2 Agile PLM Customer Success by Value Delivered Title of PresentationAgile PLM Customer Success by Value DeliveredPresenter’s NamePresenter’s TitleKerrie Foy-BabbageAgile PLM12/19/08
3 <Insert Picture Here> Agile PLM Customer SuccessManaging Product Cost and RiskEnsuring Product Quality and ComplianceAccelerating Innovation
4 Customer Success Stories Included in this Presentation: AGA MedicalAlcatel-LucentAnalogicArima CommunicationsArthroCareAvail Medical ProductsBallard Power SystemsBally GamingBayerBroadcomBrocadeBrooks AutomationCoca-ColaConexantCooperVisionDeublinEmulexF5 NetworksFiskarsFoxconnHaemoneticsHarrisHeinzHoneywellHP ProCurveIntermaticIntierInventec AppliancesInvitrogenJohn Deere/Phoenix InternationalLeapFrogLSIMcDonald’sMicronOnSemiPhilips SonicarePiller SausageQUALCOMMQuantumRadiSysReedHycalogSiGe SemiconductorsSTEC-IncVerifoneViaSatZebraZFNote: Each success story has been updated in Q2 during the Value Harvesting effort if there is a note on the bottom of the slide saying “Updated November 2008.” If there is no note, the content has not been updated.
5 Agile PLM Customer Success: Managing Product Cost & Risk Global leader in secure electronic payment technologies, offering advanced secure electronic transaction solutionsSaves about $10,000,000 a year by eliminating rework, reduced ECO review cycle time from ~30 days to just 1 to 2 days, reduced manual distribution costs by $400,000Estimated ROI to be 18 mos., but actual ROI under 7 mos.HP ProCurve is the world’s #2 networking companyReduced direct material cost by $970,000 a year due to improved CM cost review processAchieves $630,000 in year on year savings – 10% improvement in 2.5% annual direct material savings during CM cost review processSaves $400,000 a year in labor efficiency, reduced ECO cycle time by 50% (from 2 weeks to 1)Preferred semiconductor supplier of efficient power solutions to customers in the power supply, automotive, communication, computer, digital and consumer, medical, industrial, and military/aerospace marketsEliminated 6 contactors which saves $400,000 a year, reduced IT Support Costs by $200,000 a year, reduced Change Cycle time from 20 days to 20 minutes, digests acquisitions 3 times fasterLeading global supplier of a range of technology products and solutions for the semiconductor marketReduced material part cost by 10%, reduced scrap and rework cost by 10%Saved $675,000 by consolidating IT systemsReduced rework cost by 50%Reduced rework & errorsEliminated cost of multiple systems
6 Agile PLM Customer Success: Managing Product Cost & Risk Leading international communications and information technology (IT) company serving government & commercial marketsEnsured strict compliance with industry standards and government regulations in over 150 countriesConsolidated supplier base to collaborate more effectivelyLeading supplier of consumer products such as scissors, knives, and garden tools. They are classified into four divisions: crafts, garden, house wares, and outdoor recreationReduced design errors by 70%, while reducing new product development time From 25 Months to 15 MonthsImproved data search and management efficiency by 80%, enabling better decision makingWorld’s leading supplier of blood processing systemsRealized US$1.9 million cost savings in FY 2005, improved professional resource efficiency by 25% by reducing ECO cycle timeReduced change package cycle times by more than 30 days, increased the number of documents under control by more than 30%Leading provider of technology-based learning platforms worldwideIncreased gross margins from 8 to 10 points, decreased inventory from $200 million down to about $52 million, cut air freight charges from $5 million a year to less than $500,000 a yearReduced charge backs from $12 million to $400,000, slashed excess and obsolete inventory from $36 million a year down to less than $1 million a yearReduced part cost by consolidationImproved visibility into product qualityReduced complexity, ensured accuracy
7 Agile PLM Customer Success: Managing Product Cost & Risk Leading provider of innovative silicon, systems and software technologiesSaved $25,000 annually by eliminating Lotus Notes, saved $5,000 annually by reducing Siebel Licenses for CARs,Saved $30,000 annually by having a single data entry point, saved $100,000 a year in warranty accountsLife Technologies Corporation provides products and services supporting academic, government research institutions, pharmaceutical and biotech companies worldwideEstablished a clear audit trail for release and change validation enabling complianceEnabled greater & faster collaboration while automating & securing process measurement and workflow capabilitiesWorld's #1 fast-food company by sales, with more than 31,800 flagship restaurants serving a wide variety of different tastes and flexible menu items worldwide.Built secure visibility into products, suppliers and menus with a global platform to capture, share and manage critical product information.Largest public company in Taiwan and is one of the top three EMS/ODM providers in the world, behind Flextronics and Solectron.Reduced costs from engineering reworkIncreased efficiency with one source for true dataIncreased rate of product successReduced R&D costs by 30%Reduced cost by eliminating errors
8 VeriFone Inc. Saves $10 Million a Year By Eliminating Rework, Automating Processes COMPANY OVERVIEWVeriFone Inc. is a leader in secure electronic payment technologies, offering advanced secure electronic transaction solutions including hardware and a full range of services for debit, credit, checks, and smart cards.Industry: High Technology Segment: Computer PeripheralsRevenue: US$ 1 Billion Employees: 2,300CHALLENGES/OPPORTUNITIESLack of collaboration among 15 dispersed engineering teamsA paper-based system of copying, mailing, and physically storing product documentation drained money and resources.Manual processes to create items, BOM, and ECO were labor intensive, costly, slow and ineffectiveECO review cycle time was lengthy (2+ weeks) and there was no visibility into the process to address stallsData exchange with factory & suppliers was manual, labor intensive, which slowed design changes & resulted in a high rate of errorsLimited factory visibility to pending design changes caused costly reworkNo real partnerships with contract manufacturers nor suppliers due to lack of collaborationNo visibility to supplier part obsolescence nor preferred status/allocation on part shortagesSOLUTIONSImplemented Agile Product Lifecycle ManagementAgile Product CollaborationAgile Product Cost ManagementAgile Product Governance and ComplianceAgile PLM Data Mart 3.0 and Agile PLM DashboardsCUSTOMER PERSPECTIVE“The typical product change process took 20 to 35 days, preventing us from getting to market as quickly as we wanted. With Oracle’s Agile Product Lifecycle Management, we have reduced turnaround time to just one to two days.”Ipolani Tano, Vice President and CIO Play VideoRESULTSSaves about $10 Million a year by eliminating reworkReduced costly rework by collaborating with CM’s earlier about product changesReduced ECO review cycle time from 20 to 30 days to just 1 to 2 daysReduced manual distribution costs by $400,000Estimated ROI 18 mos, but actual ROI under 7 mos.Improved companywide efficiency and performance by automating data management, streamlining processes, eliminating shipments, and reducing headcountBuilt visibility into products to make informed strategic decisions about cost, market launch, etc.Eliminated price variance among suppliersImproved ability to analyze costs of both suppliers and CMs - reduced CM overcharges to avg. 5% markupUpdated November 2008
9 HP ProCurve Saves Almost $1Million in Annual Direct Material Costs Alone with Agile PLM CUSTOMER PERSPECTIVE“Agile has dramatically improved our quarterly cost review process with our contract manufacturers resulting in hard dollar direct material savings. It has also provided a one stop shop for product data and change information enabling time savings and efficiency.”COMPANY OVERVIEWHP Procurve is the world’s #2 networking company.Industry: EHT Segment: NetworkingRevenue: US$1BCHALLENGES/OPPORTUNITIESThere was no “system of truth” for the product recordProduct content information was both fragmented and redundantMany manual or semi-automated processes that stretched across multiple systems - 8 known disparate systemsInformation was entered and re-entered multiple timesCore processes, manual, undocumented, resided in the virtual vault of a handful of employeesCollaboration amongst supply partners (CMs, Suppliers) was non existentCurrent Systems were outdated and unsupportable and could not support continued movement to an outsource business model away with operations away from headquarters.SOLUTIONSAgile Product CollaborationAgile Product Cost ManagementAgile Engineering Collaboration (integration with ECAD)RESULTSProduct Cost Management delivered:$970k direct material cost reduction in year one due to improved CM cost review process$630k year on year savings – 10% improvement in 2.5% annual direct material savings during CM cost review processProduct Collaboration delivered:$400k per year in labor efficiencyReduction in ECO cycle time by 50% (from 2 weeks to 1)Engineering Collaboration delivered:40% reduction in publishing BOM and item information from ECAD.Updated November 2008
10 On Semiconductor Reduces Change Cycle Time from 20 Days to 20 Minutes with Agile PLM CUSTOMER PERSPECTIVE“Agile allows us to accelerate our integration of acquired companies and rapidly leverage cost efficiencies across the product lifecycle.”Charlotte Diener, Chief Integration OfficerCOMPANY OVERVIEWON Semiconductor is a preferred supplier of efficient power solutions to customers in the power supply, automotive, communication, computer, digital and consumer, medical, industrial, and military/aerospace markets.Industry: SemiconductorEmployees: ~12,000Revenue: US$2.2 BillionRESULTSFaster time to market and reduced Change Cycle time from 20 days to 20 minutesImproved documentation & engineering build cycle timeEliminated 6 contactors, saving $400,000 a yearReduced IT Support Costs by $200,000 a yearReduced quality spills, one time events, and mask re-spinsSped prototype to volume transfer, and increased productivity of design and product engineeringImproved customer relationships with better alignment of products to customer needs and faster response timesDecreased scrap and launch / prototype inventory3x faster acquisition integrationCHALLENGES / OPPORTUNITIESGrowing through acquisition, and lots of legacy systems with proprietary coding schemes making integration of new entities very difficult and high cost to maintainMany manual processes to keep data in syncROI on Engineering is low with many unsuccessful product launchesCycle time to resolve issues for sustaining products unacceptableExcessive Respins and Scrap due to date errors getting through the processExcessive contract labor to translate dataSOLUTIONImplemented Agile Product Lifecycle ManagementAgile Product Collaboration to manage collaboration, reduce product cost and new product introduction (NPI) cycle time, improve operational efficiency, and enhance customer service quality.Future plan to implement to Agile Product Portfolio Management and Agile Product Quality Management.Updated November 2008
11 Brooks Automation Cuts Costs in Product Development and IT Overhead with Agile PLM OVERVIEWBrooks Automation, Inc. supplies a range of technology products and solutions to the semiconductor market. In addition to best-in-class hardware products and services, Brooks offers complete, tightly integrated solutions that optimize manufacturing equipment, factory and productivity.Industry: High Tech Segment: Semiconductor EquipEmployees: 1,700Revenue: US$530 millionCUSTOMER PERSPECTIVE“Brooks is at the stage in corporate evolution where system capabilities need to be tightly coupled with human resource capabilities. Agile PLM provides the infrastructure to advance Brooks to the next level of growth and profitability.”Heather Multhaupt, Brooks AutomationCHALLENGES / OPPORTUNITIESManage highly configurable engineered productImprove turn around time for tailored designs and delivered product (engineer to order)Continuous Cost and Quality improvementsWorldwide engineering design collaborationIP protection and supply chain inefficienciesReduce product costs and quoting cycle timeIntegration of acquired CompaniesRESULTS10% reduced material part cost10% reduced scrap and rework costExtended the system to suppliers with product data that enabled critical supplier communication in minutes instead of days$675,000 saved by consolidating IT systemsData security and export compliance improved significantly through PLM controlled design review and supply chain collaborationDigested approx. 25 acquisitions in 1 year with consolidated/integrated product informationEnabled supply chain collaboration in new part release process ensuring target costs are met before part releaseViaSat, Inc. is a provider of digital satellite communications and other wireless networking and signal processing equipment and services to the government and commercial markets. With annual sales of $200MM and employee strength of 964.Focus laid on first class PLM solution because Viasat was:- Looking for support in best-practice processes- Looking for domain expertise in electronic equipment design & manufacturing- Needed flexibility in process to accommodate special program needs (e.g. high-security)Viasat narrowed search to 3 candidates. Agile’s Strategic Value Assessment indicated significant ROI potential and Viasat selected Agile PC as 1st choiceProduct Collaboration was deployed across Viasat to manage collaboration, reduce product cost and NP&I cycle time, improve operational efficiency and customer service qualityBenefits achieved post implementation:- 44% reduction in NPI phase 1 time- 20% reduction in ECO cycle time- 30% improvement in organizational efficiency- 20 products launched earlier than plannedWhat’s next- Best Practices Assessment- Work on other Agile PLM solutions that fit ViaSat’s modelSOLUTIONImplemented Agile Product Lifecycle Management to manage Engineer to Order process, efficient design ROHS compliance, design/CAD collaboration, supply chain collaboration, product costs and acquisition integrationAgile Product CollaborationEngineering CollaborationProduct Cost ManagementUpdated November 2008
12 Bayer Consumer Care Cuts Reworks Cost and Errors in Packaging/Labeling by 50% COMPANY OVERVIEWBayer Consumer Care is among the largest over-the-counter (OTC) healthcare products companies in the worldServes 120 countries with 14 manufacturing sites in 11 countriesIndustry: Consumer Products Segment: HealthcareEmployees: ~6,400Revenue: 2007 €2.6 BillionCHALLENGES/OPPORTUNITIESAcquisition of Roche Consumer Heath in 2005 required the business to look strategically at an integrated approach to managing the expanding product portfolio complexityReduce the multiple IT systems used to manage different segments of product data and related processes and to improve global visibility of new product launches and changesImprove global visibility and collaboration on product related processes and reduce cycle times.SOLUTIONSDeployed Agile PLM to ~1000 users globallyAgile Product Collaboration to manage the product data associated with new products introductions, changes, transfers and discontinuances, and to generate improvements in efficiencies, while continuing to ensure quality and regulatory compliance.Agile Product Portfolio Management to manage stage-gate new product development activitiesCUSTOMER PERSPECTIVE“Agile PLM has helped us to achieve our goal - an integrated approach to manage all the relevant data and processes around our products -formulas, labeling information, and packaging specifications.”Craig Morgan, Sr. Dir. Global Product Supply, BayerRESULTSReduced cycle times for packaging by 1/350% reduction in packaging/labeling errors and 50% reduction in rework costConsistent tracking of ingredient data per countryImproved quality and complianceGlobal visibility of dataUpdate November 200812
