1. Product Data Management (PDM) Engineering Data Management (EDM)

2. Table of Contents z Why y Manufacturing competitiveness and strategies y Allied Concurrent engineering z What y Concept and definition y Functionality y Architecture z How y Implementation approach y Rationales and technologies

3. Why Why do we need PDM ?

4. NCKU-IME-EE&I Current Manufacturing Enterprise Environment Global competitiveness Process “Pull”Technology “Push” Dwindling Resources Manufacturing Enterprise Pressure

5. NCKU-IME-EE&I Customer designated Lower lower price Higher higher quality Quick delivery and many others... Customers Wants

6. NCKU-IME-EE&I Constantly reduce product costs Substantially shorten time to market and competitive response Constantly improve product quality But, how? Goals

7. NCKU-IME-EE&I Mass Production FMS/FMC Factory Automation Computer-Integrated Manufacturing What else ??? Manufacturing Strategies

8. Quality Engineering Strategic Planning Marketing R&D Engineering (Product and Process Development) R&D Engineering (Product and Process Development) Management and Administration Production Planning Manufacturing (Factory Automation) Manufacturing (Factory Automation) Manufacturing Enterprise Functionality

9. Fact

10. NCKU-IME-EE&I Fact I zDesign is a tiny piece of the development pie, but it locks in the bulk of later cost and time spending.

11. NCKU-IME-EE&I Fact II zAccording to “Pareto Rule”, z“Product design and process development” zis the most critical product life cycle activity. z But, will a Good Design be a Good Product ?

12. NCKU-IME-EE&I Fact III : Problems in current product and process development yPoor product realization yDifficulty in designing for simplicity and reliability yFailure to pay enough attention at the design stage to the likely quality of the manufactured product yExcessive development time yWeak design for producibility yInadequate attention to customers yWeak links with suppliers yNeglect of continuous improvement

13. NCKU-IME-EE&I Concurrent Engineering Total Quality Management Business Process Reengineering Virtual Enterprising CALS and others... Other Business Strategies

14. NCKU-IME-EE&I Simultaneous Engineering A rose by another name: Concurrent Engineering Integrated Product Delivery Integrated Product and Process Development Team Design is still concurrent engineering. Concurrent Engineering

15. Definition of Concurrent Engineering zConcurrent engineering: y“is a systematic approach to the integrated, concurrent design of products and their related processes, including manufacture and support. This approach is intended to cause the developers, form the outset, to consider all elements of the product life cycle from concept through disposal, including quality, cost, schedule, and user requirements.” xInstitute for Defense Analysis (IDA) R-338, 1986

16. Various applications Multi-functional teaming Communication, coordination and information sharing Product is the goal Models, methods, metrics, and measures are the core Distributed and integrated decision process Knowledge intensive Massive & diverse types of information Observations about Concurrent Engineering

17. NCKU-IME-EE&I Systematic Approach Engineering Principles & Methods Multidisciplinary Teams Computer-Aided Environment Concurrent Engineering

18. NCKU-IME-EE&I Employment of a systematic approach for concurrent product and process development Application of design principles and engineering methods to achieve efficient and effective product and process optimization Use of multidiscipline teams to carry out integrated product and process design An integrated engineering environment to provide information for rapid intelligent decision-making throughout the entire development process Concurrent Engineering is far more than a collection of “Tools”

19. NCKU-IME-EE&I A distributed computing architecture, supporting synchronization, optimum scheduling, and refinement of information flow. An integrated computer-based engineering environment to provide information for rapid and intelligent decision-making throughout the entire development process Computer Aided Concurrent Engineering

20. NCKU-IME-EE&I Virtual enterprise is an integrated product or service delivery strategy that emphasizes quick response to customer expectations and embodies the values of trust, cooperation, and resource sharing through enterprise alliance. Virtual Enterprise

21. Quality Engineering Strategic Planning (Alliance, Collaboration ) Sales &Marketing (EC, QR) Sales &Marketing (EC, QR) Engineering (Allied Computer Aided Concurrent Engineering, PDM) Engineering (Allied Computer Aided Concurrent Engineering, PDM) Management and Administration (ERP) Production Planning (ERP, Global Logistics and Supply Chain Management) Production Planning (ERP, Global Logistics and Supply Chain Management) Manufacturing (Holonic Manufacturing Systems) Manufacturing (Holonic Manufacturing Systems) Virtual Enterprising

22. Process Integration Application Integration Resource Integration Information Integration Data Integration Virtual Enterprising

23. NCKU-IME-EE&I Allied concurrent engineering is a systematic approach to integrated product delivery that emphasizes quick response to customer expectations and embodies the values of trust, cooperation and sharing through enterprise alliance. Concurrent EngineeringVirtual Enterprising Concurrent Engineering + Virtual Enterprising Allied Concurrent Engineering

24. NCKU-IME-EE&I product-centered dynamically configured process project-based process management flexible, re-configurable and heterogeneous environment recursive hierarchical process structure distributed decision authority and responsibility Knowledge and information intensive Characteristics of ACE

