Product Lifecycle Management Implementation Research Articles

Process considerations for Product Lifecycle Management implementation for high-value Engineering-to-Order programmes

Abstract This paper presents the process considerations contained within the first ever framework for implementing Product Lifecycle Management (PLM) within high-value Engineering-to-Order (ETO) programmes. The scientific contribution of the research is the identification of the process-oriented factors that are instrumental in the successful implementation of PLM within an ETO context. The framework has been developed using a qualitative methodology based on the thematic analysis of 27 semi-structured interviews. The participants were senior personnel from 11 ETO organisations in the United Kingdom, France, Australia, the United States and Canada. The thematic analysis resulted in framework themes described in relation to the process objectives, challenges or enablers, and the contributing elements of the themes were then synthesised to illustrate their interconnectedness in supporting PLM implementation. Validation of the framework using 19 participants selected from seven ETO organisations resulted in 95% agreement with statements that assessed the quality, structure and versatility of the framework. This research contributed to the updated BAE Systems Maritime Naval Ships PLM strategy for the design, build and in-service support for the First of Class new generation Royal Navy vessel for a recent shipbuilding programme.

Functionality roadmap to define a configuration scope for implementing a PLM system

The main benefits related to product lifecycle management (PLM) are reduced costs and time-to-market, but different levels must be considered during PLM implementation. The acronym PLM requires a h...

PLM as a sequential round of the technological revolution

The fourth industrial revolution is actively developing in the world. Since 2011 it has become widespread. Affecting all areas of life activity, economy, which manifests itself in the qualitative reorganization of its mechanisms, creates new adapted management models, changes the nature of production processes. The digital revolution opens up new opportunities for using digital networks, agile production systems, and new business models for all stages of production. The faster the company makes this transition, the better its chances of succeeding and outperforming its competitors. Product lifecycle management (PLM) refers to the management of data and processes used in the design, engineering, manufacturing, sales, and service of a product across its entire lifecycle. The introduction of digital technologies occurs at all stages of the product lifecycle: product development, technology development, preparation and launch of production, product production, its operation and maintenance. PLM affects the ideology of creating a new product: to reduce the time to market and save resources, the system pushes to shift the labor intensity from the “production” stage to the “design” stage. The purpose of this study is to analyze product lifecycle management in agile management and to relate it to the current state of the Russian industrial development. Theoretical and practical aspects of this concept are given. The example of PLM implementation in the Russian industrial sector is presented. The Kalashnikov concern has built a product lifecycle management system. Today, the development of production of an industrial enterprise is impossible without a clear understanding of all stages of life cycle management of the product that it produces. Summarizing, PLM is offered as a promising concept for Russian economy.

Identification and ranking of the risk factors involved in PLM implementation

Risk is a threat to every activity or system due to uncertainty with each component. Uncertainty of a system rises as the number of components increases. While uncertain risk elements cannot be assessed deterministically, a probability measurement helps an organization to combat those threats. Introduction of the Product Lifecycle Management (PLM) concept in an organization has the potential to offer substantial benefits. However, there are multiple risks in implementing PLM systems, and adequate care must be taken during PLM initiatives to get the desired benefits. If there are lacunae in the management of a PLM initiative, the whole purpose of adopting PLM may be lost partially or totally. The risk assessment of PLM systems’ implementation is performed by employing integrated grey DANP (DEMATEL-based ANP) and grey TOPSIS techniques for the first time. By considering the category and attribute of each risk factor, this integrated model reveals the critical risk factors: an inappropriate choice of a PLM system, mismatch in required data formats, and inefficient resource estimation.

Establishment of critical success factors for implementation of product lifecycle management systems

The present study has been undertaken with the purpose of investigating the critical success factors for the implementation of product lifecycle management (PLM) systems in manufacturing companies. Two exploratory case-based studies were conducted followed by a generalised study to establish the critical success factors for PLM systems’ implementation in manufacturing firms. Hybrid multi-criteria decision-making methods were employed to identify the causal factors and prioritise them for the implementation of PLM systems in an automotive and aerospace firm. The priority of the factors has also been confirmed by executives from broader PLM domain through a confirmatory t-test. The identified critical success factors can be utilised as directive guidelines by manufacturing organisations for the successful implementation of PLM systems. Most researchers have studied only the technological aspects of PLM, while very few have discussed the success factors to PLM implementation. The present study is highlighting PLM as a management concept, supporting PLM systems implementation in organisations, and discussing the critical success factors for effective PLM systems implementation.

