| |
| |
| Acknowledgments | |
| |
| |
| |
| Introduction-The Path to PLM | |
| |
| |
| Information as a Substitute for Wasted Time, Energy, and Material | |
| |
| |
| The Trajectory of Computer Technology Development | |
| |
| |
| The Virtualization of Physical Objects | |
| |
| |
| The Distinction between Processes and Practices | |
| |
| |
| The Outline of the Book | |
| |
| |
| |
| Constructing PLM | |
| |
| |
| Defining PLM | |
| |
| |
| PLM Lifecycle Model | |
| |
| |
| Plan | |
| |
| |
| Design | |
| |
| |
| Build | |
| |
| |
| Support | |
| |
| |
| Dispose | |
| |
| |
| The Threads of PLM | |
| |
| |
| Computer Aided Design (CAD) | |
| |
| |
| Engineering Data Management (EDM) | |
| |
| |
| Product Data Management (PDM) | |
| |
| |
| Computer Integrated Manufacturing (CIM) | |
| |
| |
| Weaving the Threads into PLM | |
| |
| |
| Comparing PLM to ERP | |
| |
| |
| Summary | |
| |
| |
| |
| Characteristics of PLM | |
| |
| |
| Information Silos | |
| |
| |
| Information Mirroring Model (IM Model) | |
| |
| |
| Characteristics of PLM | |
| |
| |
| Singularity | |
| |
| |
| Correspondence | |
| |
| |
| Cohesion | |
| |
| |
| Traceability | |
| |
| |
| Reflectiveness | |
| |
| |
| Cued Availability | |
| |
| |
| Summary | |
| |
| |
| |
| The Environment Driving PLM | |
| |
| |
| External Drivers | |
| |
| |
| Scale | |
| |
| |
| Complexity | |
| |
| |
| Cycle Times | |
| |
| |
| Globalization | |
| |
| |
| Regulation | |
| |
| |
| Internal Drivers | |
| |
| |
| Productivity | |
| |
| |
| Innovation | |
| |
| |
| Collaboration | |
| |
| |
| Quality | |
| |
| |
| Boardroom Driver-IT Value Map | |
| |
| |
| Income, Revenue, and Costs | |
| |
| |
| Comparing Lean Manufacturing, ERP, CRM, and PLM | |
| |
| |
| Summary | |
| |
| |
| |
| PLM Elements | |
| |
| |
| The Process/Practice versus Technology Matrix | |
| |
| |
| The People, Process/Practice, Information Technology Triangle | |
| |
| |
| People | |
| |
| |
| Process/Practice | |
| |
| |
| Technology | |
| |
| |
| Summary | |
| |
| |
| |
| Collaborative Product Development-Starting the Digital Lifecycle | |
| |
| |
| What Is Collaborative Product Development? | |
| |
| |
| Mapping Requirements to Specifications | |
| |
| |
| Part Numbering | |
| |
| |
| Engineering Vaulting | |
| |
| |
| Product Reuse | |
| |
| |
| Start and Smart Parts | |
| |
| |
| Engineering Change Management | |
| |
| |
| Collaboration Room | |
| |
| |
| Bill of Material and Process Consistency | |
| |
| |
| Digital Mock-Up and Prototype Development | |
| |
| |
| Design for the Environment (DfE) | |
| |
| |
| Virtual Testing and Validation | |
| |
| |
| Marketing Collateral | |
| |
| |
| Summary | |
| |
| |
| |
| Digital Manufacturing-PLM in the Factory | |
| |
| |
| What Is Digital Manufacturing? | |
| |
| |
| Early Promise of Digital Manufacturing | |
| |
| |
| Manufacturing the First One, Ramp Up, and Manufacturing the Rest of Them | |
| |
| |
| Manufacturing the First One | |
| |
| |
| Ramp Up | |
| |
| |
| Manufacturing the Rest | |
| |
| |
| Production Planning | |
| |
| |
| Summary | |
| |
| |
| |
| Outside the Factory Door | |
| |
| |
| Costs Do Not Stop at the Factory Door | |
| |
| |
| Quality Scrap Production | |
| |
| |
| Product Liability | |
| |
| |
| Warranty | |
| |
| |
| Quality in Use, Not in Theory | |
| |
| |
| Product Usability | |
| |
| |
| New Revenue Model Opportunities | |
| |
| |
| Repair Services | |
| |
| |
| Product Extension Services | |
| |
| |
| End of Life Recycling and Disposal | |
| |
| |
| Summary | |
| |
| |
| |
| Developing a PLM Strategy | |
| |
| |
| What Is Strategy? | |
| |
| |
| A Vision of Tomorrow | |
| |
| |
| A Realistic Assessment of Today | |
| |
| |
| Plan for Bridging the Gap | |
| |
| |
| Capabilities and Resources Required | |
| |
| |
| Impact of Strategy | |
| |
| |
| Implementing a PLM Strategy-Lessons Learned | |
| |
| |
| Top Management Is Engaged, Not Just Involved | |
| |
| |
| Project Leaders Are Veterans and Team Members Are Decision Makers | |
| |
| |
| Third Parties Fill Gaps in Expertise and Transfer Knowledge | |
| |
| |
| Change Management Goes Hand in Hand with Project Management | |
| |
| |
| The Final Success Factor Is That a Satisficing Mindset Prevails | |
| |
| |
| Acting Like the CXO | |
| |
| |
| Find PLM Initiatives to Support Corporate Objectives | |
| |
| |
| See Beyond Functional Barriers | |
| |
| |
| Watch for Optimal Decisions That Are Suboptimal | |
| |
| |
| Stretch Change Muscle | |
| |
| |
| Think "One Organization" | |
| |
| |
| Summary | |
| |
| |
| |
| Conducting a PLM Readiness Assessment | |
| |
| |
| Infrastructure Assessment | |
| |
| |
| Adequateness of the Current Technology | |
| |
| |
| Scalability of the Technology | |
| |
| |
| Modularity of the Technology | |
| |
| |
| Openness of the Technology | |
| |
| |
| Assessment of Current Systems and Applications | |
| |
| |
| People Assessment | |
| |
| |
| Process/Practice Assessment | |
| |
| |
| Capability Maturity Model Assessment | |
| |
| |
| Assessment Cautions | |
| |
| |
| Summary | |
| |
| |
| |
| The Real World and the Universe of Possibilities for PLM | |
| |
| |
| Technology | |
| |
| |
| People | |
| |
| |
| Processes/Practices | |
| |
| |
| Index | |