13 Reed Hycalog Improves Companywide Efficiency with Agile PLM OVERVIEWReed Hycalog is a leading global manufacturer of high performance drill bit technology for the oil and gas industry.Industry: Industrial Segment: Oil and GasRevenue: US$140 millionCUSTOMER PERSPECTIVE“Agile enabled us to rapidly implement a new PLM system that has made us more efficient, and helps us to share information globally in real-time. Without a system like Agile PLM we could not have been so successful.”Gary Freitag, Manager, Manufacturing EngineeringCHALLENGES / OPPORTUNITIESRapidly migrate from the legacy PDM system post acquisitionMinimize downtime during relocation of manufacturingAbility to scale system to keep pace with growthProvide a single, integrated product view worldwideData quality issues from redundant and fragmented databasesLengthy ECO process due to geographically dispersed teamsResultsFast-track implementation users worldwide within 6 monthsImproved visibility into design and engineering dataGreater efficiency through elimination of errors and reworkReduced ECO cycle time from weeks to daysImproved responsiveness via “paperless” environmentHigher product qualitySOLUTIONImplemented Agile Product Lifecycle Management:Agile Product Collaboration to create a single, scalable platform for design of information and changesUpdated November 2008
14 Deublin Saves Thousands by Eliminating Multiple CAD Systems and Associated Costs COMPANY OVERVIEWDeublin is the world’s largest manufacturer of rotary unions.Industry: IndustrialEmployees: ~125Revenue: ~US$45MCHALLENGES/OPPORTUNITIESSharing files globally within the organization without purchasing the native applicationDifficulty maintaining revision control of documentationIdentifying the history of changes and the associated documentationVisibility to Change OrdersResponse to Change OrdersAbility to compare Bill of MaterialsSOLUTIONSImplemented Agile Product Lifecycle ManagementAgile Advantage 2006 Product RecordAgile Advantage 2006 Quality Management ModuleAgile Advantage 2005 Product Compliance ModuleCUSTOMER PERSPECTIVE“The use of AutoVue in our Manufacturing facility eliminated the need to purchase native applications- saving us thousands of dollars.”Erich Loacker, Product EngineeringRESULTSAutoVue implementation has eliminated the purchase, maintenance and training of multiple CAD and other native packages on the Manufacturing floor, saving Deublin thousands of dollars.Updated November 2008
15 Harris Achieves a 360-degree View of the Product Record with Agile PLM COMPANY OVERVIEWHarris Corporation (Harris) is an international communications and information technology (IT) company serving government & commercial markets in over 150 countries. Harris provides a wide range of products and services for commercial and government communications markets such as wireless, broadcast, and governmentIndustry: Communication Equipment / High Tech Manufacturing / Aerospace & DefenseEmployees: 13,000Revenue: US$ 5.3 billionCHALLENGES/OPPORTUNITIESHarris had too many suppliers and found it difficult to manage the large supplier base and work closely with its vendors to align strategy, roadmap, and resources around a common goalIncrease collaboration for over 7000 EngineersStrategy is the right item, right supplier the first timeTake the opportunity to revolutionize and transform Harris’ supply chainSOLUTIONSHarris has successfully deployed all Agile PLM modules across the entire EnterpriseCUSTOMER PERSPECTIVE“Oracle’s Agile Product Lifecycle Management applications give us a 360-degree view, helping us to use suppliers with higher quality ratings, so we have fewer challenges in the field.”Janice Lindsay, Vice President, Strategic Sourcing, Harris CorporationRESULTSCut Engineering Change Time in Half to Accelerate Time to MarketEnsures compliance with industry standards and government regulations, reducing product riskConsolidates supplier base to collaborate more effectively, minimizing costUpdated November 2008
16 Fiskars Brands Launches Products 30 to 40% Faster with Agile PLM CUSTOMER PERSPECTIVE“New Product Development is one of the fundamental business strategies that Fiskars is focused on to maintain brand leadership and drive growth. There are many benefits of the new processes that will assist with our company’s directive of increased new product initiatives and direct collaboration with our suppliers.”Art Fischer, Global PLM Project ManagerCOMPANY OVERVIEWFiskars Brands is best known for its consumer products such as scissors, knives, and garden tools. They classified into four divisions: crafts, garden, house wares, and outdoor recreation. One of Fiskars’ most popular products is the orange-handled scissors, having sold 870 million.Industry: Consumer GoodsEmployees: 4,300Revenue: 535 MillionCHALLENGES/OPPORTUNITIESDeclining Market ShareManaging Marketplace ExpectationsIncreasing Quality Issues Impacting BrandPrice Competition on Core ProductsIncreasing Inventory and Obsolete InventorySOLUTIONSImplemented Agile Product Lifecycle ManagementAgile Product CollaborationAgile Project and Portfolio ManagementAgile Engineering CollaborationAgile Enterprise VisualizationAgile DashboardsRESULTSReduce Time to Market by 30 to 40%Reduce New Product Development Time From 25 Months to 15 MonthsImprove New Product Introduction by 40 to 50%Enhance Design and QualityReduction of Design Errors by 70%Improved Access to Data to Make DecisionsImprove Data Search and Management Efficiency by 80%Updated November 2008
17 Haemonetics Saves $1.9 Million After Implementing Agile PLM CUSTOMER PERSPECTIVE“The transparency that Oracle’s Agile solutions deliver across our globally dispersed organization provides us with a competitive advantage. Agile has helped us not only to improve documentation control, but also demonstrate quality compliance to the regulatory organizations with which we work―a key benefit during in-depth audits.”Pam Spear, Vice President Quality SystemsCOMPANY OVERVIEWHaemonetics Corporation is the world’s leading supplier of blood processing systems. It has been recognized for its product innovation, technical expertise, and operational excellence.Industry: Medical DeviceEmployees: 1,900Revenue: US$563 MillionCHALLENGES / OPPORTUNITIESReplace inefficient, manual paper-based processes and decentralized systems to improve collaborationEnable best-practice integration to improve product development processes and accelerate time to marketReduce operating expenses with fact-based decision makingOptimize compliance assurance effortsRESULTSSaved US$1.9 million in fiscal year 2005Improved professional resource efficiency by 25% by reducing ECO cycle timeFacilitated 21 CFR Part 11 complianceReduced change package cycle times by more than 30 daysExpanded access to documents and increased the number of documents under control by more than 30%Provided global visibility to real-time data, including pending changes and product change historyHaemonetics Corporation is the world’s leading supplier of blood processing systems. $360M+ in annual revenue and 1,300 employees located in 14 difference countries. Products are marketed in over 50 countries around the world, with 30+ year reputation for product innovation, technical expertise and operational excellence.Focus laid on first class PLM solution because Haemonetics was:- Enabling best-practice processes to improve product development- Looking for domain expertise in replacing manual & paper-based systems to centralized repository of data storage- Needed unified processed in manufacturing to enable faster NP&I and improve revenues- To be compliant with CFR Part 11Agile MD deployed to synchronize Product Record, Supply chain, Compliance and manage executive dashboards.Benefits achieved post implementation:- $1.9MM savings in FY05- 25% Improvement in professional resource efficiency by reducing ECO cycle time and accelerating NP&I process- Improved product profitability margins by reducing material and product costs- CFR Part 11 compliantSOLUTIONSImplemented Agile PLM to streamline product development, improve productivity and resource efficiency, and aid decision making:Agile Product CollaborationAgile Product Quality ManagementAgile Product Cost ManagementAgile Product Portfolio Management
18 Leapfrog Dramatically Reduces Cost by Streamlining Supply Chain with Oracle COMPANY OVERVIEWLeapFrog is a leading provider of technology-based learning platforms worldwide.Industry: Consumer GoodsEmployees: ~850Revenue: US$500 MillionCUSTOMER PERSPECTIVE“The results that we have seen from our efficiency has been strictly from the return on investment from our implementation of our Oracle supply chain applications and also our Agile implementation, and our ability to coordinate with our manufacturers and our customers. Oracle is what we build our business on, and Oracle will continue to be what we build our business on.”Robert Moon, Sr. Vice President and CIOPlay VideoCHALLENGES / OPPORTUNITIESManage costs and gain greater visibility into supply chainSignificantly ramp business processes and systems up and down as seasonal demand shifts to meet consumer needs and avoid costly excess and obsolete goodsReplace failing, manual systems that were consuming resources with robust, automated best practice business processesRESULTSIncreased gross margins from 8 to 10 points.Decreased inventory from about $200 million down to an average of $52 millionReduced charge backs from $12 million to $400,000Slashed excess and obsolete inventory from $36 million a year down to less than $1 million a yearCut air freight charges from $5 million a year to less than $500,000 a year.SOLUTIONOracle e-Business SuiteOracle Supply Chain ManagementAgile Product CollaborationAgile Product Cost ManagementUpdated November 2008
19 Intermatic Enables Innovation and Drives Products to Market Faster with Agile PLM CUSTOMER PERSPECTIVE" Agile PLM enables us to innovate new products, get them to market faster, and utilize a global product network to reduce our costs. These are results that any electronics or high tech company could benefit from."Tim Duitsman, Vice President of Research and DevelopmentCOMPANY OVERVIEWIntermatic is a leader in a range of electronic industries from landscape lighting, timers, wireless home controls, and all-weather industrial electronics.Industry: High TechnologyEmployees: 800Revenue: US$150 MillionCHALLENGES / OPPORTUNITIESShorten the NPD process to drive new products to market fasterDevelop additional products within the same R&D budgetFoster innovation throughout the product design processRESULTSBoosted productivity by automating a previously slow, paper-based engineering change processMinimized errors and decreased time to approve engineering changesReduced cost of parts and commodities by consolidating vendors, negotiating better pricing, and managing quote packagesDecreased product development cycles to bring next generation products to market fasterArticle by Tim Duitsman in The Product Record: Product Network. Vol II, issue 2. Pages 2,8.Intermatic is striving for productleadership in a range of electronicsindustries from landscape lighting,timers, wireless home controls and allweatherindustrial electronics. One ofour greatest strengths – a global productnetwork - is also a cause for someof our most significant challenges.Fortunately, we are solving many ofthose challenges with Agile PLM.Our main objectives are faster productdevelopment, lower costs and innovation.We need to get products to marketfaster and develop additional productswithin the same R&D budget. Innovationis what people buy, especially inthe retail market. In landscape lighting,we need to have the best outdoor lightswith the most new innovative features- and we have to offer something newto customers every season. When youhave long development cycles youcannot accomplish that goal. So we hadto optimize our global product networkin order to meet our time-to-markettargets.Managing byIntermatic operates an expansive globalproduct network, with manufacturingplants in China, Mexico, Germany, andIllinois; engineering groups in Illinois,Spain and China; and ten contractmanufacturers and many componentsuppliers distributed around the world.We have gained benefits such as speedto market, lower costs and new productinnovation, but we also face challengespresented by this growing productnetwork.The problem we had with the globalproduct network before deployingAgile was “managing by ”. It wasnearly impossible to manage productdevelopment across the world by .Everyone traded files via , and itwas very difficult to know who had thelatest file or find the right information.Before Agile, there was no revisioncontrol on our network, and no singleplace to find the latest documentationon a product. Even the latest BOMwas difficult to find. As you know, theconsequence of not having up-to-dateproduct information is that you canactually build the wrong product.Our previous engineering changeprocess was incredibly slow becauseit was paper-based. It typically tooktwo to three weeks to approve an ECO.After ECO’s were approved, they weremanually scanned and ed to allour locations, but there was no way toguarantee that the recipient received orpaid attention to the change. Intermaticalso experienced similar challengeswith suppliers.Another problem was that our Chinaoperations did not have access toproduct documentation and we would constantly have to manually send filesvia or FTP. It was a huge drainon productivity. Suppliers would keepasking for the same documents, andsometimes they would not get the rightinformation.Connecting the ProductNetwork with PLMWe put Agile in place to function as asingle source for product data for allof our worldwide offices. Now anyone– even our teams in China - can accessthe documentation they need and knowthat they have the latest revision.Engineering changes are all trackedthrough Agile. We know exactly wherethe ECO is and who has to approve itnext - and no ECO can ever get lost. Weare even planning on connecting ourChinese suppliers to the Agile system. Itwill be a standard part of the supplier’sprocess to check Agile to ensure theyhave the latest data before they build aproduct.In addition, Agile will help us do abetter job of purchasing parts and commodities.Prior to deploying Agile, therewas no easy way to find out which partnumbers we buy from what vendors.Agile allows us to view that data, consolidatevendors and get better pricing.We can also use Agile to rapidly createquote packages.I used Agile at a previous company, andit was very successful. I saw so manyproblems that we at Intermatic werefighting every day that a tool like Agilecould eliminate. Agile PLM enables usto innovate new products, get them tomarket faster, and utilize a global productnetwork to reduce our costs. Theseare results that any electronics or hightech company could benefit from.SOLUTIONImplemented Agile Product Lifecycle ManagementAgile Product CollaborationAgile Engineering CollaborationSource: Duitsman, Tim. Speed, Innovation, and Cost Reduction: Managing the Global Product Networkin Electronics with PLM. The Product Record: The Product Network. vol II is 2. 2,8.
