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Product Data Management Initiative Overview Joint Aviation Conference

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Overview Joint Aviation Conference Agenda PDMI Program Overview Product Lifecycle Management Capabilities PDMI Solution Discussion Improvement Opportunities Program ... – PowerPoint PPT presentation

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Title: Product Data Management Initiative Overview Joint Aviation Conference


1
Product Data Management Initiative
OverviewJoint Aviation Conference
2
Agenda
  • PDMI Program Overview
  • Product Lifecycle Management Capabilities
  • PDMI Solution Discussion
  • Improvement Opportunities

3
Program Overview
  • Business Systems Modernization - BSM
  • - End-to-end ERP
  • Order Fulfillment, Planning, Procurement,
    Financial
  • Integrated Data Environment IDE
  • Esynchronizes DLAs Internal Processes
  • Provides DOD-wide Log Data Exchange
    Interoperability
  • Customer Relationship Management CRM
  • - Processes, Tools and People to Move from
    Transaction-based
  • to Partner Relationships
  • Product Data Management Initiative (PDMI)
  • Will Deliver a DLA-wide Product Data/Product
    Lifecycle
  • Management and Collaboration System
  • Distribution Planning Management System - DPMS
  • - Robust Material Positioning Warehouse
    Optimization
  • - Global Decision Making Management for 25
    Depots
  • BSM Energy
  • - Commercial Software, Deploying Now
  • Reutilization Modernization Program

4
Program Overview
  • DLA's overall transformation strategy requires
    all DLA business operations to upgrade their IT
    capabilities, including Technical and Quality
    functions
  • BSM Release 2.0 functional blueprinting
    identified the need for technical document
    management and workflow management
  • As a result, DLA has begun an Agency-wide Product
    Data Management Initiative (PDMI) whose
    objectives are to
  • Increase the accuracy and accessibility of
    product data needed to make informed engineering
    and procurement actions
  • Provide a single enterprise application that
    supports one location and access of product data
    for authorized users
  • Link to the SAP application being developed and
    implemented where required to support ongoing
    business processes
  • PDMI Program Office Established in Oct 2004

5
Program Definition
The PDMI is the DLAs strategy for transforming
the Agencys Technical and Quality business
processes and capabilities. The Technical and
Quality business process is one of the five core
business processes comprising DLAs BSM strategy.
The PDMI will provide part of the Technical and
Quality business process solution
  • PDMI
  • Bidset preparation
  • Document maintenance/version
  • management
  • Document repository (JEDMICS)
  • Collaboration with customers
  • suppliers
  • ECP/ECN management

Services Data Environment (Army PLM plus)
  • BSM
  • Tech review of PRs
  • Match PR with specs QAP
  • Tech/Quality history
  • Vendor performance management
  • Product quality complaint mgmt
  • Bills of Material
  • Packaging data
  • FLIS/CRS
  • National Stock Number items
  • New item introduction
  • Item descriptions
  • Establishment Maintenance
  • of NSN relationships
  • Reference data

6
PDMI Capabilities
  • Consolidate DLA Technical Data From
  • Multiple JEDMICS
  • Shared drives
  • Personal computers
  • Desk drawers
  • Provide Data Accessibility Visibility to
  • Product specialists
  • TQ community
  • Customers
  • Suppliers
  • Create Bid Sets
  • Replace DBI, ABI, CAPERS
  • Link to Existing Databases
  • ASSIST
  • MEDALS
  • Allow Collaboration on
  • Engineering support
  • Specification preparation
  • Establish Capability for Future Links to
  • Service data repositories
  • OEM data repositories

Take advantage of current product lifecycle
management capabilities
7
Vision/Strategy
PDMI Objective
Automated Capabilities for the Management and Use
of Product Data Supporting DLA Business Processes
Increment 1
Integration with BSM
Increment 2
  • Technical data repository
  • Bidset preparation
  • Interface to ASSIST MEDALS
  • Replace ESA and JEDMICS

Automation of Tech Businesses
Increment 3
  • Technical programs
  • Specification authoring
  • GEM program

Integration with Design Activities
  • Collaboration with Design Activities
  • Links to Services Engineering Data
  • Links to Vendor Drawings

8
Increment I High Level Schedule
8/05 9/05 10/05 11/05 12/05 1/06 2/06 3/06 4/06 5/06 6/06 7/06 8/06 9/06 Sustainment Oct. Dec. 06

Design
BPR
Develop
Test
D e p l o y
Legacy Support System Stabilization / OTE
Migration Design
Mock Migrations
Cut-over
Training Design, Development, Test, TTT
Organizational Design
Communications
9
PDMI Application View
10
Agenda
  • PDMI Program Overview
  • Product Lifecycle Management Capabilities
  • PDMI Solution Discussion
  • Improvement Opportunities

11
PLM Scope
  • PLM makes all product and project specific
    information available throughout the organization
    and also with customers and partners across
    enterprise boundaries.

