An Integration Framework for

(1)

An Integration Framework for

Product Lifecycle Management

Vijay Srinivasan

PLM Chief Standards & Solutions Officer

IBM Software Group

(2)

IBM and Columbia University

A P

l P

ti

Add

A Personal Perspective

Add

(3)

Our Clients are Facing Increasing Pressures to Innovate

New technologies

New kinds of

partnerships

New ways of

conceptualizing

b

i

business

Global possibilities,

New ways of operating

Global possibilities,

regardless

(4)

“Technology innovation is conducive to all

"Electronics Industry Lacks Innovation,

Philips CEO Charges"

Dr. Hee-Yol Yu

President, Korea Institute of Science and Technology Evaluation and Planning

EE Times

Sept. 27, 2005

sectors of society as well as economic growth,

and thus brings about systematic changes at the

national level”

“More and more

"Constant reinvention is the

Technology Evaluation and Planning

“Continuous innovation and the full,

unfettered expression of human

CEOs are adopting

an innovation

agenda.”

Constant reinvention is the

central necessity at GE… We’re

all just a moment away from

commodity hell."

Jeffrey Immelt

unfettered expression of human

capacity are indispensable to

Japan's economic rebirth and

revitalization.”

Japanese Prime Minister

Junichiro Koizumi

g

Jeffrey Immelt

Chairman and CEO, GE Junichiro Koizumi

Sam Palmisano

IBM Board of Advisors, Oct. 13, 2005

"We will fight our battles not on the low

road to commoditization, but on the high

road of innovation."

"Government support for scientific research

is not enough. We also need to make sure

that scientific innovation gets translated into

applied uses in business."

(5)

Global CEO Study 2006: On the Minds of CEOs

“The market imposes

The market imposes

innovation.”

“Competitors are

emerging from

h

”

“Business Model change

is dramatic …40% sales

th i t

t ”

“Gl b li

ti

everywhere.”

“Globalization,

now on the internet.”

commoditization,

higher cost

structure increasing

“No growth without

changing ourselves

and the industry itself ”

“We must

innovate to justify

our existence ”

structure, increasing

specialization…”

and the industry itself.

our existence.

“Last year’s products

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Yet Most Companies Face Operational Challenges

M

t E

t F

t

ith G

t

C ll b

ti

d C

t

V l

Must Execute Faster with Greater Collaboration and Customer Value

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

(7)

Scope and Definition of PLM Continues to Expand and Mature

Desired State

Traditional State

es ed State

(8)

Scope and Definition of PLM Continues to Expand and Mature

Distributors/

OEM

Customers

Retailers

OEMs

Manufacturers

Development

Partners

Suppliers

(9)

Scope and Definition of PLM Continues to Expand and Mature

Customer Needs Management Product Portfolio Maintenance

Distributors/

OEM

Customers

Portfolio Management R i t Maintenance and Support P d ti

Retailers

OEMs

Requirements Management Production and Test

Manufacturers

Development

Partners

Concept Development Manufacturing Process Planning

Suppliers

Collaborative Simulation

(10)

PLM: More Important Than Ever…

A E

iti

d I

t

t Ti

i

I d

t

Today’s business environment is

An Exciting and Important Time in our Industry

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

(11)

Convergence of Three Developments

Standardized Data Models

& Formats

Service-Oriented Architecture

(12)

File Formats Used for Translation

(S

G t

D t

t D

b

2005)

(13)

An Industrial Drawing – ISO 1101, 5459 & ASME Y14.5

Dominant

exchange

f

t

formats

- DXF

- PDF

(ISO 19005-1)

(14)

A 3D View – ISO 16792 & ASME 14.41

Future

exchange

format:

PDF 3D

PDF-3D

(ISO 19005-2)

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STEP AP 214 – Data and Metadata

Class

Description

Remarks

Data

CC 1

Component design with 3D shape

representation.

Covers 3D geometry of single parts,

including wire-frame, surface, and

solid models.

CC 2

Assembly design with 3D shape

representation.

Covers 3D geometry of assemblies of

parts, including the assembly and model

structure.

Engineering

Objects

Metadata

CC 6

Product data management (PDM)

without shape representation.

Covers product data management

systems that manage geometric models as

files. It also covers administrative data of

parts assemblies documents and

Metadata

parts, assemblies, documents, and

models.

CC 8

Configuration controlled design

without shape representation.

Covers CC 6, with additional

requirements for product configuration

Business

Objects

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Convergence of Three Developments

Standardized Data Models

& Formats

Service-Oriented Architecture

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Service-Oriented Architecture for Sharing Information

B ilt

l

f t

d d

- Built on layers of standards

Reliability

Transactions

Security

Business Processes

Management

Messaging

Description and Discovery

y

Transports

Messaging

(21)

Web services composeable architecture

This picture has been largely unchanged since 2001

Management

& Composition

Quality of

Management

WS-BPEL

Description

Quality of

Service

XSD

WSDL

WS P li

WS M t d t E

h

Security

WS-Reliable Messaging

WS-Transaction

Messaging

Description

_XSD

_WSDL

SOAP

XML

WS-Addressing

WS-Metadata Exchange

WS-Policy

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SOA for PLM

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IBM’s Integrated Product Development (IPD) Environment

Development Engineering

Clients

eXplore A-Source CATIA ProductManager EMARS ECAP ERE BOMAssist SQMS II EIP CRS EGI-Net CBB Metrics EUH Procurement Engineering Global Logistics EUH

Core Engineering Processes

Design for supply chain Design for commonality Design for environment Early User Hardware

Manufacturing Engineering

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

IPD has corporate-level responsibility for:

• IPD Process

• Engineering Information Management

i2 C

Dassault

Systems

ISVs

Enovia

Supplier quality management

• IT & Data Management Strategy • Information Mgt of Corporate

wide initiatives

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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

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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

Item BOD

Engineering Change BOD

Open Applications Group Integration Specification

By not for profit open standards group OAG Inc

Engineering Change BOD

Bill of Material BOD

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

Item BOD snippet

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

Item BOD snippet

Name:Value pairs

(26)

Case Study: IBM IPD

Coexisting Web Services & legacy services

Engineering Information Portal

Retrieve BOM Retrieve Item Retrieve EC

Web Services layer

• Easily called by applications • Uses standard messages

PM Services eXplore Services ERE Services

Legacy services

eXplore

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OAGIS Standard (9.0+)

eCommerce

Logistics

Greatest overall coverage of “ideation to EOL” life cycle +

– Shopping Cart – e-Catalog – Price Lists – RFQ and Quote – Order Management

g

– Orders – Shipments – Routings

CRM

– Opportunities

Value Chain

Collaboration

Enterprise

– Purchasing – Invoice – Payments

Manufacturing

– MES – Sales Leads – Customer – Sales Force Automation

ERP

Financials

Enterprise

Collaboration

Enterprise

MES – Shop Floor

– Plant Data Collection – Engineering – Warehouse Management – Financials – Human Resources – Manufacturing – Credit Management – Sarbanes/Oxley & Control