September 1, 2009
Change management plays an important role in any organization since the task of managing change is not an easy one. When we say managing change we mean to say that making changes in a planned and systemic fashion. With reference to the IT projects we can say the change in the versions of a project and managing these versions properly. Changes in the organization or a project can be initiated from within the organization or externally. For example a product that is popular among the customers may undergo a change in design based on the triggering factor like a competitive product from some other manufacturer. This is an example of external factor that triggers a change within the organization. How the organization responds to these changes is what that is more concerned. Managing these changes come under change management.
Defination :Change Management is a business process where by modifications to a product content or documentation becomes a part of product configuration. In Windchill PDMLink, Change objects such as Problem Report (PR), Change Request (CR) and Change Notice (CN) plays an important role in change management process.
Problem Report: The process begins with suggestions or problems being recorded by problem report. The problem report can be created by anyone who is a registered PDMLink user on behalf of anyone. This problem Report can then be evaluated by a change admin 1 for acceptance or rejection.
Change Request: Change Request is a formal way to suggest a change. It is basically collection of one or more PR’s or without any reference to PR. It gives the corrective action which needs to be taken to address the problem and is communicated to concerned persons helping them to take the business decisions. When the Change Admin-1 accepts the PR, he will create change request and in conjunction with someone responsible for the object being changed like the creator itself, he will conduct the impact analysis. Based upon the organizational standards, he will then record to route the change request either through fast track or full track process. Fast track: Nearly 80% of the changes fall in this category where not much impact will be there on cost and more importance will be to complete the change process. Full Track: It will include Change Review Board and Change implementation board apart from all the process which include in Fast track. CRB will review the implementation plan and can reject the request or accept the request for creation of change notice.
Change Notice: The next step in the process is creating the change notice. Once the CRB accepts the change request, the change admin 2 creates the change notice and an implementation plan is created. If it’s from Full track, the implementation plan is reviewed by the change implementation board (CIB) which can accept the CN for the further steps or can reject. If the CN is accepted, the user will edit the changes and the creator will validate it. Change Admin 3 will do audit to make certain that the changes meet the requirements of the implementation plan and finally the change is released.
August 18, 2009
In this module, we will be learning about the windchill PDLLink 9.0 process automation capabilities and the life cycles and transitions that enable them. Also we will be learning how to use promotion requests to promote objects, and how to manage the tasks that they deliver to you.
Explain how life cycles, workflows and teams help manage the developement process
Identify differenaces between the basic and the advanced life cyle.
Create promotion requests
Manage and complete tasks
Reassign tasks to other team members.
August 14, 2009
In business and engineering, new product development (NPD) is the term used to describe the complete process of bringing a new product or service to market. There are two parallel paths involved in the NPD process: one involves the idea generation, product design, and detail engineering; the other involves market research and marketing analysis. Companies typically see new product development as the first stage in generating and commercializing new products within the overall strategic process of product life cycle management used to maintain or grow their market share.
- Idea Generation is often called the “fuzzy front end” of the NPD process
- Ideas for new products can be obtained from basic research using a SWOT analysis (Strengths, weaknesses, Opportunities & Threats), Market and consumer trends, company’s R&D department, competitors, focus groups, employees, salespeople, corporate spies, trade shows, or Ethnographic discovery methods (searching for user patterns and habits) may also be used to get an insight into new product lines or product features.
- Idea Generation or Brainstorming of new product, service, or store concepts – idea generation techniques can begin when you have done your OPPORTUNITY ANALYSIS to support your ideas in the Idea Screening Phase (shown in the next development step).
- Idea Screening
- The object is to eliminate unsound concepts prior to devoting resources to them.
- The screeners must ask at least three questions:
- Will the customer in the target market benefit from the product?
- What is the size and growth forecasts of the market segment/target market?
- What is the current or expected competitive pressure for the product idea?
- What are the industry sales and market trends the product idea is based on?
- Is it technically feasible to manufacture the product?
- Will the product be profitable when manufactured and delivered to the customer at the target price?
- Concept Development and Testing
- Develop the marketing and engineering details
- Who is the target market and who is the decision maker in the purchasing process?
- What product features must the product incorporate?
- What benefits will the product provide?
- How will consumers react to the product?
- How will the product be produced most cost effectively?
- Prove feasibility through virtual computer aided rendering, and rapid prototyping
- What will it cost to produce it?
