plm system from a manufacturer’s perspective primax...
TRANSCRIPT
PLM System From a Manufacturer’s Perspective
Primax Electronics Ltd.Presenter: Jason Huang
June 2006
Introduction:company overview and personal introduction
Drivers and Challenges (external and internal) :business needs and specific requirements we faced, their corresponding managementissues and difficulties
The Approach :how we leveraged the PLM system to increase the efficiency of our management andoperation control capabilities
The Application :system modules and function blocks highlighted to demonstrate how we achieved the goal and actual benefit we have received from the efficiency increase with quantitativenumbers
The Future Plan :where do we go from here to support the next generation of product design and development
Seeking Sustainability :how do we see the progress and development of PLM system from a manufacturer'sperspective to be sustainable
AGENDA
01/20
PRIMAX Corporate HeadquarterTaipei, Taiwan
Company Overview1984 Founded (Telephone jack)
1987 Invested in Thailand
1989 Established manufacturing in China
1990 Entered USA
1991 Entered Europe
1992 Acquired Destiny Technology (Embedded software)
1995 Listed Primax on Taiwan Stock Exchange
1997 Established Subsidiary in Japan
2000 Acquired Toptronic (Film/digital camera)
2001 Listed Destiny on Taiwan Stock Exchange
2002 Ranked 102nd Among 1000 Taiwanese Manufacturers by (Business Weekly 4/26/2002)
2003 Ranked 8th Among All Taiwanese Optical-Electronics Companies by (Common Wealth Magazine 5/8/2003)
2004 Ranked 84th Among 1,000 Taiwanese Manufacturersby Business Weekly
2006 Merged Destiny
02/20
Global Operation
EUROPE- Primax International
Holland (HQ)- Primax France- Primax Germany- Primax UK
Sales, Marketing, JIT
CHINA- Primax Electronics Products Ltd.
(Dongguan)- Primax Electronics Ltd.(Beijing )- Primax Electronics Ltd (Guangzhou)- Destiny (Beijing )
ManufacturingR&D
HONG KONG- Primax Industries
(HK) Ltd.Sales & Marketing
JAPAN- Primax Destiny
Sales & Marketing
TAIWAN (HQ)- Primax Electronics Ltd.
Worldwide HQCorporate managementFinance & Admin.Human ResourcesSales & MarketingR&DManufacturing
UNITED STATES- Polaris Inc.
Sales, Marketing, JIT
Group HQR&D CenterMFG BaseSales Office & Customer Service
• Financial results of 2005:• Revenue: US$ 503 million• Assets: US$ 235 million• Capital: US$ 134 million
• Total number of employees: 7436• Taiwan: 456• Overseas: 6980
03/20
Digital Imaging
Home & OfficeAutomation
Trimmer PunchStaplerBinder
Input Device Surge Protector
Laminator Shredder
PC Peripheral
Mobile Communication
Scanner MFP
Printer Controller
ScanningModule
CellularAccessories
Bluetooth Products
BroadbandAccessories
CameraModule
Cellular Camera
Bluetooth Head Set
BT Stereo Head Set
BT Badge Head Set
Product Portfolio
04/20
1993 World's first motorized handhold scanner (Color Mobile ProTM)
1996 Data Pen, winner of the Gold National Award of Excellence 1996
1998 World's first built-in pc scanner-photo drive (Easy Photo DriveTM)
2000 One Touch Scanner, winner of the Silver National Award of Excellence 2001
2000 Taiwan's first office-use access point, BlueportTM based on Bluetooth wireless technologies
2000 Taiwan's first commercial production on 2.3 million pixel high resolution digital still cameras
2002 World's first optical engine designed for liquid crystal on silicon (LCOS) projectors
2003 First high performance Laser MFP penetrating sub-$500 retail market
Major Technology Breakthrough
05/20
World-class Client Base
06/20
Name: Jason Huang (Gwo-Gong, Huang)Title: Sr. ManagerCompany: Primax Electronic Ltd.Dept.: PDM/IT,
Corporate Quality AssuranceYears at company : 6 YearsAddress: 669 Ruey-Kuang Rd.,
114 Taipei, Taiwan, ROCPhone: 886+2+27981028Mobile: 886+936678922Fax: 886+2+27981565Email: [email protected]
Personal Introduction: Jason HuangExpertise:
Business Process and Business Standard Consultant (4 years):
– ISO 9001:2000 - Quality Management System– ISO 14001 – Environmental Management System– ISO 1404X – Life Cycle Assessment of Product
Design– Related industries :
Steel, Semiconductor, PWB/BGA, Cement, Resinand lamination, Paper product, Fertilizer,Electronics, Natural Drinking Water, etc.
Processes integration and PLM ( Primax ) (6 years):First project at Primax was to integrate the Product Development Process (PDP) across 4 business units and 11 product lines.Windchill PLM Implementation:
PLM solution survey, function review, corporate core processes integrationManager to a 5 people PLM team and a system owner System fully implemented and sustained
Primax is now one of the successful reference sites to PTC on Windchill PLM in the manufacture industry.