25. remote process formation, control, coordination and communication dynamic integration between engineering activities, application systems, and information management and sharing of various engineering information from various heterogeneous resources easy and quick changes in the process Facts of ACE

26. NCKU-IME-EE&I Virtual Enterprising Concurrent Engineering Allied Concurrent Engineering Global Competitiveness Conclusions

27. NCKU-IME-EE&I Communication ControlCoordination Information Sharing Allied Concurrent Engineering

28. What What is PDM ?

29. PDM Goes by Many Names zProduct Data Management (PDM) zEngineering Data Management (EDM) zDocument Management, zProduct Information Management (PIM) zTechnical Data Management (TDM) zTechnical Information Management (TIM) z … …

30. Enterprise Resource Planning Sales & Marketing Sales & Marketing Finance Human Resources Human Resources Production Engineering Enterprise Information Management Product Data Management Product Data Management Enterprise Document Management Enterprise Document Management CAD CAE CAPP Manufacturing CAM MES Procurement Execution System Procurement Execution System Component & Supplier Management Component & Supplier Management Where is PDM in the Enterprise Information System

31. Where is PDM in the Enterprise Information System (SAP’s view)

32. Definition I zPDM is a tool that provide a structure way to orderly and efficiently store, integrate, manage and control both data and the product development process (from design, manufacturing to distribution).

33. Definition II zA productivity tool for an entire business enterprise which: Manages all product-related information Manages the entire product life cycle Allows information sharing regardless of data location or hardware platform

34. Definition III zA PDM system is used within an enterprise to: 1) organize, access, and control data related to its products, and 2) manage the life cycle of those products.

35. Definition IV zPDM systems provide access and security controls, maintain relationships among product data items, rules that describe data flows and processes, and notification and messaging facilities.

36. Architecture of PDM Systems

37. NCKU-IME-EE&I Major Components of PDM systems zElectronic vaults or data repositories zA set of user functions zA set of utility functions

38. PDM User Functions zDesign Release Management ycheck-in ycheck –out yglobal release level definition yuser lists zChange Management yspecifies local process definition (i.e., who approves what, when)

39. PDM User Functions (cont.) zConfiguration Management: yprovides full tractability over the entire product structure to enable information relating to the serial number or lot/batch of a product or individual component to be retrieved at any time zProgram (Project) Management: ycreates work breakdown structures and schedules and resources assignment and control

40. PDM User Functions (cont.) zWorkflow Management: yused to control business workflow or processes zProduct Structure Management: yBill of Materials functions and higher-order relationships

41. PDM User Functions (cont.) zArchiving: yrecords and maintains corporate knowledge for later design reference zClassification: yprovides tools to search for and retrieve standard parts and existing design data

42. NCKU-IME-EE&I PDM Utility Functions zCommunication and Notification: yhandles communications within the context of the PDM system zData Transport: yprovides mechanism to movedata between systems and to & from other products

43. NCKU-IME-EE&I PDM Utility Functions (cont.) zData Translation: yprovides access to tools that translate data between applications (PDM, CAD/CAM, etc.) zImage Services: yprovides a "viewing" capability for reviewing graphical images and may provide red-line markup

44. NCKU-IME-EE&I PDM Utility Functions (cont.) zSystem administration: yAccess and change permissions yAuthorizations yApproval procedures yData back-up and security yData archive yUser interface layout yAdding new functionality yIntegrating third-party applications

45. NCKU-IME-EE&I zAdministrators: yorganizational and PDM zEnd-users: ydesigner, engineers, manufacturing engineers, operation engineers ymanagers PDM Users

46. NCKU-IME-EE&I zUsability zFlexibility zAccessibility & Openness zTechnology Independence zLarge System Scalability zMulti-Language Support Requirements of PDM

47. NCKU-IME-EE&I Standards of PDM zOperating systems zDatabase technologies and access zUser interfaces zCommunications zData formats

48. Typical PDM Environments zWorkgroup PDM systems : yExecuting on a small server yTransparent shared data access yEasy startup and administration yStandard application interfaces

49. Typical PDM Environments (cont.) zDepartment PDM systems : yExecuting on a mid-range systems ySupport multiple PDM databases and functional servers yMore capable administrative functions Executing on yEffective notification and messaging facilities

50. NCKU-IME-EE&I Typical PDM Environments (cont.) zEnterprise-wide PDM systems yExecuting on large compute systems and servers ySophisticated and flexible administrative facilities yModularized and scalable architecture yComprehensive set of tools for tailoring, customization, and application integration yHeterogeneous support at all levels yMulti-tier distributed management of controlled data

51. NCKU-IME-EE&I Engineering Data Managed by PDM zElectronic documents, digital files, database records: yProduct configurations yPart definition and other design data ySpecifications yCAD drawings yGeometric models yImages (scanned drawings, photographs, etc.)

