The Challenges & Experiences of an Enterprise Level PLM Migration

Transcription

1 The Challenges & Experiences of an Enterprise Level PLM Migration Glenn Gise Sr. Technology Manager Black & Decker May 18, 2009 May 2009, Glen Gise, 1

2 Black & Decker is the Worlds Largest Power Tool Producer Products marketed in over 100 countries Manufacturing operations in 11 countries World headquarters located in Baltimore, Maryland $6.1 Billion in 2008 Sales Divided into 3 major business segments May 2009, Glen Gise, 2

3 Black & Decker Business Profile Fastening & Assembly Systems 12% $700 M Hardware & Home Improvement 15% $897 Million 73% $4.37 Billion Power Tools & Accessories May 2009, Glen Gise, 3

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6 Overview Black & Decker PDM history How it evolved to meet business need Choosing the replacement PLM The configuration, data migration & training to deploy the new system On-going issues and future plans May 2009, Glen Gise, 6

7 Early adopter of PDM in 94 Implemented (ProductManager ) for the traditional reasons Reduce Product Development Cycle Time; improve Design Quality; lowering costs Stayed current with all software releases Leveraged most of the functionality within ProductManager Added some smart document replication features. Evolved thru CATIA V4 and V5 May 2009, Glen Gise, 7

8 Fayetteville 1995 First PDM Deployment Easton Hampstead NAPT NAPT STDS Tarboro May 2009, Glen Gise, 8

9 Fayetteville Easton Hampstead (Prod. Serv) 2002 Perspective Shelbyville STPT Reynosa Perugia NAPT NAPT NAA CNDA STDS Uberaba Suzhou Usti SPMD EUPT GRMY Spennymoor Marshall Acquisitions Tampa Ft. Mill Nashville BDCI May 2009, Glen Gise, 9

10 Updating our system because.. Concurrent engineering was occurring China was evolving into a design role 3D model collaboration as mentoring tool eased language differences End to End PLM was more vital Capture early development phase womb to tomb Broadening the scope of project participation Moving from the PDM Engineering centric mindset to an Enterprise PLM system May 2009, Glen Gise, 10

11 Planning for One system single source of product & process knowledge Web based, secure Internet architecture on high-performing technology Improved & integrated collaboration tools Integrating key suppliers was important Capturing more non-cad product data May 2009, Glen Gise, 11

12 Moving steadily ahead with Homogeneous CAD environment Developing & documenting Best Practices Focusing on 3D model quality Evaluating replacements for our now 9 year old system PDM system But.. May 2009, Glen Gise, 12

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14 Black & Decker Announces Pentair Acquisition Summer 04 Porter Cable, Delta Tools, & DeVilbiss Air Tools Different CAD System, Three additional PDM systems, Totally different Change Management processes Majority of manufacturing co-located with design engineering very different And ASAP.. integrate this huge acquisition into Black & Decker May 2009, Glen Gise, 14

15 PLM Selection Process Reorganization provided different views May 2009, Glen Gise, 15

16 I know best ask me! May 2009, Glen Gise, 16 Smart Numbers Too many System Slow Approvals

17 PLM Selection Process Reorganization provided different views Senior management insisted on end user participation May 2009, Glen Gise, 17

18 Pepsi Challenge or PLM Shootout? Team P Team C B&D May 2009, Glen Gise, 18

19 PLM Selection Process Reorganization provided different views Senior management insisted on end user participation Side by side challenges over a 5 day evaluation period Participants chosen from various sites 2 vendors earlier selected from larger list Each participant completed the same project and evaluation form - group discussions votes tallied Result Drinking from the fire hose? How much functionality do they evaluate? May 2009, Glen Gise, 19

20 Change vs. Transition PLM Implementation Success Re-engineered processes Re-engineered processes May 2009, Glen Gise, 20

21 Change vs. Transition Change: To make radically different; to give a different position, course or direction, to undergo a modification Transition: a movement, development, or evolution from one form, stage or style to another May 2009, Glen Gise, 21

22 Configuring the System This is the best opportunity to re-engineer some processes Don t just automate the existing process - CHANGE Once in place they will be very difficult to change. Strive for standardized processes with divisional variants Referencing your documented best practices and processes is the key Current process + software capability = optimal configuration workflows are best example Time well spent in having CAD modeling and PLM practices Don t deploy until all current business needs are met Dedicated environments to manage development, testing and training. Migration had to be added. May 2009, Glen Gise, 22

23 Migration Roadmap Big Bang approach was out of the question Which meant we migrated by product portfolios Which dictated what design centers were affected Which then determined affected manufacturing sites Which identified affected supply chain people But we had thousands of shared parts Parts used in products all over the world So parts residing in multiple systems needed clear identification May 2009, Glen Gise, 23

