| | June 20169CIOReviewThe more people can make the connection on PLM and its processes the increased likelihood they see in new areas and new processes to improvethat are engaged. Every leader needs to grab hold to the PLM vision and incorporate various efforts into their plans. This is no different than aligning with a product portfolio strategy or product obsolescence strategy. Without the continued engagement in PLM transformation process the individual silos thought a company will start taking over the process and weaken PLM's ability to be effective.Take risks in pushing the boundaries of PLM. Not all companies are the same and not all development or manufacturing processes are the same. With the right leadership you can identify these processes and continue aligning them with the PLM transformational vision.Even in a group effort there is typically still one or more people that I would describe as idealistic visionaries. Entrepreneurs or change agents would also be a good explanation. They network and share the vision with as many people that will listen, and a few people that won't listen. As the transformational process continues there will be many different challenges. You can't do it alone. Surround the PLM team with strong leadership that can address the challenges it finds.3) Great TechnologyWhile the PLM processes are critical to transformation, process and technology go hand in hand. When implementing any technology, whether a spreadsheet or integrated systems, technology will change the process. The key element is using great technology, not good or appropriate or "what we have", but great technology. Great technology improves the process and becomes a core competency of the company. Core competencies for a company have the capability to expand the company into untapped markets. With this technology, it is size appropriate and can still support growth. Technology that is expandable yet simple. Every process changes over time. As your future vision is developed by the strong leadership you will find new methods or scenarios that weren't part of the initial implementations. Great technology will expand to support organizational growth without compromising its validity. 4) Employee Capability and KnowledgeRight alongside strong leadership are employees that live and breathe PLM. When developing and documenting the processes document Key Process Indicators (KPI's) will help ensure that the process maintains its alignment with the future vision. As employees monitor these KPI's they must have the capability to make changes and improvements to the technology and process. Developing a knowledgeable staff is a continual effort. Products change, equipment changes, customers change, and people change. I have found that continuing the education and training in various processes opens the door to new scenarios and new challenges. The more people can make the connection on PLM and its processes the increased likelihood they see in new areas and new processes to improve. People become enthusiastic in transforming their company.Learning companies exemplify the commitment to the technical knowledge of their employees. Employees are continually improving and challenging the status quo. Learning companies don't just let the existing conditions continue. Employee with the capability and knowledge will use the practices that make sense and learn from their experiences.ConclusionPLM activities and processes will continue to transform a company. Depending on the intensity of these four key elements they will vary the level and direction of that transformation. PLM transformation is truly an organization engagement, a dance between information, process and technology. Developing PLM processes and technology is not a onetime activity or simply a training session. Drive your PLM transformation with clarity and through every department and every employee of the company. Tim Brown
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