20 Emulex Corporation Reduces Cost Enterprise-wide with Agile PLM OVERVIEWEmulex is a global provider of enterprise-class solutions and technologies that intelligently connect storage, servers and networks, to ensure data access that's open, secure and adaptable.Industry: High Tech Segment:: Networking SolutionsEmployees: 800Revenue: US$483 MillionCUSTOMER PERSPECTIVE“Close collaboration with our supply chain partners is critical to our success. By upgrading to Agile 9.2, we've not only had the opportunity to create common processes, which greatly increases the efficiency of our supply chain, but Agile has also worked closely with us to synch our best practices throughout the product lifecycle. This functionality is integral in ensuring that we'll continue to execute our business efficiently, while reducing overall costs."Howard Ross, VP of Customer EngineeringCHALLENGES / OPPORTUNITIESHad acquired a few companies and wanted to combine their product data into a single repository for visibility across the organizationWanted to streamline and standardize their product release and change management processes across each of their businessesWanted to incorporate best practices into their change management processesWanted to collaborate with supply chain partnersRESULTSDeployed Agile PQM to over 600 internal employees and 6 EMS partnersImproved visibility into product quality processesAdvanced collaboration capabilities, allowing stakeholders in the extended design and supply chain to securely access critical product record data, including bills of material, attributes, manufacturers, configurations, specifications, documents, models, work instructions & revisions.Improved ability to evaluate and integrate information fed back from its contract manufacturers, reducing time-to-market and increasing productivity.SOLUTIONSImplemented Agile PLM to streamline product development, improve productivity and resource efficiency, and enhance product quality:Agile Product CollaborationAgile Product Quality ManagementUpdated November 2008
21 F5 Networks Manages Product Variants, Reduces Complexity, & Speeds Time to Market COMPANY OVERVIEWFounded 1996 in Seattle, WashingtonF5 Networks, Inc. engages in marketing, selling, and servicing products that optimize the delivery of network-based applications, and availability of servers, data storage devices, and other network resources. The company’s products include BIG-IP products that comprise Global Traffic Management and Link Controller; FirePass appliances, which provide SSL VPN access for remote users of IP networks, and applications connected to those networks from various Web browser on any device.Industry: Technology Segment: NetworkingEmployees: 1,694Revenue: US $650 millionCHALLENGES/OPPORTUNITIES• Improve external partner access and collaboration by engaging suppliers and contract manufacturers as part of a virtual product networkReduce system administration overhead and cycle times via deployment of Agile discovery propagation methodologyReduce product variant management cycle times to accelerate time-to-market for new productsOptimize change release processes to enable early distribution of product information to downstream systems to improve efficiency, reduce costs, and eliminate unnecessary reworkProvide an enterprise class SOA foundation that scales to meet the needs of F5’s rapid growthSOLUTIONSAgile Product CollaborationOracle ConfiguratorOracle EBusiness SuiteCUSTOMER PERSPECTIVE“With Agile PLM we don’t have to wait for a CCB meeting to create a change. If it’s hot we get right on it, which drives our change cycle times from weeks to days or hours.”“With early visibility from Agile, our operations teams can avoid the mad rush the used to happen when a change hit ERP.”Richard Swanson, F5 Release ManagerRESULTS• Optimized workflows to improve resource productivity, change cycle time, and data accuracy.Reduced engineering change order (ECO) cycle times from weeks to days or less.Avoided costly change collisions between global sites working on the same product SKU.Streamlined Agile PLM and Oracle Configurator integration, enabling efficient management of 50 or more variant rules per SKU across tens of SKUs for each new product release.Updated November 2008
22 LSI Achieves Cost Savings Enterprise-wide with Agile PLM CUSTOMER PERSPECTIVE“Agile PQM has driven a change in perspective! The Business now has a view of Quality not available before. Agile is one of the few systems users actually like!”Dave Cunningham, Director, Quality & Six Sigma, LSI Logic – Engenio Storage GroupFrom an Agility 06 PresentationCOMPANY OVERVIEWLSI Corporation is a leading provider of innovative silicon, systems and software technologies that enable products which seamlessly bring people, information and digital content together.Industry: SemiconductorEmployees: 6,200Revenue: US$2.8 BillionCHALLENGES / OPPORTUNITIESBuild system to manage, track, and monitor thousands of unique customer configurationsReplace 8 disparate quality tracking systemsAutomate and improve corrective action feedbackProvide visibility into quality record for productsAutomate assembly of the quality record for a product – took 3-4 days and was inaccurateRESULTSSaved $25,000 annually by eliminating Lotus NotesSaved $5,000 annually by reducing Siebel Licenses for CARsSaved $30,000 annually by having a single data entry pointSaved $19,000 annually by reducing the effort to gather Quality ReportsSaved $100,000 a year in warranty accountsSaved $73,000 a year by reducing field supportRaised customer satisfaction scoresSOLUTIONSAgile Product CollaborationAgile Product Quality Management
23 Invitrogen Standardizes and Ensures Compliance to Minimize Product Risk COMPANY OVERVIEWInvitrogen® (Life Technologies Corporation) provides products and services supporting academic, government research institutions, pharmaceutical and biotech companies worldwideIndustry: Medical deviceEmployees: 4,300Revenue: US$1.4 BillionCUSTOMER PERSPECTIVE“Agile’s Program Management functionalities along with life sciences domain expertise has enabled us to promote accountability for completing deliverables, executive level visibility into programs portfolio and real time decision support that will allow us to make smarter, more timely decisions.”Elaine Snowhill, VP Program ManagementCHALLENGES / OPPORTUNITIESImprove visibility into real-time portfolio of programs across business areas, executive level and collaboration teams to decrease time-to-marketEstablish audit & change control capabilities to effectively manage compliant collaborationsOptimize product lifecycle decisions and processes to drive revenue growthRESULTSCreated standardized and repeatable NPI processPromoted standardization across multiple sites and users by establishing a single repository of the most updated product content.Established a clear audit trail for release and change validation enabling compliance with regulatory requirementsEnabled greater & faster collaboration while automating & securing process measurement and workflow capabilitiesSOLUTIONImplemented Agile Product Lifecycle ManagementAgile Product Collaboration to create a single product record for all product dataAgile Product Portfolio Management to automate cross-enterprise process workflow for unique business areas, enable reporting and ad-hoc analysis at the project, program, and portfolio levelsInvitrogen Corporation globally provides essential life science technologies for disease research, drug discovery, and commercial bio-production. Founded in 1987, Invitrogen is headquartered in Carlsbad, California and conducts business in more than 70 countries with an employee range of approximately 3,800 scientists and other professionals. Invitrogen is a global company with revenues of $1.2 billion. They provide products and services to pharmaceutical and biotechnology companies, as well as academic and government research institutions. They employ more than 4,800 employees and conduct business in over 70 countries. They offer more than 25,000 unique products and services to support disease research, drug discovery and commercial bio-production. Invitrogen is partnered with GIBCO, Molecular Probes, InforMax, PanVera & Genicon Sciences.Invitrogen is looking forward to drive revenue growth through NPD&I , therefore it becomes vital to deliver high value and high quality products on schedule. Also they need to promote accountability for completing deliverables, gain greater executive level visibility into portfolio of programs and real time decision support that will enable them to make smarter, more timely & profitable decisions.Invitrogen has implemented Agile 9 PC and Agile9.2.1 PPM to gain greater visibility across multiple locations, enable real-time portfolio-level decision support, and enhance its collaboration capabilities.With Agile PLM, Invitrogen expects to see significant improvements in several key areas including global portfolio and program management, new product introductions, change control efficiencies and research and development processes.The Agile solution will drive value for Invitrogen in three key areas:- Increased flexibility, automates cross-enterprise process workflow with preconfigured templates for unique business areas, andenables reporting and ad hoc analyses at the project, program and portfolio levels.- Standardization across multiple sites and users by establishing a single source for the most updated product content; promotingthe adoption of processes globally; enabling compliance with regulatory requirements; establishing a clear audit trail for releaseand change validation; enabling process measurement and continuous improvement goals; and automating secure workflowcapabilities.- User-friendly, graphical, web-based interfaces provide real-time visibility across business areas and third parties to enable greatercollaboration and “virtual project teams.” Agile enables reuse of product content, development methods, materials and bestpractices, and integrates with enterprise applications such as ERP and MRP.
24 McDonald’s Builds Visibility to Minimize Risk and Speed Product Launches with Agile PLM for Process COMPANY OVERVIEWMcDonald's is the world's #1 fast-food company by sales, with more than 31,800 flagship restaurants serving a wide variety of different tastes and flexible menu items worldwide.Industry: Food and BeverageEmployees: 390,000Revenue: US$23.7 BillionCUSTOMER PERSPECTIVE“Agile continues to impress us with their understanding of the business and how quickly sometimes our needs change. It is to their credit that we have been able to quickly and successfully modify the implementation plan to accommodate an important incremental function or business need. They have performed as true business partners instead of software vendors.”--Catherine Adams, Corporate Vice President Worldwide Quality, McDonald’sCHALLENGES / OPPORTUNITIESExpand visibility throughout the global organization and extended supply chainClarify and standardize the design, development and commercialization processSpeed up new product introductions by improving communication and coordination between business units and cross-functional teamsAutomate the process to ensure quality in new products & manage conformance to designRESULTSGlobal Visibility: Agile Prodika provides visibility into products, suppliers and menus with a global platform to capture, share and manage critical product information.High Productivity: Using Agile Prodika, McDonald’s increased collaboration and coordination throughout supply chain to streamline new product development and speed time to market.Improved Product Quality: Agile Prodika provides an automated process to ensure that quality is designed into products and produced to conformance.McDonald's is the world's #1 fast-food company by sales, with more than 31,800 flagship restaurants serving burgers and fries in more than 100 countries and over $20B in 2005 sales, 447,000 employees.McDonald’s Objectives/Business NeedsInstitutionalize a global “Business System” for Product Lifecycle Management in the areas of Supplier, Product and Menu Management by creating a best-in-class portfolio of shared tools, processes, enabling technologies, and support, backed by McDonald’s global and zone leadershipThe key benefits of this initiative will be driven by McDonald’s ability as a global organization to share information, improve communication and coordination, cross-pollinate ideas, and drive innovation.Project MERLIN (McDonald’s Enterprise Resource Leverage Information Network)Implementation began in 2005All Prodika ApplicationsWave Deployment MethodologyPhase 1 (Global Specifications, Suppliers, Product Quality Scorecarding)Australia completed in 4Q05Europe launching in 1Q06North America starting in 2Q06Phase 2 (eQuestionnaire, New Product Development)Solution and CapabilitiesGSM – Spec Mgtcontains menu item, product specifications, ingredient specifications, allergens and nutritionSCRM – Supply Managementcontains names, contacts, supplier document mgt system and approval status of suppliersallows us to have real time SQI information and eventually build in ATCQ/ BTCNSM – Nutrition Surveillance MonitoringUsed for tracking nutrient data from recurrent lab analyses of products and menu itemsDWB – Design Workbenchused for prototyping of products, nutritional profiles, and optimizing formulasPQS – Product QualityUsed for measuring conformance to specs with suppliers, such as product evaluationsPMP – Project Management PlatformAllows for the develop’t and tracking of new prod’s and formulations through market deliveryRemote AuditApplication for capturing audit information and potentially ATCQ/BTC measureseQuestionnaireability to survey suppliers and gather informationSPA – Supplier PortalAllows supplier to give input and view their information, such as specs and contact infoDocument Reference Libraryapplication to store tools, training materials, etc.McDonald’s experiences these business benefits:Provides visibility into products, suppliers & menu with a global platform to capture, share & manage critical information.Enhances collaboration and coordination throughout supply chain to streamline new product developmentCreates automatic process to ensure quality is designed into products and produced to conformanceOther Quotes from Catherine Adams include:“Our service provider for Merlin had to understand the technology needs; but more importantly, understand how the information would be used to support business processes and solve problems. Prodika understood this expectation without being asked … Other potential vendors talked about technology and functionality. Prodika talked to us about process optimization.”“I believe that it is Prodika's relative smaller size and boutique type of business environment that enables them to deliver this true customer-centric orientation. This differentiates Prodika from the "pack" and we continue to see them deliver daily on this promise.”“Our drive is to optimize our global resources for improved business performance. MERLIN is becoming recognized as a critical tool for our success. It is not only the leaders for Quality, Supply Chain and Menu Management that see this potential. MERLIN's power is palpable to our senior management team and will help us deliver our "can do" promise on a daily basis.”SOLUTIONImplemented Agile PLM for Process to support best-in-class Menu Management, Product Management, and Supplier Management capabilities across the company’s network.