12
PLM Evolution
  • Two clear trends have emerged in PLM Inclusion
    and Collaboration.
  • Solution for the engineering function
  • Store and manage engineering drawings and related
    CAD files.
  • Additional capabilities such as change orders,
    configuration management and visualization
  • Information silos
  • Sequential information flow
  • Lack of tracking

Convert sequential processes into collaborative
networks with all partners involved component
suppliers, contract manufacturers, customers,
third party design partners.
Enterprise Data Management
Cooperation Between Enterprises
Collaborative Businesses
Client
Client
Delivery / Service
Engineering
Production
Marketing
13
Process Integration
  • PLM enables a level of process and organization
    integration which was not previously achievable.

Functional Integration Levels
Teams Integration Levels
14
Integrated Product Environment
  • CAD
  • Items
  • BOMs
  • Drawings
  • Shop Floor
  • BOMs / Routings
  • Visual Aids / Mfg Instructions
  • ERP
  • Items
  • BOMs
  • ECs
  • CRM Application
  • Customer Needs / Requirements
  • Order Configurations
  • Customer Support
  • As-Maintained Product Data
  • Repair / Warranty Data

Illustrative
PLM Application
15
Business Benefits
Benefit How Achieved
Reduce Time to Market Increase
Revenues Reduce Costs Improve Product
Quality Increase Customer Satisfaction
  • Better coordination between development and
    manufacturing
  • Sharing accurate content across the organization
  • Quicker and more accurate decision-making during
    development
  • Reduce time to volume through manufacturing/develo
    pment coordination
  • Requirements management process integrated with
    marketing
  • Improved resource allocation for development
    projects
  • Improved change management processes and
    communication
  • Better equipment and plant performance through
    improved maintenance and utilization
  • Integrated quality management across development,
    production, and maintenance
  • Improved service offerings
  • Responsive product development

16
Agenda
  • PDMI Program Overview
  • Product Lifecycle Management Capabilities
  • PDMI Solution Discussion
  • Improvement Opportunities

17
Introduction to SAP PLM
  • The SAP PLM solution supports all the processes
    related to customer requirements, product
    specification, product engineering and project
    management.

18
Lifecycle Data Management provides integrated
engineering capabilities for managing
requirements, bills of materials, routing and
resource data, recipes, CAD models, and related
technical documents.
Lifecycle Data Management
  • Document Management
  • Manage specifications, bills of material, routing
    data, project structures, recipes and related
    technical documents
  • Product Structure Management
  • Integration
  • Fully supported out-of-the-box integration to
    different computer aided design (CAD) systems
  • Change and Configuration Management
  • Manage the conceptual and early design phase with
    product designer capability to maintain maximum
    flexibility for adding and deleting documents,
    drawings and materials

19
Asset Lifecycle Management assists in equipment
planning, operation, maintenance, and replacement
process and enables greater control and accuracy
Asset Lifecycle Management
  • Technical assets management
  • Equipment structures, documentation
  • Business partner collaboration
  • Purchasing of services and parts
  • Preventive maintenance
  • Work clearance management
  • Work order cycle (asset planning,
    routeplanning, shutdown planning)

20
Program Project Management provides
capabilities to plan, manage, and control product
portfolios and the complete product development
process
Program and Project Management
  • Strategic Program Management
  • Life Cycle Profitability Analysis
  • Perform Earned-Value and profitability analysis
    by consolidating earnings and profitability over
    the entire life cycle
  • Project Management
  • Plan and manage project schedules and resources

21
Life Cycle Collaboration integrates development
partners, customers and suppliers and allows them
to communicate information across virtual teams.
Lifecycle Collaboration
Design Collaboration Collaborative Project
Management Quality Collaboration Supplier
Collaboration Enterprise Portal Content PLM
Analytics
22
Quality Management enables continuous process
improvement through collaboration and sustained
quality control.
Quality Management
  • Quality engineering
  • Engineering workbench, audit managementvendor
    evaluation, stability study
  • Quality control
  • Inspectors workplace, mobile inspectionsstatistic
    al process control (SPC)
  • Quality improvement
  • QM manual, notifications, Internetservice
    requests, solution database
  • Quality collaboration

