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© COPYRIGHT 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL. Environment Compliance & Cross-Industry PLM Best Practices Lester Liao General Manager.

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Presentation on theme: "© COPYRIGHT 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL. Environment Compliance & Cross-Industry PLM Best Practices Lester Liao General Manager."— Presentation transcript:

1 © COPYRIGHT 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL. Environment Compliance & Cross-Industry PLM Best Practices Lester Liao General Manager / Greater China Agile Software Corporation

2 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 2 Agenda Environmental Compliance Best Practices PLM Cross-Industry Best Practices

3 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 3 New Global Regulatory Initiatives WEEE Waste of Electrical and Electronic Equipment New EC directive for Recycling, effective in August 2005 RoHS EC Directive on the Restriction of Certain Hazardous Substances in Electrical and Electronic Equipment Prohibits new equipment from having more than agreed levels of lead, cadmium, mercury, hexavalent chromium, polybrominated biphenyl (PBB) and polybrominated diphenyl ether (PBDE) flame retardants after July 2006 Similar initiatives in China, Taiwan, Japan & the U.S. Taiwan has revamped its recycling law to require fees on packaging & take-back for appliances & electronics, plus new restrictions on plastics disposables, including a controversial ban on plastic bags

4 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 4 Are you Ready? Surveys show heightened interest, but few with budgets Lot of work to do: Do you know the impact on design, manufacturing, sourcing, spare parts, …? Do you have systems in place to manage new parts, collect parts data, ID compliant/non-compliant parts? Can you support the new component system of record: detailed material data, effectivity dates, cross-referencing? Can you manage Green BOMs? Do you have a risk management strategy?

5 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide Point Plan to Environmental Compliance So, how do I become compliant?

6 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 6 7 Point Plan to Environmental Compliance Step 1 Determine products and components impacted 1

7 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 7 7 Point Plan to Environmental Compliance Step 2 Prioritize (could be customer driven, could be product driven) 12

8 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 8 7 Point Plan to Environmental Compliance Step 3 Determine operations and processes impacted 123

9 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 9 7 Point Plan to Environmental Compliance Step 4 Define the to-be compliant state

10 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 10 7 Point Plan to Environmental Compliance Step 5 Budget Appropriately 12345

11 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 11 7 Point Plan to Environmental Compliance Step 6 Plan against regulatory timeline

12 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 12 Within manufacturing and operations, we are continuously looking for ways to improve our bottom line AND improve the environment. Resource conservation and waste reduction make good business sense. - Dick Hunter, V.P., Dell Manufacturing and Operations 7 Point Plan to Environmental Compliance Step 7 Name an executive sponsor & create a cross functional team

13 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 13 Customer Benefits: Decreases Compliance Costs Decreases Compliance Costs Reduces Business Risk Reduces Business Risk Compliance with Environmental & Regulatory Requirements (WEEE, RoHS, ELV) Compliance with Environmental & Regulatory Requirements (WEEE, RoHS, ELV) Product Governance & Compliance Agile Environmental Compliance enables: Collaborate with suppliers to collect material data for supplier material declarations Generate an environmental view of the product record to analyze for compliance with (WEEE, RoHS, ELV) reuse, recycling, and restriction targets Manage regulatory documentation and specifications Track recovery manifests and disposal certificates of destruction Manage compliance of outsourced recovery partners through proactive audit and closed loop corrective action

14 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 14 Environmental Compliance Processes Collect Analyze Treatment Reporting/Analysis Disposal Certificate Inspection Destruction Certificate Take-back, Disposal, & Compliance Track Disposal Operations Material Manifest Exemptions Compliance Status Treatment Recovery Audit Substance Data Design for Environment DFE BOM Act Regulations Ship-to restrictions Material Declarations RFI Process MCO ECO Change Process CAR Issue Cost Corrective Action Process Energy Consumption Recyclability Design Process Materials Parts Processing Instructions Recycling Process Product CAR Issue Part ComplianceBOM Compliance Product Instance Compliance

15 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 15 Customer #1 Case Study: Budgeting for Green $500M annual revenue technology company Started a green project 8 months ago Going from brown to green for all products and manufacturing processes Cross functional team from materials management, engineering, soldering assemblers, and senior management Estimated 18 months and 40 employees to complete the project Involve tens of thousands of P/Ns and reengineering of many business processes Estimated costs: 1-2% of revenue Up to $10M for an unbudgeted and unplanned expense

