the challenges & experiences of an enterprise level …€¢ evolved thru catia v4 and v5 may...

The Challenges & Experiences of an Enterprise Level

PLM Migration

Glenn GiseSr. Technology Manager

Black & DeckerMay 18, 2009

May 2009, Glen Gise, 1

Black & Decker is the Worlds Largest Power Tool Producer

• Products marketed in over 100 countries

• Manufacturing operations in 11 countries

• World headquarters located in Baltimore, Maryland

• $6.1 Billion in 2008 Sales• Divided into 3 major business

segments


Black & Decker Business Profile

Power Tools &Accessories

73%$4.37 Billion

15%$897 Million

12%$700 M

Hardware &HomeImprovement

Fastening &AssemblySystems


Overview

• Black & Decker PDM history • How it evolved to meet business need • Choosing the replacement PLM• The configuration, data migration &

training to deploy the new system• On-going issues and future plans


Early adopter of PDM in ‘94

• Implemented (ProductManager™) for the traditional reasons– Reduce Product Development Cycle Time;

improve Design Quality; lowering costs– Stayed current with all software releases

• Leveraged most of the functionality within ProductManager™– Added some “smart” document replication

features.

• Evolved thru CATIA V4 and V5


NAPT

Easton

NAPTNAPT

STDSHampstead

Fayetteville

Tarboro

1995 First PDM Deployment


Perugia

NAPT

Easton

NAPTNAPT

STDS

Hampstead(Prod. Serv)

Ft. Mill

Uberaba

Fayetteville

Reynosa

Nashville

BDCI

Suzhou

NAPTNAPTNAA

MarshallTampa

Shelbyville

NAPT

EUPTGRMY

SPMD

Spennymoor

STPT

CNDA

Usti

2002 Perspective

Acquisitions


Updating our system because..

• Concurrent engineering was occurring– China was evolving into a design role – 3D model collaboration as mentoring tool

• eased language differences • End to End PLM was more vital

– Capture early development phase – womb to tomb

• Broadening the scope of project participation– Moving from the PDM Engineering centric

mindset to an Enterprise PLM system


Planning for…• One system – single source of product

& process knowledge• Web based, secure Internet

architecture on high-performing technology

• Improved & integrated collaboration tools– Integrating key suppliers was important

• Capturing more non-CAD product data


Moving steadily ahead with…• Homogeneous CAD environment• Developing & documenting Best

Practices• Focusing on 3D model quality• Evaluating replacements for our now

9 year old system PDM system• But……..


Black & Decker AnnouncesPentair Acquisition Summer ‘04• Porter Cable, Delta Tools, & DeVilbiss Air

Tools• Different CAD System, Three additional

PDM systems, Totally different Change Management processes

• Majority of manufacturing co-located with design engineering – very different

• And…ASAP.. integrate this huge acquisition into Black & Decker


PLM Selection Process• Reorganization provided “different views”


I know best…ask me!

Too manyApprovals

SmartNumbersSystem

Slow


PLM Selection Process• Reorganization provided “different views”• Senior management insisted on end user

participation


Pepsi Challenge or PLM Shootout?Team P Team C

B&DB&DB&D


PLM Selection Process• Reorganization provided “different views”• Senior management insisted on end user

participationSide by side challenges over a 5 day evaluation period• Participants chosen from various sites• 2 vendors earlier selected from larger list• Each participant completed the same “project”

and evaluation form - group discussions –votes tallied – Result

Drinking from the fire hose?How much functionality do they evaluate?


Change vs. Transition

PLM Implementation Success

Re-engineered processesRe-engineered processes

Re-engineered processes


Change vs. Transition• Change:

– To make radically different; to give a different position, course or direction, to undergo a modification

• Transition:– a movement, development, or evolution

from one form, stage or style to another


Configuring the SystemThis is the best opportunity to re-engineer some processes– Don’t just automate the existing process - CHANGE– Once in place they will be very difficult to change.– Strive for standardized processes with divisional variants

Referencing your documented best practices and processes is the key– Current process + software capability = optimal

configuration – workflows are best example– Time well spent in having CAD modeling and PLM practices

Don’t deploy until all current business needs are met Dedicated environments to manage development, testing and training. Migration had to be added.


