Our consulting process for your PLM
Half of all PLM projects fail due to a lack of competence in terms of method, process model or system. This shows how important support from experienced and system-neutral consultants is in PLM analysis and the PLM strategy as well as the implementation derived from it.
We support companies with extensive methodological know-how and many years of PLM experience to identify potentials for increasing efficiency in the product process and to implement optimizations.
PLM: Another system?
We believe that PLM is not a system, but a process. The key lies in optimal collaboration between the business units - starting with design and ending with disposal. PLM represents an end-to-end approach that provides consistent product data management by integrating processes, methods and tools. It follows from this: A PLM project is not an IT implementation project.
A PLM project consists of five phases:
- 1. Project preparation
- 2. Process analysis
- 3. Solution finding
- 4. Decision
The first phase of the PLM project is also the most important. This is where the course is set for success or failure. The following aspects must be considered in the project preparation:
- Strategy and vision:
PLM is not department- or division-specific. PLM must be built into the corporate strategy, because an isolated view does not create added value. The strategy also defines the indicators for successful implementation - only those who know where the journey is to go will know when they have reached their destination. A lack of company-wide strategy also explains why many PLM projects fail when they only consider the development department. - Management involvement:
The management level must support the strategy and actively accompany the project. Only if the PLM concept is understood by management can the necessary financial and human resources be made available and the individual areas integrated. Involving those responsible for product management, development, production and service is a must. They should understand PLM and support decisions.
- Prioritization:
A PLM project is an investment in the future and requires experienced project members and time. Without appropriate prioritization at the management level, project resources will be caught up in day-to-day business. - Acceptance:
Appropriate communication measures should be used to keep affected employees* regularly informed. A PLM project brings many changes, which is why acceptance is crucial for success.
In this phase, the work processes are analyzed with documentation of the ACTUAL processes. A comparison of the PLM maturity (results from the PLMeter assessment) of processes and system (existing IT infrastructure) can provide indications of any gaps. This phase forms the starting point for designing solutions and provides initial definitions in the direction of the TARGET state.
During the process analysis, interviews are conducted with all relevant departments to identify needs in the direction of the system or organization.
A sustainable PLM concept is developed on the basis of strategy and process analysis. This defines the central PLM tasks in the company.
In this phase, the entire organization must be taken into account and a system-neutral solution must be developed in order to achieve a successful PLM implementation. This ensures that the focus is on the processes and not the system.
In this phase, the system-neutral solutions are evaluated and the most suitable solution is determined.
The results of this phase (user stories) are the basis for the PLM implementation project and map the scope of future PLM functionality.
The first phase of the PLM project is also the most important. This is where the course is set for success or failure. The following aspects must be considered in the project preparation:
- Strategy and vision:
PLM is not department- or division-specific. PLM must be built into the corporate strategy, because an isolated view does not create added value. The strategy also defines the indicators for successful implementation - only those who know where the journey is to go will know when they have reached their destination. A lack of company-wide strategy also explains why many PLM projects fail when they only consider the development department. - Management involvement:
The management level must support the strategy and actively accompany the project. Only if the PLM concept is understood by management can the necessary financial and human resources be made available and the individual areas integrated. Involving those responsible for product management, development, production and service is a must. They should understand PLM and support decisions.
- Prioritization:
A PLM project is an investment in the future and requires experienced project members and time. Without appropriate prioritization at the management level, project resources will be caught up in day-to-day business. - Acceptance:
Appropriate communication measures should be used to keep affected employees* regularly informed. A PLM project brings many changes, which is why acceptance is crucial for success.
In this phase, the work processes are analyzed with documentation of the ACTUAL processes. A comparison of the PLM maturity (results from the PLMeter assessment) of processes and system (existing IT infrastructure) can provide indications of any gaps. This phase forms the starting point for designing solutions and provides initial definitions in the direction of the TARGET state.
During the process analysis, interviews are conducted with all relevant departments to identify needs in the direction of the system or organization.
A sustainable PLM concept is developed on the basis of strategy and process analysis. This defines the central PLM tasks in the company.
In this phase, the entire organization must be taken into account and a system-neutral solution must be developed in order to achieve a successful PLM implementation. This ensures that the focus is on the processes and not the system.
In this phase, the system-neutral solutions are evaluated and the most suitable solution is determined.
The results of this phase (user stories) are the basis for the PLM implementation project and map the scope of future PLM functionality.
Before you start
The hurdles to getting started with a PLM project are often high. On the one hand, there is usually no orientation as to where the company is on the PLM map, and on the other hand, PLM is not a finished system or port of destination. PLM is a journey whose destination follows the product processes in the company.
To make it easier for you to decide to start your PLM journey and to recognize the destination, abat has developed the PLMeter. This tool, for analyzing the "PLM location" of a company, was realized based on years of PLM project experience.
In a workshop tailored to your processes and subsequent analysis of processes and tools, we use the PLMeter to create an overall PLM assessment of the relevant areas as well as precisely tailored recommendations for action and implementation strategies. In the next step, you decide on the implementation and the composition of the solution modules.
Our success story
Volkswagen AG
Product data network across systems and brands
In a PLM project at our customer Volkswagen, product data was networked across systems and brands. Read the case study to learn how you can get project status at the touch of a button.
Our SMARTsolution
PLMeter
The PLMeter from abat was developed on the basis of years of PLM project experience and makes the need for action visible within a very short time.
We are member
The aim of the association is to define standards and interfaces, especially for the digitization of the entire product creation process.
