Product lifecycle management : 21st century paradigm for product realisation / John Stark.

Format:

Book

Author/Creator:

Stark, John, 1948- author.

Series:

Decision Engineering

Language:

English

Subjects (All):

Product life cycle.

Product management.

Engineering design.

Physical Description:

1 online resource (630 pages)

Edition:

Fifth edition.

Place of Publication:

Cham, Switzerland : Springer, [2022]

Summary:

This fifth edition of "Product Lifecycle Management" updates and adds to the successful fourth edition, the most frequently cited PLM publication.It gives the reader a thorough explanation of Product Lifecycle Management (PLM) and provides them with a full understanding and the skills to implement PLM within their own business environment.

Contents:

Intro

Preface

Contents

1 Product Lifecycle Management (PLM)

1.1 What Is PLM?

1.1.1 Definition of PLM

1.1.2 Definition of the PLM Initiative

1.1.3 A Paradigm

1.1.3.1 The Paradigm Before PLM

1.2 This Chapter

1.2.1 Objective

1.2.2 Content

1.2.2.1 Skills

1.2.3 Relevance

1.3 The P, L and M of PLM

1.3.1 The P of PLM

1.3.1.1 Importance

1.3.1.2 Range of Products

1.3.1.3 Range of Number of Parts

1.3.2 The L of PLM

1.3.2.1 Related Lifecycles

1.3.3 The M of PLM

1.4 The Scope of PLM

1.4.1 Activities in the Scope of PLM

1.4.2 The PLM Grid

1.4.3 Resources in the Scope of PLM

1.4.3.1 Objectives and KPIs

1.4.3.2 Management and Organisation

1.4.3.3 Business Processes

1.4.3.4 People

1.4.3.5 Product Data

1.4.3.6 Product Data Management System

1.4.3.7 PLM Applications

1.4.3.8 Facilities and Equipment

1.4.3.9 Methods and Techniques

1.4.3.10 Products

1.5 The PLM Paradigm

1.5.1 Paradigm Change

1.5.2 From Twentieth Century Paradigm to PLM

1.5.3 Organisation of Work

1.5.4 Orientation: From Technical to Business

1.5.5 Information Calculation, Storage and Communication

1.5.6 Span of Interest

1.5.7 Value of Product Data

1.5.8 Management Approach

1.5.9 Focus

1.6 PLM Consequences

1.7 PLM Corollaries

1.8 The Spread of PLM

1.9 Benefits of PLM

1.9.1 Financial, Time, Quality

1.9.1.1 Revenue Increase

1.9.1.2 Cost Reduction

1.9.1.3 Time Reduction

1.9.1.4 Quality Improvement

1.9.2 Operational Benefits

1.10 Overcoming Problems, Enabling Opportunities

1.10.1 Managing the Product Isn't Easy

1.10.2 Loss of Control

1.10.3 Sources of Problems

1.10.4 Opportunities

Bibliography

2 PLM and Its Environment

2.1 This Chapter

2.1.1 Objective

2.1.2 Content

2.1.2.1 Skills

2.1.3 Relevance.

2.1.3.1 It Depends Where You're Starting from

2.1.3.2 Time for Complete Change

2.1.3.3 Starting from, Ending in

2.1.3.4 The Name of "Before PLM"

2.1.3.5 The End of "Before PLM"

2.2 Issues with the Departmental Paradigm

2.2.1 Serial Workflow

2.2.2 Departmental Organisations

2.2.3 Piecemeal Improvements

2.3 Product Data Issues

2.3.1 A Lot of Product Data

2.3.2 Poor Change Management

2.3.3 Data not Linked to Management Tools

2.4 A Complex, Changing Environment

2.4.1 Change

2.4.2 Interconnections

2.4.2.1 Macroeconomic Changes

2.4.2.2 Environmental Changes

2.4.2.3 Corporate Challenges

2.4.2.4 Technological Changes

2.4.2.5 Product-Related Changes

2.4.3 Changes Driving PLM

2.4.4 Result

2.5 Example from "Before PLM"