52. NCKU-IME-EE&I yEngineering analysis models and results yManufacturing process plans and routings yNC part programs ySoftware componenst of products yElectronically stored documents, notes, and correspondence yAudio and live video annotations yHardcopy documents yProject plans Engineering Data Managed by PDM (cont.)

53. NCKU-IME-EE&I yFlexibility yReduced cost yIncreased management information yReduced order lead time yIncreased customer satisfaction yReducing ‘time to market’ yIncreased product quality yBetter use of people yMeeting the increasing external requirements Benefits from PDM

54. NCKU-IME-EE&I yAerospace yAutomotive yGeneral mechanical manufacturing yElectrical & electronic products yComputer manufacturing yDefense industries yOil & gas exploration & production yChemical & process engineering y... PDM provides benefits for many industries

55. The driving forces behind PDM yIncreased competition yIncreasing product complexity yTime to market yStandards yIncreased legislation yTeam-working yIncreased computer automation yShrinking budgets yMaximization of existing computer investments

56. Vendor Response yCompanyProduct xAutodeskMotiva (WorkCenter) xCoCreate (HP)WorkManager xIntergraphAIM xIBMDesignManager xPTCWindchill xInso (Sherpa)SherpaWorks xMetaPhase Tech.MetaPhase xSmart SolutionsSmarTeam xUnigraphics SolutionsIMAN

57. Vendor Rankings Top Ten PDM Software-and-Service Vendors, 1998 Source: CIMdata, Inc. 1999 (Metaphase: $101M)

58. Vendor Rankings (High-End) Top Ten High-End PDM Software-and-Service Vendors, 1998 Source: CIMdata, Inc. 1999 (Metaphase: $101M)

59. Success Stories in PDM zMetaphase yBoeing, Ford, Nissan zIMAN (UG Solutions) yNorthrop Grumman, Kodak, FMC zInso (Sherpa) yHughes Electronics, PSA Peugeot Citroen S.A. zWindchill yLockeed Martin, Lucent

60. NCKU-IME-EE&I Implementation of Product Data Management How

61. Information integration Process integration Application integration Enterprise integration Data integration EDM is an enterprise integration solution, NOT only a product

62. NCKU-IME-EE&I PDM as “ unifying ” technologies rather than “ point ” type solutions

63. NCKU-IME-EE&I PDM Implementation Enterprise Engineering System Engineering Information Engineering Virtual Business Processes Integration AnalysisReengineeringModeling System Development and Integration AnalysisPlanningDesignImplementation Information & Data Integration AnalysisModelingDesignImplementation Enterprise Competitiveness MethodologyTechnologySystem

64. NCKU-IME-EE&I Enterprise Analysis Enterprise Modeling Reengineering Process Validation Enterprise Engineering

65. NCKU-IME-EE&I Computer Network Database Distributed Object Software Engineering Information Engineering

66. NCKU-IME-EE&I Science Engineering Management Methodology System Engineering

67. NCKU-IME-EE&I Justification Process Improvement System Development Implementation Operation & Support Awareness & Education Feedback PDM Implementation Procedure

68. PDM Justification Roadmap zSteering committee/board commitment zForm PDM project evaluation team zPerform a detailed cost/benefit analysis zProvide initial education zPerform a requirements analysis zSelect the best solution zSubmit for board/committee approval

69. NCKU-IME- EE&I PDM Justification roadmap

70. Rules for PDM Implementation zExamine your motivation in looking at EDM and prioritize the requirements you have previously specified. zUnderstand the nature of your organization and the implications this imposes on your choice of solution. zEvaluate possible solutions carefully.

71. NCKU-IME- EE&I Rules for PDM Implementation (cont.) zBuild and test a pilot system having first defined the scope of the pilot implementation to ensure the original objectives are met. zGet the fundamentals correct at the pilot stage -- don't leave them till later. zDo not ever assume you are finished.

72. NCKU-IME- EE&I Selection - Where to look zCAD vendors. zIndependent EDM suppliers. zMajor platform suppliers. zImage and document management suppliers. zManufacturing/MRPII suppliers. zSystem integrators.

73. “Typical” Requirement Specification zYour company -overview, markets, current situation,outline of future plans,etc ． zThe products produced- considerations thereof zProject review, objectives and requirements zDetails of any existing computer systems zPertinent data and volumes

74. “Typical” Requirement Specification (cont.) zRequired functionality (hardware and software) zIntegration aspects (with existing systems) zRequest for vendor information (locations, stability, training, users,consultant services, experience, indication of likely cost, etc ． ) z Possible future functional requirements z Due date for the proposal and relevant contact person

75. NCKU-IME-EE&I Conclusions zPDM benefits many disciplines zPDM provides data control and integrity zConcurrent engineering is enabled by PDM zEmbracing concurrent engineering leads to high payoffs zFor further information: www.CIMdata.com, www.srdc.com, www.pdmic.com, www.adra.com, www.cals.org.tw