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1 An Integration Framework for Product Lifecycle Management Vijay Srinivasan PLM Chief Standards & Solutions Officer IBM Software Group

2 IBM and Columbia University AP Personal lperspective Add Product Lifecycle Management (PLM) is both an engineering and a business topic 2

3 PLM Innovation Our Clients are Facing Increasing Pressures to Innovate New technologies New kinds of partnerships New ways of conceptualizing b i business New ways of operating a business 3 Global possibilities, regardless of size and location

4 PLM Innovation Technology innovation is conducive to all sectors of society as well as economic growth, and thus brings about systematic changes at the national level "Electronics Industry Lacks Innovation, Philips CEO Charges" EE Times Sept. 27, 2005 Dr. Hee-Yol Yu President, Korea Institute of Science and Technology Evaluation and Planning "Constant Constant reinvention is the central necessity at GE We re all just a moment away from commodity hell." Jeffrey Immelt More and more CEOs are adopting an innovation agenda. g Chairman and CEO, GE Continuous innovation and the full, unfettered expression of human capacity are indispensable to Japan's economic rebirth and revitalization. Japanese Prime Minister Junichiro Koizumi Sam Palmisano IBM Board of Advisors, Oct. 13, 2005 Howard Stringer "Government support for scientific research is not enough. We also need to make sure that scientific innovation gets translated into applied uses in business." Chairman and CEO CEO, Sony Corporation Oct. 4, 2005 Tony Blair "We will fight our battles not on the low road to commoditization, but on the high road of innovation." 4 U.K. Prime Minister

5 PLM Innovation Global CEO Study 2006: On the Minds of CEOs The The market imposes innovation. Competitors are emerging from everywhere. h No growth without changing ourselves and the industry itself itself. Globalization, Gl b li ti commoditization, higher cost structure increasing structure, specialization Business Model change is dramatic 40% sales now on the th internet. i t t We must innovate to justify our existence existence. Last year s products are last year s dollars. 5

6 PLM Innovation Yet Most Companies Face Operational Challenges M Mustt E Execute t F Faster t with ith G Greater t C Collaboration ll b ti and dc Customer t V Value l Typically a sequence of long iterative interactions performed with many suppliers, resulting in Poor execution across functions, suppliers and partners Lack of early collaboration when 80% of product cost is decided Incomplete or incompatible information delaying development 6

7 PLM Innovation Scope and Definition of PLM Continues to Expand and Mature Traditional State 7 Desired es ed State

8 PLM Innovation Scope and Definition of PLM Continues to Expand and Mature Customers Distributors/ Retailers OEMs OEM Manufacturers Development Partners Suppliers 8

9 PLM Innovation Scope and Definition of PLM Continues to Expand and Mature Customer Needs Management Maintenance and Support Production P d ti and Test Manufacturing Process Planning Customers Distributors/ Retailers OEMs OEM Development Partners Manufacturers Simulation and Analysis Product Portfolio Management Suppliers Requirements R i t Management Concept Development Collaborative Design Sourcing 9

10 PLM Innovation PLM: More Important Than Ever A An E Exciting iti and d IImportant t t Ti Time iin our IIndustry d t Today s Today s business environment is increasingly complex Our clients success requires innovative, complete solutions Product innovation is a global, collaborative effort We need a PLM infrastructure to support it 10

11 PLM Innovation Convergence of Three Developments Standardized Data Models & Formats Service-Oriented Architecture Middleware 11

12 File Formats Used for Translation (Source: Gartner Dataquest, t December 2005) 12

13 An Industrial Drawing ISO 1101, 5459 & ASME Y14.5 Dominant exchange formats - DXF -PDF (ISO ) 13

14 A 3D View ISO & ASME Future exchange format: PDF-3D (ISO ) 14

15 A 3D Model ISO STEP (10303) 15

16 PDES Inc Consortium 16

17 ProSTEP ivip Consortium 17

18 STEP AP 214 Data and Metadata Class Description Remarks Data Engineering Objects CC 1 CC 2 Component design with 3D shape representation. Assembly design with 3D shape representation. Covers 3D geometry of single parts, including wire-frame, surface, and solid models. Covers 3D geometry of assemblies of parts, including the assembly and model structure. Metadata Business Objects CC 6 CC 8 Product data management (PDM) without shape representation. Configuration controlled design without shape representation. Covers product data management systems that manage geometric models as files. It also covers administrative data of parts, assemblies, documents, and models. Covers CC 6, with additional requirements for product configuration control. 18

19 PLM Innovation Convergence of Three Developments Standardized Data Models & Formats Service-Oriented Architecture Middleware 19

