1. PL1707 Behind the Music: The Real Story Behind Deploying Autodesk® PLM 360
Rob Cohee
Sr. Manager, Autodesk PLM 360
@robcohee

2. Electrical Components International-
Matt Wegmann
Business Process Analyst

3. ECI Markets and Customers
Automotive
Agriculture/ Construction
Specialty Transportation
Appliance
HVAC
Commercial Electronics

4. Global Operations ○ ● ○ ○ ● ○ ● ● ● ○ ○ ○ ○ ○ ● ● ○ ● ● ○ ○ ●
Canada
Tillsonburg
Poland
Bielsko Biala ●
Korea
Seoul ○ ○ ● ○ ●
United States
St. Louis, MO
Farmington Hills, MI
El Paso, TX
Fostoria, OH
Louisville, KY
Tyler, TX
Cleveland, TN
Charlotte, NC
Redmond, WA
Marshalltown, IA ○ ●
Italy
Milan ● ○ ○ ○
China
Nantong
Huizhou ○ ○
Spain
Zaragoza ● ● ○ ● ● ○ ○
Mexico
Ciudad Juarez (2)
Chihuahua (2)
Celaya
San Luis Potosi
Saltillo
Monterrey ●
Brazil
São Paulo
● Facility
○ Warehouse
● Sales and Engineering Office
○ Headquarters

5. Appliance Application Dishwasher

6. Appliance Application Refrigerator Harness with Power Cord

7. Commercial Electronics Digital Printing

8. HVAC Application
Commercial HVAC

9. Design Engineering Support
Dedicated Application and Product Engineering
Multiple CAD Platforms – Pro-E, VeSys, Catia, UG, AutoCad
Component Design Support
Component and Product Validation and Testing
Integrated Document Management and Control 9 9

10. Definitions
PLM - Product Lifecycle Management, a standard as a method to manage change in manufacturing & design.
QNPVP/CCP – Audits or Gates in our Mexico plants to add reviews before a price is changed on a new part. Does not include engineering changes.
SME – Subject Matter Expert, key site/department members that are process orientated and knowledgeable. They provide key input during the project as representatives of their team and act as trainers as we move into implementation.
Kalypso – Expert PLM consulting group that know multiple PLM software

11. Ideation/Development
What is PLM?
Authoring tools are used to create Product Information
PLM systems collect information from authoring tools and build the Product Record iteratively
The final Product Record is then transferred as the Master Data to feed ERP and MES systems
PLM Leading Practices
Ideation/Development
Management of Change
Production
Development World
Iterative World
Transactional World
Design
Product Record
MBOM
PBOM
Application Engineering
Product Engineering
Manufacturing
1. Preliminary Stage
No change control
Iterative designs
2. Prototype Stage
Change control
Draft spec
3. Pilot Stage
Change control
Pilot approved spec
4. Production Stage
PLM hand off to ERP
Production spec
Authoring Tools
PLM
ERP
Requirements
Controlled Data
Production
Creation of the data
Lifecycle Management of Data QA QC
Production Data
Customer
Requirement
Customer
Satisfaction 11

12. Why PLM? Visibility Example 1: Issue
The customer engineer told our engineers a change was coming to a print and exactly what those changes were that would take us to Rev. B. 
ECI received a P.O. from the customer for the part number (w/o rev. level on the P.O.) and J3 built to Rev. B. 
After parts were delivered, the buyer said they wanted Rev. A and that Rev. B had not been authorized by purchasing. 
Rev. B parts had to be reworked to Rev. A.
Example 2: Issue
The ECI application engineers called out the exact mfg. name and part number on the print that was released.  It was for a 3/8” ring terminal.
The production engineer loaded a ¼” part into BPCS which is what ended up on the part.
We got lucky in that the ¼” terminal barely fit.  No rework was required.

13. Why PLM? Margin Improvement
Example from QNPVP & CCP Process
2012 quoted weighted average Margin: 18.1%
2012 current weighted average Margin: 14.9%
Change was done by NPI without realizing that this was a customer driven change. A CCP reviewer caught this while reviewing and was able to pass along to customer.
Potential impact: $125,000 per year
QNPVP Audits revealed that on new part numbers 20% had a margin shrink at launch and some didn’t allow for new pricing because of timing. The detection of those changes upstream is crucial to keep our margins in place.
Rev changes (ECN) are not included in QNPVP so increased visibility to margin impact is critical.