2.5.1 Introduction

2.5.2 Quantitative Feedback

2.6 Product Pains

2.6.1 Aerospace Products

2.6.2 Power Plants

2.6.3 Automotive Products

2.6.4 Financial Products

2.6.5 Other Products

2.6.6 Current and Future Nightmare

2.7 Product Opportunities

2.7.1 Globalisation Opportunity

2.7.2 Technology Opportunities

2.7.3 Social/Environmental Opportunity

2.7.4 Human Resource Opportunity

2.7.5 The Result and the Requirements

3 PLM and Products

3.1 This Chapter

3.1.1 Objective

3.1.2 Content

3.1.2.1 Skills

3.2 Product Importance, Range, Instance

3.2.1 Importance of the Product

3.2.2 Wide Range of Products

3.2.3 More Than the Product

3.2.4 Instance of a Product

3.2.5 Number of Products

3.2.6 Hazardous Products

3.2.7 Commonality

3.3 Parts, Ingredients, Components, Assemblies

3.3.1 Range of Parts

3.3.2 Number of Parts

3.3.3 Part and Product

3.4 Identifier

3.4.1 Need for an Identifier

3.4.2 Name, Number

3.4.3 Internal and Other, Names/Numbers

3.4.4 Serial Numbers.

3.4.5 Significant Numbers

3.4.6 Product Key

3.4.7 Naming Languages

3.4.8 Some Product and Part Identifiers

3.4.9 Product Name and Part Name

3.4.9.1 Trade Mark

3.5 Requirements

3.5.1 Customer Requirements

3.5.2 Emergence of Global Products

3.5.3 Requirements for Global Products

3.6 From Customer Requirement to Product Specification

3.7 Identification Standards

3.7.1 Global Trade Item Number

3.7.2 International Standard Book Number

3.7.3 International Mobile Equipment Identity

3.7.4 International Standard Music Number

3.7.5 CAS Registry Numbers

3.8 Unique Identifier, Unique Key

3.9 Traceability

3.10 Communication of Identifier

3.10.1 Type of Communication

3.10.2 UPC Barcode

3.10.3 EAN-13

3.10.4 Two-dimensional Barcodes

3.11 Product Classification

3.11.1 Classification

3.11.2 Advantages of Classification

3.11.3 Classification Systems

3.12 Versions, Variants, Options

3.12.1 Lifecycle State

3.12.2 Version, Iteration

3.12.3 Variant, Option

3.12.4 Product Life, Lifetime

3.13 Product Ownership

3.13.1 Rights

3.13.2 Intellectual Property

3.14 Product Structure and Architecture

3.14.1 Structures

3.14.2 Bill of Materials

3.14.3 Product Architecture

3.14.4 Product Portfolio

3.14.5 Product Model

3.15 Description, Definition and Representation

3.16 From Customer Requirement to Performance

3.17 No Product Is an Island

3.18 Causes of Product Problems

3.18.1 Challenger

3.18.2 Columbia

3.18.3 SR-111

3.18.4 Ariane 5

3.18.5 Multiple Causes

3.19 The Challenges

4 PLM and Business Processes

4.1 This Chapter

4.1.1 Objective

4.1.2 Content

4.1.2.1 Skills

4.1.3 Relevance of Business Processes in PLM

4.2 Definitions and Introduction

4.2.1 Definitions

4.2.1.1 Process.

4.2.1.2 Business Process

4.2.1.3 Process Mapping

4.2.1.4 Process Modelling

4.2.1.5 Business Process Management

4.2.1.6 Methods/Techniques/Best Practices

4.2.1.7 Use Case

4.2.1.8 Workflow

4.2.2 Action Across the Product Lifecycle

4.2.3 Organising the Action

4.2.3.1 Departmental Focus

4.2.3.2 Method, Technique, How-To, Best Practice

4.2.4 Process Approach

4.2.4.1 No Standard Processes

4.2.4.2 Business Process Architecture

4.2.4.3 Business Process Management

4.2.4.4 Needed Characteristics of a Process