20 Service-Oriented Architecture for Sharing Information - Built on layers of standards d Business Processes Management Reliability Transactions Security Description and Discovery Messaging Transports 20

21 Web services composeable architecture This picture has been largely unchanged since 2001 Management & Composition Management WS-BPEL Quality of Service WS-Reliable Messaging Security WS-Transaction Description XSD WSDL WS-Policy WS-Metadata t Exchange Messaging XML SOAP WS-Addressing Transports HTTP/HTTPS SMTP RMI / IIOP JMS These standards are implemented in middleware 21

22 SOA for PLM Case Study 1: IBM Hardware Development 22

23 IBM s Integrated Product Development (IPD) Environment ECAP explore CBB Metrics EGI-Net A-Source CATIA BOMAssist ProductManager EMARS CRS ERE SQMS II EIP EUH Core Engineering Processes Design for supply chain Design for commonality Design for environment Early User Hardware Component & product cost management Engineering Change Release to supply chain Request for Engineering Action Supplier data request and retrieval Supplier environmental compliance Supplier quality management Development Engineering Procurement Engineering IPD has corporate-level responsibility for: IPD Process Engineering Information Management IT & Data Management Strategy Information Mgt of Corporate wide initiatives Information Mgt on government initiatives & regulations Engineering Collaboration Mechanical design CoC Co-design & Supplier Integration Design Data Management Clients Global Logistics Manufacturing Engineering ISVs Dassault Systems Synapsis i2 Corp Enovia Pelyco 23

24 IBM IPD Challenges Increasing pressure on I/T costs Delivering solutions with rapid turnaround time Changing business process and data needs Dependency on proprietary application interfaces of PDM systems Inability to provide integrated view of data from multiple systems 24

25 Case Study: IBM IPD Business Object Document (BOD) is a standard (commonly understood and agreed) XML definition of an object for a particular business domain. OAGIS + IBM Extensions = IBM-BOD Open Applications Group Integration Specification By not-for-profit open standards group OAG Inc. Latest release 9.0 has 77 defined business objects IBM has adopted some of these objects and extended them to meet IBM s business needs Kinds of Extensions Enabled only those elements that were relevant to IBM s business processes Added new elements that were consistent with all 3 Core PLM systems and/or header attributes (i.e. not unique to specific kinds of items) Overall, BOD structure was kept intact Name:Value pairs It s impractical to extend the BOD for each and every technical attribute. Therefore, we used Name:Value pair concept for application specific or commodity specific attributes. BOD content To enhance flexibility, entire business objects are communicated and calling programs request & pick-off only the attributes of interest to them. Item BOD Engineering Change BOD Bill of Material BOD Item BOD snippet 25

26 Case Study: IBM IPD Coexisting Web Services & legacy services Engineering Information Portal Web Services layer Easily called by applications Uses standard messages Retrieve BOM Retrieve Item Retrieve EC Legacy services PM Services explore Services ERE Services PM explore ERE 26

27 OAGIS global from the start 27

28 OAGIS Standard (9.0+) Greatest overall coverage of ideation to EOL life cycle + Value Chain Collaboration ecommerce Shopping Cart e-catalog Price Lists RFQ and Quote Order Management Enterprise Purchasing Invoice Payments Collaboration Enterprise Integration Manufacturing MES Shop Floor Plant Data Collection Engineering Warehouse Management Enterprise Asset Mgmt. Logistics Orders Shipments Routings CRM Opportunities Sales Leads Customer Sales Force Automation ERP Financials Human Resources Manufacturing Credit Management Sarbanes/Oxley & Control 28

29 Additional facts/information - OAGi ORACLE and SAP use OAGIS as API and as internal integration Automotive use Retail use Manufacturing use - Based on Oracle and SAP alone estimated $3-5B monthly in transactions 29

30 SOA for PLM Case Study 2: Automotive Supplier 30

31 Requirements External and internal data exchange Different systems and methodes OEM 1 MSF systems and methods OEM 2 OEM 3 OEM 4 BOM... Bill of Material CAD...Computer Aided Design ERP...Enterprise Resource Planning Supplier Supplier Supplier 31

32 Case Study: Automotive Supplier PDM 32

33 PLM Innovation PROSTEP s OpenPDM implements OMG PLM Services 33

34 34

35 Simulation and CAE 35

36 36

37 37

38 PLM Innovation Concluding Remarks Today s Today s business environment is complex and global Product innovation is critical to business survival Standardized product models and services are now available PLM infrastructure based on SOA offers great promise for integration and collaboration 38

39 39

40 PLM Innovation us.ibm.com 40

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