Integratie van PLM en ERP

Integratie van PLM en ERP
PTC/USER 2012
Xandorra
Dirk Luwaert - Maurice Van Hout
Agenda
 Xandorra
 PLM as business solution
 PLM and ERP process integration
 Windchill ERP Connector
 Integration technology
 “Advanced” use of partstructures
 PLM(/ERP) implementation approach
 Q&A
Xandorra
THE AD ULTIMA GROUP
THE AD ULTIMA GROUP
° 1999
155
> 340 tevreden klanten
Synergie
ERP
Strategisch Advies
PLM
XRM
THE AD ULTIMA GROUP
MANUFACTURING
PROJECTBASED MANUFACTURING
REVERSE LOGISTICS
DISTRIBUTION & SERVICES
INDUSTRY &
SERVICES
THE AD ULTIMA GROUP
Synergie
Finance
Inkoop
Product
Development
Master Data
Stock
ERP
Verkoop
Logistiek
Planning
Productie
ERP
XRM
PRODUCT LIFECYCLE MANAGEMENT
STRATEGIC ADVISE – PROCESS IMPROVEMENT
XANDORRA
Ede
°2004
18
+200
LEAN
Product Ontwikkelingsproces
1. Product
Ontwikkelingsprocessen
2. PLM Process Assesment
3. PLM & ERP Process
Integratie
Competenties
PLM as business solution
Product Development Challenges
Past
Today
x
x x
x
x
x
x
local
Distributed