07/20
671
509
0100200300400500600700800
Worldwide Patents
# of patent*
Granted Pending
* As of 2006 Mar.
R&D Spending
26 26.1
17.220.8 22
16.414.512.410.3
7.46.9
05
1015202530
95' 96' 97' 98' 99' 00' 01' 02' 03' 04' 05'
US$ M
% ofsales
4.4 5.9 63.83.65.5 4.5 3.6 3.7 5.4 3.6
Heavy Commitments in R&D
08/20
Sees Barrier or Finds Driver?
Design and Manufacture Enterprise
External Forces
Internal Forces
-International Competition-Global Operation-Standards-Customer Requirements-Laws and Regulations-Market Force-Pricing-High Labor Cost-New Technology
-Strategy-Re-Engineering-Sluggish process-Communication-Quality-Learning-Sharing-Innovation-Leadership
-Changing Mindsets-Culture-Capability-Productivity-Efficiency-Flexibility-Cut Cost-Customer Satisfaction-Service
09/20
What matters? Green Challenges and Pressures
Environmental Management SystemBS 7750EMASEMS/ISO 1400XEPE/ISO 1403X
Enterprise Manufacturer
Regulations / DirectivesRoHS / WEEE / EUP / IPP / JIG (A,B)ELV .. etc.Environmental Impact AssessmentWaste ManagementPackaging Regulation EUToxic substance controlProduct Recycling Policy
Product Design & DevelopmentLife Cycle AssessmentDesign for EnvironmentSubstance QuantifyLCA/ISO 1404XSETAC
Eco-LabelingRoHS/WEEEEUUSA
Cleaner Production / Responsible CareCleaner ProductionAction PlanEnvironmental Accounting
TAX, InsuranceCO2Risk ManagementWaste ManagementPollutants Control
10/20
The Approach: Customized WINDCHILL 5.1 in 2001
OLD SYSTEM(~ 2001)Manual Processloose disciplineHuman intrusionPaper and formsExperienced individualNo SOPNon-efficientunhealthy…
NEW SYSTEMWINDCHILL 5.1 (2002~2003)A solution, not a productReal time Project ManagementProduct Data & InformationDesign-centricTeam CollaborationJust in time project deliverablesImprove Process EfficiencyElectronic process controlStandard process and disciplineDate reference / Information sharingAchieve e-company goalCultural integrationSystem integration (ERP)Eases ISO complianceYou are not alone
FUNCTION MODULEENHANCEMENTWINDCHILL 5.1(2003~2006 and beyond)Project Planning Module (PPM)Part Auto-Numbering (Part Number)Approval Vendor List (AVL/AML)Project KPI Report (Project Audit)EC Mass Change (Eng. Change)Green Module (RoHS/WEEE)BOM Auth. & Release Control (BRC)Eng. Support Module ERP Integration (SAP PR/PO Control)System Administration ModuleAudit and Reporting ModuleFuture expansion and development...
Voices of Top ManagementVoices of Top Management-Shorten Time to Market-Shorten Time to Volume-Shorten Delivery Time-Increase Product Quality
-Labor Efficiency-Inventory Control-Customer Service-Innovation
SuccessSynchronization
Initiative
Information
Metrics
Strategy
Process
People
Technology
Market
11/20
– Standard Product Development Process (PDP)– Manage all project related documents– Control project milestones and reports
– Part/BOM/EC/Production document design– Migrate all Part/BOM data from ERP(SAP) system & SAP Integration– Control all production related documents and distribution
– Phase I PDP enhancement & Project Planning Module (PPM)– Part Auto Numbering Module to replace SAP part numbering system
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
2001 2002 20032001 2002 2003
Phase I Phase IIPhase III
A B
Eng. Support
Auto Form
Form Management
Project ManagementProject Deliverables
PDPManagement
C D
DocumentManagement
DocumentManagement
Part/BOMProduct Structure
EC, SAP Integration
PDM & ERPSystem Integration
ProjectPlanningModule
EnhancementPPM
Part AutoNumbering
SAP Integration
E F
A B C D E F
The Approach: Key Milestones & Tasks (2002~2003)
Phase I
Phase II
Phase III
12/20
MaterialPart Approval SheetPart SpecificationsDrawingsGreen StatusSubstance Content………….
Sub AssemblyPart Approval SheetPart SpecificationsDrawingsGreen StatusSubstance Content………….
Finished GoodSpecificationsDrawingsGreen Status………….
MaterialPart Approval SheetPart SpecificationsDrawingsGreen StatusSubstance Content………….
Sub AssemblyPart Approval SheetPart SpecificationsDrawingsGreen StatusSubstance Content………….
Sub AssemblyPart Approval SheetPart SpecificationsDrawingsGreen StatusSubstance Content………….
Sub Assembly
Material
……….
Maker/Vender 1General InformationDeclaration FormSupplier Audit ReportFinancial InformationAgreement & Contract………….
