Department of Management, Economics and Industrial Engineering. Italian experience. Sergio Terzi, Ph.D.

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1 Department of Management, Economics and Industrial Engineering Teaching PLM - Lessons learned from 10 years of Italian experience Sergio Terzi, Ph.D. Department of Industrial Engineering CELS - Research Center on Logistics and After-Sales Service

2 Agenda» Where I come from» How I see PLM» Educational Issues in PLM» Italian Experience ACM Business Case» Conclusions

3 Where I come from My institutions» Politecnico i di Milano» University it of Bergamo The most important Italian Technical University, since Young university (1968, Eng. faculty in 1992) Faculties (Foreign 9 Faculties (6 Engineering, Languages, Economics, 2 Architecture, 1 Industrial Engineering, Educational Design) Studies, Law, Human students Sciences) 7 campuses in Lombardy students 3 campuses in Bergamo county

4 Where I come from My institutions Department of Management, Economics and Industrial Engineering Campus Milano Bovisa Via Raffaele Lambruschini, 4/b I Milano Department of Industrial Engineering Via Guglielmo Marconi, 5 I Dalmine (BG)

5 Where I come from My group Prof. Marco Garetti Full Professor of Industrial Technology Politecnico di Milano, marco.garetti@polimi.it Prof. Marco Taisch Associate Professor Politecnico di Milano, marco.taisch@polimi.it Prof. Sergio Cavalieri, Ph.D. Associate Professor Univ. di Bergamo, sergio.cavalieri@unibg.it MSc. Eng. Marco Macchi Senior Researcher MSc. Eng. Paolo Gaiardelli Senior Researcher MSc. Eng. Roberto Pinto, Ph.D. Senior Researcher MSc. Econ. Sergio Terzi, Ph.D. Senior Researcher Politecnico di Milano Univ. di Bergamo Univ. di Bergamo Univ. di Bergamo marco.macchi@polimi.it paolo.gaiardelli@unibg.it roberto.pinto@unibg.it sergio.terzi@unibg.it

6 Where I come from My group

7 Where I come from My ygroup Production Management and Engineering Product Lifecycle Management Maintenance Supply Chain Service Management Management Management Technologies and Methods

8 How I see PLM Context Limits and Opportunities Globalization Competitiveness increasing Customer behavior ICT low cost (Internet-based) Cost reduction Innovation Industrial needs Time-to-market reduction Focus on core competences Focus on value-creator processes Focus on product& service Outsourcing of not-core competences Enterprise networks Coordination and collaboration intra & extra enterprise

9 How I see PLM Customers feedback After sales service Marketing specifications Concept designers Processes Maintenance Prototypes t Costs Procedures Drawings Production Procurement

10 How I see PLM Spare parts supplier Recycling Design supplier Service supplier Co-designer Main Supplier Component supplier

11 How I see PLM

12 How I see PLM» Product is more than a simple artefact t Extended Product & Product Service System» The lifecycle l model is strongly dependent d on the product type Product can a complex long life manufacturing object (e.g. a car, a plane, a turbine) Product can a complex short life manufacturing object (e.g. a PC, a CD player, a camera)» Market demands for different PLM One-of-a-kind enterprises Many-of-a-kind enterprises

13 How I see PLM

14 How I see PLM

15 How I see PLM

16 How I see PLM

17 How I see PLM ICT BOL MOL Product Methods Processes EOL

18 How I see PLM - ICT CAS Product Development CAD CAM DMU CAPP Manufacturing Planning CAE CAD Factory Planning DES xdm (PDM, TDM, EDM, ebom ) CRM Marketing APS MRP CRP Sales Production ERP DRP Distribution SCM

19 How I see PLM Methods Beginning of Life Middle of Life End of Life Concurrent Engineering: the father of PLM (a management/operational approach which aims at improving product design, production, operation, and maintenance by developing environments in which personnel from all disciplines work together and share data throughout all phases of the PLC) Inventing methods (e.g. TRIZ) QFD VA&E DFX / DTC / VRP FMEA / FMECA LCA Production is the world of efficiency and cost reduction; it needs standard data and assured product information Many methodologies exist, needing many product data (e.g. Just in Time, Six Sigma, Lean Production, Group Technology )

20 Educational Issues in PLM» PLM is anholistic broad concept Education might have follow such a broad view Any reduction is a partial view» PLM elements are part of the same PLM concept Methodologies might be learned both in theory and in practice ICTs might be learned both in theory and in practice

21 Educational Issues in PLM» Enterprise Business Process Re-engineering i (BPR) is the activity of defining models from knowledge about the enterprise, previous models and/or reference models using representation ti languages» PLM application demands d also managerial competences Project and change management ICT project deployment Collaborative approach vs cultural divergence

22 Educational Issues in PLM» Diverse experiences on PLM learning exist in the world, even if PLM is still an unknown acronym for many technical and business schools The most important PLM vendors are supporting PLM education in the world in different ways» PLM education depends on the country specialization Product Lifecycle Management Development Consortium at the University of Michigan s College of Engineering (automotive engineering), also with Global Product Development course Boeing and Purdue University launched a common educational program for the definition of a certificate on PLM in the aeronautical sector