The role of the Project Management Office (PMO) in product lifecycle management: A case study in the defence industry

Research on Project Management Offices (PMOs) has concentrated on their structure and role as an integrator to facilitate, coordinate and support project activity across organisations and portfolios. This 'lateral' focus across organisations has to some extent disregarded the 'longitudinal' scope of the PMO and its potential to aid in the effective implementation of product lifecycle management. Here we examine critically the PMO's role as a longitudinal integrator of activity across the product lifecycle. More specifically we examine the PMO's potential to bridge the interface gaps that exist between product lifecycle phases. It uses the findings of an empirical study carried out in a multi-national defence company to research the interface between the bid submission stage and subsequent stages. It finds that interface gaps bring issues of inconsistent strategic intent across phases, dissimilar process and method used in separate phases, and poor knowledge management within the gaps between phases. It finds that the PMO can provide continuity across phases by maintaining coherence of purpose, process, and method, and integrity of knowledge to enhance the performance of both the pre- and post-gap phases of the lifecycle. It further suggests that exploration of the lifecycle-based role of the PMO may present opportunities to enhance the strategic value of the PMO within organisations and also improve the integration between project management practice and product lifecycle management. The study contributes to both the product lifecycle management literature and the literature on the role and function of the PMO.

Multi-Criteria Decision Making for PLM Maturity Analysis based on an Integrated Fuzzy AHP and VIKOR Methodology

A wide range of product lifecycle management (PLM) maturity models are proposed to assess the relative position of companies on their road to complete PLM implementation. However, it is a tough job for the company to dynamically evaluate the gradual process of PLM maturity by using existing values and accurately make decisions of improving PLM maturity by selecting the optimum alternative. A fuzzy PLM components maturity model (PCMA) is presented to build the internal logical relationship between maturity levels and existing values that can automatically predict the unknown PLM maturity levels. A fuzzy AHP–VIKOR methodology is used to make a decision among option PLM strategies. The weights of the criteria are determined by fuzzy pairwise comparison matrices (PCM). The weights of alternatives with respect to criteria are calculated by fuzzy VIKOR. The fuzzy AHP–VIKOR is a compromise solution and has the ability of transfer subjective and implicit linguistics into objective and transparent data. A numerical example illustrates and clarifies the running steps of the proposed methodology.

A Gap Analysis Methodology for Product Lifecycle Management Assessment

Product lifecycle management (PLM) is a strategic and holistic approach for the management of information, processes, and resources supporting the entire product lifecycle from concept to disposal. Several systems are available to manage data and information during the lifecycle. A PLM system does not have to be considered as a unique solution, but as a set of software supporting different perspectives and activities related to the lifecycle management. A full comprehensive implementation of PLM systems is rare. Since PLM reflects the peculiarities of processes and data structures, implementation differences are evidently observable among companies. The design of methods and tools supporting an assessment of PLM implementation inside a company can enable a correct definition of PLM strategies and goals. Based on these premises, the paper aims to specify a methodology for carrying out a gap analysis of PLM with the scope of discovering existing technological and methodological gaps, and planning actions for improvement. The proposed methodology implements a visual and lean reference model, and an assessment questionnaire for data collection. Lesson learned and feedback from three industrial applications are also described and discussed.

PLM Maturity Model Development and Implementation in SME

The product lifecycle management (PLM) is an important tool for managing products and its data throughout the life cycle. The advantages of the PLM systems are well-known in the case of large enterprises and groups. In the current study the objective is to simplify and optimize PLM implementation through PLM maturity model in small and medium size enterprises (SME). The introduced maturity model allows estimating the current situation in SME through use of questionnaires. The information gathered includes the expectations of the SME and will answer different questions like how are benefits connected with different business dimensions and their sub-categories described in maturity model. The business dimensions are evaluated by the expert group. The maturity model proposed in this paper is based on combining the know-how of the expert group and Fuzzy analytical hierarchy process (FAHP) techniques. The proposed PLM maturity model is implemented in Estonian SME bringing out current situation in: Strategy & Policy, Management & Control, Organization & Processes, Information technology, People & Culture.

What is Product Lifecycle Management (PLM) Maturity? Analysis of Current PLM Maturity Models

Product lifecycle management (PLM) implementation and adoption involves extensive changes in both intra- and inter-organizational practices. Various maturity approaches, for instance based on CMM (Capability maturity modeling) principles, can be used to make the implementation of PLM a better approachable and a more carefully planned and coordinated process. However, there are a number of different types of current approaches which can be thought to fall under the concept of PLM maturity. The aim of this paper is to investigate and analyze the various existing PLM maturity approaches to get an organized picture of the current models and their main background presumptions, goals and restrictions. Thus, we aim to facilitate their proper selection and use to facilitate the implementation of PLM.

