PLM Struts It's Stuff at the NRF 2014 Show

When people think of PLM, they often think of automobiles, airplanes, and large machines. But, the world of retail and fashion provides fertile ground for managing and sharing information. PLM, bold and beautiful, strutted down the catwalk at the recent NRF (National Retail Federation) show in New York, City. Some in the audience were heard to say, "I'm too sexy for my PDM!"

You can read more about this excellent show here, and here. Also, read what PTC and Dassault Systemes are doing in this space.

One aspect of this show that caught my attention was the idea of providing a rich customer experience. PTC and Dassault Systemes, along with others, were both there showing what they have to offer in this exciting space. Both of these companies have a strong set of offerings that provided support for the retail and fashion industries.

When you think about it, fashion and retail are very likely candidates for PLM. There is a ton of information generated during the product development process. Design data for new products must take into account customer input and feedback from previous products. The design data must be shared and collaborated upon by multiple people in real time. The supply chain must be involved in product discussions. Sales teams must be prepared for new products. There are merchandising and store operations teams that need to be involved in collaboration, and all of this must be done quickly.

The new product introduction process is complex because it involves many different people in various groups, potentially located all over the world. A PLM system must serve as a common repository for all product information including raw materials, product specifications, style information, product costing, packaging, and so forth. The PLM system must also allow sharing with those who need to make critical decisions quickly. PLM must also provide visibility for the entire retail value chain, allowing collaboration, design, development, and product sourcing. These are not easy tasks to accomplish when there is plenty of time, but time pressures are constantly part of any retail business.

Today we are seeing more and more retail and fashion companies look to PLM as a way to do business. They are replacing spreadsheets and paper documents with a common repository of product information that can be shared. This trend will continue. Those who plan to stay in business will embrace PLM and all the needed technology to support innovation and make their business run more efficiently.

Strut down the catwalk with confidence, because you've got PLM!

What do you think?

Cheers,

Jim

RIP: The Death of the PC?

Is the PC dead? How will the next generation of computing look? What impact will this have on PLM? I was thinking about all of these as I read a recent article: So If The PC Is Dying, What Happens With Microsoft Next? I want to change the title to: So If The PC Is Dying, What Happens With PLM Next? What do you think is the answer? I like this quote from the article:

"What PC decline really reflects are changes in the innovation cycle and changes in the workplace. It also illustrates how desktop behavior, just like our preferences on smartphones, has migrated to apps and away from enterprise software suites."

Another great article on this topic, "The PC is Not Dead. Yet." by John C. Dvorak of PC Magazine talks about how technology has made the PC almost too good. What I think he means is that the hardware has gotten so good with storage, display, and other options being good enough for many years to come; there is no good reason to buy a new one. I like this quote from the article:

"The last nail in the dead PC coffin comes from the PC itself. The personal computer, for all practical purposes committed suicide."

Paradigm Shift

No matter where you stand on this issue, there is no way to ignore the paradigm shift that is happening across the computing industry. New, more portable devices with lots of power are in user's hands. Every day we see new ways to use apps, the cloud, big data, and other technologies to make computing easier. The old style of computing is wearing thin: monolithic programs that are hard to learn, infrequent updates, and resource hogs.

COFES 2013

Even Microsoft (MS) is starting to get into the game, at least as far as devices are concerned. At the recent COFES 2013, MS was there presenting Windows 8 and CAD/PLM applications running on 12+ devices. With Windows 8 on many devices you can now start using full-powered PLM solutions on laptops, tablets, phablets, and probably many other devices in the near future.

Collaboration Unchained

What does this mean for PLM? I don't have all the answers yet, but I think it will have a big impact on collaboration, for one thing. In the past, unless you had a powerful workstation at your disposal, you could not really participate in the PLM activities at most companies. Now there will be more opportunities for many people to interact and share information as the design process progresses. Like crowd-sourcing, this will provide the ability to entertain more new ideas, from more people, and include more options in your design process.

Vendors Beware

Vendors had better get ready for the brave new world of PLM. In the future there will be far less toleration for monolithic programs that require tons of resources to support design activities. Users will expect more app-like behavior, and more simplified interactions with information on many devices. Those vendors that persist in offering the same old style of solutions for PLM may see their customers going somewhere else to find a much better PLM experience.

Conclusion

So, what direction is your company taking with PLM? Are you looking for a better way to do things? The technology is coming...are you ready?

What do you think?

Cheers,

Jim

The Basics of Configuration Management - Part I

Configuration Management (CM) is like a seat belt: it might be uncomfortable, unfashionable, and painful, but without it, you just might be dead. When I say CM what am I talking about? Well, here's the short definition that I like to use:

Configuration Management is a set of inter-related processes meant to enable people to work together better. 

The Basics

There are many aspects to this discipline and very few companies will likely apply all of them. However, I want to mention 4 areas where you can start to use CM to support innovation and collaboration today.

