Configuration Management in the Age of Experience 18 September 2017 Orlando, Florida USA

Transcription

1 Configuration Management in the Age of Experience 18 September 2017 Orlando, Florida USA Peter A. Bilello, President Tel: Global Leaders in PLM Consulting Copyright 2017 by CIMdata, Inc. 1 Copyright 2017 by CIMdata, Inc.

2 CIMdata s Mission... Strategic management consulting for competitive advantage in global markets CIMdata is the leading independent global strategic management consulting and research authority focused exclusively on the PLM market. We are dedicated to maximizing our clients ability to design and deliver innovative products and services through the application of PLM. Copyright 2017 by CIMdata, Inc. 2

3 CIMdata s Services... Creating, disseminating, and applying our intellectual capital Delivering strategic advice and counsel through a comprehensive, integrated set of research, education, and consulting services Copyright 2017 by CIMdata, Inc. 3

4 Key Takeaways Configuration Management in the Age of Experience l Many believe that current CM processes and supporting systems are already too complex, yet they are often paperbased, ill-defined, and often not followed l Many companies are struggling as they extend, expand, and evolve their lifecycle management processes l Supporting processes & tools aren t up for the challenge of experience-driven and other new lifecycle mgt. approaches l CM processes must play a central enabling role, but many are out of date and/or ill-equipped in today s rapidly changing experience-based world l CM processes and practices need to evolve Copyright 2017 by CIMdata, Inc. 4

5 Configuration Management Often a cloud of confusing terms and meanings many defined for a paper world CM lifecycle Alternatives Waivers Revision Traceability Features Configurators Variant Views Version Options ECN CI Configuration Audit Substitutions AS--??? Change Orders Reconciliation RN Serialization Item CSA Deviations BOM Form, Fit & Function MC Voting Rules Change Control Product Structure Parent/Child Configuration Control Board ECO Effectivity EC Baselines Copyright 2017 by CIMdata, Inc. 5

6 Business Issues Driving the Need for CM Why business is investing (1 of 2) l More effective control of product development, product production, sales and marketing, and support & maintenance l Use of global virtual teams Controlled access to ensure correct and shared product information l Agile design and manufacturing Change impact analysis Better able to standardize parts Increase design reuse Reduce & manage part complexity l Reduce downstream change Less scrap and rework Copyright 2017 by CIMdata, Inc. 6

7 Business Issues Driving the Need for CM Why business is investing (2 of 2) l Maintaining extended lifecycle products Updating airframes and avionics to extend life and increase efficiency of aircraft for 30 to 50+ years l Regulatory control & safety l Product liability Evidence of due care and diligence l Increased product variations & size Automotive example l Up to 100,000 parts, average 5 BOM indenture levels, max 12 Aerospace example l l 1,500 parts in a thrust reverser, unique for each airline Approximately 200,000 to 1 million parts, average 7 BOM indenture levels Copyright 2017 by CIMdata, Inc. 7

8 A Necessity: CM for the E-to-E Product Life Touching all phases of a product s life and the entire value chain Requirements Re-use Re-purpose Re-mfg. Re-cover Re-cycle Re-tire Disposal & Recycling Portfolio Management Info Planning Maintenance & Repair Conceptual Design In-service Operation Product Engineering Sales & Distribution Manufacturing Engineering Simulation & Validation Test & Quality Build and Produce PLM Solutions Information Management across Media, Process, Time, Geography, & Enterprise Copyright 2017 by CIMdata, Inc. 8

9 CM: Enabling the Digital E-to-E Thread A single source for multiple structures (e.g., multiple BOMs) enabling the Digital Thread Plan Concept Design Validate Production Service When a Change to Requirements occurs Requirements Structure System/Logical Structure Engineering Structure Simulation/Testing Structure MFG Structure As-Supported Structure Truth - Clear understanding of requirements Truth - Clear understanding of impact on functional design Truth - Clear understanding of changes to product design Truth - Clear understanding of impact to product simulation needed Truth - Clear understanding of impact to mfg structure Production Systems (ERP/MES) Truth - Clear understanding of impact to Mfg and As Supported structure Copyright 2017 by CIMdata, Inc. 9