23
Environmental Health and Safety ensures
regulatory compliance, helps to maintain a
positive public image and safe working
environment.
Environmental Health and Safety
  • Product safety
  • Specification management/phrase management
  • Dangerous goods management
  • Dangerous goods regulation data
  • Industrial hygiene and safety
  • Safety site inspections, risk assessment
  • Waste management
  • Disposal processing
  • Occupational health
  • Health surveillance protocols, medical service

24
User Experience
25
Agenda
  • PDMI Program Overview
  • Product Lifecycle Management Capabilities
  • PDMI Solution Discussion
  • Improvement Opportunities

26
PDMI Process Model
During blueprinting we defined 4 overall process
areas and associated processes that define PDMI.
7 of those processes are in scope for Increment 1
Item Introduction
Item Definition
End of Life
Doc Develop
Doc Control
Data Dissemination
Analysis Prioritize
EOL Analysis
Collab
Disposition
Item Screening
Create Item Store Docs
Item Master Data Mgmt
Component Management (out of scope for Increment
I)
27
Process Improvements
  • During blueprinting, we identified process
    improvements throughout the 7 in-scope processes.
    Major changes fall into three categories
  • Item Introduction Create Items and Store
    Documents
  • Document Management
  • Document Control
  • Document Development
  • Dissemination
  • Disposition
  • Solicitation Support
  • Analysis and Prioritization
  • Item Master Data Management
  • Dissemination

28
Process ImprovementsItem Introduction
  • DLIS catalogers have access to technical data to
    fully describe new items
  • All LR technical data passes through DLIS,
    complementing the BSM R2.2 LR solution
  • DLIS catalogers scan and store documentation
    during cataloging
  • DLIS catalogers and DLA product specialists can
    collaborate using SAP cFolders
  • Technical data established in SAP DMS at time of
    item creation (LR or SSR)

29
Process ImprovementsDocument Management
  • Consolidated processes for managing all document
    types (drawings, specifications, etc.)
  • Proactively acquire correct versions and
    revisions of technical data
  • Up-front creation of document structures to
    streamline dissemination
  • Reuse of document structures across multiple NSNs

30
Process ImprovementsSolicitation Support
  • Technical reviews based on planned buys, reducing
    TQ contribution to ALT
  • Single, enterprise-wide solution for document
    distribution
  • Integration of engineering support requests into
    primary product specialist application (SAP)
  • Multiple NSNs on single engineering support
    request, when applicable

31
Beyond Increment I
Increment I Focus
Post-Increment I Focus
  • Solution for the engineering function
  • Store and manage engineering drawings and related
    CAD files.
  • Additional capabilities such as change orders,
    configuration management and visualization
  • Information silos
  • Sequential information flow
  • Lack of tracking

Convert sequential processes into collaborative
networks with all partners involved component
suppliers, contract manufacturers, customers,
third party design partners.
Enterprise Data Management
Cooperation Between Enterprises
Collaborative Businesses
Delivery / Service
Engineering
Production
Marketing
32
Collaboration Leading Practices
  • Work with supply chain partners to proactively
    identify end-of-life parts and execute EOL plan
  • Work with suppliers on quality issues
  • Share supplier technical performance statistics
    with the purchasing organization and the supplier
  • Deploy cross-functional teams to work with
    suppliers who are having quality issues
  • Maintain a single master
  • Avoid translations, copies, and redundant storage
    of data
  • Use views and access privileges instead of
    different versions
  • Applies to BOMs, engineering models,
    documentation, and material records
  • Deploy collaborative capabilities people will
    use them
  • Integrations to third part viewers allow
    non-engineers to view CAD files
  • Workflows, redlines, and projects create non-real
    time collaborative capability
  • Virtual meetings with real-time internet redlines

33
Collaboration Leading Practices
  • Eliminate latency in change order execution
  • Get a heads-up to pending changes before they
    are released
  • If possible, become a member of the design
    authoritys change control board
  • Automate the extraction, translation, and import
    of change data
  • Understand and communicate the cost impact of
    design decisions
  • Inventory obsolescence, increased lead times and
    component costs should be traced back to the
    change responsible
  • Optimize the number of touches and manual steps
    in loading engineering content
  • Generally, fewer touches is better (results in
    cleaner data), but...
  • Validate key data prior to finalizing in the PDM
    system
  • Provide feedback
  • Suggest changes which save money or improve
    quality
  • Inform the design authority of the operational
    impact of their proposed changes

34
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