23 Educational Issues in PLM In India PLM education deals in particular with informatics (e.g. Bangalore district) In the Asian Tigers (Korea and Taiwan), big companies are supporting education in traditional sectors like automotive and electronics In Europe, the most industrialized countries, like Germany and France, invested a large amount of efforts in engineering education Big PLM players are still located with their research labs in European countries (e.g. SIEMENS in Germany and Dassault Systèmes in France) European Space Agency has one of the most advanced platforms for Concurrent Engineering Education and Training

24 Italian Experience» Politecnico i di Milano is the most important t technical university of Italy, with more than 30 engineering i degrees at diverse level l of education The mechanical sector is one of the most important teaching areas of the university During mechanical ca courses students s are normally able to learn PLM methodologies and technologies» As one of the first experience in Europe, in 2003 the authors started their teaching activity on PLM also for management students PLM is primary a business decision

25 Italian Experience

26 Italian Experience» The School of Management of Politecnico di Milano provide PLM modules to undergraduate students in the Master of Science in Management and Economics to post graduate students who are getting their specialization in Business Administration» In the PLM Lab the most advanced d PLM suites are available» The main educational basics of PLM are debated, accordingly to the level of the participants p Design methodologies ICT fundamentals Business Process Re-engineering engineering Personal empowerment» The PLM advanced course is concluded by a PLM business case, ACM

27 Italian Experience Progettazione di prodotto Structure of the PLM Course METO ODOLO OGIE Progettazione di processo Progettazione di sistema Operations & After Sales TOOLS Gestione integrata delle informazioni di prodotto

28 ACM Business Case» ACM business case has been developed by the authors since 2003 and it is yearly ACM updated It is based on a real industrial Italian experience, concerning the realization of wall boiler products in a medium national company An Italian company (ACM) is under a deep transformation and several actions might be taken at the same time starting a new product line defining a new plant location introducing i a new ICT system Business objectives reducing time-to-market improving the global efficiency

29 ACM Business Case» Participants might define the main actions to be implemented in such a case, elaborating a work-plan and identifying the PLM solution to be implemented in the company 4-5 participants per group Roles: Chief Technical Officer, Chief Operating Officer, Chief Information Officer, Chief Executive Officer and External Consultant

30 ACM Business Case PLM vision BPR PLM Functions Software Selection Implementation Deployment

31 ACM Business Case

32 ACM Business Case Avvio SNP Avvio SNP Marketing Ricerche di mercato per SNP Piano gamma prodotto Ricerche di mercato per SNP Marketing PDM budget Pianificazione gamma Direzione prodotto Direzione prodotto Pianificazione gamma Gestione gamma specifiche tecnico-commerciali Iniziativa approvata Iniziativa non approvata Iniziativa approvata Iniziativa non approvata Team interfunzionale Incontro pianificazione attività Inizio sperimentazione Inizio progettazione Inizio definizione Ente esperienza Prototipazione Ufficio tecnico Progettazione Definizione impostazione Impostazione prodotto Laboratorio R&S Disegni tecnici Ente esperienza Inizio sperimentazione Inizio progettazione Ufficio tecnico Inizio definizione Laboratorio R&S Prototipo validato Fine progettazione stile definito Prototipazione Progettaz. Impostaz. prodotto PDM CAD 3D PDM PDM Ente esperienza Tests Reports Archivio prove Sistema pianificato distribuito Prototipo validato Fine progettazione Sistema pianificato distribuito stile definito Sistema pianificato distribuito Delibera sperimentale CAT Ufficio tecnico Emissione disegni definitivi Incontri periodici del team Delibera tecnica Non approvazione progetti definitivi Approvazione progetti definitivi Archivio prove Ente esperienza Tests Reports Ufficio industr. Coordinamento prog/prod. attrez. Definizione cicli processo di impostazione produzione Ufficio industr. Coordinamento prog/prod. attrez. CAT processo di impostazione produzione PDM Controllo qualità Ufficio qualità Delibera a produrre Delibera a produrre

33 ACM Business Case

34 ACM Business Case Numero di modifiche ai requisiti base di progetto (cumulativo per unità di tempo) 5 Numero di errori di modellazione per Numero di parti medie per caldaia numero di parti 4 Tempo medio Gestione varianti Numero di errori progettuali rilevati dalla 3 progetto produzione 2 Tempo medio Manutenibilità e Operabilità 1 0 MTTF attuale / MTTF atteso Percentuale di fornitori certificati Capability di processo (Cp e Cpk) Tempo medio di ciclo ECR Numero di parti medie per ogni fornitore Tasso di non conformità in field Tasso di non conformità in house Attuale Target Best Practice

35 ACM Business Case Benefits Costs Results

36 ACM Business Case

37 Conclusions» PLM is an emerging topic in the market» PLM education is still at an early stage PLM is a large topic Many experiences exist in specific contexts (e.g. automotive or aerospace engineering), but a comprehensive education on PLM is still not so diffused» PLM is not only an ICT question, but ICT is evidently playing a relevant role in such a paradigm ICT vendors could not be avoided in PLM education

38 Conclusions» Advanced learning techniques constitutes the right answer to PLM education Role playing and business case deployment are the most realistic experiences a trainee could have for learning in such a multidisciplinary area An online learning system for distance education could be the next step» University of Bergamo is also applying ACM

39 Conclusions - g

40 Conclusions - Special Session New Product Introduction and Innovation in the 21st century - Methods, Tools and Techniques for new value proposition Extended Abstract Due for 7 May

41 Thank for your attention Any questions? Any questions?