service & Support Engineering / Operations
Structure & Body Design
Mechanical Design
Analysis & Simulation
Product Virtual Commissioning
Product Architecture & Synthesis
Manufacturing & Production Operations
Industrial Equipment Processes Overview
PLM supports value-stream continuous improvement
Applying continuous improvement across a value stream relies on basic lean principles:
Minimizing waste Lowering costsImproving productivityEnhancing revenue generation through better use of assetsImproving ROI
PLM enables efficiency fundamentals:System Stability - All participants need to access a single, consistent data source
Process Standardization - Definition and capture of standard reference processes is a must in a value stream
Correction and Improvement - Problems and improvement opportunities should be identified, analyzed, and eliminated quickly
PLM supports value-stream continuous improvement
“In some cases, application of Lean Principles hasprovided a 60-70% reduction in product development time.”Clifford Fiore, Accelerated Product Development,Productivity Press, New York, 2005
“Lean Product Development offers by far the greatest potential for a competitive advantage for any consumer driven company and is a critical component in dealingwith the many environmental challenges that all companies must now take into consideration.”The Toyota Product Development System, Morgan & Liker, 2006.
CustomerCase Studies:
Metrics Improvement
Product Development Cycle Times
60-70% reduction
Bid-Win strike rate
From 10 to 40 %
Time to design 20-30 % reduction
Engineering change process cycle time
10 -20 % reduction
Time to Manufacture 10-15 % reduction
Time to find information 50-60% reduction
Design errors 50 -60 % reduction
DI
Thank You
David SEGAL [email protected]
@davesegal28 /in/davesegal
“David Segal PLM” Dassault Systèmes
Back Slides
Dassault Systèmes
Impact on sourcing/supplier managementParticipation in new-product development:
“Managing Supply Chains for Growth and Efficiency,” Industry Week and IBM Global Services, January 2008.
Impact on customer service and supportCollaborative Design with Suppliers and
Customers
Source: 2009 MPI Manufacturing Study, Manufacturing Performance Institute, 2009.
Video
Impact on R&D and DesignCollaborative Multi-discipline Engineering