24 Identifying and updating shared data was crucial Legacy B&D Euro Professional Legacy B&D NA Professional New Windchill IPG Porter Cable/Delta Woodworking Business DeVilbiss Equipment Business Black & Decker Worldwide Consumer Tools May 2009, Glen Gise, 24

25 Migration Roadmap Big Bang approach was out of the question Which meant we migrated by product portfolios Which dictated what design centers were impacted Which then determined affected manufacturing sites Which identified additional supply chain people But we had thousands of shared parts Parts used in many products all over the world So parts residing in more than one system needed clear identification Shared data between systems was unavoidable Our users happily volunteered to duplicate CN/EC s in all the shared systems!! May 2009, Glen Gise, 25

26 Synchronizing Shared Data End User works in the system they are trained to use Administrative team updates data in any shared system May 2009, Glen Gise, 26

27 Data Migration Analyze & Fix Integrity checks & error reports, iterative migration passes Design teams resolve CAD problems beyond what admin team could fix In process changes were addressed - pay me now/pay me later Freeze & Move Target data frozen, Black or White - development or released lifecycle state only Data mapping finalized use KISS principle Marking Parts Noted as either shared or locked perhaps you can avoid Eventual lock read only of all legacy systems Audit & Correcting Migrated data validated using various tools (and interns) Most corrections minor, easily fixed and performed by admin personal May 2009, Glen Gise, 27

28 Migration Lessons Access to licenses from different CAD/PDM suppliers was not always forthcoming Licenses were eventually purchased and used for subsequent migrations and upgrades. Third party software will be needed for CAD files not authored by the PLM vendor Pay close attention to data replication schemes Smart replication can be challenge. Mini migration planning what falls through the cracks May 2009, Glen Gise, 28

29 Training We looked at web based training We looked at out-sourcing the training We looked at providing all the training from within the team We looked at a combination of all the above May 2009, Glen Gise, 29

30 Training Training was most often the critical path Number of students was balanced with the migration data sets 2 weeks at each site was allotted ½ day Post training on site support is vital Attempting to train in regions to limit travel Train the trainer concept quickly adopted. Super Users from sites soon to be trained were recruited into earlier classes These users remained engaged with tasks Enabled real assistance for future training. May 2009, Glen Gise, 30

31 Training OOTB material vs. tailored training material OOTB was too button pushing and didn t address our specific process needs very CAD specific Internal training material was created and managed in a training library Language concerns Having the software in the local language could have helped adoption Translation problems were eased with Super User assistance and on-site translators At this stage we have 10 different training classes tailored to the needs of approximately 900 users May 2009, Glen Gise, 31

32 Collaboration False start with ProjectLink the Windchill supplier collaboration portal Internal team stretched too thin adhoc systems persist outside PLM WebEx, erooms Starting collaboration with key suppliers within PLM using sealed projects Managing security & roles to control supplier access Out-sourcing key design elements is increasing Awaiting planned software upgrade & team availability Small steps to transform into a collaborate culture Better use of markup and annotation Advanced training with internal viewing tools May 2009, Glen Gise, 32

33 Heterogeneous. Step CATIA ProE May 2009, Glen Gise, 33

34 Heterogeneous? Struggling with managing and using different CAD models in an assembly Good news we don t have that many today Bad news more and more are occurring Simple approach is taken not 1 st prize Step file created from native it s master is noted Sometimes file is converted to other CAD Could have 2 different CAD models and a Step file. CAD plug-ins Many models are CAD versions not supported by the plug-ins Both primary CAD environments are working toward and testing true heterogeneous usage May 2009, Glen Gise, 34

35 Plodding Ahead It s taken 3 years to migrate all Documents and BoM s from legacy systems into new PLM environment 500 heavy users total, 425 CATIA users; 59 ProE users Maintain a global team encompassing all systems. Disbanding into separate system teams will hinder the integration Well organized & trained CA (Change Administrator) team Pool of global workers vs. regionally dedicated (working from home) Audits performed to assure data integrity and identify training needs Super User bi weekly meetings sharing ideas, suggestions and how to tips Dozens of small projects as users see ways to exploit the system May 2009, Glen Gise, 35

36 Where to be cautious System performance issues throughout the deployment New network routes and data priority Stay current with the software upgrades Vendor support and happier end users Aligning CAD versions to enable PLM version upgrades Future SAP integration? Are your ERP systems standardized enough to allow an integration? May 2009, Glen Gise, 36

37 Hindsight & Opportunities Have your current design and change processes well documented Clearly defined processes will help promote meaningful CHANGE Provide all PLM core team with business admin capability/training Enable more efficient interaction within team Promoted more robust configurations in all areas of the software Geometry driven BoM active link to part make it mandatory assures accuracy May 2009, Glen Gise, 37

38 The Five C s Commitment Champion Challenge Cultural Change Communicate May 2009, Glen Gise, 38