1 Product
50 Parts
Stable Technology



100s of Products
1000s of Parts
Dynamic Technology



Time to market = Years
Time within market = Years
Moderate cost pressures




Time to market = Months
Time within market = Months
Heavy cost pressures
Many government regulations
PLM’s Impact on ROI
PLM
ERP
Decision made here can
Impact ~ up to 80% of product cost
Intellectual
assets
eBOM
MCAD
Decisions made here can
Impact ~20% of product cost
Physical
assets
Integrate
ECAD
EMB SW
Services
BOM
mBOM
Process
Plans
Partners
(design&mfg)
Compliance &
analysis
Inventory
tracking
Inventory
tracking
Materials
handling
Forecasting
Resources
Cost of change to the product = X
Cost of change to the product = 100X , 1000X, +
How PLM is Evolving
CRM
Design
€
Cost
PLM
HR
ERP
SupplierPLM
Service
Supplier
PLM and ERP are Complementary
54%
35%
Best in Class
All Others
“ Best in class companies
are 1.5 times more likely
to have process that span
PLM and ERP systems.”
Aberdeen
“Integrating the PLM Ecosystem”
PLM and ERP process integration
Product Development Processes
PRODUCT DEVELOPMENT LIFECYCLE
Organization
Plan
Design
Concept
Validate
Production
Support
Portfolio Management
Program Management
Project Management
Management
Environmental Performance Management
Regulatory Compliance
Quality & Reliability Management
Change and Configuration Management
Sales &
Marketing
Proposal Response
Requirements Capture and Management
Concept Development
System Design
Engineering
Detailed Design
Verification and Validation
Variant Design & Generation
Design Outsourcing
Sourcing
Manufacturing
Early Sourcing
Component and Supplier Management
Manufacturing Process Management
Tooling Design and Manufacture
Manufacturing Outsourcing
Product Support Analysis & Planning
Service
Technical Information Creation & Delivery
Performance Analysis & Feedback
PLM and ERP coexistence challenge
PLM - Product Development Processes
ERP - Production Processes
Requirements Capture and Management
System Design
Detailed Design
Configuration Management
Change Management
Manufacturing Process Management
Variant Design and Generation
Sales and Order Management
Inventory Management
Sourcing and Procurement
Production Scheduling
Shipping Logistics
Financial Reporting
Two Different Value Chains
 The implementation of a
process over the two value
chains depends on:
Logistic
Value
Chain
 Customer business model
 Engineer to Order, Manufacture to
Stock
Product
Development
Value Chain
?
 Key business improvement levers
 Customer product complexity
Complexity Makes a Difference
Logistic
Value Chain
Product
Development
Value Chain
?
Logistic
Value
Chain
Product
Development
Value Chain
?
Windchill ERP Connector
Built in functionality to integrate Windchill and ERP
Distribution targets
All Publication
Options Controlled on
Per-Target Basis
• Available Properties
Controlled via Type
Manager.
• Each Distribution
Target Type has a
Corresponding Soft
Type
Part structure
and Changes
Transaction
logging
Release to ERP in Change flow
Problem Report – capture an issue or opportunity (Optional step)
“Out-of-the-box” change control process
Close out
PR
Close out
CR
Change Request
–Evaluate Technical and Business
Justification
–Plan Minor or Major change (Fast track
or Full track)
ERP Connector
output generated
Change Notice
–Create and execute Implementation Plan
–Release changes
–Audit results
Integration technology
Enterprise Integration approach
Extreme
Consolidation
Extreme
Fragmentation
Optimized
Strategy
Overall
Benefit
Benefit to Organization
Benefit of
Best-in-Class
A balanced approach
–
Many Point Solutions
Fewer integral, domain-specific
applications
–
Limited integration cost
–
Maximum vendor domain expertise
Benefit of
Reduced
Integration
Cost
Enterprise Integration technology
What is optimal?
PLM
PLM
PLM
€
Legacy
$$ $
$
€
$
$
Middleware
Fragmented
€
$
Middleware
¥
ERP
$
¥
€
ERP
$
€
$
$
$
Legacy
WS approach
$
$
ERP
Legacy
Best-in-Class Systems
Tightly Integrated
Windchill ESI Suite Architecture
ESI Integration Suite
ESI Business
Logic
ESI Services
Windchill
PDMLink
ERP
Connector
ESI Integration
Suite
Other
EAI
Vendors
SAP
Oracle
Other
Adapters
FTP
Server
Email
Manual or
Custom Process
Closed-loop Webservices
ERP or other
Enterprise
Systems
Interface possibilities
ERP
ESI Services
I*E
Custom < 9.x/10.x
SAP JCo
Classes
V
A A
WS
JMS Queue
ESI/TIBCO
TIBCO BW
ERP Connector
Adap & SAP JCo
SMB
Email
FTP
JDBC/WS/JMS
SAP JCo/WS
SAP
Ora MFG
File
J
Tasks
SAP
Tasks
FTP/WS/JMS
Netweaver PI/XI
Others
SAP
Windchill - Dynamics AX integration
Microsoft SharePoint®
Windchill Web Parts for SharePoint
Windchill®
ERP Connector
Roletailored UI on
SharePoint
Dynamics AX®
Webservices
SQL Server®
Windows Server®
“Advanced” use of partstructures
Produce
Opt 1 mBOM
Opt 2 mBOM
Opt 1 eBOM
Opt 3 mBOM
Opt 2 eBOM
Opt 3 eBOM
As-Supported View
Design
MFG View
Draft
Functional View
Requirements
Plan
Engineering View
The Bill of Information
Support
Opt 1 sBOM
Opt 2 sBOM
Opt 3 sBOM
As-Planned mBOM
Link to mBOM
and/or eBOM
Link to sBOM
ERP
AS-Built BOM
As-Maintained BOM
Top down Design
Concept Product
Architecture
Top Level
A
Develop
Structure
Top Level
A
B
A
C
Top Level
Create CAD
a
b
c
Detailed
Product Definition
Top Level
a
B
C
Create CAD
models
b
B
c
A.asm
A-Skel
a.prt
b.asm
1.prt
A
a
b
1
B
c
C
d
D
A.asm
A-Skel
a.prt
b.asm
1.prt
B
c
d
C
D
D.asm
D-Skel.prt
001
001.prt
E
E.asm
002
002.prt
003
003.prt
eBOM & mBOM associativity
Options & variants
Example of “advanced” partstructure integration
Product configuration
(configurable BOM)
EBOM 1
(incl. receipt)
MBOM 1a
EBOM 2
(incl. receipt)
C2B
C2A
C1aB
Local
product
C1aA
AX 2
AX 1
MBOM 1aA
MBOM 1aAa
BaaN
MBOM 1aB
Color,
sourcing
MBOM
1aAb
MBOM 2A
MBOM 2B
PLM(/ERP) implementation approach
Solution Design – Enable Business Processes
PLM
Range of Processes covered by PLM
ERP
Range of Processes covered by ERP
1. Identify and quantify the value(s) of going from current state to new state in terms of processes enabled
by ERP and PLM.
2. Define new PLM – ERP process(es), where improvement areas have been identified.
3. Design and approve PLM – ERP system support solution(s) to enable business processes defined earlier.
4. Implement approved PLM- ERP system support solutions(s).
5. Verify that implemented and designed system process enables business processes defined and realizes
value identified.
Change and Configuration Management
Typical Challenges
Coordinating change activities across
engineering and manufacturing
Integral
Engineering to
Manufacturing
Change
Management
Managing traceable products for
customers, contracts and orders
Product configuration lifecycle
management
Define your company’s Process Maturity
Example: Change and Configuration management
Product configuration-sharing to enterprise
Product configuration lifecycle
management
Problem with late replacements.
No application is currently managing “as-built”, “as-maintained”, …
ERP is “missing” revision history
No current business need but can be
used as “project management” tool
Change dashboards
No integration in general change process and
no control on effective implementation
Integrated product issue management
Partner Change Integration
Current business need?
Integrated, cross-discipline
change management
Change information related to drawing so tracebility from within ERP
very difficult. Limited record of revision information for assemblies.
Procedures exists and pro-active communication
(email, telephone) keeps process under control.
Standardized, automated change process
1
2
3
Project methodology
PTC’s Realized Value Platform
Value Management
PM
Project Governance and Management
Organisation Change Management
Total: x days – 15%
Process
Foundation Design Workshops
Functional Specifications Development
Total: x days – 25%
Technology
Solutions Development
Infrastructure
Data Migration
Total: x days – 30%
Education
Education Requirements and Design
Training Delivery and Coaching during Definition Phase
Go-Live Coaching
Operations Support
Total: x days – 30%
TOTAL: x days
PC
TC
Q&A