Based on the experience of PLM deployment in an organization we learnt the following lessons:
The organizational hierarchy blocks the set-up of a new state of the art PLM practice, due to the conflict with current accountable and responsible people. People are afraid of losing control and of becoming overloaded with tasks if they agree on accountability and responsibility changes.
Sometimes there is no clear delegation of the new procedure definition task to a cross-functional team or even worse the cross-functional team does not represent the departmental stakeholders of the PLM procedures.
Cross-functional team members do not listen carefully to people forced to execute the new procedures, because they are sure to set up good procedures.
PLM Culture supports PLM standardization activities to get a common understanding of PLM. The selected concepts should be close to everyday life experience to come to a better understanding of PLM.
PLM Culture supports activities targeting to a better understanding of radical interconnectedness of people, procedures and tools and increasing the skills to listen with rough openness.
PLM Culture supports the design of the cooperation aspect of PLM required to manage complex product definition data intending the development of human potential.
PLM Culture supports the deployment of PLM tools, focusing in the design of procedures resulting in a human-centric usage of the PLM tools to come to better products and unfolding of human potentials.
PLM Culture supports awareness creation about the effects of products on humankind, society, and environment, to take full responsibility about what we are doing.
See blog: http://www.PLM-CulturalChange.com
Using PLM methodology, people are capable to manage highly complex products from concept to end of life focusing on product development significant to reduce future costs and optimize implication on humans, society and environment. Complexity is managed through cooperation paying attention on integration and sustainability.
Cross-functional teams of the extended enterprise representing the stakeholders involved in PLM procedures consist of members knowing the overall global business processes very well, having high negotiation skills and are capable to listen to other members of the team and to people on all levels of the organization.
All PLM procedures are subject of a continuous improvement process based on detailed measurements derived from PLM system key figures.
PLM system architecture (Teamcenter) experience for 12 years (global automotive supplier)
PLM deployment experience for 10 years (global automotive supplier)
Dr. sc. techn. ETH Zürich
Master in Psychology (lic.phil. I in Psychology University Zurich)
CM II certification
Organization consulting (FH Nordwestschweiz Olten)
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