25 Foxconn Reduces Costs by Minimizing Rework with Agile PLM COMPANY OVERVIEWFoxconn is the largest public company in Taiwan and is one of the top three EMS/ODM providers in the world, behind Flextronics and Solectron.Industry: High TechnologyCUSTOMER PERSPECTIVE“I have more confidence in data integrity using Agile.”“Based on a typical transaction, my average impact to job efficiency has improved.”Anonymous responses to a customer survey, Foxconn usersCHALLENGES / OPPORTUNITIESProvide visibility into product information throughout lifecycle to avoid seeing actionable data too late in processSpeed time to market and reduce high labor costs due to intensively manual, error-prone processesIntegrate supply chain partners for real-time visibility to accelerate change managementRESULTSShortened time to market and time to volume through improved product development timesReduced costs from engineering reworkImproved communication among customers, partners, and peersIncreased efficiency with one source for true dataFoxconn is the largest public company in Taiwan, with over $9 billion in annual revenue, and is one of the top three electronics manufacturing services (EMS)/original design manufacturers (ODM) providers in the world, behind Flextronics and Solectron.Foxoconn NWing is the major computer connector and cable manufacturersThe original mechanism is highly dependent on paper base operationFoxconn NWing shall build the system to manage the product dataFoxconn NWing shall provide the more efficient way on manufacturing and the management to the customersThe best practice shall be built accompanying with the systemTheir global supply chain includes locations in Los Angeles, San Jose, Taipei, Kunshan and Shenzhen, China.Agile at Foxconn:Implemented Single data source tools as the Global system of record for Engineering Product Data4 sites including Taiwan, Kunshan, LH and Los Angles, ONE processEngineering “sandbox” for Design collaborationSame data pushed to multiple regions, programaticallyReal-time product information shared with supply partnersBusiness Impact to Internal Users: quotes from anonymous usersAgile provides more effective access to information pertinent to the engineering change management processI have more confidence in data integrity using AgileI have been able to communicate more effectively with my customer/partner/peers using AgileAgile provides me with a more user-friendly interfaceBased on a typical transaction, my average impact to job efficiency has improvedEasy to pass the customer survey. For example, IntelSOLUTIONAgile Product Collaboration to manage changes to bills of material and engineering change orders across the global supply chain
26 Micron Increases Rate of Product Success with Agile PLM CUSTOMER PERSPECTIVE“With Agile PLM, Micron is building a solid foundation for our product development process. As a trusted partner, Agile has played a key role in helping us execute throughout the product development process. By having increased visibility into our product portfolio, we are bringing to market the highest quality and innovative products that meet customer demand.”Dean Klein, Vice President of Market DevelopmentCOMPANY OVERVIEWMicron Technology, Inc. is a global semiconductor company providing solutions such as Flash Memory and image sensors for today’s advanced computing, networking, and communications products.Industry: SemiconductorEmployees: 22,800Revenue: US$5.8 BillionCHALLENGES / OPPORTUNITIESExpand Manage high growth and fast product proliferationEncourage collaboration between the departments during new product developmentImprove communication of NPI information across the companyBuild a project tracking system more directly connected to deliverablesRESULTSIncreased rate of product success by managing its increasingly complex product portfolio and optimizing company’s product selection process.Increased visibility into product portfolio enables the company to bring the highest quality and innovative products to market.Improved product development processes by securely sharing product information throughout the enterprise and consistently manage product data.Micron is a $5B+ global semiconductor company that employs over 21,000 with operations in 19 countries. It’s headquartered in Boise, Idaho and has facilities worldwide including: design, fabrication, component, and module test/assembly. It has 13,000 patents.Micron’s DRAM and Flash components are used in today’s most advanced computing, networking, and communications products, including computers, workstations, servers, cell phones, wireless devices, digital cameras, and gaming systems. Micron also provides CMOS image sensor solutions to the handset camera, digital still camera, and PC video camera markets.The business challenges that Micron faced included:Inefficient portfolio management systems that slowed time-to-market product introductionNo institutionalized phase/gate process to monitor and schedule products throughout the lifecycleThe Solutions it deployed are:Agile Product Collaboration and Product Portfolio Management to replace the internal system for tracking projects and milestonesThe business results that Micron sees are:Institutionalize a portfolio management system to enable collaboration and visibility companywideImprove product success ratios by adding automated stage/gate process capabilities: stopping product development early in the lifecycle if needed, and enabling executive visibility and sign-off.SOLUTIONAgile Product Collaboration to secure IP and product dataAgile Product Portfolio Management to optimize business processes and product selection
27 Philips Sonicare Reduces R&D Costs by 30% with Agile PLM COMPANY OVERVIEWPhilips Oral Healthcare has become one of the most successful businesses in Royal Philips Electronics, one of the world's biggest electronics companies and Europe's largestIndustry: Consumer GoodsCUSTOMER PERSPECTIVE“Our inventory performance over the last year since we really started using Agile has gone up almost 100% in terms of inventory turns.”Mark Johnson, Vice President, Supply Chain OperationsCHALLENGES / OPPORTUNITIESIncreasing product diversity and supply chain complexityBill of Materials increased 350%New Product Programs increased 4xNumber of suppliers doubledOvercome inefficiencies in product development and life cycle management that slowed products to marketCreate formal support for marketing claims that differentiates Sonicare from competitionRESULTSComplete product record from concept to end of life within AgileReduced manufacturing and R&D costs by 30%Improved inventory performance - Inventory turns increased 100% in a year after implementationCycle times, change control, raw material releases now accurately measured and reduced to hoursResearch documentation associated with marketing claims now within product recordRoyal Philips Electronics group2005 revenues approximately $36 billion159,000 employees in 60 countriesFive product divisions: Medical Systems, Lighting, Semiconductors, Consumer Electronics, and Domestic AppliancesOral Healthcare (POHC) is a business unit in Domestic AppliancesMaker of the Philips Sonicare brand power toothbrushOver 15 million usersBrand most recommended by U.S. dental professionalsMajor markets include Japan, UK, GermanyApprox 600 employeesKey drivers of the Philips Sonicare Brand: Speed to market, innovation, focusWhy was Agile implemented?Increasing product diversity and supply chain complexityQuality system complianceDrive to greater efficiencies in product development and life cycle managementInitial implementation in 2001Implemented across 7 locationsHeadquarters in Snoqualmie, WashingtonManufacturing/distribution in China, Washington State and IllinoisDevelopment in Washington State, Austria, and The NetherlandsSolution:Deployed Agile Product Collaboration to manage product development, speed products to market, capture innovative investments faster, and focus on measurable results.Results:Complete product record from concept to end of life within AgileManufacturing and R&D costs reduced by 30%Improved inventory performance - Inventory turns increased 100% in a year after implementationCycle times, change control, raw material releases now accurately measured and reduced to hoursResearch documentation associated with marketing claims now within product recordSOLUTIONImplemented Agile Product Lifecycle ManagementAgile Product Collaboration to manage product development, speed products to market, capture innovative investments faster, and focus on measurable results.
28 QUALCOMM Manages Product Cost and Risk with Agile PLM COMPANY OVERVIEWQUALCOMM Incorporated develops and delivers innovative digital wireless communications products and services worldwide.Industry: SemiconductorEmployees: 15,400Revenue: US$11.1 BillionCUSTOMER PERSPECTIVE“Agile provides us with the advanced engineering and collaboration features that will ensure we continue to be at the forefront of wireless technology.”Norm Fjeldheim, Sr. Vice President and Chief Information OfficerCHALLENGES / OPPORTUNITIESImprove a slow product development process due by centralizing scattered product information across global manufacturing sitesLower the costs of data integration failures & errorsCreate a system with user-specific secure, regulated, global access to dataRESULTSEnsured regulatory compliance with secure product data and enhanced history trackingReduced cycle time from days to minutes for data iterations with contract manufacturersSaved money and time by eliminating suspect data, failures, and errors with one true source for all product informationProvided global, 24/7 accessibility to product informationQualcomm is the largest Fabless Semiconductor company in the world with ~$8B in annual revenues.Long time Agile PLM customer and a great joint customer reference.Key challenges –Slow product development due to scattered product infoUnreliable and error prone data transfers to 20+ other systems and suppliers were very costlyKey benefits with Agile PLM –Reduced cycle time to minutes when collaborating with their contract manufacturers (EMS’, Foundries)Eliminated data transfer failures and insured there was “one version of the truth” for the product recordSOLUTIONGlobal deployment of Oracle 11i E-Business Suite including Advance Planning and Supply Chain products, Siebel CRM and PeopleSoft HCMAgile PLM to over 6,500 external and internal users in all 6 business units worldwide
29 Agile PLM Customer Success: Ensuring Quality & Compliance Leading a contract-manufacturer of disposable medical productsImproved 88% improvement in NCMR closure by 88% and & improved CAPA closure by 60%Reduced audit time by 50% due to fast & reliable retrieval of records in compliance with 21 CFR Part 11, and passed 3 FDA Audits in 2 years with zero observationsOne of the top 2 leading mobile phone ODM companies in Taiwan specializing in the marketing, research, development, manufacturing and global logistic service of mobile phonesOptimized collaboration and communication across the entire supply chainSped time-to-market for entire product portfolio, and ensured compliance to stringent environmental regulations by managing hazardous material content in productsLeading global provider of Solid State technologies and solutions tailored to meet the high-performance, high reliability needs of original equipment manufacturers (OEMs).Ensured compliance with all regulations and standards to do appease and anticipate client needs including US ROHS, China ROHS, European ROHS, Japanese ROHS, Halogen-free, REACH, etcOne of the top largest contact lenses manufacturer with 60 million lenses produced a month in 96 countriesAccelerated complaint resolution by reducing the average number of days to close complaints by 30%, which also significantly reduced the number of complaints open more than 30 daysReduced monthly reporting time from 3 days to 1 day, and with Analytics, it is cut to only 1 hour, which drastically improves decision-makingIncreased capacity for fast changeEnsured compliance to avoid recallEnforced quality by automating reports
30 Avail Medical Products Cuts Audit Time in Half with Agile PLM Medical Device, NA WestAvail Medical Products Cuts Audit Time in Half with Agile PLMCOMPANY OVERVIEWAvail Medical Products Inc. is a contract-manufacturer of disposable medical products worldwideIndustry: Medical DeviceEmployees: 3,200Revenue: US$244 MillionCUSTOMER PERSPECTIVE“An important and exciting next step in Avail's ability to accurately speed communication and collaboration across all stages of the project management process and provide the highest level of service possible to our customers. Product development time, product change management, even the continuity of supply throughout volume production can be significantly enhanced with this implementation."J. Randall Keene, PresidentCHALLENGES / OPPORTUNITIESCreate accountability for managing issues to closure by centralizing the collection of quality control data from 6 locations using 6 different methodsAutomate the manual processes making performance comparisons between facilities with numerous scattered electronic & paper-based systemsCreate robust audit & change control capabilities for compliance with 21 CFR Part 11RESULTS88% improvement in NCMR closure & 60% improvement in CAPA closure50% reduction in audit time due to fast & reliable retrieval of records in compliance with 21 CFR Part 113 FDA Audits in 2 years with zero observationsCompanywide visibility into customer issues & product discrepanciesCase Study originally created , UpdatedAvail Medical Products Inc. is a manufacturer of 36 disposable medical products with Employee range of 3,500 & Annual Sales of $483,700,000.It has a Diversified base of 350+ customers & 18 locations spread across the globe.The documentation of these products was done via manual paperwork which often resulted in misplaced & incomplete documents & non-conformance to Compliance, inability to transfer data to other plants which led to heavy damages.The old-fashioned way of documentation (paper work) took 92 days to complete. Also Compliance reports (NCMR, CAPA) took average time frame between 4 to 92 days. There was no qualitative method to measure the SOP’s either and the ability to easily demonstrate compliance during audits was not easy either. It took 4 days to complete the audits. All these business challenges not only led to damages & losses but also inconvenience for the Workforce.Avail was thus on a lookout for a Complete PLM solution that could manage their documents at a central location which was easily accessible by any division & also by any facility.ExtrAvail TM was born out of the need which reduced High Administrative costs in terms of Voluminous paperwork, Time, Effort & Money.The documents were Paperless (Paperwork converted to Electronic data), Networked (Central repository of data). The workflow was automated - Concurrent Approval & Electronic Signatures.Trend & Pareto Analysis were possible with ExtrAvail which aided the Compliance to view & group complaints in number of occurrences & specific group, thus enabling them to improve their Quality System Procedures.ExtrAvail reduced Reports Generation (NCMR, CAPA) time frame between 12 hours to 36daysDays Spent in Regulatory Audits earlier was 4 days per audits in comparison to 2 days per audit after installation of PC & PSI. Avail has had 3 FDA audits in the last 2 years with zero defect.SOLUTIONImplemented Agile Product Lifecycle ManagementAgile Product Collaboration to manage product dataAgile Product Quality Management to manage Quality System Procedures (SOP’s): Non-Conforming Material Reports (NCMR), Corrective and Preventive Action (CAPA), Customer and Field Complaints
