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A Gap Analysis Methodology for Product Lifecycle Management Assessment
Abstract
Product lifecycle management (PLM) is a strategic and holistic approach for the management of information, processes, and resources supporting the entire product lifecycle from concept to disposal. Several systems are available to manage data and information during the lifecycle. A PLM system does not have to be considered as a unique solution, but as a set of software supporting different perspectives and activities related to the lifecycle management. A full comprehensive implementation of PLM systems is rare. Since PLM reflects the peculiarities of processes and data structures, implementation differences are evidently observable among companies. The design of methods and tools supporting an assessment of PLM implementation inside a company can enable a correct definition of PLM strategies and goals. Based on these premises, the paper aims to specify a methodology for carrying out a gap analysis of PLM with the scope of discovering existing technological and methodological gaps, and planning actions for improvement. The proposed methodology implements a visual and lean reference model, and an assessment questionnaire for data collection. Lesson learned and feedback from three industrial applications are also described and discussed.
... Product Lifecycle Management (PLM) systems have been developed over the last two decades to enhance an organization's ability to manage its product portfolios over the product lifecycle (Stark 2018). Such systems not only store data and information about products and the processes needed to produce them, but also seek to capture and reuse knowledge to support organizations in developing new products, manufacturing them, introducing them to the market, and managing them over their lifecycle (Enríquez et al. 2018;Marra et al. 2018). New products that enter the market go through growth, maturity, and decline phases until they are withdrawn or replaced (Saaksvuori and Immonen 2008;Corallo et al. 2013;Stark 2018). ...
... The research literature highlights a number of challenges and opportunities for PLM systems, including the problems of data and information management (Brunner et al. 2007;Fasoli et al. 2011;Marra et al. 2018) and requirements management (Papinniemi, Hannola and Maletz 2014). The PLM definition presented by Corallo et al. (2013) encompasses well the managerial, informational, and collaborative aspects inherent in managing products across their lifecycles. ...
... Effective group decision support for PLM should facilitate and enable group collaboration on a decision problem but within a decision-making hierarchy, which must include a Principal Decision Maker. PLM decisions require inputs from different participants, groups, departments, and other stakeholders (Roy 1996;Marra et al. 2018), some of whom may be outside the organization (e.g. a material or machine supplier or a consultancy organization). The nature of individual or group inputs can vary, as well as the roles that individuals or groups play in any decision-making process. ...
Product Lifecycle Management (PLM) systems support industrial organisations in managing their product portfolios and related data across all phases of the product lifecycle. PLM seeks to enhance an organisation's ability to manage its product development activities and support collaboration across organisational functions and business units, and between organisations. Effective decision-making is vital for the successful management of products over their lifecycle. However, decision-making is an under-researched area in PLM. We argue that decision-making theory and group decision support concepts can be brought to bear to enhance PLM decision-making processes. We present and justify a set of six principles to support decision-making in a PLM context. The paper highlights the need to consider and capture decisions as distinct units of PLM knowledge to support product lifecycle management. We derive a generic information flow and a group decision support structure for PLM decision-making that encapsulates the six principles. Three industrial cases are analysed to illustrate the application and value of the principles in supporting decision-making. The principles enable PLM decisions to be codified, recorded, and reviewed. Decision-making processes can be reused where appropriate. The principles can support future innovations that may affect PLM, such as ontological and semantic reasoning and Artificial Intelligence.
... This objective corresponds to the method of a gap analysis. The aim of a gap analysis is to identify a distance between a current and a target state and to derive measures to reach the target state [24]. Gap analyses are used in a variety of research domains, such as service engineering [25] or technology planning [26]. ...
... Gap analyses are used in a variety of research domains, such as service engineering [25] or technology planning [26]. The starting point of the gap analysis is the definition of the target status, followed by the determination of the current status [24]. Based on the defined gap, measures can be derived [27]. ...
Detailed carbon accounting is the foundation for reducing CO2 emissions in manufacturing companies. However, existing accounting approaches are primarily based on manual data preparation, although manufacturing companies already have a variety of IT systems and resulting data available. The gap analysis carried out based on the GHG Protocol and an reference ERP system shows how much of the required information for CO2 accounting can be integrated from an ERP system. The ERP system can cover 20% of the required information. The information availability can be increased to 49% through additionally identified modifications of the ERP system. Integrating the CO2 accounting tool with other systems of the IT landscape, e.g. Energy Information System, enables an additional increase.
