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PL1707 Behind the Music: The Real Story Behind Deploying Autodesk® PLM 360
Rob Cohee Sr. Manager, Autodesk PLM 360 @robcohee
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Electrical Components International-
Matt Wegmann Business Process Analyst
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ECI Markets and Customers
Automotive Agriculture/ Construction Specialty Transportation Appliance HVAC Commercial Electronics
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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
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Appliance Application Dishwasher
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Appliance Application Refrigerator Harness with Power Cord
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Commercial Electronics Digital Printing
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HVAC Application Commercial HVAC
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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
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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
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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
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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.
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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.
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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.
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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
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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
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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
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Current Systems Landscape (ECI NA)
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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
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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
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