16 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 16 Customer #1 Case Study: Role of Agile Two key processes: Collect and manage compliance data on parts and components (and clean up parts list) Manage transition process for all products Implemented Agile 9 and Agile PG&C Configured and implemented simultaneously

17 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 17 Agenda Environmental Compliance Best Practices PLM Cross-Industry Best Practices

18 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 18 Concept Design & Develop Prototype & Pilot Launch & Ramp Service & Support Phase-out & Disposal Production What is Product Lifecycle Management (PLM)? maximize product profitability informationprocessesdecisions about products PLM enables companies to maximize product profitability through the management, coordination and optimization of the information, processes and decisions about products, throughout the product lifecycle & across the extended enterprise PORTFOLIO Resource & Product Portfolio Management MARGIN Cost & Risk Lifecycle Management INNOVATE Customer Need to Release LAUNCH & PRODUCTION Commitment to Fulfillment SERVICE Customer Shipment to Obsolescence COMPLIANCE Regulatory & Standards Management

19 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 19 PLM Enables Cross-Functional Coordination Across the Product Lifecycle Customers, Partners & Suppliers Engineering & Development Purchasing & Finance Operations & Supply Chain Sales & Marketing Service & Support

20 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 20 Industry Focus Medical Device Medical Device Industrial Equipment Industrial Equipment Electronics & High Tech Electronics & High Tech Consumer Packaged Goods Consumer Packaged Goods Aerospace & Defense Aerospace & Defense Automotive Pharmaceuticals PharmaceuticalCPG SemiconductorSoftware

21 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 21 Pharmaceutical Business Challenges Business Environment Lack of solid drug pipeline Long development cycles, with huge investments and risks for new products Cost & distraction of acquisitions Increasing regulatory scrutiny Business Challenges Increase flow of new products to market Reduce time of product development Remove high cost paper intensive processes Improve product portfolio performance Integrate marketing, R&D, and manufacturing

22 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 22 Pharmaceuticals PLM Best Practices Reduce time, cost & regulatory compliance liability of labeling & packaging management Central enterprise repository for label, artwork & pack information Role-based change control & approvals Workflow-based processes for executing controlled change management Increase speed and profitability of New Product Development & Introduction Stage-gate based project management Resource management and allocation Management level oversight Compliance with FDA regulations

23 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 23 CPG Business Challenges Business Environment 30-60% sales from products launched <3 years <30% of new product launches succeed Accelerating private label brands Mature products/brands facing price erosion Consumer safety & tastes driving product proliferation Business Challenges Data accuracy, consistency, timeliness Fast product introductions causing product data complexities Co-packing, outsourced design, artwork, & filling stressing CPG companies

24 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 24 CPG PLM Best Practices Consistent & efficient management of the global product record Specifications, packaging, labeling, documentation, certifications Rapid introductions of new products & brand extensions Repeatable & predictable stage-gate NPD&I processes Packaging & labeling collaboration Improved product revenue opportunities Prioritize across a portfolio of enterprise wide products Improved product quality & compliance Closed loop quality and corrective actions Compliance with FDA regulations

25 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 25 Packaging and Labeling A Complex Information and Process Issue

26 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 26 Packaging and Labeling A Complex Information and Process Issue

27 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 27 PLM in Semiconductor Semiconductor Foundries PLM Fabless Semiconductor PLM

28 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 28 Semiconductor Product Record

29 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 29 Product Development Process (PDP) ProductionDevelopment Definition Define product for the market and evaluate feasibility Define the specifications for the product Involve production and R&D team early in life cycle Define product for the market and evaluate feasibility Define the specifications for the product Involve production and R&D team early in life cycle Develop detailed designs for the product Verify and drive DFM Evaluate prototypes and samples for functional and characterization Manage changes and quality Develop detailed designs for the product Verify and drive DFM Evaluate prototypes and samples for functional and characterization Manage changes and quality Manage changes to design in early ramp Transfer process fine- tune knowledge to production Volume production through and increased yields Closed loop feedback to design Manage changes to design in early ramp Transfer process fine- tune knowledge to production Volume production through and increased yields Closed loop feedback to design Lead: Marketing Lead: Engineering Lead: Fab

