One of the big project level benefits of a PLM implementation is that most PLM solutions can be rolled out to the users in stages. New PLM processes and workflows and modules can be incrementally added after the foundation is laid – this is GREAT and it is TERRIBLE.
It is great that PLM can have core functionality within weeks or months of starting a deployment – systems like Arena Solutions or Teamcenter Express that target the small businesses can be rolled out literally in 1-2 weeks if your business can accept out of the box workflows for change management. For the mid-sized businesses systems such as Agile and Windchill can typically be deployed within 3 to 4 months with core functionality in place. What adds time to these types of deployments is typically dealing with preparing the training program and process documentation associated with implementing these solutions. With the larger enterprises implementing Windchill, Teamcenter or Enovia the enterprise complexities come into play earlier and take longer to deploy at 6-9 months, but even the large enterprises tend to only see a small piece of the PLM vision and only obtain limited benefit due to stopping at change management.
What is terrible is how many PLM systems get implemented without an enterprise roadmap that takes the implementation beyond the foundational deployment. Change management is put in place without enabling the part classification (to enable reductions of duplicated parts). BOMs are built without enabling Multisite or BOM variants (tracking the site specific build data or the engineering vs. manufacturing BOM). Manufacturer and Supplier data is managed with the product information, yet the external partners are still sent CD’s or paper and kept outside the loop on major changes that impact their contribution to the finished product.
Why is this? It is the curse of the initial success of a PLM deployment. When an ERP system is rolled out for the first time (after 2-3 years preparation) it gets turned on with 90% of the functionality in place and then is very cautiously modified mostly for tuning purposed. PLM on the other hand can be rolled out successfully with only 40-50% of the business functionality implemented and considered successful at which point the senior management often thinks the project is done – losing the vision for the other 50-60% of business benefits that have yet to be obtained.
It is this tendency that makes the initial long term roadmap so critical. Without defining what the long term business objectives are that the PLM deployment is to address the execution typically halts after the “engineering” system is in place yet the enterprise enabling capabilities have not even been tapped into. The selection of the system is often targeted at a short term objective, then the longer term benefits may be hindered or require a second PLM system to obtain the next tier of benefit. (See Gartner’s Predicts 2008: Manufacturing IT Becomes More Than Business IT, December 2007)
No company would deploy ERP without a 5 year plan. Yet PLM, which impacts 30-40% more end users than ERP, typically is deployed without a similar long term plan. Then the users and the management end up stymied about why the benefits expected from PLM have yet to be achieved. (See Aberdeen’s July 2007 report – Profiting from PLM: Strategy and Delivery of the PLM Program)
What is your PLM roadmap?
Have you tied the PLM implementation to true business benefit or are you just implementing a data vault?
Do you have a phased plan that identifies the business value obtained from each and every phase?
What many companies will find is that for true understanding of what is possible and what to do to build that roadmap – it takes experts in PLM and in your industry issues to help you build that vision. To expect the IT or Engineering department to vision cast is often not possible – as internal resources often do not have the subject matter or process expertise to cast the PLM initiative into a plan that ties the implementation to direct business strategy.