10 Rqrt: The Complete Bill of Information Managing the complex and complete the product definition PART PART PART PART Program/MTM Development # Part # Supplier # Manufacturer # Program/MTM OEM # Program/MTM Program/MTM Development Tab # # Other documents, requirements, Development # Development # Part # Serial/Tracking Part # # Part # Supplier # Supplier # Supplier # Manufacturer Test Data # Manufacturer # Manufacturer # OEM # Quality OEM Data # Program/MTM OEM # Program/MTM Program/MTM Tab # Development # Requirements Tab # Development Tab # # Development # Serial/Tracking Serial/Tracking # Part # Serial/Tracking # Part # # Part # Drawing(s) Supplier # Supplier # Supplier # 3D PART Model(s) Manufacturer # Test Data Manufacturer # Manufacturer # Viewables PART Test Data OEM # Test Data OEM # OEM # Don t forget, there Quality Data Quality Program/MTM Data Quality Program/MTM Tab # Data Tab # Program/MTM Tab # Requirements PTS Development # Development # Requirements Requirements Serial/Tracking Development Serial/Tracking # # # are relationships Drawing(s) Part # Serial/Tracking Part # # Drawing(s) Part # ECR Supplier # Drawing(s) Supplier # Supplier # between non-part 3D PART Model(s) CFT 3D Manufacturer PART Model(s) Test Data # 3D Manufacturer PART Model(s) Test Data # Manufacturer Test Data # Viewables ToolingViewables OEM # Viewables PART Program/MTM OEM # Quality Data Quality Program/MTM OEM Data # Quality Data objects! Material Tab # Development Tab # # Requirements Development PTS Requirements FEA/CAE PTS Requirements Tab # # Serial/Tracking Part # PTS Serial/Tracking # Part # Drawing(s) ECR Drawing(s) Cost Data ECR Drawing(s) Serial/Tracking # # Supplier ECR # Supplier # 3D Model(s) CFT 3D Model(s) Phase CFT 3D Manufacturer Model(s) PART CFT # Manufacturer # Tooling Test Data Test Data ToolingViewables OEM # Viewables Tooling OEM # Test Data Viewables Material. : Quality Data Quality MaterialTab # Material Tab Data# Quality Data Requirements PTS PTS PTS FEA/CAE FEA/CAE Serial/Tracking Requirements Serial/Tracking FEA/CAE # Requirements # ECR ECR Cost Data Drawing(s) ECR Drawing(s) Cost Data Cost Data Drawing(s) CFT Phase PART PART CFT 3D Model(s) CFT Phase 3D Model(s) Test Data Phase Test Data 3D Model(s) Tooling Viewables Tooling Viewables Tooling Material. :. : Quality Data Quality Viewables Data Material. : Material Requirements Requirements FEA/CAE FEA/CAE FEA/CAE Drawing(s) Drawing(s) Cost Data Cost Data Cost Data Phase 3D Model(s) Phase 3D Model(s) Phase Viewables Viewables : : Copyright 2017 by CIMdata, : Inc. 10 And the software PART PART PART PART...

11 Rqrt: Managing Multiple Logical Structures Different users need different perspectives to work effectively Service Model X Spares List Part A 1 off Part B (inc M) 1 off Part C 1 off Part N 1 off Engineering Sales Product Definition Product XYZ Feature 1 Option A [ ] Option B [ ] Option C [ ] Feature 2 Option D [ ] Option E [ ] Option F [ ] Product Definition Business Planning Product Cost Model X Part A 3.00 Part B 2.20 Part M 1.00 Part N 1.20 Part C 2.40 Total 7.60 Manufacturing Model X Operation Sheet OP 001 Part M OP 002 Part N OP 003 Part A OP 004 Part C A M Model X B N C Result is a complex structure of information Blog This product is the Web site Features, functions, prices, etc. Customer Copyright 2017 by CIMdata, Inc. 11