31 Arima Communications Speeds Time to Market for Entire Portfolio with Agile PLM COMPANY OVERVIEWArima Communications, specializing in the marketing, research, development, manufacturing and global logistic service of mobile phones, is one of the top two leading mobile phone ODM companies in Taiwan.Industry: High TechnologyEmployees: 1,100Revenue: US$571 MillionCUSTOMER PERSPECTIVE“We’ve achieved such dramatic success in a short period due to our operational philosophy, which is to focus on innovation, quality and sharing. Agile directly supports these core values.”Jimmy Su, Chief Information OfficerCHALLENGES / OPPORTUNITIESStreamline product development process to keep up with market’s fast growth and outburst of new product - In just 3 years, Arima has produced over 30 million mobile phones for world-famous customers, incl Sony Ericcson and NECLack of an automatic process to provide quick customization and global logistics solutionsRESULTSOptimized collaboration and communication across the entire supply chain – from design to new product introduction to ramp to volume and end of lifeSped time-to-market for entire product portfolioEnsured compliance to stringent environmental regulations by collecting, tracking, analyzing and reporting on hazardous material content in products.Arima Communications specializes in the marketing, research, development, manufacturing and global logistic service of mobile phones. Founded in 1999, the company has expanded from 10 employees to one of the top two leading mobile phone ODM companies in Taiwan, with over 3,500 employees and products sold in more than 80 countries around the world. Its rapid growth is due to its development of flexible multi-band and multi-mode mobile phones that meet various frequency bands and diverse market conditions. Its main products are multi-band GSM/GPRS, 3G mobile phones and smart phones. In the past three years, Arima Communications has produced over 30 million mobile phones for world-famous customers, including Sony Ericsson and NEC.Arima Communications selected Agile 9.2 in June 2006, and has been in production with Agile 9.2 since September 2006.Why selected Agile: “We went through a lengthy evaluation of PLM solutions but ultimately selected Agile because of its stellar reputation, its short implementation time and the quality of its local consulting team, which we worked with to customize the Agile solutions to meet our unique needs.” Jimmy Su, CIO, Arima CommunicationsBusiness Challenges:No streamlined product development process to keep up with market’s fast growth and outburst of new productsIn just 3 years, Arima has produced over 30 million mobile phones for world-famous customers, incl Sony Ericcson and NECLack of an automatic process to provide quick customization and global logistics solutionsAgile Solution Deployed:Implemented Agile 9.2 Product Collaboration and Agile 9.2 Product Governance & Compliance to standardize its new product development processes and meet environmental regulationsExpected Business Results:Optimizes collaboration and communication across the entire supply chain – from design to new product introduction to ramp to volume and end of lifeEnsures compliance to stringent environmental regulations, such as the European Union’s Restrictions of Hazardous Substance (RoHS), by managing environmental compliance across the product lifecycle to collect, track, analyze and report on hazardous material content in products.Future Plans with Agile: Arima Communications is currently in the process of implementing additional Agile PLM solutions, including Agile Product Portfolio Management and Agile Product Quality Management.SOLUTIONImplemented Agile Product Lifecycle ManagementAgile Product Collaboration to standardize its new product development processAgile Product Governance & Compliance to meet environmental regulations
32 STEC Cuts Quotes to Sample Time by a Dramatic 93% CUSTOMER PERSPECTIVE“The speed of the new custom product introduction is very, very important. Agile has helped us tremendously, we've been able to take the NPR process from 14 days, down to 48 hours. ”Steve Bergeron, VP Quality AssurancePlay Video: STEC Realizes Promised Value of Agile PLMPlay Video: STEC Backs ‘Green’ Initiatives with Agile PG&CCOMPANY OVERVIEWSTEC, Inc. is a leading global provider of Solid State technologies and solutions tailored to meet the high-performance, high reliability needs of original equipment manufacturers (OEMs).Industry: Storage Segment: Solid StateEmployees: 350 Agile Users (? Total employees)Revenue: US $250MCHALLENGES/OPPORTUNITIESGlobal collaboration with distributed design/mfg facilitiesImprove speed for custom device samples to customersImprove design information accuracy with mfg release to AsiaImplement sourcing practices to reduce product costDesign products for worldwide substance complianceThe PLM deployment must be on time and budgetSOLUTIONSImplemented Agile Product Lifecycle ManagementAgile Product CollaborationAgile Product Governance & ComplianceAgile Product Quality ManagementAgile Portfolio & Program ManagementAgile Product Cost Management (in deployment)RESULTSReduced quote to sample time 93%, 14 days to 2 daysEnabled real time product collaboration between US design and Penang manufacturingGreen product design enabledSTEC ensures compliance with all regulations and standards to do business including US ROHS, China ROHS, European ROHS, Japanese ROHS, Halogen-free, REACH, etc.6 months to deploy all modulesUpdated November 200832
33 CooperVision Cuts Monthly Reporting Time from 3 Days to Just 1 Hour with Agile PLM COMPANY OVERVIEWCoopervision is among the top largest contact lenses manufacturer with 60 million lenses produced a month and operating in 96 different countries. CooperVision is a business unit of The Cooper Companies, Inc. (NSYE: COO)Industry: Medical Equipment & SuppliesEmployees: 2,591Revenue: US$800 millionCHALLENGES/OPPORTUNITIES• Consolidate multiple paper-based and electronic systems to manage quality and regulatory compliance dataComply with a regulatory environment addressing companies as a whole instead of standalone sites, with a scalable systemUtilize existing capacity by transferring products to different sitesImprove internal collaboration among divisionsImprove product quality on a global basisSOLUTIONSImplemented Agile Product Lifecycle ManagementAgile Product CollaborationAgile Product QualityAgile Product Portfolio ManagementAgile AnalyticsCUSTOMER PERSPECTIVE “The Agile PLM solution has not only addressed our immediate quality and compliance needs, but has provided us with a roadmap for the future. Oracle has become a trusted advisor in helping us innovate, meet our high quality standards more efficiently.” Christine Moench, Vice President Regulatory Affairs and Quality AssuranceRESULTSRedirected four resources for complaint processingReduced monthly reporting time from 3 days down to 1 day, and with Analytics, it is cut to only 1 hourImproved executive quality visibility and tracking across sitesImproved focus on corrective actionsAccelerated complaint resolution by reducing the average number of days to close complaints by 30%, which also significantly reduced the number of complaints open more than 30 days.Increased focus on quality: Data analysis via Agile PLM enables CooperVision to take more targeted corrective actions.Updated November 2008
34 Ballard Accelerates Time-to-Market by Streamlining Processes with Agile PLM COMPANY OVERVIEWBallard Power Systems, with partners Ford & Daimler Chrysler, is a world leader in developing and manufacturing zero-emission proton exchange membrane fuel cells for transportation, stationary and portable applications.Industry: Industrial ManufacturingEmployees: 485Revenue: US$65MCHALLENGES/OPPORTUNITIESRemain on the leading edge of the fuel cell industry and foster market adoptionImprove operational efficiency to reduce costs and accelerate time-to-market for fuel cell productsPosition the company for significant product volume growthIncrease access to product data and improved data accuracy and currencyEnable users to create product change requests directly, accelerating the approval process and reducing delaysSOLUTIONSImplemented Agile Product Lifecycle Management::Agile Product CollaborationAgile Product Quality ManagementHyperion PlanningHyperion AnalyzerCUSTOMER PERSPECTIVE“Agile’s scalable, flexible system will allow us to meet the changing demands of the organization as we prepare for significant product volume increases”Paul Louw, Manager, Design Services & Configuration ManagementRESULTSImplemented Agile to create a central repository for product dataStreamlined the end-to-end process from product design through manufacturing, accelerating time-to-marketIncreased the company’s ability to react to changing markets by enabling it to modify or create new products quickly to meet market demandsUpdated November 2008
35 Conexant Ensures Quality and Compliance with Agile PLM CUSTOMER PERSPECTIVEExcerpt from an Agility 06 presentation:“Special thanks to Agile [now Oracle] for their quick support during the most critical implementation times.”Steven Bergeron,Vice President Quality & Reliability AssuranceCOMPANY OVERVIEWConexant Systems, Inc. provides semiconductor solutions for broadband communications for digital home information and entertainment networks.Industry: High TechnologyEmployees: 1,100Revenue: US$571 MillionCHALLENGES / OPPORTUNITIESAs the result of a spinoff and merger, Conexant’s core processes were held on different platforms, which caused companywide inefficiencies and interfered with new product introductions.New environmental regulations such as Pb-Free, RoHS, Green initiatives added manual, error-prone, costly work to ensure compliance.RESULTSConsolidated product information to one source for secure, companywide access and collaboration.Accelerated time-to-market with full visibility into product and components throughout the lifecycle.Ensured compliance against global regulations to avoid business interruptions like recalls, citations, etc.Saved money & time by reducing errors & improving quality.SOLUTIONImplemented Agile Product Lifecycle ManagementProduct CollaborationProduct Portfolio ManagementProduct Quality ManagementProduct Governance & ComplianceEngineering CollaborationConexant (NASDAQ: CNXT) was created in January 1999 with the spin-off of Rockwell’s Semiconductor Systems businessHeadquartered in Newport Beach, CA with approximately 2400 employees worldwide with >$900M Sales/yrA worldwide leader with the most complete portfolio for broadband communications, enterprise networks and the digital homeA fabless semiconductor company with ISO 9001:2000 and 14001:2004 certificationsSource: Agility 06 Presentation by Steve BergeronFaced with the business challenges of consolidating its core processes that resided on multiple, different platforms after the spinoff and merger. Also faced compliance issues from new regulatory requirements and regulations such as RoHS, WEEE, Pg-Free, etc. All these issues were causing companywide inefficiencies and interfering with the new product development cycles. Time-to-market was sluggish and unpredictable.Conexant deployed Agile products to consolidate all of their disparate systems, including: Product Collaboration, Product Portfolio Management, Product Quality Management, Product Governance & Compliance, Engineering Collaboration, and SAP Integration.Conexant is using Agile PLM to:Management of BOM’sAMLChanges and documents for Chip and Systems Operations.Communication of changes and BOM’s with suppliers (assembly, test and packaging suppliers and fabs)Quality processes NCMR (just being rolled out)Program Management for Reliability projects in the QA departmentConexant’s future plans with Agile:Remaining planned activities:Conexant has successively integrated and rolled out almost all of the Agile PLM Solution Modules over a month period. Most recently there was a phased corporate rollout of Agile Product Quality management, Agile Product and Portfolio Management, and Agile Product Governance & Compliance.Future plans:full deployment of Agile PG&C to supplier basedeployment of PPM across Program Management officeDeployment of Agile Analytics for PPM and PQMFor detailed ROI information, must ask the customer reference. Will not divulge publicly.