... Internet that connect all partners in a synchronous or asynchronous way. Furthermore, the PLMS (Product Lifecycle Management System) is an example of collaborative tools, which could be used to manage and integrate information across the network (Marra, Di Biccari, Lazoi, & Corallo, 2018). Another collaborative networked framework that has been enabled by the emerging of cloud computing technologies is known as Cloud-based manufacturing design model (CBDM) (Wu, Rosen, Wang, & Schaefer, 2014). ...
... ICT is seen as an important tool to communicate, to enhance exter- Discussing about how ICT tools support firms' activities, the results showed that different innovative activities are equally supported by ICT tools. However, operative activities rely more on operational ICT tools that support design activities such as PLMs (Marra et al., 2018) or parts of CBDM (Wu et al., 2014), while strategic activities rely more on ICT for management tools. These results are in line with the nature of the activities that require different specifications in terms of ICT tools during different stages of the innovation process. ...
The paper investigates information and communication technology (ICT)‐based and face‐to‐face interactions for knowledge sharing during the activities characterizing the innovation process rather than strategic or operative ones. It also discussed the benefits of working remotely in companies or in a network of companies, also due to the pandemic situation such as the one we are experiencing today. The research design is based on the exploitation of a case study in the aerospace sector. Qualitative data are collected with interviews, and a content analysis is applied for extracting data useful for exploring different kind of relationships. Three significant results are described about the role of face‐to‐face interactions in knowledge sharing; the interaction through ICT tools for communication; and the different types of support provided by ICT tools. The paper extends the state of the art with new evidence in the field of knowledge sharing and conversion for sustaining the innovation process. The findings are original since new insights for the analysis of relationships are provided. Furthermore, the research methodology is described in detail and can introduce managers and scientists in content analysis applications also for industrial exploitation.
... Gap analysis is a common technique used to illustrate the difference between the status quo and a reference model or proposed state [22]. Therefore, gap analyses are rarely singular in their aim as they generally ask two basic questions: What is the current situation? ...
... Gap analyses implicitly or explicitly involve benchmarking [22]. That is, using others' knowledge and experience for future improvements, analysing one's own performances, highlighting strengths and weaknesses, and assessing what needs to be done to improve any given situation. ...
The rate of plastic pollution entering the environment is accelerating with plastic production predicted to increase by 40% over the next decade. Plastic pollution transcends territorial boundaries on ocean and air currents. Large Ocean Small Island Developing States (LOSIDS) are on the frontline of the plastics crisis and associated climate change impacts. This desktop gap analysis identified potential strengths and weaknesses in national policy frameworks in 52 key documents relevant to plastic pollution in ten Pacific LOSIDS. The study found considerable gaps in the vertical and horizontal integration of plastic pollution-related policy, and a lack of access to current science-based evidence on plastic pollution including evidence related to human health impacts and microplastics. The study concludes that, even if Pacific LOSIDS were to include best practice management of plastic pollution across all policy frameworks, they could not prevent plastic pollution, and that a plastic pollution convention is needed.
... According to Davis et al. (2002), Tsai et al. (2011), Marra et al. (2018, the process of the GAP analysis is consisted of five steps: 1. Describing the area of activity -Different areas of activity that should be analyzed and improved are being described, as in Table 1. The analysis can be quantitative and qualitative. ...
... The action plan involves describing the area of activity and the steps needed to bridge the gap, as in Table 4. Within this plan, all the necessary activities should be defined, in order to ensure a complete harmony of process elements (Marra et al., 2018). The action plan includes: (1) process, (2) process step, (3) current results, (4) desired results, (5) action, (6) target date. ...
... That is how an action plan is made, outlining the exact actions that must be taken to fi nally eliminate the gap. According to Davis et al. [14], Tsai et al. [15], Marra et al. [16], the Gap analysis process consists of 5 steps: 1. Describing the area of activity -This step describes the area of activity which is supposed to be analyzed and improved. Firstly, the range of motion and the analysis must be defi ned. ...