Migration Roadmap• Big Bang approach was out of the question

– Which meant we migrated by product portfolios– Which dictated what design centers were affected– Which then determined affected manufacturing sites– Which identified affected supply chain people

• But we had thousands of shared parts– Parts used in products all over the world– So parts residing in multiple systems needed clear

identification


DeVilbissEquipmentBusiness

Identifying and updating shared data was crucial

Legacy B&DEuro Professional

Black & DeckerWorldwide

Consumer Tools

Porter Cable/DeltaWoodworking

Business

NewNewWindchill

IPGLegacy B&D

NA Professional


Migration Roadmap• Big Bang approach was out of the question

– Which meant we migrated by product portfolios– Which dictated what design centers were impacted– Which then determined affected manufacturing sites– Which identified additional supply chain people

• But we had thousands of shared parts– Parts used in many products all over the world– So parts residing in more than one system needed clear

identification• Shared data between systems was unavoidable

– Our users happily volunteered to duplicate CN/EC’s in all the shared systems!!


Synchronizing Shared Data

End User works in the system they are trained to use

Administrative teamupdates data in any shared system


Data Migration• Analyze & Fix

– Integrity checks & error reports, iterative migration “passes”– Design teams resolve CAD problems beyond what admin team

could fixIn process changes were addressed - pay me now/pay me later

• Freeze & Move– Target data “frozen”, Black or White - development or released

lifecycle state onlyData mapping finalized – use KISS principle

• Marking Parts– Noted as either shared or locked – perhaps you can avoid– Eventual lock “read only’ of all legacy systems

• Audit & Correcting– Migrated data validated using various tools (and interns)– Most corrections minor, easily fixed and performed by admin

personal


Migration LessonsAccess to licenses from different CAD/PDM suppliers was not always forthcoming– Licenses were eventually purchased and used

for subsequent migrations and upgrades.• Third party software will be needed for

CAD files not authored by the PLM vendor• Pay close attention to data replication

schemes– “Smart” replication can be challenge.

• Mini migration planning– what falls through the cracks


Training• We looked at web based training

• We looked at out-sourcing the training

• We looked at providing all the training from within the team

• We looked at a combination of all the above

Training• We looked at web based training

• We looked at out-sourcing the training

• We looked at providing all the training from within the team

• We looked at a combination of all the above


Training• Training was most often the critical path

– Number of students was balanced with the migration data sets

– 2 weeks at each site was allotted – ½ day – Post training on site support is vital

• Attempting to train in regions to limit travel– Train the trainer concept quickly adopted.

• “Super Users” from sites soon to be trained were recruited into earlier classes

• These users remained engaged with “tasks”• Enabled “real” assistance for future training.


Training• OOTB material vs. tailored training material

– OOTB was too button pushing and didn’t address our specific process needs – very CAD specific

– Internal training material was created and managed in a training library

Language concernsHaving the software in the local language could have helped adoptionTranslation problems were eased with Super User assistance and on-site translators

• At this stage we have 10 different training classes tailored to the needs of approximately 900 users


Collaboration• False start with ProjectLink – the Windchill

supplier collaboration portal– Internal team stretched too thin– adhoc systems persist outside PLM – WebEx, eRooms

• Starting collaboration with key suppliers within PLM using sealed “projects”– Managing security & roles to control supplier access

• Out-sourcing key design elements is increasing– Awaiting planned software upgrade & team availability– Small steps to transform into a collaborate culture

• Better use of markup and annotation• Advanced training with internal viewing tools


Heterogeneous….

CATIA

ProE

Step


Heterogeneous?Struggling with managing and using different CAD models in an assembly– Good news – we don’t have that many today– Bad news – more and more are occurring

• Simple approach is taken – not 1st prize– Step file created from native – it’s master is noted– Sometimes file is converted to other CAD

• Could have 2 different CAD models and a Step file.

CAD plug-insMany models are CAD versions not supported by the plug-ins

• Both primary CAD environments are working toward and testing true heterogeneous usage


Plodding Ahead

• It’s taken 3 years to migrate all Documents and BoM’s from legacy systems into new PLM environment

• 500 heavy users - 900 total, 425 CATIA users; 59 ProE usersMaintain a global team encompassing all systems.

Disbanding into separate system teams will hinder the integration • Well organized & trained CA (Change Administrator) team

– Pool of global workers vs. regionally dedicated (working from home)– Audits performed to assure data integrity and identify training needs

“Super User” bi weekly meetings sharing ideas, suggestions and how to tips

• Dozens of small projects as users see ways to exploit the system


Where to be cautious

System performance issues throughout the deployment– New network routes and data priority

Stay current with the software upgradesVendor support and happier end usersAligning CAD versions to enable PLM version upgrades

Future SAP integration? Are your ERP systems “standardized” enough to allow an integration?


Hindsight & OpportunitiesHave your current design and change processes well documented– Clearly defined processes will help promote

meaningful CHANGEProvide all PLM core team with business admin capability/training– Enable more efficient interaction within team– Promoted more robust configurations in all

areas of the softwareGeometry driven BoM – active link to part

make it mandatory – assures accuracy


The Five C’s

• Commitment• Champion• Challenge• Cultural Change• Communicate
