Product Lifecycle Management (Volume 4): The Case Studies

282 Pages·2019·8.376 MB·English

by  John Stark

Decision Engineering
John Stark    Editor
Product Lifecycle
Management
(Volume 4): The
Case Studies
Decision Engineering
Series Editor
Rajkumar Roy, School of Mathematics, Computer Science and Engineering
(MCSE), City University, London, UK
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John Stark
Editor
Product Lifecycle
Management (Volume 4):
The Case Studies
123
Editor
JohnStark
Geneva, Switzerland
ISSN 1619-5736 ISSN 2197-6589 (electronic)
DecisionEngineering
ISBN978-3-030-16133-0 ISBN978-3-030-16134-7 (eBook)
https://doi.org/10.1007/978-3-030-16134-7
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Preface
Thisbookpresentssome20casestudiesofProductLifecycleManagement(PLM).
With the exception of two of the case studies, all the others were written in the
secondhalfof2018.Thecasestudiesshowhoworganisationsindifferentindustry
sectors and of different sizes are making progress with PLM. Each case study is
addressedinaseparatechapteranddetailsadifferent situation,enabling readers to
put themselves in the situation and think through different actions and decisions.
The case studies are a useful resource for those wishing to learn about PLM and
how to implement and apply it in their own organisation.
Geneva, Switzerland John Stark
v
Contents
How Do Elephants and Ants Tango? . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Sami Grönstrand and Helena Gutierrez
Trustworthy Product Lifecycle Management Using Blockchain
Technology—Experience from the Automotive Ecosystem . . . . . . . . . . . 13
Manuel Holler, Linard Barth and Rainer Fuchs
Integrating PLM into Engineering Education . . . . . . . . . . . . . . . . . . . . 21
Robert Van Til
PLM at GROUPE PSA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Jean-Jacques Urban-Galindo and Serge Ripailles
Structuring a Lean Engineering Ontology for Managing
the Product Lifecycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Mariangela Lazoi and Manuela Marra
Alfa Laval’s OnePLM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Björn Wilhelmsson
Applying Product Usage Information to Optimise the Product
Lifecycle in the Clothing and Textiles Industry . . . . . . . . . . . . . . . . . . . 73
Karl Hribernik, Dena Arabsolgar, Alessandro Canepa
and Klaus-Dieter Thoben
A New Framework for Modelling Schedules in Complex
and Uncertain NPD Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
Ann Ledwith and Evan Murphy
A Study Analysing Individual Perceptions of PLM Benefits. . . . . . . . . . 109
Shikha Singh and Subhas Chandra Misra
PLM Case Studies in Japan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
Satoshi Goto and Osamu Yoshie
vii
viii Contents
Developing the Requirements of a PLM/ALM Integration:
An Industrial Case Study. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
Andreas Deuter, Andreas Otte, Marcel Ebert and Frank Possel-Dölken
Product Lifecycle Management at Viking Range LLC. . . . . . . . . . . . . . 145
William Neil Littell
Management of Virtual Models with Provenance Information
in the Context of Product Lifecycle Management:
Industrial Case Studies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153
Iman Morshedzadeh, Amos H. C. Ng and Kaveh Amouzgar
How PLM Drives Innovation in the Curriculum and Pedagogy
of Fashion Business Education: A Case Study of a UK
Undergraduate Programme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171
Jo Conlon
Product Lifecycle Management Business Transformation
in an Engineering Technology Company . . . . . . . . . . . . . . . . . . . . . . . . 185
I. Donoghue, L. Hannola and J. Papinniemi
PLM Strategy for Developing Specific Medical Devices
and Lower Limb Prosthesis at Healthcare Sector:
Case Reports from the Academia. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 201
Javier Mauricio Martínez Gómez, Clara Isabel López Gualdrón,
Andrea Patricia Murillo Bohórquez and Israel Garnica Bohórquez
Use of Industry 4.0 Concepts to Use the “Voice of the Product”
in the Product Development Process in the Automotive Industry. . . . . . 223
Josiel Nascimento and André Cessa
PLM Applied to Manufacturing Problem Solving:
A Case Study at Exide Technologies . . . . . . . . . . . . . . . . . . . . . . . . . . . 233
Alvaro Camarillo, José Ríos and Klaus-Dieter Althoff
Significance of Cloud PLM in Industry 4.0 . . . . . . . . . . . . . . . . . . . . . . 249
Shikha Singh and Subhas Chandra Misra
Examples of PDM Implementation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 257
John Stark
Case Study: GAC. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277
John Stark
How Do Elephants and Ants Tango?
SamiGrönstrandandHelenaGutierrez
Abstract ThePLMjourneyatOutoteccoversPlant,EquipmentandServicebusi-
nesses.Itstartedin2011inconjunctionwithaglobalprocessesandITsystemshar-
monizationprogram.Thiscasestudyfocusesontheyears2016–2018andadjusting
theconcept—theso-called“makingelephantsandantstango”or“onesizedoesn’t
fit all”—phase of the PLM journey. It outlines PLM activities for both Equipment
Products and Plants, then describes some lessons learned. Finally, next steps are
discussed.
· · · ·
Keywords PLM Journey Plant Equipment Services
1 Outotec
OutotecisheadquarteredinEspoo,Finland,andhasthreeBusinessUnits:Minerals
Processing;Metals,Energy&Water;andServices.In2018,Outotechadrevenues
ofe1276millionandaround4000employees.
2 CompanyBackground
OurroleatOutotecistobuild,maintainandevenrunentireoperationsliterallyfrom
thegroundup.Sustainabilityisatthecoreofwhatwedo.Thismeanshelpingour
customerscreatethesmartestvaluefromnaturalresourcesandworkingwiththem
tofindthemostsustainablesolutionsforwater,energy,minerals,andhandlingthe
fullvaluechainfromoretometals.
B
S.Grönstrand( )
Outotec,Espoo,Finland
e-mail:[email protected]
H.Gutierrez
SharePLM,Reinosa,Spain
e-mail:[email protected]
©SpringerNatureSwitzerlandAG2019 1
J.Stark(ed.),ProductLifecycleManagement(Volume4):TheCaseStudies,
DecisionEngineering,https://doi.org/10.1007/978-3-030-16134-7_1
2 S.GrönstrandandH.Gutierrez
In minerals processing we cover the full spectrum from pre-feasibility studies
to complete plants and life-cycle services, drawing from more than a century of
heritageandestablishedR&Dresources.Deliveriesrangefrommineralprocessing
equipment, optimized processes (including intelligent automation and control sys-
tems), all the way to plants delivered in EPC (Engineer-Procure-Construct) mode
or as EPS (Engineer-Procure-Service) with a core technology package while the
customerprovidesthebalanceoftheplant.TechnologiescoverGrinding,Flotation,
ThickeningandFiltrationplusAutomationandAnalyzersforeachprocessstepand
entireproductionfacilities.
Formetalsprocessing,wecoverprocessvaluechainsfromoresandconcentrates
torefinedmetals—Flashsmeltingandconverting,Electricsmelting,Electrorefining,
andvariousHydrometallurgicalprocessessuchasSolventExtraction,tonameafew.
Wehavealsostrongexpertiseinsulfuricacidprocessingformetallurgicalplantsand
elementalsulfur.Additionallywealsooffertechnologiesandservicesforrenewable
and conventional energy production utilizing various fuels such as biomass, coal,
sludge,agriculturalandindustrialby-productsaswellassortedwaste.
Our Services cover ramp-up support, spare parts, technical services and long-
termoperationandmaintenancecontracts.Wealsomodernizeexistingfacilitiesand
equipment,boostingproductivityandextendingtheuselifeofassets.
Outotec has grown both organically and through acquisitions in past decades.
Todayithasawideportfoliofortensofmetalandenergyapplicationsbasedoncore
technologiesandknowledge.
3 PLMforEquipmentProducts
Alargeprogram(2011–2016)addressedtheprocesses,applicationsandoperations
architectureatOutotec(Fig.1).
All business processes were harmonized, information architecture aligned and
coresystemsselectedandconfigured.AvastpartoftheOPALwastheharmonization
of delivery processes and ERP systems. Also, PLM systems were compared, and
onecommonsystemwasselected.ThePLMdeploymentwasexecutedasclassroom
trainingswhereprocess,conceptandsystemtrainingwerecombinedineachlocation.
Thefocusduringthiswaveofdeploymentwastheearlyadoptersandmorerepeat-
ableequipmentproductsandbusinesses,wherespecialeffortwasdirectedonmigrat-
ingandbuildingthefirstproductstructures.
4 AdjustingandFocusing
From2016onwards,astheprogramdrewtoacloseandresourcesweresignificantly
slimmeddown,wefocusedonadjustmentsandsomeadditionalcapabilities.