Maker/Vender 2General InformationNon-Disclosure AgreementDeclaration FormSupplier Audit ReportFinancial InformationAgreement & Contract………….
……….
The Application: What's happening?
13/20
The Application: What have we done (2003~2006~)
Plant DCC
BOMStructure
Management
BOMReleaseControl
Plant DCC
AVL/AMLSupplierModule
NumberingRule
Module
RTP ObjectReleaseControl
EngineeringChangeRequest
EngineeringChangeOrder
EngineeringChangeAction
DocumentReleaseControl
ERPBy Plant
ProjectDocument
Management
ProjectManagement
Module
ProjectPlanningModule
SystemAdminModule
EngineeringSupportModule
Mass Change& Where Use
Query
ProjectManagement
Part/BOMManagement
Part Approval& Drawing
ECManagement
AutoNumbering
Module
ProductionDocument
Management
GreenProcurement
Module
Audit&
Reporting
ERP PRPOIntegration
ERPADAPTER
Sales & EngSupportModule
Others ArchivePurge
PLM/ERP PartNet & Gross
Weight Control
14/20
Benefits…
•Product Design / Development•Prototyping•Create Docs, Search Project info•Create Production Documents•Project Reviews/Discussion•Analyze / Solve Production Issue•Communications with Factories•Vendors Meeting / Phone / Email•Vendors Visit / Discussion•Customer Visit / Bug Issue Solving•Q&A, Department Meeting•Case Study, Self-development
25%8%5%7%8%11%5%8%4%4%7%6%
ProjectedTime Efficiency
Key R&D Tasks Allocation Improvement
8.4%
50.0%20.0%30.0%20.0%10.0%
20.0%20.0%
Total = 13.7 %
*Cost allocation: 450 R&D, USD 2.5K monthly payment in average
Project / Deliverables Management
Document Management
Saving:9.2% x 450 x 2.5 x 12= USD 1242 K/Yr
Saving:8.2% x 450 x 2.5 x 12= USD 1107 K/Yr
15/20
Actual Key Performance Results
Other:– RFQ / Cost Analysis cycle Time was 7 Days to less than 3 Days– RD overall working efficiency improve at least 5 % up– Project requirement : Suppliers collaboration….– Increase Customer and Supplier communication
5.0 D
6.0 D
6.9 D
< 1 D
< 1 D
2003 / Q4 (PLM)
2.8 D
3.1 D
<2 D
<4 H
<4 H
2005 / Q4 (PLM)
3.4 D3 D11 DECN Cycle time
3.2 D3 D8.8 DECR Cycle Time
2.6 D2 D7 DBOM Construct & Approval Cycle Time
<4 H1 D3 DProduction Doc. Apprl. & Trans.
<4 H1 D3 DPart Approval Cycle Time
2004 / Q4 (PLM)
PLM 2002KPI Target
Before PLM(Manual)
16/20
The Future Plan: Keep changing
OLDSYSTEM(~2001)
NEWSYSTEM(2002-2003)
FUNCTION MODULEENHANCEMENT(2003~2006 ~)
SolvingManagementIssues
OperationControl &BusinessChanges
Experience& Sharing
CONTENTACCUMULATING
COREKNOWLEDGEBASE
Ability toDevelop and Explore
HereWeAre
Data &Information
Furnishing& Influencing
Question asked &Learning
Our versionof Knowledge(1st Hand Knowledge)
Talents,Practice &Skills
LearningEnvironment
Experiences &Beliefs
17/20
The Future Plan: (cont.)
-Data-Information-Talents-Practice-Skills-Experience
Design Guideline DfX (X=anything)DFMEA/PFMEAProduct Life Cycle AssessmentProduct Green Design (DfE)Product Validation GuidelineProduct Inspection CriteriaCost / Spec Analysis (RFQ)Patent SearchVariation and Risk AssessmentSpecification Super BOMEVT/DVT/MVT PlanQA Control ChartGR&R, Cpk of Critical ParameterQuality Test Requirements……….
CONTENTACCUMULATING
18/20
Seeking Sustainability
COREKNOWLEDGEBASE
Continuous ImprovementConstantly ChangeRapidly Innovate
Management & Business Aspects:-A Product Company-Match Corporate Goals-Outsourcing & Collaboration-Seemless Process-Define Capability (QCDSSF)-Increase Productivity-Dynamic Changing-Knowledge Reuse-Accountable Resources-Lower Operation Burden
System Aspects:-More User Friendly-Easy Maintain & Steering-Flexibility-Future Expansion-Timely Response to Change-Customer Trend, not Tech. Trend
Asking Fundamental Questions…..
Who we are?What we work on?How we work?…..
19/20
VISION :
Push Performance, Trigger Innovation, Shorten Time to Market
MISSION :
Timely Information Sharing and Core Processes Control
VALUE :
An Information and Processes Integration Platform to Support,Develop and to meet User/Customer expectation
Vision, Mission, Value
20/20
Q&A:
THANK YOU
Q & A
ValueValueQualityQualityInnovationInnovation PartnershipPartnership