Orders > Conference proceedings > Product lifecycle management PLM'06
(from Chapter 1: Early Stage Issues)
| Full Citation and Abstract
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Title: |
Portfolio Management for Digital Manufacturing Using PLM Systems |
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Author(s): |
Jagmeet Singh |
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Address: |
Infosys Technologies Limited
Plot No. 44, Electronics City , Bangalore, India
Jagmeet_singh @ infosys.com |
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Reference: |
PLM-SP2, 2006 Proceedings pp. 14 - 21 |
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Abstract/
Summary |
''Lack of dashboard information for measuring the performances in complex digital manufacturing environments is causing data & information mismanagement resulting in delays for crucial product launches for Manufacturers''.
Digital Manufacturing is playing an important role in new product development. It is helping in reducing development cost, improving product quality and lowering product development time. As the name signifies, it bridges the gap between engineering definition and actual product
industrialization in the product's lifecycle. It supports collaboration from the ideation phases to the final delivery to customer, and thus reducing time to market. The concept, still in the evolutionary stages, embodies lots of interactions with cross functions and plethora of information exchanges in the lifecycle of the product.
On the brighter side, the concept of digital manufacturing looks convincing however, the other face of the coin tells a different story. Organisations spend huge amounts to extract relevant information to manage product development (PD) health status. This information being owned by individual business functions leads to data and information mismanagement.
Product Lifecycle Management (PLM) driven initiatives supported with portfolio management capabilities is proving to be one of most appropriate solution in this context.
The paper initially discusses the inadequacies of the present way of information flow & its management in the digital manufacturing environments.
Next, PLM based portfolio management driven solution approach has been showcased for cross functions management under categories like:
Programme Level Portfolio management where the focus would be more on the cost involvements, revenue management, identifying bottleneck, milestones
status etc.
Project Level Portfolio management where the concentration would be on the details from the execution point of view. It would cover the gene... |
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