- Testing the Concept by asking a sample of prospective customers what they think of the idea. Usually via Choice Modelling.
- Business Analysis
- Estimate likely selling price based upon competition and customer feedback
- Estimate sales volume based upon size of market and such tools as the Fourt-Woodlock equation
- Estimate profitability and breakeven point
- Beta Testing and Market Testing
- Produce a physical prototype or mock-up
- Test the product (and its packaging) in typical usage situations
- Conduct focus group customer interviews or introduce at trade show
- Make adjustments where necessary
- Produce an initial run of the product and sell it in a test market area to determine customer acceptance
- Technical Implementation
- New program initiation
- Resource estimation
- Requirement publication
- Engineering operations planning
- Department scheduling
- Supplier collaboration
- Logistics plan
- Resource plan publication
- Program review and monitoring
- Contingencies – what-if planning
- Commercialization (often considered post-NPD)
These steps may be iterated as needed. Some steps may be eliminated. To reduce the time that the NPD process takes, many companies are completing several steps at the same time (referred to as concurrent engineering or time to market). Most industry leaders see new product development as a proactive process where resources are allocated to identify market changes and seize upon new product opportunities before they occur (in contrast to a reactive strategy in which nothing is done until problems occur or the competitor introduces an innovation). Many industry leaders see new product development as an ongoing process (referred to as continuous development) in which the entire organization is always looking for opportunities.
For the more innovative products indicated on the diagram above, great amounts of uncertainty and change may exist, which makes it difficult or impossible to plan the complete project before starting it. In this case, a more flexible approach may be advisable.
Because the NPD process typically requires both engineering and marketing expertise, cross-functional teams are a common way of organizing projects. The team is responsible for all aspects of the project, from initial idea generation to final commercialization, and they usually report to senior management (often to a vice president or Program Manager). In those industries where products are technically complex, development research is typically expensive, and product life cycles are relatively short, strategic alliances among several organizations helps to spread the costs, provide access to a wider skill set, and speeds the overall process.
Also, notice that because engineering and marketing expertise are usually both critical to the process, choosing an appropriate blend of the two is important. Observe (for example, by looking at the See also or References sections below) that this article is slanted more toward the marketing side. For more of an engineering slant, see the Ulrich and Eppinger, Ullman references below.
People respond to new products in different ways. The adoption of a new technology can be analyzed using a variety of diffusion theories such as the Diffusion of innovations theory.
July 31, 2009
CMII: An Enterpri se-Wide Approach
CM serves to manage products, facilities and processes by managing their requirements, including changes, and ensuring that results conform.CMII expands the scope of CM to include all information that could impact safety, security, quality, schedule, cost, profit or the environment. CMII shifts the emphasis to integrated process excellence and provides the
- Accommodating change
- Optimizing the reuse of standards and best practices
- Ensuring that all requirements remain clear, concise and valid
- Communicating (1), (2) and (3) to users promptly and precisely, and
- Achieving conformance to requirements in each case.
- CMII also promotes continuous improvement in (1) through (5).
More Details about CMII can be found in the below URL
July 26, 2009
As I got a chance to learn more on PDM link, This is how I felt to organise myself as per the below topics which needs to be understood well before getting into in-depth topics.
Introduction to WINDCHILL PDM Link.
- Introduction to PDM and CMII
- Introduction to PDM Link Environment
- Locating Product information
- Viewing Product Information
- Introduction to Product Structures
- Creating Product Structures
- Setting up work spaces
- Sharing CAD Models
- Modifying CAD models
- Introduction to Product Configuration Management
- Managing Product Configuration
- Creating and Modifying Documents
- Using Desktop Integration
- participating in processes
- managing your work
- Communication and Collaboration
- Introduction to Change Process
- Creating Change Requests
- Creating change Notices
- Implementing Changes
July 26, 2009
As a Design Engineer, I worked with varuious customers and on various CAD tools such as Pro/E and Solidworks and on PDM tools such as Pro/Intralink and ERP tools such as JDEdwards and few others. I had worked with 4 different companies till now and the first two companies really had a very bad product management strategies and they never felt it necessary to have a PDM tool which can manage the Product data. My third company had a PDM pro/Intralink as the client sourced its work globally to many coutries. This is where I started hooking more to PDM then the 3D tools. I was attracted seeing the capabilities of PDM which can manage the product data, versions, revesion etc. Soon I got to know more about PLM and this made me to get into PDM Link and creating of this blog.