12 What s Pushing CM to Evolve Configuration management processes must change to keep up Copyright 2017 by CIMdata, Inc. 12

13 What s Pushing CM to Evolve We re over the digital revolution. This is the age of experience Simon Jenkins l Digitisation has taken us past peak stuff. We are now heading for post-digital, the age of experience. It is one that employs new technology as the servant, not the master, of what is desired as was rightly predicted by the first computing genius, Ada Lovelace, back in the 19th century. It is the new economy of live, from Ticketmaster to Tinder. Copyright 2017 by CIMdata, Inc. 13

14 The Age of Experience What is the Age of Experience? l The information age started coming to a close somewhere around the time that the mobile application store was introduced in 2008, and here we are. l The age of experience is a term that is just starting to build up momentum and recognition in It stands for different ideals than the information age did, as its focus isn t put solely on finding new forms of technology. Its focus is on using resources (including technology) to customize the overarching experience for every single customer l This experience begins from the moment that someone is introduced to your company and continues through their entire history with it. An experience-based economy. Copyright 2017 by CIMdata, Inc. 14

15 Death of Product Development As We Know It A key enabler for the age of experience l Closed-door, experts-only approach to defining & engineering products is no longer good enough l The old ways of working are being flattened by The new social-savvy workforce Internet-enabled, always-on mobile connectivity The consumerization of IT (bring your own device, etc.) The maker movement, 3D printing, and design-centric thinking The simulation driven systems development movement Ever-increasing product & process complexity, and relentless competition CM practitioners must expand, rethink implementation strategies & capabilities, and embrace the fundamental shifts in CM requirements & their implementation! Copyright 2017 by CIMdata, Inc. 15

16 An Enabler: Design-Centric Thinking The social world has fostered this way of thinking & the best companies are adopting 1. Take on new challenges and be comfortable with tackling the unfamiliar 2. Identify and define problems, and formulate innovative and creative solutions 3. Take ideas from conceptualization through to design, implementation and operation 4. Engage in systems-level thinking and deal with complex systems 5. Articulate ideas effectively 6. Lead or work in a multi-disciplinary team 7. Appreciate the cultural and social dimensions of design National University of Singapore Many of these challenge the current way of thinking! Copyright 2017 by CIMdata, Inc. 16

17 An Enabler: Social Product Development Builds product knowledge in a new way that leverages a social savvy workforce l Processes are agile and simple l Technologies are collaborative and cloud based l The organization and culture is supportive and rewarding l Information is findable and accessible Most companies would acknowledge that despite hard won gains in the past 20 years, there is still room to improve product innovation, engineering productivity and organization agility. Further improvements can be gained by establishing a social product development program. Dana Nickerson, CIMdata Practice Director Copyright 2017 by CIMdata, Inc. 17

18 SPD: Organization & Culture Disaggregation is the rule Maturity Model Characteristics From this... To this... Hierarchy è Flat Organization Friction è Easy organization flow Bureaucracy è Agility Inflexibility è Flexibility Top down è Bottom up Centralized è Distributed Teams are in one building / one time zone è Teams are global Silos and boundaries è Fuzzy boundaries, open borders Need to know è Transparent Sharing is ignored è Sharing is rewarded Collaboration is ignored è Collaboration is celebrated Hording information è Sharing information Individual productivity è Team productivity Suspicious behavior è Trust Copyright 2017 by CIMdata, Inc. 18

19 SPD: Processes Less rigorous & more flexible processes applied at the right time by the right people Maturity Model Characteristics From this... To this... Continually repeating decisions è Robust decision making Wasteful activities è Activities contributing value to the customer Long time to market è Shorter time to market Inflexibleprocess steps è Flexibility Top down decisions è Bottom up decisions Centralized decision making è Distributed Teams are in one building / one time zone è Teams are global Silos and boundaries è Fuzzy boundaries, open borders Slow big steps è Fast small steps Ridged, one size fits all è Flexible, agile steps Asynchronous learning è Real-time collaboration Long, sequential learning loops è Small, fast learning loops Phase gate process è Progressive decisions Top down command and control è Flexibility Copyright 2017 by CIMdata, Inc. 19