36 Inventec Appliances Corp. Ensures High Quality with Agile PLM COMPANY OVERVIEWInventec Appliances Corp. (IAC) manufactures and sells cable and wireless communication and personal assistant products including PDA, smart phones, MP3 Players, GPS, Network Client, Routers/Switches, VoIP, Bluetooth, and many others. It is headquartered in Taiwan and exports products globally.Industry: High TechnologyEmployees: 850Revenue: US$2.9 BillionCUSTOMER PERSPECTIVERight choice with selection of AgileLong term partner providing solution for growthReal benefit for investment, Good people to trustLow maintenance costExcerpt from a presentation at Taiwan Customer Day 2005:“Agile Experience at IAC”CHALLENGES / OPPORTUNITIESEstablish a single, secure global system to store all product information, so little multi-site collaborationBuild a competitive edge by improving efficiency, speeding time to market, growing customer satisfaction, and quickly resolving problemsOrganize the product development process– improve a low product definition accuracy, minimal reuse of material/IP, and lack of project visibilityRESULTSImproved collaboration with a globally accessible, secure, common product record system containing all projectsFaster time-to-market and time-to-volume with a standardized product development process and engineering change workflow with a well defined phase/gate project controlEnsured high product quality with automatic Problem Report/CAR processMore flexible & extensible material classificationImproved document consolidation & managementBusiness Description: IAC was established in 2000, and is specialized in the manufacture, research, development and sale of communications and digital products and components, as well as the provision of technical and after-sales services for these products. Headquartered in Taipei County, Taiwan, the Company offers primarily graphic calculators, personal digital assistants (PDAs), smart telephones and smart handheld products, such as moving picture experts group layer-3 audio (MP3) players. It also sells wireless fidelity (WiFi) telephones, personal handyphone system (PHS) telephones, global system for mobile communications (GSM)/ general packet radio service (GPRS) telephones, global positioning system (GPS) navigation devices and other related products. During the year ended December 31, 2005, communications and digital products accounted for approximately 97% of total revenue. The Company distributes its products in Asia, the Americas and Europe.Sales: 3.7 BillionEmployees: 13,064The Keys to Inventec‘s success in the marketplace are the following abilities:Quick Customer ResponseProduct RealizationMaterial ManagementManufacturing and Test EngineeringValue SystemIn order to reach these goals, IAC faced some business challenges:Global OperationMulti-site CollaborationBuild up Competitive AdvantageImprove EfficiencyShorter Time to Market, Time to VolumeImprove Customer Service / SatisfactionStrong Problem Tracking SystemMulti-project / product LinesProduct definition accuracyReuse of material, intellectual propertyProject visibilitySecurityAfter reviewing internal issues and other vendors, IAC chose Agile for the following reasons:Excellent PLM solutionFull Function PLM Solution with Flexible Extension Capability Cross Different Function Domain Employee (PM, RD, QA, ME, DCC)Package with Domain expertise in EHT (Electronic equipment design & manufacturing)Easy GUI & functions for lower learning curve.Lowest TCOMaintenance resourcesQuick implementationWorldwide ReferenceW/W Major Customer ReferenceIndustry standardIAC deployed Product Collaboration, Product Portfolio Management, and Product Service & Improvement to build overall product development efficiency and company-wide collaboration. The implementation was quick and on time- only 6 mos to implement the three solutions at 6 business units and 1,700 users. They are also planning to implement PG&C and PCM.(Further info: Scope of the implementation:6 month scheduleAgile implementation services & hostingAdapters for SAP ERPDistributed File locations (Taiwan, China)Multiple Sites Data)With the implemented solutions, IAC experienced the following business benefits:Improves collaboration with a globally accessible, secure, common product record system containing all projectsEnsures high product quality with automatic Problem Report/CAR processFaster time-to-market and time-to-volume with a standardized product development process and engineering change workflow with a well defined phase/gate project controlMaterial classification is more flexible & extensibleImproves Document consolidation & managementSOLUTIONImplemented Agile Product Lifecycle ManagementAgile Product CollaborationAgile Product Portfolio ManagementAgile Product Governance & Compliance
37 Agile PLM Customer Success: Accelerating Innovation Global leader in telecommunications and Internet technologies operating in 130 countries.50% design time reduction (18-24 mos to 9-12 mos), 50% reduction of cost break even point65% reduction of inventory, 75% reduction in planning cycle timeHigher reuse of common components and circuitry, greater supply chain visibilityLeading designer, manufacturer, and distributer of gaming devices and computerized monitoring and accounting systems for gaming industry worldwide.Accelerated unit volumes from 1,500 to 2,000 units per year to 11,000 to 12,000 gaming units each year.Rationalized 600 suppliers down to 200, with 80 core suppliers using Agile directly.Global designer and manufacturer of minimally-invasive devices for correction of heart and vascular defects.Accelerated product development by 76% more change orders a month, 83% faster (Grew from 12 CO’s a month, 26 days long; to 50 CO’s a month, less than 5 days long)20-40% reduction in effort and time for processes supported by AgileLeading supplier of consumer products such as scissors, knives, and garden tools. They are classified into four divisions: crafts, garden, house wares, and outdoor recreationReduced design errors by 70%, while reducing new product development time from 25 Months to 15 MonthsImproved data search & management efficiency by 80%, enabling better, faster decision makingSped ECO cycle time 70%Reduced sourcing cycle time by 30%Released 95% of documentation
38 Agile PLM Customer Success: Accelerating Innovation Leading provider of satellite and other wireless communication products, serving both government and commercial marketsImproved operational efficiency by 30%Reduced phase one NPI by 44% and cut ECO cycle time from 5 days to 2 or fewerDecreased time-to-market by 10%Phoenix Systems is a global leader in the design and manufacture of highly rugged electronic components and systems for Original Equipment Manufacturers75% reduction in change management labor effortECO Cycle time reduced 68%; from 28 days to 9 daysIndustry leader in data center networking solutions and services that enable organizations to manage their most vital information assetsDoubled new product introduction: Launch twice as many new products in half the timeReduced ECO review cycle timesPillers Sausages & Delicatessens is one of North America’s largest producers of European sausages and delicatessen meats delivered through grocery and foodservice channels.Consolidpated Implemented process and technology to effectively manage new product introductions: Reduced number of active projects, Improved product launch cycles9 divisions have unified processesMinimized error to focus on innovationReduced ECO cycle time 50%
39 Agile PLM Customer Success: Accelerating Innovation Massive manufacturer of processed food products, including ketchup, sauces, frozen food, soups, and pasta mealsReduced specifications and rationalized SKUs, resulting in 30% reduction in SKUsReduced labeling cycle from 45 to 7 days, speeding new product introductionsLeading storage company that provides backup, recovery, and archive solutions, offering a range of disk, tape, and software solutions for information technology departments in various organizations to protect, retain, and access their digital assetsReduced time to complete business processes from weeks to days, and days to minutesAutomated the flow of product data worldwideGlobal leader in commercial vehicle and special transmissions, off-road drivelines and axles systems, chassis technology, and steering systems.97% reduction in time to communicate changes from development to manufacturingEnabled distributed product development and improved SCM communication, and increased engineering data re-use to reduce costsWorld’s largest beverage company with more than 450 brands. It’s products are sold in over 200 countries, and include soft drinks, bottled water, energy drinks, juices, teas and coffees.Improved system-wide collaboration with suppliers and bottlersRetired 30+ applications used by R&D and Quality, and established secure global visibility of specs and formulasImproved development cycles by 86%Increased manufacturing efficiency by 3% to 98%Increased time-to-market in each geographic marketReduced change management cycle time
40 Alcatel-Lucent Achieves a 100% Virtual Enterprise with Agile PLM OVERVIEWAlcatel Lucent is a global leader in telecommunications and Internet technologies operating in 130 countries.Industry: High Tech Segment: TelecommunicationsEmployees: 77,000Revenue: Euro 17.8 billionCUSTOMER PERSPECTIVE“We have integrated Agile into Engineering, Service, Ops, Purchasing in a way to build highly complex assemblies within our Virtual Operations Model. We can not imagine running a Virtual Operations business with out Agile.”Brad Magnani, Director, Manufacturing Technical Operations Networking DivisionCHALLENGES / OPPORTUNITIESContinue success in economic hard times for telecom companiesNavigate unpredictable demand and business environmentDeliver on idea of new virtual operations modelReduce working capital and break-even pointIncrease supply chain flexibilityImprove Time-to-Market and customer satisfactionRESULTS100% virtual enterprise50% design time reduction (18-24 mos to 9-12 mos)50% reduction of cost break even point65% reduction of inventory75% reduction in planning cycle timeHigher reuse of common components and circuitryGreater supply chain visibilityClosed loop execution of global processesSOLUTIONImplemented Agile Product Lifecycle ManagementAgile Product Collaboration (PC) to improve data and specification management, support globalization efforts, speed products to market, and reduce cycle time and inventory costs.Agile Product Cost Management (PCM) to manage EOL and supply risks, improve part cost visibility, and optimize BOM costs.Updated November 2008
41 Bally Drives Profitable Product Innovation and Rationalizes Supplier Base by Over 50% COMPANY OVERVIEWFounded 1932 in ChicagoBally Technologies, Inc. engages in the design, manufacture, distribution, and operation of gaming devices and computerized monitoring and accounting systems for gaming industry worldwide. It primarily offers gaming devices for land-based, riverboat and Native American casinos, video lottery, and central determination markets, as well as specialized system-based hardware and software products.Industry: Technology Segment: Casino GamingEmployees: 2,814Revenue: US $948 millionCHALLENGES/OPPORTUNITIES• Reduce communication errors and improve data exchange accuracy by engaging suppliers and contract manufacturers as part of a virtual product networkReduce product development cycle times to accelerate time-to-market for new productsEstablish a single source truth for product informationOptimize change review and approval processes to improve resource utilization, efficiency, and data accuracyProvide an enterprise class architecture that scales to meet the needs of Bally’s rapid corporate growthSOLUTIONImplemented Agile Product Lifecycle Management:Agile Product CollaborationAgile Product Portfolio ManagementAgile Product Quality ManagementAgile PLM Data MartAgile PLM Business IntelligenceCUSTOMER PERSPECTIVE“Our suppliers are using Agile effectively for accessing the latest revisions of drawings and specifications, which helps us reduce errors and rework costs.”“We now deliver our products with fewer onsite customers issues. By getting the product right from the outset, we significantly improve our time to market and time to deployment.”Doug Mack, VP OperationsRESULTS• Optimized workflows to improve resource productivity, change cycle time, and data accuracy.Reduced mean number of CCB signatures from 34 signatures down to 7.Improved communication with suppliers via real-time change notifications.Accelerated unit volumes from 1,500 to 2,000 units per year to 11,000 to 12,000 gaming units each year.Rationalized 600 suppliers down to 200, with 80 core suppliers using Agile directly.Updated November 2008
42 AGA Medical Speeds Time to Close Product Change Orders by 83% CUSTOMER PERSPECTIVE“The FDA and Notified Body Auditors were astounded by what we were able to achieve with Agile PLM. They had never seen a company able to move from paper to electronic with such success. Agile PLM has helped us do some amazing things in a very short amount of time.”Wendy Schweigert, Quality Assurance ManagerCOMPANY OVERVIEWAGA Medical designs and manufactures minimally-invasive devices for correction of heart and vascular defects.Industry: Life Sciences Segment: Medical DeviceEmployees: 400 WorldwideRevenue: US$150 millionCHALLENGES/OPPORTUNITIESExecuting Change Quickly/Efficiently Prohibited by Paper-based SystemAveraged 12 product change orders (COs) completed per month, 26 days from submit to closedControlling Paper (Rev) Used on Floor – Labor Intensive, RiskyChange Impacts - Limited Visibility of Critical InformationChange History For Process & Complete Product TreeActive Deviations to Current Approved BuildNon-conformance Incidents and Yield ProblemsCorrective Action / Preventive ActionsApproved ManufacturersSOLUTIONSImplemented Agile Product Lifecycle ManagementAgile Product CollaborationAgile Quality ManagementAgile Product Portfolio ManagementRESULTSImplemented Agile PLM in only 4 monthsAccelerated product development by 76% more change orders a month, 83% fasterGrew from 12 CO’s a month, 26 days long; to 50 CO’s a month, 4.5 days long20-40% reduction in effort and time for processes supported by AgileReceived high praise from FDA and auditors for significantly reducing their on-site audit timeEngineer adoption 100%; fast, simple100% electronic procedure used by all employeesUpdated November 2008
43 Fiskars Brands Launches Products 30 to 40% Faster with Agile PLM CUSTOMER PERSPECTIVE“New Product Development is one of the fundamental business strategies that Fiskars is focused on to maintain brand leadership and drive growth. There are many benefits of the new processes that will assist with our company’s directive of increased new product initiatives and direct collaboration with our suppliers.”Art Fischer, Global PLM Project ManagerCOMPANY OVERVIEWFiskars Brands is best known for its consumer products such as scissors, knives, and garden tools. They classified into four divisions: crafts, garden, house wares, and outdoor recreation. One of Fiskars’ most popular products is the orange-handled scissors, having sold 870 million.Industry: Consumer GoodsEmployees: 4,300Revenue: 535 MillionCHALLENGES/OPPORTUNITIESDeclining Market ShareManaging Marketplace ExpectationsIncreasing Quality Issues Impacting BrandPrice Competition on Core ProductsIncreasing Inventory and Obsolete InventorySOLUTIONImplemented Agile Product Lifecycle ManagementAgile Product CollaborationAgile Project and Portfolio ManagementAgile Engineering CollaborationAgile Enterprise VisualizationAgile DashboardsRESULTSReduce Time to Market by 30 to 40%Reduce New Product Development Time From 25 Months to 15 MonthsImprove New Product Introduction by 40 to 50%Enhance Design and QualityReduction of Design Errors by 70%Improved Access to Data to Make DecisionsImprove Data Search and Management Efficiency by 80%Updated November 2008