1) Initiate basic rules in your company that support CM - Many companies think too many rules will stifle creativity; nothing could be further from the truth. As I mentioned in my previous article, The Tortoise and the Hare: a PLM Story, there is no way to support collaboration and innovation if you do not have very strict, formal rules that are followed by everyone; that leads me to point #2:

2) Make sure people actually follow your rules - It doesn't make much sense to spend time formalizing rules and procedures, only to allow people to do whatever the heck they want. Make sure you audit your processes and make sure people are following CM rules, whatever they are. If people know your rules are only weak suggestions, they will not follow them.

3) Automate as much of the CM process as possible. If you expect people to enter information or update details manually, it won't happen. With good tools in place you can automate much of your work without depending on the potentially limited brains of your workers. But, remember, process leads, tools follow; when tools lead, fools follow. Create your business processes first, then use tools for support.

4) And, finally, don't try to do everything at once. Remember, incremental improvement is better than delayed perfection. Start in one area, like Engineering Change Management, and walk the walk. Once you have processes and tools to support you in one area, you can grow into other areas. Your users will get use to following CM processes, and additional changes will seem less gruesome.

Good luck with all your efforts at Configuration Management; more on this later.

What do you think?

- Jim

5 Signs Your PLM Implementation is Headed for the Pooper

"Do you have any PLM experience?" the HR person asked. "A little", I replied. Thus began a 5-year odyssey to implement PLM at a large company that shall remain nameless.* During that time, I learned many things. Mostly, I learned what not to do when implementing PLM. I would like to share 5 things I learned the hard way, while watching my PLM implementation go right down the pooper.

Does this sound familiar: You get to work, there are numerous emails that require your attention, but the most pressing is the note that tells you the PDM system is not working. No one can check anything in or out. Then you realize that without this key ingredient, none of the other areas of your PLM implementation will work, since you are dependent on "a single version of the truth"; then, things go from bad, to worse.

That was my experience one fine day, but I digress. Below are the five things that I think will help you avoid the problems I had with my PLM implementation:

1) Ineffective Training - In our case, we trained the users, but because the initial deployment was delayed, the users mostly forgot what they had learned. The business did not see any need to re-train, or spend any money on cross-training with other users in manufacturing planning, supplier management, or service. That meant those who were trained did not know the system very well and their collegues in other organizations did not know it at all. If I had it to do all over again, I would train all business organizations about PLM, and then make sure the specific tool training was done on a more timely basis.

2) Neglecting a Cultural Change Plan - We spent very little time worrying about cultural change. This meant that when the initial system was rolled out, we had a lot of push-back. Many users did not like the new way of working, and we did not engage most of the people before-hand. The lesson I learned here is to make a cultural change management plan early in the planning process, and get many people involved early so there is not a wholesale revolt when the new system is deployed.

3) Data Migration Kicked our Butt - We listened to the vendor, and did not plan much effort for data migration. We were under the impression it would be "automatic". Sadly, this was not the case. Part of our initial delay was the lack of data we needed to run our new PDM system. If we had understood all the time it can take to do the data migrating and cleansing and testing, we would have started it long before we did. Data migration always takes longer than you think.

4) PLM Value was Not Well Understood by Management - We did not do a lot of work up-front to try and quantify the benefits we would get from PLM. We had some money, and we wanted to spend it on PLM, that was about it. We should have done a cost-benefit analysis up-front so we had a good baseline. Then we could have always shown management the benefits we were getting from PLM. As it was, we went back after the fact to try and quantify this, but it was really hard. To this day we still do not have a good handle on the benefits we are getting from PLM.

5) The PLM Team was...Me - We tried to put a PLM team together but because upper management types did not really understand the potential of PLM, we could never get any people to help. So, it fell to me to make PLM happen. I did have help from the vendor, and a few others, but I did not get much help from our various business organizations. That is one of the biggest lessons I learned: you must have a cross-functional team to implement PLM. All the people must feel like they have some "skin in the game". Otherwise, when you implement the final solution, there will be major groaning and complaining.

So, there you have it. I learned many more things during this odyssey, but these 5 are some of the highlights; or should I say low-lights. I hope it is helpful. PLM can be a great boon for your business, but you have to do it right. Take my experience, and use it to avoid your own problems.

What do you think? Have I missed anything you believe is important?

Cheers,

Jim

* - These experiences represent several people from various companies around the globe. Can you relate?

Social Media: "The Reports of my Death are Greatly Exaggerated!"

Lately I have been reading a lot of blogs/articles/stories about the demise of social media, and how it's unnecessary in many places, especially PLM. Of course, I do not agree. Articles such as, "Facebook, Twitter? Can The Decline of Social Media Come Fast Enough?" or this one: "Does Social Media Belong in CAD Applications?" continue to appear. I am sure we will see these types of stories every week; they shock people and get them to take notice. Here's the same type of story from 2009: The Death of Social Media. 