4.2.4.5 Naming of Processes

4.2.4.6 Particularities of Business Processes in PLM

4.2.4.7 PLM Process Particularities, but Similar Management

4.2.4.8 Consequences of Neglecting Processes in the PLM Initiative

4.2.5 Tools to Represent Business Processes

4.2.5.1 BPMN

4.2.6 Documenting Processes

4.2.6.1 Reasons for Documenting Processes

4.2.6.2 Models

4.2.6.3 Process Flow Diagrams

4.2.6.4 Swimlanes

4.2.6.5 Process Description Documents

4.2.6.6 Process Steps

4.2.6.7 Use Case, Use Case Description

4.2.6.8 Use Case Diagram

4.2.6.9 Creation of Workflows

4.2.7 KPIs for Business Processes

4.2.8 The Importance of Business Processes in PLM

4.2.8.1 A Company is Its Processes

4.2.8.2 Revenues Result from Processes

4.2.8.3 Waste Results from Processes

4.2.8.4 The Process is What People Do

4.2.8.5 Automation

4.2.8.6 Understanding and Improvement

4.2.8.7 Brother and Sister: Product Data and Business Process

4.2.8.8 Process-Related Targets of a PLM Initiative

4.3 Process Reality in a Typical Company

4.3.1 Generic Issues with Business Processes

4.3.1.1 Name and Scope

4.3.1.2 Development

4.3.1.3 Changes

4.3.1.4 Management

4.3.2 Interaction with Other Activities

4.3.3 Interaction with Company Initiatives.

4.3.4 Generic Challenges with Business Processes

4.3.5 A Generic Vision for Business Processes in PLM

4.3.5.1 Phases of the Product Lifecycle

4.3.5.2 Management of the Product Lifecycle

4.3.5.3 Lifecycle Design and Analysis

4.3.5.4 Lifecycle Modelling

4.3.5.5 Process Definition and Automation

4.3.5.6 Standard Lifecycle Processes

4.3.5.7 Standard Lifecycle Methodologies

4.3.5.8 Mandatory Compliance

4.3.5.9 Voluntary Conformity

4.3.5.10 Progress with Lifecycle and Process

4.4 Business Process Activities in the PLM Initiative

4.4.1 Projects Related to Business Processes

4.4.2 Business Process Improvement

4.4.3 Business Process Mapping and Modelling

4.4.4 The ECM Business Process

4.4.4.1 Process Name(s)

4.4.4.2 No Standard Process

4.4.4.3 Purpose

4.4.4.4 Objective

4.4.4.5 Need for Change

4.4.4.6 Sources and Reasons for Change

4.4.4.7 The Risk of Uncontrolled Change

4.4.4.8 The Danger

4.4.4.9 The Future

4.4.4.10 Typical Activities

4.4.4.11 Different Numbers of Steps

4.4.5 The NPD Business Process

4.4.5.1 Process Name(s)

4.4.5.2 No Standard Process

4.4.5.3 Stage and Gate

4.4.5.4 Lessons Learned

4.4.6 The Portfolio Management Process

4.4.6.1 Different Scopes

4.4.6.2 Process Name(s)

4.4.6.3 NPD Project Portfolio Management

4.4.6.4 Similar Starting Point

4.4.6.5 Requirement

4.4.6.6 Reports

4.4.6.7 Lessons Learned

4.5 Learning from Experience

4.5.1 From the Trenches

4.5.1.1 No Time for Processes

4.5.1.2 Unexpected Interest

4.5.1.3 Unexpected Reply

4.5.1.4 Processes Aren't in PLM?

4.5.1.5 Process and System (1)

4.5.1.6 Process and System (2)

4.5.1.7 Too Much Mapping

4.5.1.8 A Change of Situation

4.5.2 Business Process Improvement Approach

4.5.2.1 As-Is Situation

4.5.2.2 Towards To-Be

4.5.2.3 To-Be.

4.5.2.4 To-Be Process Model.

Notes:

Includes bibliographical references and index.

Description based on print version record.

Description based on publisher supplied metadata and other sources.

ISBN:

3-030-98578-4

OCLC:

1314611587