The MiA. March 14, 2018 Hall of Legends

Transcription

1 The MiA March 14, 2018 Hall of Legends Unrestricted Siemens USA 2018 usa.siemens.com/mia

2 Greg LaMay Director, Global PLM Implementation KUKA North America

3 Building a Digitalization Platform Page: 3

4 The Global Automation Powerhouse Industries and market expertise Automotive OEM Automotive Tier 1/ Electronics/ Metal/ Machinery/ Aerospace/ other industries Warehouses Distribution centers Hospitals KUKA Brands Division Automotive Industries Consumer Goods & Logistics Automation Healthcare KUKA founded in 1898 is a globally active automation company with sales of around $3 billion and a workforce over 12,000 worldwide. KUKA is one of the world`s leading suppliers in the fields of robotics, automation and systems engineering. Headquartered in Augsburg Germany, KUKA is internationally represented with over 100 companies including the Americas Headquarters in Sterling Heights Michigan. Page: 4

5 Why we started this endeavor As of 2013 KUKA companies globally operated on disconnected drives, different plm systems, pdm systems and sometimes only out ERP systems. Collaboration and reuse of existing solutions was difficult due to the disconnected systems between the KUKA companies and divisions. Concurrently there was a need to replace and aging PLM. A risk to the organization. A new PLM was required. Project sponsorship comes form the top of the organization. Page: 5

6 Previous platform was Siloed Project Management Engineering Manufacturing Planning Company 1 Company 2 Company 3 Page: 6

7 5 Key Components to building the digitalization platform Building relationships and enthusiasm with organization leadership Developing new processes which will optimize departmental efficiency New Business Processes. Change is Pain. Organizational Change Management. New Technology brings efficiency. Efficiency drives new business processes Must train the organization on what the new business processes are in the PLM system. Training is not enough. Face to Face support in production is required for the new processes to adhere. Page: 7

8 Previous Business Dilemma Factory Page: 8

9 With Digitalization Factory Page: 9

10 Marketing Business Process Assessments. Prerequisite to Teamcenter Implementation. Page: 10

11 Marketing Business Process Assessments Prerequisite to TeamCenter Implementation Page: 11

12 Development Leveraging Common Solutions Page: 12

13 Development Page: 13

14 Development Building a foundation Current Status Enhancements -Change Management -AWC -Reporting & Analytics -Schedule Manager -Supplier Collaboration Outsource Fab & Machine Engineering Supplier Step 3 Step 2 Step 1 Global Rollout Release Optimization User Interface Optimization Bug fixes Performance Enhancements Cad Libraries Managing BOM s Managing Doc s Create demand in ERP Page: 14

15 OCM Challenges Unnatural Change Business is profitable. Employees don t understand the need for change. Natural Change Business is not doing well. Employees understand need for change. Survival Page: 15

16 Training Page: 16

17 Realization of Localized Value TeamCenter Active Workspace TeamCenter Database TeamCenter Rich Client KUKA Workflow Page: 17

18 Implementation Status Today 800+ Production Users today by September production projects in Teamcenter. In production since October 2015 September 2018 North America 1 North America 2 North America 1 Sweden Teamcenter Instance Teamcenter Instance USA North America 2 USA South America South America China 2 China 1 Page: 18

19 Realization of Global Value Proposal & Estimating Processing Mechatronic Design Project Management Mechanical Design Award of Customer Project Procurement Deliver Customer Project Manufacturing Factory Simulation Project Management Proposal & Estimating Processing Factory Simulation Mechanical Design Mechatronic Design Procurement Manufacturing Page: 19