Elements of managerial integration for sustainable product lifecycle management

The aerospace industry currently demands environmental sustainability, especially because of the complexity of new product development, the structure of its supply chain and its commitment to product quality. The implementation of sustainable product lifecycle management (PLM) seems to be an adequate strategy for this purpose because this approach is indicated for projects that demand a holistic and sustainable production system. Hence, the aim of this study is to discuss the dynamics of integrating the managerial elements (cleaner production, green design, green supply chain management - GSCM), which are supported by traceability, in a sustainable PLM. This study explores the connections among the approaches that could help to improve the development of sustainability throughout the entire production process in the industry and along the supply chain. This integration would benefit all production stages by facilitating the implementation of PLM and increasing the quality and safety of the aerospace sector.

Requirement based Future Product Cost Estimation using Lifecycle Assessment Data

A key advantage of Product Lifecycle Management implementation is the use of data, coming from all phases of a product, for the optimisation of future goods. The aim is not only to create more robust and efficient products but also to decrease engineering efforts including revisions. In order to determine the prospective economic efficiency and be able to estimate its influence on the product's lifecycle prior to the development of a new design, it is essential not only to anticipate revenues but to have liable information about expected costs. With most approaches, focus lies on the production expenses as they cause the significant share of total product costs. Engineering and development expenditures are in most cases not reliably to identify at project start, since too many factors of influence impede realistic predictions. Given methods typically premise the availability of accurate values as input parameters: extrapolation techniques often base upon BOM positions and other methods consider specific attributes of the future product, which are not definable at this point of time. To overcome this drawback, a new approach has been developed. This methodology is based on requirements and known technical parameters from which characteristic factors are derived that are merged to a dimensionless number, likewise the concept of similarity indicators. Assuming that products with a similar dimensionless number also cause similar development costs, databases from previous products can be set up and the factors assessed, allowing for a direct development cost comparison with future products. The approach has been evaluated in the civil aircraft industry under consideration of the main concept requirements, the so called Top Level Aircraft Requirements. A retrospective analysis of existing aircraft concerning development costs and their requirements provided the needed input to calculate the dimensionless number and to create reference values. Conventional as well as innovative aircraft have been researched to also allow an estimation of expenditures for bringing new technologies to market. Approach and evaluation are presented in detail and information about the software prototype that was integrated into a lifecycle assessment platform is given. It was developed in the 4-year term of a project funded by the German Universities Excellence Initiative.

A benchmarking framework for product lifecycle management (PLM) maturity models

Product lifecycle management (PLM) is increasingly important for organizations acting in dynamic and competitive markets since PLM can improve decision-making and reduce costs by taking advantage of the efficiencies and effectiveness coming from improved market intelligence and collaboration of partners. In the last years, academics as well as practitioners and consultants have developed a wide range of maturity models for the purpose of measuring and describing certain aspects of PLM “maturity”. The PLM maturity models permit to assess the relative position of companies on their road to complete PLM implementation. However, it is a tough job for the company to select the most appropriate PLM maturity model, as each maturity model has different attributes. Since, to our knowledge, no benchmarking for PLM maturity models exists to date, the rising number of maturity models implicates problems with respect to retrievability and reusability. With the aim to enhance the time consuming and exhausting search and selection process of appropriate assessment models, a benchmarking framework for PLM maturity models is presented in this paper.

The Influence of Human Motivation Factors on the Successful Implementation of Product Life Cycle Management Tools: Explorative Findings and Managerial Implications

For technology firms it is crucial to integrate progressive product design methods such as Product Lifecycle Management (PLM) tools in their daily routines to improve the quality of the product development process. However, in practice one problem arises: research and development (R&D) employees show little motivation to implement these tools in their work. This paper aims at determining human factors for successful implementation of PLM by studying the motivation of R&D employees. Based on a literature study, face-to-face interviews with 16 R&D experts were performed. Furthermore, a survey study with 22 participants using online questionnaires was conducted. Based on the results of the data analysis, a list of critical human success factors which help managers to implement PLM tools in R&D departments of technology firms successfully is presented.

Improving product lifecycle management implementations by applying 'lean' principles

Manufacturers are facing increased pressure from external forces. This has led to companies competing for shorter development cycles in order to gain market share. Product lifecycle management (PLM), particularly within complex industries such as the aeronautical industry, is a business activity which may leverage stakeholders to achieve business objectives. PLM implementations however are not meeting timescales and budget expectations, therefore the need to improve efficiency and effectiveness in PLM implementations is required and the use of lean principles to do so is a potential way forward. This paper explores the use of lean principles to improve the efficiency and effectiveness of product lifecycle management (PLM) solutions. A lean PLM deployment methodology has been developed as part of this research, based on surveys of current lean PLM practice and the potential for further gains by holistic use of lean principles is outlined. From the research featured in this paper it has been found that the application of lean principles and subsequently its methods and tools, support the improvement of efficiency and effectiveness within PLM implementations.