44 Analogic Corporation successfully deploys Agile PLM in 12 weeks COMPANY OVERVIEWAnalogic is a leading designer and manufacturer of advanced health and security systems and subsystems sold primarily to Original Equipment Manufacturers (OEMs). Analogic is recognized worldwide for advancing the state of the art in Automatic Explosives Detection, Computer Tomography (CT), Digital Radiography (DR), Ultrasound, Magnetic Resonance Imaging (MRI), Patient Monitoring, and Advanced Signal Processing.Founded 1967 in Peabody, MAIndustry: Technology Segment: Medical DeviceEmployees: 1,700Revenue: US$413.5 millionCHALLENGES/OPPORTUNITIES• Quickly implement powerful product record management solution• Coordinate key manufacturing plans and streamline operations• Improve ECO cycle time to enable faster time to market• Improve collaboration across internal divisions and supply chain partnersSOLUTIONSImplemented Agile Product Lifecycle ManagementAgile Product CollaborationAgile Product Quality ManagementIntegrated with PeopleSoft ERPCUSTOMER PERSPECTIVE“The deployment of Agile Product Collaboration across the company decreased our change management cycle time by up to 70 percent – creating a major positive impact on our time to market.”Thor Wallace, CIO, AnalogicRESULTSDeployed Agile PLM in 12 weeksSurpassed ECO cycle time goal, achieving up to 70% improvementImproved quality and visibility, achieving notable cost reductionsReduced time to market for critical security equipment in high demandIntegrated supply chain with manufacturing processes, enabling three companies to collaborate as a single integrated manufacturerIncreased manufacturing capacity, ramp to production, and product qualityUpdated November 2008
45 Intier Automotive Seating Increases Productivity and Cuts Costs with Agile PLM CUSTOMER PERSPECTIVE“Fast Implementation, adaptability, functionality, ease of use – I just love the Agile solution.”Barb Evenden, Senior BuyerCOMPANY OVERVIEWIntier Automotive Seating is a leading automotive supplier and a member of the Magna Family of CompaniesMagna is the number four automotive supplier worldwide, with 243 manufacturing locations and 63 research & development centers in 24 countriesIndustry: AutomotiveRevenue: USD$ 22.8 BillionCHALLENGES/OPPORTUNITIESLack of visibility and cost controlAll tasks managed manually on spreadsheetsLimited visibility into the product recordNo means to collaborate internallyNo method to manage supplier communicationsDifficult to use PDM systemsSOLUTIONSAgile Product CollaborationAgile Product Cost ManagementAgile Enterprise VisualizationAgile Engineering CollaborationRESULTSReduce Sourcing Cycle Time – Down By 30% - “Has allowed us to cut turnaround time significantly”Tighter Cost ControlCommodity Buying StrategyHigher Productivity – “We are saving time, getting the job done faster, and saving the company money”Stronger Supplier AlliancesCompetitive Edge – “The ability to integrate engineering, sourcing, and spend data in order to automate purchasing activity and improve overall cost management.”Updated November 2008
46 SiGe Semiconductor Increases Release of Documents by 85% with Agile PLM COMPANY OVERVIEWSiGe Semiconductor designs and delivers radio frequency solutions (RF) for voice, data and videoIndustry: SemiconductorEmployees: 125Revenue: US$69MCHALLENGES/OPPORTUNITIESLength of change order cycle time is too longDifficulty maintaining revision controlLack of ability to find history of change and related documentationProduct Introduction time too lengthyDocumentation scattered throughout companyHindered ability to track Quality corrective actionsSOLUTIONSImplemented Agile Product Lifecycle ManagementAgile Advantage: Agile Product RecordAgile Advantage: Agile Product QualityCUSTOMER PERSPECTIVE“Prior to Agile, only 10% of documents were released. Today, 95% of documentation is released.Kathy Lee, Software Systems ManagerRESULTS95% of documentation is now releasedWe can introduce products more quicklyAgile formalized the NPI processUpdated November 2008
47 ViaSat, Inc. Drives Product Innovation and Improves Time-to-Market by 10% COMPANY OVERVIEWA provider of satellite and other wireless communication products, ViaSat serves both government and commercial markets. Products include satellite networks and antenna systems, tactical datalink terminals (MIDS), information security for military networking, tactical mobile IP networking, communication microprocessor chipsets, and communication simulation and training systems.Founded 1986 in Carlsbad, CAIndustry: Technology Segment: Communication EquipmentEmployees: 1,850Revenue: US$575 millionCHALLENGES/OPPORTUNITIESCentralize product data management across multiple locations, providing increased visibility into product records for geographically-separated engineering teamsReduce engineering cycle times to accelerate time-to-market for new products and enable rapid corporate growthEliminate error-prone, time-consuming manual processes including preparation of bills of materials (BOMs) and engineering change approvalsSOLUTIONSImplemented Agile Product Lifecycle Management:Agile Product CollaborationAgile Product Governance and ComplianceAgile Product Quality ManagementIntegrated with OrCAD for DesignersIntegrated with Oracle ERPCUSTOMER PERSPECTIVE“Over the years as ViaSat grew, communication became more difficult. The key value of Oracle’s Agile Product Collaboration is bringing our seven different locations together so we can collaborate. Now all departments can access engineering information so we can keep everyone on the same page and prepare for what’s ahead.”Brandon Johnson, Engineering DirectorRESULTS• Improved operational efficiency by 30%Reduced phase one NPI by 44% and cut ECO cycle time from 5 days to 2 or fewerDecreased time-to-market by 10%Enabled compliance with WEEE & RoHSEliminated manual processesImproved engineering efficiency through integration to CADExtended the system to suppliers, providing them with detailed build instructions and real-time changesProvided error-free transition to manufacturingUpdated November 2008
48 Phoenix International Speeds ECO Cycle Time by 68% CUSTOMER PERSPECTIVE“Agile PLM has allowed us to increase supplier collaboration, improve efficiency and quote turn-around time by providing a centralized repository for quotes and contracts.”Dion Weinberger, Business Systems,Phoenix InternationalCOMPANY OVERVIEW• Phoenix International is a leader in the design and manufacture of highly ruggedized electronic components and systems for Original Equipment Manufacturers. The company was founded in 1987 in Fargo, North Dakota.Industry: Industrial EquipmentEmployees: 725 employees including over 200 EngineersCHALLENGES/OPPORTUNITIES• Enhance global competitiveness• Improve product quality• Increase employee efficiencyReduce rework, material scrap and inventory obsolescenceSOLUTIONImplemented Agile Product Lifecycle ManagementAgile Product CollaborationAgile Product Quality ManagementAgile Product Cost ManagementAgile Product Portfolio ManagementMulti OrgRESULTSIncreased employee efficiency• 75% reduction in change management labor effort• ECO Cycle time reduced 68%; from 28 days to 9 days• Centralized product informationReduced rework, material scrapand obsolescence• Agile contributed to:- a 54% reduction in scrap- a reduction in design related rework- a reduction in obsolescenceImproved product quality• ERP integration with 100% BOM accuracyUpdated November 2008
49 Brocade Doubles Product Launches in Half the Time by Improving Visibility with Agile PLM CUSTOMER PERSPECTIVE“We introduce two times as many products in half the time.”Bob Linscomb, Manager, Document Services“Everyone - Brocade, CM’s, ODM’s - are all on the same page for product changes.”Joseph Barrows, Manager, Configuration & Data ManagementCOMPANY OVERVIEWBrocade is an industry leader in data center networking solutions and services that enable organizations to manage their most vital information assets.Industry: High TechnologyRevenue: US$ 1.2 Billion Employees: 2,759CHALLENGES/OPPORTUNITIESAccelerate time to market due to intensive manual, error-prone processesCentralize multiple sources of product data scattered throughout the company and partner slowing product developmentDifficult to track change order cycle time metrics and cost impactECO review cycle time was lengthy and there was no visibility into the process to address stallsData exchange with CM partners was very manual and labor intensive, which slowed design changes and resulted in a high rate of errorsLimited CM visibility to changes order cut-ins caused costly rework and configuration errorsSOLUTIONSImplemented Agile Product Lifecycle Management:Agile Product CollaborationAgile Product Governance and Compliance (planned go live in 2009)RESULTSNew Product Introductions doubled in half the timeReduced costly rework by collaborating with CM’s earlier about product changesReduced ECO review cycle timesImproved companywide efficiency and performance by automating data management, & streamlining processes. “Agile is the one place for product data”Improved ECO cost, disposition and inventory impact visibility by collaborating with CM’s and PartnersUpdated November 2008
50 Piller Sausages & Delicatessens Improves Product Launch Cycles with Agile PLM for Process COMPANY OVERVIEWPiller Sausages is one of North America’s largest producers of European sausages and delicatessen meats, including Black Forest ham, air-dried salamis, poultry, beef, liver spreads, and snack foods delivered through grocery and foodservice channels. The company is family owned and operated and headquartered in Waterloo, Ontario.Employees: 300CHALLENGES/OPPORTUNITIESManual new product development process resulted in long cycle times, missed launches, and lost sales.Label compliance issues led to recall and reworkInability to verify and trace nutritional information effectivelyAbundance of nonintegrated disparate systems with a lack of common business processesOutdated business systems unable to support company growth into new markets and geographiesSOLUTIONSImplemented Agile Product Lifecycle Management for ProcessAgile Product Data Management for ProcessAgile Formulation and Compliance for ProcessAgile Product Supplier Collaboration for ProcessAgile New Product Development and Introduction for ProcessLaunched Agile PLM implementation in 2007Implemented across 4 divisions/plants and one DCCUSTOMER PERSPECTIVEPhase 1 – Focus on consolidating specifications and processes for easier reuse and recall of product information Supply Chain Relationship Management- Electronic Questionnaires- Global Specification Management- New Product Development Phase 2 – Compliance screening and formula optimization.RESULTSImplemented process and technology to effectively manage new product introductions: Reduced number of active projects Improved product launch cyclesCentral specification management system for ingredients, formulas, and nutrition: Single version of product data “truth” Easier retrieval of spec informationInitiated electronic supplier questionnaire and portal collaborationUpdated November 2008
51 Honeywell Consolidates Product Information Across 9 Divisions on Agile PLM COMPANY OVERVIEWHoneywell Security & Data Collection builds integrated security solutions that are specifically designed to meet the unique requirements of a broad range of commercial and residential customersIndustry: Industrial Manufacturing / ElectronicsRevenue: US$ 3.5 billionCHALLENGES/OPPORTUNITIESHigh cost and complexity of managing critical Product Record data scattered across multiple systems with no synchronizationHoneywell has grown through acquisition, inheriting disparate processesEngineering and Manufacturing organizations spread across the globe need timely access to accurate product record informationSOLUTIONSImplemented Agile Product Lifecycle ManagementAgile Product CollaborationCUSTOMER PERSPECTIVE“Agile allows us to standardize data management processes across all 9 business units, allowing accurate and timely delivery of information to all of our factories.”Colin Kinnee, Global PLM AdministratorRESULTSConsolidated Product Record management from multiple, disparate systems creating a single system of record9 different divisions now using a unified set of business processes for managing product record informationManufacturing sites now rely on Agile as the master for product record informationUpdated November 2008
52 RadiSys Corporation Enables Innovation by Minimizing Design Error Early with Agile PLM OVERVIEWRadiSys Corporation is a supplier of embedded systems and related systems and related technology, headquartered in Hillsboro, Oregon. It provides expertise in computer architecture, systems integration, embedded operating systems such as OS-9, ASIC design, and middleware.Industry: High Tech Segment: Computer PeripheralsEmployees: 800Revenue: US$385 MillionCUSTOMER PERSPECTIVE“Agile PLM is a key enabler for our ability to launch new products and collaborate with our supply chain partners.”Julia Harper, VP of OperationsCHALLENGES / OPPORTUNITIESSupport the move from internal manufacturing to mostly outsourced manufacturing using multiple EMS partnersImprove employee productivity through streamlined chance control processesEnable best-practice integration to improve product release processes and accelerate time to marketRESULTSEliminated manual processes, resulting in fewer errors and more time for engineers to focus on product innovationCollaborating with EMS partners and key suppliers in Agile during the product release and change management processesSOLUTIONSImplemented Agile Product Lifecycle Management:Agile Product Collaboration to manage collaboration, reduce product cost and new product introduction (NPI) cycle time, improve operational efficiency, and enhance customer service qualityUpdated November 2008
53 Zebra Technologies Goes Live on Agile PLM In 100 Days CUSTOMER PERSPECTIVE“The collaboration process, which we have created between ourselves and our contract manufacturers is managed entirely in Agile, which allows us to be extremely efficient with our engineering activities.” “Engineering changes have reduced at least by a 50 percent margin in terms of the time that they used to take.”Shantanu Dhar, DirectorCOMPANY OVERVIEWZebra, incorporated in 1969, is an asset management and identification company that is well known for its thermal and barcode printers at point of service. As of December 31, 2007, Zebra had sold over 6,000,000 printers in approximately 100 countries.Industry: Miscellaneous Capital GoodsSegment: Printing Trades Machinery & EquipmentEmployees: 3,200Revenue: US$868 millionCHALLENGES/OPPORTUNITIES• Quickly implement powerful product record management solution• Coordinate key manufacturing plans and streamline operations• Improve ECO cycle time to enable faster time to marketReduce product costs• Improve collaboration across internal divisions and supply chain partnersSOLUTIONSImplemented Agile Product Lifecycle ManagementAgile Product CollaborationAgile Engineering Collaboration (ECAD+MCAD)RESULTSDeployed Agile PLM in 100 daysReduced ECO time by 50%Improved user efficiency 10% to 20%Reduced time to market for productsImproved customer responsivenessBetter CM Collaboration fewer late-stage changes; lower costsIntegrated supply chain with manufacturing processesIncreased options to outsource manufacturing to lower cost regionsUpdated November 2008
54 Heinz Speeds Time to Market with Agile PLM for Process COMPANY OVERVIEWH.J. Heinz Company is a massive manufacturer of processed food products, including ketchup, sauces, frozen food, soups, and pasta meals. The company serves both commercial and private markets.Industry: Food & BeverageEmployees: 32,500Revenue: US$10 BillionCUSTOMER PERSPECTIVE"Agile Prodika [now Oracle] has greatly improved our raw material, supplier, and product intelligence. Information which used to take weeks to gather is now a natural extension of our day-to-day business processes."Deb Crosby, Chief Quality OfficerCHALLENGES / OPPORTUNITIESProliferation of specifications (from finished products to ingredients)Limited visibility and security with data stored in multiple systemsInconsistent specification mgmt processSlow and inconsistent NPI processRESULTSReduced specifications and rationalized SKUs, resulting in 30% reduction in SKUsAchieved global visibility with single “version of the truth”, with data accessible in seconds rather than weeksSimplified and standardized business processes globallyReduced labeling cycle from 45 to 7 days, speeding new product introductionsImplemented in over 175 sites and 21 languages / cultures, with over 4,500 usersSOLUTIONImplemented Agile Product Lifecycle Management for ProcessAgile Product Data Management for ProcessAgile Formulation and Compliance for ProcessAgile Product Supplier Collaboration for ProcessAgile New Product Development & Introduction for ProcessIn 2000, Heinz launched a project called Viper and started deploying the Oracle PLM solution. Their challenges were very typical to the Consumer Goods and Food & Beverage industry: proliferation of specifications, limited visibility, inconsistent processes and slow time-to-market. The standardization and simplification of processes, the creation of a single version of the truth, and improved supplier collaboration has led to a 30% reduction in SKU’s and all the productivity savings that go along with it, and an amazing reduction in the labeling cycle within the new product introduction cycle time from 45 days to 7!