... The action plan within the Gap analysis includes describing the area of activity and the steps necessary to bridge the gap (see Table 4). Within the action plan, all the necessary activities should be defi ned, in order to ensure a complete harmony between process elements [16]. The plan should include: (1) process, (2) process step, (3) current results, (4) desired results, (5) action, (6) target date. ...
Gap analysis represents a tool for raising the level of performances of products, processes and enterprise organization which is rarely used in risk management. This paper proposes the joint application of Gap and Pareto analysis, in aim to mitigate possible risks in production processes. It is based on the facts that key points in the production process indicate some serious oversights (gaps), characterized as errors, which can grow into risky elements that disturb the manufacturing process and fi nal transmitter assembly. In this paper, fi nalizing and assembling pressure transmitter elements (modules), created by a domestic manufacturer , served as an example for the Gap analysis. Each electronic transmitter is consisted of three modules: measurement cell, mechanical coupling fi xture and enclosure containing the electronics and the terminal block box. Through the implementation and assembly of these modules errors (or elements of potential risks) have been identifi ed. Later on, using the Pareto chart, it has been seen that 80% of errors made during the transmitter manufacturing process have occured while implementing the fi rst and the third transmitter module. Also, by analyzing the collected gaps, it has been concluded that the critical ones happen while using the existing technology and engaging workforce. In order to eliminate the above-mentioned errors, this paper decidedly presents the Gap analysis steps which should be followed, so the transmitter manufacturing process would be improved in terms of quality. Similar methodology could be applied to other products and processes.
... Various studies [5], [14], [20]- [22] exist to assess the current PLM state of the firm and accordingly help to set the goal for its further improvement. Batenburg et al. [14] employed the capability maturity model and adopted the five business dimensions related to strategy, monitoring, people, process, and technology to discuss the alignment of these dimensions with each of the five dimensions in an organization for better PLM utilization. ...
... The assessment of key performance indicators of these components is assessed to decide the component-wise PLM maturity. Marra et al. [22] have also suggested a lean and visible reference model detect the difference between the existing PLM status and state-of-the-art PLM status. ...
This paper explores the barriers which hamper the utilization and the routinization of product lifecycle management (PLM) practices in manufacturing organizations. The paper aims to confirm the barriers and their rank in order to improve the PLM institutionalization status in firms. Core barriers have been explored in an automotive firm by applying multicriteria decision-making techniques. Further, the significance of these barriers were corroborated with the executives in the broader PLM domain through a t-test. This study confirmes the “lack of advanced IT infrastructure,” “lack of integration and interoperability,” and “training on the PLM systems” as the top three barriers to PLM utilization and routinization in manufacturing firms in India.
... The manufacturing industry of the 21st century is characterized by integration with a variety of Enterprise Systems (ES). Product Lifecycle Management (PLM) system is one of the critical business applications, (Marra et al., 2018;Garetti et al., 2005) that is being widely used and researched for its important role of creating, managing, and distributing product data within the organization (Weber et al., 2003). The application of PLM is found in almost all industry functions since the platform provided for this application is customizable as per business needs (Antonelli et al., 2012). ...
Purpose
Product Lifecycle Management (PLM) systems have gained wide popularity for their role in manufacturing organizations for creating, managing and distributing product data. These systems are one of various enterprise systems which are required for smooth functioning and meeting the scaling up requirements organization. However, with introduction of cloud technology and other industry 4.0 initiatives, there has been focus on moving the on-premises IT application to the cloud. Such a move needs to be carried out by identifying and evaluating various challenges. This paper aims to discuss the aforementioned objective.
Design/methodology/approach
The challenges identified through literature review have also been confirmed to be present via interview, system observation and documentation review through case study-based validation in an automotive component manufacturing industry.
Findings
The article identifies needs and challenges of cloud PLM systems and presents a generic framework for developing an approach for cloud PLM journey for an organization. The article also provides an approach for resolving the different challenges to realizing the designed system.
Originality/value
The simplified generic framework has been presented for use by industry professionals and researchers for designing cloud PLM systems that would fulfill expectations of different levels of stakeholders.
... Al aplicarlo en el contexto educativo permitirá a los alumnos conocer su desempeño, capacidades y habilidades identi cando sus áreas de oportunidad para implementar planes de mejora. Aplicado por Marra, Di Biccari, Lazoi & Corallo ( 2018). ...