30 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 30 Product Plan Product Feasibility Product Idea Product Specifications Target application and customer Define & size market Generate idea Target application and customer Define & size market Generate idea Evaluate product, manufacturing, and engineering feasibility Develop Prelim MRD Evaluate product, manufacturing, and engineering feasibility Develop Prelim MRD Complete product specifications Develop die / wafer requirements Complete product specifications Develop die / wafer requirements Final MRD Scope the project – resources, timelines Complete datasheets Final MRD Scope the project – resources, timelines Complete datasheets PDP - Definition

31 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 31 PDP - Development Prelim Design Mfg. ReviewDesign Pre Tape-Out Fabrication Character -ization SamplesReliability Develop test structure documents Assure production meets targets Develop manufacturing plans Verify functional behavior Characterize device Verify functional behavior Characterize device Overall architectural design Verify that parts meet specifications Simulation models and results Identify yields and manufacturing issues

32 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 32 PDP - Production Phase Out Volume Production Ramp Up Collaborate with Engineering to address design issues Transfer knowledge to production Collaborate with Engineering to address design issues Transfer knowledge to production Forecast volume demand and produce Technical sales Post design review Forecast volume demand and produce Technical sales Post design review Verify product profitability trend Customer notifications Verify product profitability trend Customer notifications

33 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 33 Single View of the Product and Program Across the Enterprise and Supply Network Phase 1 Phase 2 Phase 3 Phase 4 Product Portfolio Management Removing Process Inefficiencies in Semi Task Deliverable Phase 1 Task Program Status Instantaneously Updated When Deliverable is Complete Deliverables Uniquely Connect Program with Underlying Product Record Task Deliverable Phase 2 Gate Closed Gate Closed Gate Closed Gate Open Task Deliverable Task Deliverable e.g. Review masks e.g. Approve mask Phased, Stage-Gate Processes of the R&D to Mfg – (design to tape-out) Gate Open R&D Info Management NPI Management Product Transfer

34 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 34 Semiconductor PLM Best Practices: Qualcomm Key drivers for Agile implementation IP protection Release cycle time reduction Self-service and process automation Implementation scope and timeline Product Collaboration module First BU live in 2001; Company wide in named users and growing 1 centralized instance accessed globally Benefits Realized More secure management of IP Single, secure repository for product data Faster turnaround of higher volume with fewer people Increased design collaboration internally and externally Source: Norm Fjeldheim, Qualcomm SVP & CIO, Agility Orlando 2004

35 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 35 Qualcomm Application Architecture Oracle Agile QCT QIS QWBS QGov Corp Billing Systems Sales Force Customer Care Manufacturing Distribution Acct/Finance Engineering Arbor N/A Custom Agile is the foundation application at Qualcomm Agile has the largest user base and highest usage rates All other applications integrate to Agile for key product data Siebel Peoplesoft Source: Norm Fjeldheim, Qualcomm SVP & CIO, Agility Orlando 2004

36 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 36 Software Business Challenges PeopleSoft Business Challenges Slow growth and price pressure: ERP is becoming a commodity Integration with JD Edwards Have not started yet the outsourcing journey PeopleSoft Strategy Reduce development cost for new release Better manage projects and market requirements Veritas Business Challenges Overall PD inefficiencies: no common processes/systems Very competitive market (big SW & small start ups) Too many fronts: very large and complex footprint Veritas Strategy Better manage portfolio of products: where should I spend my development $? Improve development efficiency with common processes and systems

37 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 37 Software PLM Best Practices: Customers

38 Agile Corporate Overview COPYRIGHT © 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL Slide 38 Cross-program portfolio management & resource utilization Executive, team, & individual visibility to product development program status & deliverables Future uses of Agile solutions include software quality management with CRM integration, software (CASE) integration, & requirements management Product record deliverables managed in Agile seamlessly linked with the program record Software PLM Best Practices: Agile

39 © COPYRIGHT 2005 AGILE SOFTWARE CORPORATION. COMPANY CONFIDENTIAL. Thank You


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