14. Why PLM? Customer & Quality Ramifications
Lack of standard change process has interfered with ECI’s ability to handle commercial issues as they arose.
Multiple contact points in engineering world led to internal communication issues.
Multiple silos of information and data made making informed decisions difficult.
Non-standardized Engineering Change System allowed for:
Non-Compliance to ISO/TS standards
No standard metrics
No documented process for traceability
Building production with unapproved customer changes
Summary: Missing & incomplete quality validations on an ECN caused rework and customer dissatisfaction.
Comments: The welding of the splice to the part was weak due to the materials defined and required from customer and lack of time to validate it on real production environment long term runs. This cost the customer for rework more than $57,000 and customer dissatisfaction.

15. ECI Phase 1 Business Objectives
Reduce product and process costs throughout the product lifecycle through better change control – Focus on key processes
Automate and Standardize key business processes to eliminate inefficiencies between all functional groups
Improve communications and collaboration with the customer
Develop one centralized access point for all product data records
Manage and control cost margins

16. Example Targeted or Observed Improvement
Benefits Targeted by PLM Adopters
Benefit Area
Example Targeted or Observed Improvement
Applicability to ECI
Engineering Change Process
20% reduction in time & cost 
Information Search
10% reduction in time
Part Duplication
Direct Material Spend
5% reduction
1% reduction
BOM Creation
10% reduction
Collaboration
Enable Design Anywhere, Build Anywhere
Time to Market
15% reduction
New Product Development
10% reduction in cost
30% reduction in cycle time

17. Technical Capabilities
ECI PLM Capabilities Gap
World
Class
Global governance, metrics & goals tied to business strategy
Clear overall strategy; full alignment; use of roadmaps
Complete suite of automatic tools . Automatic Change order and version control
Comprehensive repository and dynamic work flow capabilities
Configurable workflows, Web based collaboration, dynamic strategy
PLM interface to external process & authoring tools
Complete traceability, dynamic change management
Advanced
Continuous improvement process, common metrics
Portfolio management tied to strategy
Partial suite of tools but not integrated fully
Automated workflow . Partial synchronization and integration
Systematic sharing with clear link to strategy. Partial automation
Global project & product database, workflow
Clearly defined Document and change management protocols
Formal
Logical process owners & governance, limited scope of authority
Full strategic intent stated, limited alignment
Limited # of digital tools, Basic automation
Semi automated workflow and central repository of data exists
Sharing exists, automatic updates, partially linked to strategy
Common project & product database, limited sharing
Semi automated change management and version control exists
Maturity Stages
Basic
Designated or shared process ownership, stewards through influence
Some strategy exists but not linked to activities
Manual and digital tools exist. Lacks clear links
Manual and digital tools exist. Lacks clear links
Disparate tools with little defined processes
Disparate tools with little defined processes
Episodic & manual sharing, no clear strategy exists
Data available, limited accessibility
Informal document management and change control
Developing
Lack of clear process ownership or management structure
Lack of clear process ownership or management structure
Lack of stated strategy
Lack of stated strategy
Manual entries, rudimentary tools
Disparate tools and no processes
Lack of product data sharing, and no strategy
Isolated systems, limited data
Manual change management and no document version control
Capabilities
Governance
Capabilities
Strategic
Capabilities
Design
Capabilities
Data
Management
Capabilities
Collaborative
Capabilities
Technical Capabilities
Foundational
Capabilities
Current
Desired

18. Current Systems Landscape (ECI NA)

19. Project Team Contributors
Executive Sponsors
Ken Treftz, Daris Foster, Roberto Lopez, Santos Juarez, Dave Webster, Mitch Leonard
Product Engineering & NPI
David Hernandez, Laura Hernandez, Mario Zazueta, Odil Luna, Daniel Lugo, Reybar Grijalva, Eduardo Castillo
Design & Application Engineering & Tech Support
Bob Murphy, Adam Drake, John Mitchener, Dave Hartman, Frank Jackson
Quoting
Lidia Sepulveda, Kent White, Senthil Vivekanandan
Other
Daniel Lopez, Julio Mora, Mark Mitchell, Richard Mizuno, Allison Gaby, Chad Armbruster, Adrian Ostman, Matt Wegmann, Aaron Orange and others

20. 10 Benefits of PLM 360 to ECI
Cloud Technology – access anywhere / anytime
Formal change management (fast & full tracks)
Central location for managing documents, parts and bill of materials
Latest data with revision history
Process with lifecycle management
Manage by work flow
Automatic System notifications
Standardized work list
Project Management
Long term growth