Today's higher education requires innovative strategies and models; continuous improvement applied to teaching- learning processes could become one. Lean manufacturing tools used to optimize and improve processes in thendustry with favorable results have been used in educational institutions to improve speci!c management processes, but not in teaching practice to support the educational process or academic achievement, for Therefore, the purpose of this research was to identify the tools that, due to their characteristics, could be adapted to the educational context and to build a model that incorporates them. The analysis of the literature review found 36 of the most used lean manufacturing tools and by of a multi-criteria analysis of decision, which had the participation of a panel of experts, it was possible to qualify the best ones, to later include them in a rapid problem- solving format that would have as its center the cycle of continuous improvement, where students will identify the root cause of their academic problems with the guidance of their teachers, it should be noted that the tools to choose will depend on the characteristics of the educational institution, educational program and students.
... Before designing our method, we reviewed existing instruments, concepts, and techniques that may be usable as components for our method. The existing methods that we reused include: stakeholder analysis (Kennon et al., 2009), SWOT and TOWS analysis (Weihrich, 1982), gap analysis (Marra et al., 2017), design moves (Woodard et al., 2013), risk management (Ahmed et al., 2007), roadmap (Kostoff and Schaller, 2001) and logframe (Sartorius, 1991) . Since these individual instruments are valuable and well-known, our design approach has been to integrate them into a coherent planning method. ...
... A gap analysis is used to understand the value of a potential solution by reflecting on the current system and comparing it with what a new solution might offer (Marra et al., 2018). A gap analysis includes mapping the assets and resources as well as the deficits of a particular user group in a specific context. ...
This chapter positions itself between the demographic and epidemiological transitioning of the youngest world region in terms of population with its leapfrogging of ICT, specifically cell phone technology. Against the background of poverty and the continuing HIV and AIDS epidemic in (South) Africa, this contribution examines the deep penetration and agentic uptake of cell phones by older persons. It situates these users within their physical and family environments, and within the broader dynamics of intergenerational encounters with younger people. Whereas cell phones are often associated with youth culture, this chapter argues that older persons are very much part of the presence, circulation, and use of information and communication technologies (ICT), albeit for most of them on a basic level. Key cross-cutting strategic considerations for their ICT uptake involve intergenerational investment; harnessing the potential of new technologies for older persons; and inclusion of their input in ICT responses to their needs. To further the aim of achieving a society for all ages, ICT responses are proposed in the domains of social and health care, service delivery, and later-life learning.
... A gap analysis is used to understand the value of a potential solution by reflecting on the current system and comparing it with what a new solution might offer (Marra et al., 2018). A gap analysis includes mapping the assets and resources as well as the deficits of a particular user group in a specific context. ...
The digital divide within and across generations is often explained by older persons’ exclusion from, or limited access to technologies, as well as reluctant uptake on their part. However, given the interdependencies between young and old in the developing world, cell phones offer potential for people to connect across and within generations. This chapter considers the body of main transferable themes emerging from the present study in terms of e Inclusion of older persons beyond the temporal and particular. We highlight in particular the value of taking an intergenerational approach; utilizing the intergenerational contact zones (IZCs) generated around and through the cell phone; using planned intergenerational programming (IP) for e Inclusion; and older-user-centric participation in any development and implementation of technologies. The bottom line to aim for is a person-relevant and technology/environment fit to enhance the lives of all older adults and to benefit society as a whole.
... A gap analysis is used to understand the value of a potential solution by reflecting on the current system and comparing it with what a new solution might offer (Marra et al., 2018). A gap analysis includes mapping the assets and resources as well as the deficits of a particular user group in a specific context. ...
Interventions through Information and Communication Technology (ICT) ( e Interventions), particularly cell phones, are increasingly regarded as feasible alternatives to address older individuals’ access to social and health care and services. Limited documented evidence of older South Africans’ cell phone use inhibits the full relevant operationalizing of e Interventions. This chapter sets out to present baseline evidence of a cohort of older persons’ cell phone use in South Africa. Two questionnaires, iGNiTe and we-DELIVER, were developed to obtain baseline data of older persons’ cell phone use over a period of six years. Reliability and validity of scales measuring latent factors were investigated using criterion sampling to select older South Africans ( n = 430) from four communities (Lokaleng, Ikageng, Potchefstroom, and Sharpeville) in two provinces—North West and Gauteng—which represented varying levels of living standards, educational attainment, and household size. Data were analysed using IBM SPSS 26, the jamovi project, and Mplus 8.6. The study population reported high access to and ownership of cell phones, with connectivity obtained primarily on a pay-as-you-go basis. Although these individuals felt that they were competent to use their phones, they preferred older generation (pushbutton) devices. They mainly used the basic features to maintain contact with older and younger people. Moreover, their competence in using cell phones, although limited, was facilitated through the assistance of younger people, highlighting the importance of intergenerational relations. The baseline findings informed principles and suggestions for planning and implementing e Interventions.