One thing that bothers me about these stories is that many of the people who write them are not really users of social media. Some of them dabble, or have stepped away, or they don't even use it at all. Then, from afar, they believe they can predict how it can and should be used, if at all. I doubt any of them ever had Klout scores over 30, or that they even know what a Klout score is.

Before predicting that social media is bad, or useless, or dead, you should use it. I have noticed that many of the problems that were mentioned in 2009 are much less troublesome today, and more and more people are seeing the benefits of social media when combined with PLM.

PLM vendors are starting to provide integrated social tools that allow users to integrate their tasks with the larger enterprise. There is great benefit when Engineering projects can be shared with other parts of the business, such as service, manufacturing, procurement, shop floor, etc; this is what Collaborative Engineering was all about, many years ago. Today we can actually collaborate in a controlled way that provides great value to the business by using Social Media principles and tools.

I am looking forward to all of the great technology that will be developed around PLM, and especially those that make use of social media.

What do you think?

How Will Collaboration Look in the Future?

If you're like me, you expected flying cars, personal jet-packs, and robot butlers by the year 2012; where are they? Like many predictions of the future, these did not come to pass. I will just keep waiting, and waiting, and waiting.

I read an interesting article recently titled: "Were they right? 25 years ago, science thinkers predicted the world in 2012". The answer to the question, "were they right", is no. They were not right. Most of their predictions were wrong, and were based on the world having about 1 Billion more people than it does today. However, it was interesting to see what people thought would happen in the future.

Another article that I read recently talked about collaboration, and looked at the many technologies that will impact our interactions in the future. This article was called: "The Changing Face of Collaboration - A CIMdata Commentary". Those guys at CIMdata really know their stuff! I should know, I'm one of them.

No matter how cynical you are about what the future holds, you cannot ignore some of the powerful changes that are impacting the way we collaborate. Social and mobile tools are generating tons of valuable information; this value can only be realized with strong data collaboration tools. Companies are being forced to address these issues by social-savvy consumers wielding smart phones, tablets, and other collaboration devices. In the future, companies that rely on PLM to develop products for these consumers will be required to interact in different ways than the standard email tools employed today.

How this will be done in the future is still an open question, but there are many companies working on this today. Nuage is one of those companies, and their approach to collaboration will have an impact on how we interact in the future. I liked the following passage:

"Some companies, such as Nuage (www.go-nuage.com), are offering social computing solutions as their product. This trend is a clear indication of what is to come. As the demand for more natural ways of finding, communicating, and collaborating on product data continues to increase, today’s PLM solution providers need to continue to adjust or they will not be part of the solution, but rather an example of other legacy systems–systems that today’s social media-savvy workers will bypass."

The trend is clear. If you want your business to be around in the future to enjoy flying cars, personal jet-packs, and robot butlers, you must learn how to adopt these new collaboration tools. No one knows exactly what it will be like in the next 25 years, but those who fail to adopt these new technologies will likely be no more than a smudged footnote.

What do you think. Do you have any good predictions for the next 25 years?

Let me know what you think.

-Jim

The Tortoise and the Hare: A PLM Story

Everyone is familiar with the story of the tortoise and the hare. This fable recounts a race between two unlikely combatants: the very slow tortoise, and the fast and agile hare. On the surface, it seems that there is no reason to even have this race, since the hare will surely win. However, the story goes on to show that despite the speed and freedom of the hare, he is unable to beat the tortoise's focused, plodding approach to the race. I think we can learn something about PLM from this informative fable.

The first thing we learn is that there are two seemly conflicting elements in any PLM implementation: innovation, and control. We all want to be innovative and invent the next really cool product. To support innovation, we must provide a very flexible environment that allows our people to experiment, try things, fail, and try again. However, we also must make sure we carefully control our information so that we can find what we are looking for, support fully traceable processes, and provide the right information at the right time to the right people.

A recent book, "Great by Choice", highlighted the importance of very strict product data management to support the quest for innovation. They looked at many companies in many industries, and found that those who focused merely on innovation were market leaders only 9% of the time. Those who focused on managing their information in a strong, structured way, and who were not necessarily innovative were more likely to be the market leaders. Clearly, innovation just for the sake of innovation is not the right answer.

Today we see many companies that have no formal rules for how they handle information (or, if they do have the rules, there is no oversight to make sure people are following these rules). The very first, and in my mind, most important step of any PLM implementation is to provide a very strong and rigorous structure for your information and processes. The information must be managed in a PDM-type of system, and the processes followed by your users without fail. Product data management isn't sexy, but it is essential. Once the information is managed, and everyone follows the rules, you can deploy very innovative, searchable, collaborative environments, and you will see fantastic results.

What do you think? Are you putting the cart before the horse, or the hare before the tortoise in your business? Let me know!

See ya soon,

-Jim