The PLM vendor landscape first started with a group of niche companies that offered a combined hardware/software solution. They persisted up until 'work stations' and improved functionality in the database space arose that killed these vendors off. This gave birth to today's generation of vendors that for the past 5-10 years have really held the PLM fort.
But today, Big Data is about taking the data-based technology underlying Google (Hadoop) and making this available to everyone. The fundamental changes that will follow in how data is collected, processed and ultimately used are pushing these PLM household names into a niche group of their own and it stands to reason that they too will become outdated dinosaurs and become extinct paving the way for the next generation of technology.
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At the end of 2013 Mustang GmbH were on the hunt for a PDM system and just as they were settling on a platform, stumbled upon PLM; a system that was new to them and new to the German market. As they compared the functionality of both, the PLM consideration made them re-visit what the company really needed from a system and which would truly help them advance.
Having selected PLM in January 2014 and achieving the initial roll-out in only 4 months, Julia Dubowy joins PI to share how they achieved such a rapid deployment and how it has reshaped how they do business.
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Product lifecycle Management has become critical for improving cooperation between business functions, supporting globalization and most significantly reducing lead times and costs. It has also been a key enabler for establishing common processes, improved integration with the supply chain and increasing production rates.
However, despite large investment and company led focus, the full value of PLM remains elusive. This presentation reviews BCA’s PLM strategy for improved value realization in the future.
The manufacturing world continues to change at an accelerated speed. New complexities driven by embedded software and cyber-physical system interactions introduce new design challenges. New business models force product designers to rethink everything, from product architecture to supply chains.
Can your PLM system handle these new challenges?
With its roots in a CAD-centric world that revolved around BOM oriented data management and workflow, traditional PLM software is already taxed rapidly reiterating development cycles and incorporate new engineering disciplines such as embedded software.
PLM systems are running out of steam!
As organizations shift their thinking from products to service platforms, and leverage opportunities enabled by the Internet of Things (IoT), they will need to question and reevaluate their product lifecycle management strategies and methodologies, and the role of PLM software.
In this session we discuss the impending challenges in product lifecycle management, explore new approaches leveraging the Internet of Things, and the role of PLM in redesigning your product organization. Specifically, this session explores three key topics:
Often PLM is thought of as just an Engineering tool used to manage documentation or provide a foundation for change control. As such, it is often architected as a silo business system independent of the Enterprise Resource Planning (ERP) or Manufacturing Execution (ME) systems.
PLM, however, should be treated equally with organizations primary business systems and ideally integrated to ensure optimal efficiencies through out the business process. This webinar explores some of the key benefits of architecting a PLM system in concert with ERP & ME business systems. The following focus areas are addressed:
For more details on the design decisions surrounding an integrated solution see the "Integrated PLM Solutions – Part II"
This session gives an overview of how one of the world's leading climbing, skiing & mountain gear companies re-configured its IT architecture and development processes, with a specific focus on the early journey:
Consumers are demanding more from Consumer Goods Companies than ever: more sensitive products, greater transparency around ingredients and their sources and faster access to product information. All this requires transformational capabilities that effectively and efficiently manage product related decisions and resulting product definition information from idea to end of life.
In this session we learn how the Coca-Cola Company established a robust Product Data Management capability by using repeatable, accurate processes enabled by technology, and discover how product data is now turned into actionable information across the extended enterprise.
For large pharmaceutical and medical device companies the complexity of managing product lifecycle data is particularly challenging as there are regulatory and quality challenges that further complicate the way data is managed and stored. Eli Lilly and Company has been working towards a PLM solution for many years and is now nearly complete with the first phase of a long term strategy to better link and manage the product deliverables from drug development and device development groups.
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In this session, Lewis Lawrence discusses how Weatherford, one of the largest global providers of mechanical solutions and technological applications for the oil and gas industry, manages data across its business.
As a company, Weatherford has grown quickly through acquisitions, and this session touches upon some of the integration issues that have arisen as a result. Involved in the selection of Windchill, Lewis now has global responsibility for the system.