If you have ever traveled with children, you know that communication and planning are key to everyone having a good time. Smart parents get their kids involved in reading maps, planning routes and watching for guideposts along the way. If they have their heads buried in an atlas, they can’t ask, “Are we there yet?”
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Complimentary White Paper
A Planning Guide for Data
Management Deployment
This very comprehensive tool guides you through the process of defining objectives and implementing a data management system. Planning, budgeting, software selection, scheduling, project charting — these and more are covered to help you tightly define and deploy your data management requirements.
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this complimentary white paper. | |
Your co-workers aren’t children (well, except for that guy in sales — you know the one). But planning and communication are still two vital tools that you must use to smooth the way for a product lifecycle management (PLM) solution. Without them, your co-workers won’t have a clear idea of what to expect down the road — or what your final destination really is.
Examine your processes
If you’re considering a PLM solution and want to know if that kind of an investment would pay off,
Jim White, product line director – Data Management for Autodesk’s Manufacturing Solutions Division, says the first step is examining your existing business processes — and asking four questions.
“The first question you should ask is: Which processes would you most like to change, improve or automate? Once you determine those processes,” White says, “the second question is: Of those processes, how important is it for the new PLM solution to emulate those processes exactly?
“In other words, will your company adapt to the technology — or will the technology have to adapt to your company?”
Many companies look for a PLM solution they can plug into their existing processes. They feel their current mode of doing business works well for them. They simply want the technology to help speed up these proven procedures.
Other companies find, after really examining their processes, that they are open to having those processes adjusted to match the technology. They view the PLM implementation as a chance to hone their procedures and make them more efficient.
“There’s really no right or wrong answer,” White says. “What’s important is a thorough examination of your current business processes — across all affected departments.”
Small companies sometimes jump in with both feet and automate all their processes to more nimbly respond to customer requests. Large companies may not have the political will to change corporate policy across the enterprise. “But the opposite can also be true,” White says. “There are no hard and fast rules. Determining the validity of your processes will be different at each company.”
A third question to ask as you prepare to implement a PLM solution is: How do you perform the process now? White explains, “Companies employ a range of patched-together processes to perform procedures that a PLM solution, such as AutoDesk Productstream and Autodesk Streamline, can greatly change. This can include automating completely manual processes like managing releases and engineering change orders, or collaboration with customers and suppliers.”
White feels it is important to understand and document these processes before you implement any type of PLM solution. “Without this thorough examination, you are bringing a new element [the PLM solution] into untested waters.”
Follow the money
The fourth question raises an intriguing point. White says, “After you examine your processes, the last question you need to ask is: Who is funding the PLM solution?”
White feels the scope — and success — of the implementation may rest upon correctly answering this question. “For example, if only the engineering group is funding the project, it will set a priority on the design elements of the solution. They may only deploy the components of the solution, like Autodesk Productstream, that will benefit their department. The engineering department may overlook the potential to enhance communication across different areas of the company, or with important stakeholders outside of the organization.”
If IT is funding the project, White thinks a different focus could emerge. “IT staff members will look more globally across the company at how current systems can better talk to each other. They will take a more application-centric approach that may overlook human business processes.”
When the PLM solution is funded from the top, an even wider net is cast. “The CEO may take a look across the enterprise and examine processes across the company more closely. A more comprehensive solution is likely to develop.”
Each scenario presents its own opportunities, but considering the funding source helps everyone understand where priorities will be set during the initial phases of the project. It also opens the door to the biggest mistake companies make when implementing a PLM solution.
Prevent one big mistake
Say you have answered your four questions and better understand how your PLM solution will fit into your company’s big picture. What is one mistake you can avoid that could derail your implementation?
“Without a doubt, White says, “the biggest mistake when implementing a PLM solution is not obtaining ownership and commitment from all the affected business units.”
PLM solutions enhance communication between departments. They allow engineers, for example, to determine in a matter of seconds if their procurement department has the material in stock to make a given product. But unless honest and up-front communication is a part of the PLM implementation from the beginning, some of the players may not play along.
“I have witnessed many PLM solution projects turn sour when certain departments directly affected by the solution feel they were not fully consulted during the initial discussions,” White says.
It is vital to give people a reason why the PLM solution is being implemented. “If all affected departments have been a part of the first three questions (examining processes), then they should have a good understanding of why the PLM solution is being pursued — and how it will improve those processes,” White says.
How do you obtain this ownership and commitment? Holding regular workshops with all the departments affected by the PLM solution is a good start. The workshops should discuss:
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who will be affected
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how the solution will be implemented
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possible problems during the implementation
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who will help implement the solution
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the companywide benefits of the solution
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the impact on everyone’s daily work life
“Early awareness of all these factors is key,” White says. “The more people can anticipate the benefits — and the problems — the more likely they are to ride out the change and look forward to the benefits of the product.”
White also emphasizes paying attention — when possible — to each individual involved in the deployment. “It only takes one negative person to take the project off track in his or her department. Nipping this negativism in the bud through open communication can help ensure the success of the project.”
Finding a “team enabler” also helps boost morale and builds excitement for the solution. “If you can find that one person in each area who really believes in the solution and sees the benefits,” White says, “stay in constant contact with that person to help him or her spread the message about why the PLM solution is being implemented.”
Plan a successful journey
Just like that family vacation, the success of any PLM implementation depends upon good planning and solid communication. Examining your processes is the first step. Once you understand which processes you’d like to change and how you will adapt the technology to your current way of doing things, it’s important to understand how the funding of the project will set initial priorities.
The priorities of the project are really just the prelude. The hardest work in implementing a PLM solution is obtaining and maintaining buy-in from all of the affected areas. Engaging the affected areas with the benefits of the solution — and honestly preparing them for the possible negative factors — is an integral part of deploying something as seemingly complex as technology. It could mean the difference between a pleasant trip and a nightmarish journey.
