PLM Culture is currently setting up the business activities in following Design Thinking principles. The commercial activity start is planned for March 30, 2015. Until then the idea is challenged in discussions with partners and stakeholders.
March 19, 2014
Foundation of PLM Culture
June 1, 2014
Website launch and publication of preliminary company targets
June – October, 2014
Presentation of idea to selected stakeholders (PLM Project Managers, PLM Consultants, PLM Software Vendors)
Concept presentation to the public in conferences or publications
March 30, 2015
Knowledge about deployment of PLM methodology and their usage is available in organizations after the deployment. Important for understanding the success (or failure) of a PLM deployment are details of the business process, the deployment history of PLM, and the attitude of key business people in the organization. PLM Culture collects this knowledge following an open knowledge approach. After making this collected knowledge anonymous and after generalization PLM Culture exchanges it freely to other organizations.
Typically PLM Culture request PLM Project Managers to go through a semi-structured interview. The qualitative method of inquiry initiates the discussion in using a pre-determined set of open questions (questions that prompt discussion) with the opportunity for the participants to explore particular themes or responses further. Perceived advantages/disadvantages of implementation decisions, lessons learnt, and already known improvement potential are discussed.
PLM Culture initiates the development of guidelines for PLM methodology deployment under cultural change perspectives to open the discussion for improvements of the methodology.
PLM Culture sets up a collection of PLM methodology patterns, which allows usage of PLM in a simplified way using everyday life frames.
PLM Culture offers a blueprint of an advanced PLM methodology to give a state of the art measure for organizations deploying PLM or changing their PLM usage.
PLM Culture offers consulting for topics, which are part of the company's mission. Each topic is defined regarding target, time frame and effectiveness. Below some incomplete examples are listed.
Target: Cross functional team evaluation
Time Frame: 2 days (1 day preparation, 1 day workshop)
Step 1/6: In evaluating the company's business process and the domain for which PLM is used or should be used the stakeholders are identified. If a cross functional team already exists, then members are assigned to stakeholders and missing delegates are identified.
Target: PLM methodology training for setting up PLM procedures
Time Frame: 1 day workshop
Step 1/8: Using an example procedure with and without PLM, the team becomes aware of the huge potential of a procedural change. Each team member should realize, that the schemata of the current procedure are limiting the design of the new procedure.
Target: Lessons learnt workshops
Time Frame: 2 days (1 day preparation, 1 day workshop)
Step 1/4: Evaluation of stakeholders panned to join the workshop: cross functional team, PLM infrastructure manager, etc.
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Beyond PLM & PLM Think Tank: Oleg Shilovitsky
PLM on My Brain: Jim McKinney
Der PLM Blog: Joachim Misdorf
Engineering (Engineering): Ed Lopategui
ERP and More: Chris Shaul
Jos Voskuil's Blog: Jos Voskuil
Product Development: Kenneth Crow
Teamcenter PLM: Manoj Tiwari
INTEGWARE Blog: Michael Kiel
Aras Community Blogs: Aras Corp
CIMdata Blog: CIMdata
PLM Blog: CONTACT Software
Tata Technologies PLM Blog: Tata Technologies
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