![]() However, the nature of PLM brings other considerations into play that the CIO and their team must be aware of to ensure that the full value of PLM can be achieved. ![]() These lessons are critical to successful PLM implementations and the expansion of the manufacturing systems ecosystem. CIO’s organizations have experience implementing, supporting, tuning, and maintaining enterprise level systems. While some manufacturers may have relied on Engineering IT for the architecture and technical environment for engineering tools such as CAD or Computer Aided Engineering (CAE), CIOs are getting more involved due to enterprise-class support issues and integration of PLM with other enterprise-level systems such as ERP. Now, CIOs must be prepared to address PLM infrastructure requirements on an enterprise scale as the applications shift from an assortment of engineering tools to an integrated suite of enterprise class systems. Today, PLM use is maturing and broadening to the point that PLM has become a full-fledged component of the manufacturing enterprise IT systems ecosystem. Product Data Management (PDM) solutions were developed to meet this need, and then extended to address a broader array of product data and collaboration. While PLM originally started with Computer Aided Design (CAD) and other engineering tools, broader use quickly led to a need to manage an even larger volume of CAD files. Today’s CIO needs to be prepared for some unique implementation and support challenges to ensure that the enterprise can fully capture the strategic benefits available from PLM. ![]() PLM accomplishes this by helping companies improve product innovation, product development, and engineering performance and drive higher levels of product profitability. Particularly valuable during difficult economic times, PLM offers a relatively unique opportunity to simultaneously increase top line revenue while controlling product development and product costs to improve margins. Manufacturers today are adopting and expanding the use of Product Lifecycle Management (PLM) processes and software. Reducing Risk, Implementation Leadtimes, and Cost.Broad Scale Adoption, Collaboration, and Integration.Please enjoy the free Executive Summary below, or click the report title above to download the full PDF (free of charge, no registration required). ![]() Points out unique implementation and support challenges the CIO and their team must be aware of in order to get the most business value out of PLM. It continues where How to Manage Lean Six Sigma Projects: Part 1 left off.Insight: Enabling Product Lifecycle Management: The CIO’s Guide to Supporting a PLM Initiative– Provides PLM technology insight and understanding to prepare today’s CIO to support Product Lifecycle Management. Note: This course builds upon prerequisite courses in the Becoming a Six Sigma Green Belt and Six Sigma Black Belt learning paths. Checklists, success tips and a Lean Six Sigma DMAIC roadmap are discussed and provided. ![]() This course shows Green Belts and Black Belts how to run a project and execute their responsibilities as a project leader, and advises project champions how to understand their roles and responsibilities to ensure project success. Richard Chua—author, professor, consultant and certified Lean Six Sigma Master Black Belt trainer—explains how to run Lean Six Sigma projects through the Analyze, Improve and Control phases of DMAIC, step-by-step using the right tools to complete project deliverables in each phase. If you are assigned to lead and run a Lean Six Sigma project, where do you start? You need training on how to plan and conduct Lean Six Sigma DMAIC projects. ![]()
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