... A gap analysis is used to understand the value of a potential solution by reflecting on the current system and comparing it with what a new solution might offer (Marra et al., 2018). A gap analysis includes mapping the assets and resources as well as the deficits of a particular user group in a specific context. ...
This chapter has a threefold aim: (1) to contextualize older persons’ inclusivity at municipal level as outlined in Goal 11 of the United Nations Sustainable Development Goals (SDGs) and international, African regional and South African law and policy frameworks; (2) to obtain an assessment of service delivery by local government, and (3) to reflect on gaps in service delivery and offer suggestions. Stratified sampling was used and information obtained through semi-structured interviews, emailed responses and focus groups from representatives ( n = 17) on three local government levels, NGO representatives ( n = 5), and officials from the South African Local Government Association (SALGA) and the Department of Social Development ( n = 26). A sample of older persons ( n = 302) from a rural area and two large towns in North West and Gauteng provinces completed questionnaires and participated in semi-structured interviews ( n = 14) and focus groups ( n = 22). Findings indicated compromised service delivery related to local government officials’ systemic, managerial, and capacity challenges. Municipal services were either non-existent or age-inappropriate. Local government’s unresponsiveness leaves older people at risk—particularly those who lack social networks. We present suggestions to address the disconnect between the intent of laws and policies for inclusivity and municipal service delivery, and the service delivery experiences of older persons.
... A gap analysis is used to understand the value of a potential solution by reflecting on the current system and comparing it with what a new solution might offer (Marra et al., 2018). A gap analysis includes mapping the assets and resources as well as the deficits of a particular user group in a specific context. ...
Rapid developments in technological applications present as yet underexplored opportunities to assist with the impact of population ageing and limited resources. We adopted a sociotechnical paradigm—interlinking the social and technological—to inform the design and introduction, in four phases, of Yabelana (‘sharing of information’), an age-inclusive and context-specific ICT ecosystem. First, drawing on data from the we-DELIVER research project, we defined the situatedness of a cohort of older participants, their needs and preferences in relation to cell phone technology and social systems (intergenerational relations) facilitating their ICT use. Second, the three-part development of the ICT ecosystem was approached pragmatically. Third, to introduce the Yabelana app and USSD code we involved student fieldworkers familiar with the language and culture of the participants. Fourth, the process of collecting, analysing and reporting the fieldworkers’ reflections and older individuals’ experiences informed recommendations for further improvements of Yabelana and of technology artefacts. We conclude that a user-centred and bottom-up approach is not a quick fix for promoting age-inclusiveness in technology. Rather, ICT use is the outcome of a complex combination of older users’ dynamic involvement with technology, their diverse needs and preferences, facilitating social systems (e.g. intergenerational), and broader sociocultural contexts.
... A gap analysis is used to understand the value of a potential solution by reflecting on the current system and comparing it with what a new solution might offer (Marra et al., 2018). A gap analysis includes mapping the assets and resources as well as the deficits of a particular user group in a specific context. ...
No questionnaires to obtain information about older South Africans’ cell phone use were available. This chapter details the development of three new questionnaires for this purpose. The iGNiTe questionnaire (Version 1) addressed the need for information about older persons’ cell phone use and intra/intergenerational relations. Items, in English, were derived from the literature and current research, subsequently translated into Afrikaans, and piloted. Trained student fieldworkers used devices to collect responses from selected older individuals ( n = 128). The results of exploratory factor analyses and reliability coefficients then informed the we-DELIVER questionnaire (Version 2) for collecting data on older persons’ cell phone use and service needs. Subject experts’ revisions preceded piloting. Questionnaires were translated from English into Setswana, Sesotho, and isiZulu and administered by student fieldworkers. The results ( n = 302) were analysed and literature and theory consulted to develop Version 3, AG e Connect. We present what we believe to be the first online questionnaire ( https://ageconnect.questionpro.com/ ) designed to longitudinally study and document data on older individuals’ cell phone use here and abroad. (Afrikaans, English, Setswana, Sesotho, and isiZulu are five of South Africa’s 11 official languages).
