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Case Study in Foundry

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Tools and Strategies for Product Life Cycle Management
A Case Study in Foundry
INTRODUCTION
As a next generation of lean thinking, a philosophy to eliminate waste and inefficiency across all
aspects of product life, PLM has emerged as a newest strategic approach to increase the
productivity of an organization. The Design for Environment, a recent philosophy, has gained
attention to many international companies as it introduced Disposal and Recycling as a major
functional area and redefined the PLM concept “cradle to grave” to “cradle to cradle”. In this
regard, inverse manufacturing and digital manufacturing concepts were also introduced to
contribute in PLM.
PLM has been a proven approach for OEMs to increase their productivity, improve their product
quality, speed up deli-very, and increase the profit and to become more efficient. However, small
and medium enterprises (SMEs) like foundries, who are suppliers to OEMs, are still in their
infancy without adopting this strategic business approach. By selecting and implementing
appropriate PLM strategies in a small foundry, an attempt was made to assess the immediate
performance outcomes following the implementation of PLM tools.
PRODUCT LIFECYCLE MANAGEMENT (PLM)
Manufacturing companies are compounded with many business challenges such as global
competition, increasing labor costs, increasing product complexity and engineering product data,
and more governmental and organizational standards and regulations. In order to pursue a more
competitive business model, they have been keen to utilize the new quality of ICT to enhance the
collaboration among their customers, sup-pliers and shareholders. Integration is accompanied or
achieved, respectively by different levels of interaction/interoperation of actors or of systems.
Interactions include the exchange of reciprocal information, the joint arrangements of goals, the
systematic matching of performances and synchronization of actions”. PLM helps fast
integration of systems by providing a platform for intense interactions using latest technologies.

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The available PLM soft-ware tools can be clustered in three groups :
1. Information management (e.g. methods for identifying, structuring, classifying, modeling,
retrieving, sharing, disseminating, visualizing and archiving product, process and project related
data).
2. Process management (e.g. methods for modeling, structuring, planning, operating and
controlling formal or semi-formal processes like engineering release processes, review processes,
change processes or notification processes).
3. Application integration (e.g. methods for defining and managing interfaces between PLM and
different authoring applications like CAD, CAM, CAE and integrated enterprise software such as
ERP, SCM or CRM).
PLM Tool
Vendor
Client Focus
Accolade
Sopheon
Small-Medium
Agile Advantage
Oracle/Agile
Small-Medium
Aras Innovator
Aras Corp
Small-Medium
Arena PLM
Arena Solutions
Small-Medium
Enovia Matrix One
Dassault Systems
Medium-Large
Enovia SmarTeam
Dassault Systems
Small-Medium
BPMplus
Ingennus
Small-Medium
ProductCenter
SofTech
Small-Medium
SAP PLM
SAP
Medium-Large
TeamcenterEngg
Siemens PLM
Medium-Large
Teamcenter Express
Siemens PLM
Small-Medium
Think PLM
Think3
Small-Medium
Windchill
PTC
Medium-Large
Windchill On-Demand
PTC
Small-Medium
There are many PLM strategies which can be adopted by the organization. Some of these
strategies are as follows :
Increased customer involvement
Customization of products
Highest functionality products and services
Most robust product or services
Widest range of products and services
Best processes
Standard product and services
Fastest time to market
Value adding life cycle
Lowest cost competitor
Longest life product
Each of these strategies may be carefully implemented in the organization through appropriate
actions by understanding global competition, complexity of products and standards and
regulations posed by government or OEMs. For example, implementation of the strategy “fastest
time to market“ requires immediate commencement of projects, sharing of information,

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Tools and Strategies for Product Life Cycle Management A Case Study in Foundry INTRODUCTION As a next generation of lean thinking, a philosophy to eliminate waste and inefficiency across all aspects of product life, PLM has emerged as a newest strategic approach to increase the productivity of an organization. The Design for Environment, a recent philosophy, has gained attention to many international companies as it introduced Disposal and Recycling as a major functional area and redefined the PLM concept “cradle to grave” to “cradle to cradle”. In this regard, inverse manufacturing and digital manufacturing concepts were also introduced to contribute in PLM. PLM has been a proven approach for OEMs to increase their productivity, improve their product quality, speed up deli-very, and increase the profit and to become more efficient. However, small and medium enterprises (SMEs) like foundries, who are suppliers to OEMs, are still in their infancy without adopting this strategic business approach. By selecting and implementing appropriate PLM strategies in a small foundry, an attempt was made to assess the immediate performance outcomes following the implementation of PLM tools. PRODUCT LIFECYCLE MANAGEMENT (PLM) Manufacturing companies are compounded with many business challenges such as global competition, increasing labor costs, increasing product complexity and engineering product data, and more governmental and organizational standards and regulations. ...
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