55 Quantum Accelerates Time to Market with Oracle’s Agile PLM COMPANY OVERVIEWQuantum is a leading storage company that provides backup, recovery, and archive solutions, offering a range of disk, tape, and software solutions for information technology departments in various organizations to protect, retain, and access their digital assetsIndustry: High TechnologyEmployees: 2,050Revenue: US$918 MillionCUSTOMER PERSPECTIVE“With Oracle’s Agile PLM, one of the most visible benefits that everyone could see was how quickly we could take care of things – what used to take weeks was done in days, what used to take days was done in minutes.”Daniel Hartley, PLM Applications ManagerPlay VideoCHALLENGES / OPPORTUNITIESSpeed product to market without sacrificing quality or data integrityStreamline the enhancement processMinimize product costsMake more informed decisions in real-timeEnforce product governance and complianceRESULTSReduced time to complete business processes from weeks to days, and days to minutesAutomated the flow of product data worldwideEnabled compliance, secure visibility, immediate information sharing, and overall cost savingsHelped 1500 users make informed decisions fasterProvided scalability, flexibility and technical agility to exploit future growth and innovationSOLUTIONImplemented Oracle’s Agile Product Lifecycle ManagementAgile Product CollaborationAgile Product Quality ManagementAgile Product Governance and ComplianceUpdated November 2008
56 ZF Friedrichshafen AG Reduces Time to Communicate Changes by 97% COMPANY OVERVIEWZF Friedrichshafen AG is a global leader in commercial vehicle and special transmissions, off-road drivelines and axles systems, chassis technology, and steering systems.Industry: AutomotiveEmployees: 57,300Revenue: US$18.6 BillionCUSTOMER PERSPECTIVE“ZF is a $9 Billion enterprise that runs its business on three systems – SAP, Microsoft and Agile.”J. Koepf, Executive VP, EngineeringRESULTS6000 engineers in 119 facilities in 18 countries on one system97% reduction in time to communicate changes from development to manufacturingIntegration to 7 CAD systems and SAP ERPEnabled distributed product development and improved SCM communication to speed product launch and hence time to profitabilityIncreased Engineering data re-use to reduce costsCHALLENGES / OPPORTUNITIESGrow to be system-partner to OEMsEnsure global information consistencyReduce cost and time of developmentReplace several legacy systems with one PLM engineering backboneZF Group is a leading worldwide Automotive Supplier for Driveline and Chassis Technology. With total sales of over Euro 9.9 billion and almost 54,500 employees at 119 locations in 25 countries in 2004, ZF is number 15 among international automotive suppliers.About one third of the Group’s revenues comes from products which only went into series production during the last five years. In order to continue to be successful with innovative products, ZF invests five per cent of its turnover in research and development every year.Business Challenges that ZF faces includes:Grow to be system-partner to OEMsGlobal information consistencyReduce cost and time of developmentReplace several legacy systems with one PLM engineering backboneThe Agile Solution that ZF deployed is Agile e6 (Adapted version) PLM / Automotive Solution / EIP / Pro/E Connector / CATIA V5 Connectorfor managing over 1 million parts, BOMs, and documentsGoal: Design and Manufacturing integration and communicationThe business results that ZF has experienced include:6000 engineers in 119 facilities in 18 countries on one system97% reduction in time to communicate changes from development to manufacturingIntegration to 7 CAD systems and SAP ERPEnabled distributed product development and improved SCM communication to speed product launch and time to profitabilityIncreased Engineering data re-use to reduce costsZF first addressed the CAD management of the core systems Pro/E and CATIA. Once complete, data and docs were available worldwide. At every connected location, the meta data is updated within 10 minutes.CAD collaboration allows for collaborative development across large distancesSaves time & money because ensures that engineers won’t do the same work twice -- A parts search engine allows ZF to quickly and efficiently use similar or identical parts worldwideDecreases change cycle time significantly across multiple locations – a change work-flow controls the cross-unit engineering change process if new requirements arriveReduced development times and increased flexibility – viewers are ensured that data is quickly delivered across system boundariesSOLUTIONImplemented Agile Product Lifecycle ManagementAgile PLM backbone managing over 1 million parts, BOMs, and documents to integrate design and manufacturing communication
57 The Coca-Cola Company Improves Efficiency and Speed with Agile PLM for Process COMPANY OVERVIEWCoca-Cola is the world’s largest beverage company with more than 450 brands. It’s products are sold in over 200 countries, and include soft drinks, bottled water, energy drinks, juices, teas and coffees. Company is headquartered in Atlanta, Georgia.Revenues (2007): $28.8 Billion; employees (2007): 90,500CHALLENGES/OPPORTUNITIESCommitted to be first to market with products consumers wantAccurate, actionable, timely information to drive the right business decisionsImproved productivitySustainability initiative: Green & LeanQuality and Regulatory compliance risk mitigationSOLUTIONAgile Product Lifecycle Management for ProcessAgile Product Data Management for ProcessAgile Formulation and Compliance for ProcessAgile Product Supplier Collaboration for ProcessLaunched Project Picasso in 2006Phased implementation: Ingredients -> Packaging -> Formulas/Products/Regulatory -> QualityCUSTOMER PERSPECTIVE“The reason we chose the Prodika solution, which is not Oracle’s Agile PLM for Process solution, is because it was the most comprehensive solution tailored to the food and beverage industry. It’s easy to use, has an intuitive interface, and the vendor is committed to supporting Coca-Cola’s base product.”Alison Collup, Program Director, PLMRESULTSImproved system-wide collaboration with suppliers and bottlersRetired 30+ applications used by R&D and QualityEstablished secure global visibility of specs and formulasImproved sustainability and use of recycled productsRationalized overall number of ingredients, formulas, products, and packagingReduced process non-complianceUpdated November 2008
58 ArthroCare Corporation Increases Efficiency by 93% with Agile PLM ArthroCare Corporation Increases Efficiency by 93% with Agile PLMCOMPANY OVERVIEWArthroCare develops, manufactures and markets surgical products & applications based on pioneering Coblation® technologyIndustry: Medical DeviceEmployees: 1,050Revenue: US$319 MillionCUSTOMER PERSPECTIVE“As a fast-growing business, we needed to partner with a PLM solution provider that understood our needs and could grow with us. After an exhaustive partner selection process, we felt Agile [now Oracle] was the best choice and our experience to date has strongly validated this choice."Richard Christensen, Sr. VP, ArthroCareCHALLENGES / OPPORTUNITIESImprove quality levels by eliminating cumbersome collection processes of quality control data from worldwide facilitiesLower the high cost of managing critical product data scattered across numerous electronic and paper-based systemsBuild a robust audit & change control capabilities for compliance with FDA regulationsRESULTS86% improvement in product development cyclesManufacturing efficiency increased by 3% to 98%1 New Product introduced every monthCompany wide visibility into product discrepancies and customer issuesDecreased audit time & increased auditor confidenceSignificant improvement of visibility into dynamic supplier and commercial information to reduce costs during manufacturingSOLUTIONImplement Agile Product Lifecycle ManagementAgile Product Collaboration to manage product data and fast access to recordsAgile Product Quality Management to synchronize Quality System Procedures (SOP’s), Non-Conforming Material Reports (NCMR), & Corrective and Preventive Action (CAPA) Reports in compliance with regulatory guidelinesArthrocare Corp. is a multi-business medical device company developing products based on pioneering Coblation technology with Employee range of 565 & Annual Sales of $120 MM. It has a growing base of more than 20,000 installed systems used in more than 2.5 million procedures worldwide. Corporate Headquarter located in Austin (TX), largest facility in Sunnyvale (CA) and high-volume manufacturing facility in Costa Rica & International sales location in Stockholm.Previously Arthrocare Corp. managed all it’s operations from a single location. However, due to expansion & growth Arthrocare started managing it’s operations from multi-sites over the past 2 years.The documentation of these products was done on electronic spreadsheets and paper which often resulted in misplaced & incomplete documents & non-conformance to Compliance, inability to transfer data to other plants which led to heavy damages.The qualitative method to measure the SOP’s (NCMR, CAPA) was poorly synchronized and the ability to easily demonstrate compliance during audits became difficult aggregating to heavy damages.Arthrocare Corp. was thus on a lookout for an “Out of Box” Tool that could synchronize their Quality system Procedures- CAPA (Corrective And Preventive Action) & NCMR (Non Conforming Materials Report), Customize & automate workflows, manage their documents at a central location which was easily accessible by any facility.Agile PC & PSI came to Arthrocare Corp’s aid in 2004.The documents were Paperless (Paperwork converted to Electronic data), Networked (Central repository of data), Workflow was customized and automated to maximize the user acceptance, SOP’s were synchronized, Product Data Record was tied with multiple integration systems and key users were trained.The benefits earned by Arthrocare Corp. included improved conformance to regulatory agencies, reduced High Administrative costs in terms of Voluminous paperwork, Time, Effort & Money, reduced time delays to market products improve service quality and expand their customer base. Thus aggregated to increased profits & revenues.
59 Broadcom Speeds Product Launches in Each Geographic with Agile PLM COMPANY OVERVIEWBroadcom Corporation is a global leader in semiconductors for wired and wireless communications.Industry: SemiconductorEmployees: 6,800Revenue: US$3.8 BillionRESULTSImproved collaboration companywide and with major OEM customers and suppliers by eliminating multiple systems and establishing a single source for the product recordFaster time-to-market in each geographic marketReduced change management cycle time with contract manufacturers and in operations & engineeringAvoided extra costs of labor, code re-write, and scrap due to improved productivity and efficiencyCHALLENGES / OPPORTUNITIESCentralize multiple sources of product data scattered throughout company and partners slowing product developmentSpeed an extended cycle time and delayed time-to-marketAutomate manual, error-prone processes that were causing costly rework.Company profileFounded 1991 in Irvine, CA. Employs 4,600 people in 25 locations in the USA, Asia Pacific and Europe.Geographies operated in APAC, EMEA and USIndustry within Broadcom operatesBroadcom provides the largest platform of system and software solutions to OEM’s in the following sectors: computing and networking equipment, digital entertainment and broadband access products, mobile devices.Growth and market shareRevenues in 2005 reached US$2.67BOne of the worlds largest fabless semiconductor companies and largest in the markets they serveCurrent stated strategies for successContinue average revenue and average growth of 15% per quarter last 12 quartersAggressive growth (organic and through acquisition) to $10B in 5 yearsContinue to dominate with technology and price competitivenessBroadcom 2006 is expected to grow 44% while industry grows at 12% paceBusiness Pain PointsMultiple sources of product data scattered throughout company and partners slowed product developmentExtended cycle time and delayed time-to-market, which in turn, throws off supplier and customer schedules – not good for business!Manual, error-prone processes caused costly reworkThe Agile Solution Broadcom deployed is:Product Collaboration (9.2.1) to replace and retire 15+ legacy and homegrown systems.And they plan to roll out Product Quality Management in calendar year Q406Benefits that Broadcom have experienced with Agile are:Improved collaboration companywide and with major OEM customers and suppliers by eliminating multiple systems and establishing a single source for the product recordFaster time-to-market in each geographic marketReduced change management cycle time with contract manufacturers and in operations & engineeringAvoided extra costs of labor, code re-write, and scrap due to improved productivity and efficiencyWhy was Agile chosen over competition and who was the competition?Competition: MatrixONEReason Agile was chosen:Out of the box solution offeringRapid implementationEnabled customer collaborationLow administrative overheadReputable company, respected customer baseProven success in semiconductor and EHT industryUnderstood their business (MatrixONE didn't even understand their needs, but Agile very succinctly addressed every issue with examples from Broadcom's own data)COMPANY OVERVIEWImplemented Agile Product Lifecycle ManagementAgile Product Collaboration to replace and retire 15+ legacy and homegrown systems