Introducing Product Lifecycle Management to Small Medium Enterprises: discussion and analysis

Industrial interest in Product Lifecycle Management (PLM) is twofaced. Large companies exhibit successful stories of PLM implementation because it has often shown to be an effective tool in increasing the quality and reliability of the development process of their products. On the opposite, small enterprises face relevant problems in the adoption of a PLM system, essentially because it requests for a relevant reorganization of their internal processes. Large PLM systems already operate in several enterprises but new light software suites, based on the “out of the shelf” commercial policy and open source software, makes PLM systems affordable also for a Small and Medium Enterprise (SME). The introduction of PLM in the work environment of a SME is not a problem of costs but of organization. In order to define and highlight the issues in the implementation of a PLM system in a SME, the analysis method presented by the authors in former studies was further developed and applied to a case study.

An empirical analysis of the PLM implementation effects in the aerospace industry

The provision of an effective IT support to product development processes still remains an open research question, because of the complexity that is inherent to this area of corporate activity. According to the current state of the art, product lifecycle management (PLM) systems can be considered as important enablers for achieving true coordination and effective management of product development processes. However, few contributions in literature investigate the central issue of understanding how company implementation approaches can mutually interact and can determine the actual effects of PLM introduction.The paper presents a framework for representing PLM implementation effects at three different levels (individual, organizational, and strategic) jointly to an empirical investigation in a major Italian aerospace company.

Understanding the organizational impact of PLM systems: evidence from an aerospace company

PurposeThe implementation of product lifecycle management (PLM) technologies poses different challenges in comparison to the ones faced by companies using other information systems. Accordingly, the purpose of this paper is to investigate the impact of PLM on both new product development (NPD) process and on users' individual work, and also to analyse the linkages between PLM's organizational impact and users' attitudes towards technology.Design/methodology/approachThis research is based on a survey of PLM end‐users in an aerospace company.FindingsThis paper shows that in the NPD process, PLM favoured a tighter workflow logic, easier product carryover, and more efficient product data retrieval. At the individual level, this has led users to spend more time on technical work, without impacting their productivity. This was true in the product design department and for older workers with low job seniority in particular.Research limitations/implicationsAlthough the findings were drawn from a single case, this paper highlights the contribution made by technology acceptance models in explaining the organizational impact of technologies that support complex knowledge‐intensive tasks.Practical implicationsThis paper points out that for a technology like PLM, each user needs different supporting mechanisms depending on his/her role and age. Young workers primarily need adequate sponsorship by top management and compatibility of new technology with their job. Older users, given their higher initial scepticism, need more training in the early phases of a new technology's introduction.Originality/valueThis paper contributes to existing literature by providing empirical evidence of both the impact of PLM systems and the determinants of their acceptance among end‐users.

PLM implementation guidelines – relevance and application in practice: a discussion of findings from a retrospective case study

In this paper, a recently conducted product lifecycle management (PLM) implementation project is analysed. The aims are to investigate whether published product lifecycle management (PLM) implementation guidelines are relevant to and used in practice, and, if so, to assess how useful they are for guiding project execution. This paper presents an examination of how a real PLM implementation project was conducted, mapping out the rationale for different courses of action and the effects they had. This paper evaluates the degree of relevance and application of existing PLM implementation guidelines. It is found that while most of the guidelines were highly relevant to the project, they were not applied in full. Potential reasons for why the guidelines are not followed are discussed. It is suggested that projects review their plans with the guidelines in mind, evaluating their degree of relevance and including a plan for how to apply the guidelines.

Product Lifecycle Oriented Domain Specific Model for Knowledge Resource Allocation Service

Product lifecycle management (PLM) is a valuable concept for the implementation of advanced manufacturing method. Based on the principle of PLM, the involved manufacturing sessions were integrated, and scientifically managed in order to improve the cooperation and innovation ability of a modern enterprise. The knowledge resource allocation service is one of key technologies for the successfully implementation of product lifecycle management. Aim at the knowledge resource allocation service, an product lifecycle oriented domain specific model (p-DSM) was proposed in the paper, which will help to guide the knowledge resource modeling and resource allocation, and provide a system framework for knowledge based enterprise management system.