20 SPD: Technologies Complexity moves into a broad based infrastructure, simplifies user experience Maturity Model Characteristics From this... To this... Internally maintained è Cloud based Users view as complex è Users view as simple Highly structured è Adaptive (fluid) Desktop è Mobile Top down è Bottom up Extensive training required è Intuitive Keyboard and mouse è Voice and multi-touch screens (everywhere) One release a year è Continually improving Centralized compute infrastructure è Distributed infrastructure Mandated devices è Bring your own device Mandated user interface è Have it your way Monolithic application è There s an app for that Costly customization è App strategy (apps deliver specific functions) Updates 6 12 months è Rapid, short update cycle Costly infrastructure è Low cost infrastructure Copyright 2017 by CIMdata, Inc. 20

21 SPD: Information The file as an information container transitions to discreet data elements Maturity Model Characteristics From this... To this... Taxonomies è Crowdsourced folksonomies Closed/ proprietary standards è Open Scheduled delivery è On Demand Pushing information ( ) è Pulling information Large information batches è Small information batches Singleuser files è Collaborative workspaces Managing files è Managing data Inaccessible è Findable Need to know è Transparency Check-in / checkout è Collaborative Hording information è Sharing information Stored on individual hard drives è Stored in the cloud Copyright 2017 by CIMdata, Inc. 21

22 We Must Breakaway from Linear Thinking In the Age of Experience traditional thinking of the lifecycle no longer works Copyright 2017 by CIMdata, Inc. 22

23 We Must Transition to Circular Thinking Linear approach to defining & managing the lifecycle isn t sustainable long-term We must look to support a circular lifecycle! Copyright 2017 by CIMdata, Inc. 23

24 2013: Towards the Circular Economy Economic & business rationale for an accelerated transition l The Circular Economy is based on a few simple principles: Design out waste waste does not exist when the technical components of a product are designed with the intention to fit within a technical materials cycle, designed for disassembly and refurbishment (not just recycle!) Build resilience through diversity modularity, versatility, and adaptively are prized features that need to be prioritized in an uncertain and fast-evolving world Rely on energy from renewable sources systems should ultimately aim to run on renewable sources Think in systems you must understand how parts influence one another within a whole, and the relationship of the whole to the parts Copyright 2017 by CIMdata, Inc. 24

25 Moving Toward a Circular Economy New Challenges Offer New Opportunities the need to rethinking everything How will you support this? Copyright 2017 by CIMdata, Inc. 25

26 Final Thoughts: What s Your Response The age of experience is setting the rules by which organizations operation l Closed-door, experts-only approach to defining & engineering products is no longer good enough l Key trends impacting CM practices, processes & practitioners The always-on social-savvy workforce who bring their own devices The maker movement, 3D printing, and design-centric thinking l Companies are realizing that PLM enabled CM tends to get in the way when used early in the development process l Social Product Development s impact on the future of CM: Disaggregation is the rule Less rigorous & more flexible processes applied at right time by right people Complexity moves into a broad based infrastructure, simplifies user experience The file as an information container transitions to discreet data elements Copyright 2017 by CIMdata, Inc. 26

27 CIMdata Strategic consulting for competitive advantage in global markets World Headquarters 3909 Research Park Drive Ann Arbor, MI USA Tel: Fax: Main Office - Europe Oogststraat CV Weert, NL Tel:+31 (0) Main Office - Asia-Pacific Takegahana-Nishimachi Matsudo, Chiba JAPAN Tel: Fax: Serving clients from offices in North America, Europe, and Asia-Pacific Copyright 2017 by CIMdata, Inc. 27