... A gap analysis is used to understand the value of a potential solution by reflecting on the current system and comparing it with what a new solution might offer (Marra et al., 2018). A gap analysis includes mapping the assets and resources as well as the deficits of a particular user group in a specific context. ...
It has become clear that technology will increasingly be used by older individuals as well as in caring for them, yet older end-users are often excluded from artefact design. Including them in the design process can support their (often hesitant) uptake of technology. This chapter illustrates the participation of a cohort of marginalized older individuals in the development of our Yabelana ICT ecosystem (a website, a mobile application, and an Unstructured Supplementary Service Data (USSD) code), which gives access to information about local services. We drew on design science research principles and applied six types of problem-solving actions to develop our artefact: (1) describe the problem; (2) define the problem; (3) relate to key people about the problem; (4) generate an action plan; (5) act to alleviate the problem; and (6) evaluate the effectiveness of the action. Against the background of the relevant literature, we give an account of the processes applied to facilitate the participation of our intended end-users. We critique the actions taken to involve our cohort, and conclude with recommendations for promoting older individuals’ inclusion in the design of technology artefacts intended for their use.
... A gap analysis is used to understand the value of a potential solution by reflecting on the current system and comparing it with what a new solution might offer (Marra et al., 2018). A gap analysis includes mapping the assets and resources as well as the deficits of a particular user group in a specific context. ...
This chapter introduces a process designed to support older individuals’ inclusion in technology and access to information. This process informed the development and dissemination of our technology artefact for providing information about local services to older South Africans. But essential baseline data of their cell phone use was lacking. In 2014, for the first self-funded study iGNiTe: Older Individuals’ Cell Phone Use and Intra/Intergenerational Networks, a questionnaire and qualitative interview questions were developed. Student fieldworkers were trained to obtain information and facilitate older individuals’ engagement with technology. Older participants ( n = 128) completed the questionnaire, and qualitative data came from 52 participants. In 2017, we obtained funding and launched a second, broader project we-DELIVER: Holistic service delivery to older people by local government through ICTs―with its own logical framework. Older participants across research settings responded to a revised questionnaire ( n = 302) and provided qualitative data, and student fieldworkers ( n = 160) reflected on their interactions with the participants. The findings from both data-collection initiatives informed the development of the Yabelana (‘sharing of information’) ICT ecosystem (website, app and Unstructured supplementary service data code [USSD]), which was disseminated to older participants and stakeholders in a workshop and policy brief.
... A gap analysis is used to understand the value of a potential solution by reflecting on the current system and comparing it with what a new solution might offer (Marra et al., 2018). A gap analysis includes mapping the assets and resources as well as the deficits of a particular user group in a specific context. ...
Growing discomfort with uncritical applications of generic universal ethics to community-based research, prompted us to (1) problematize a decontextualized application of ethics; (2) apply two heuristic constructs—situatedness and relationality—to a community-based project; and (3) propose revised guidelines for researchers in this field. The we-DELIVER project illustrates our processes for obtaining data from older (60+) South Africans to inform the development of a technology-based ecosystem, Yabelana, which gives them access to service information. In three phases (planning, implementation, and dissemination), we present the situatedness of researchers (including student fieldworkers) and communities. Drawing on relationality, we first expanded older participants’ capacity to engage by offering choices and by involving student fieldworkers who shared the same background as the participants to facilitate the use of the technology; and, second, we facilitated optimal interactions by being clear about the nature of the data being collected and by applying social engagement strategies to relate and interact optimally. An optimal interpersonal context preceded technology introduction. The chapter concludes with a plea for reconsideration of current universalized and decontextualized ethical protocols that too often perpetuate situational and relational ignorance. We propose, instead, ethical guidelines for community-based research that engages relationally with participants and best suits their contexts.
... A gap analysis is used to understand the value of a potential solution by reflecting on the current system and comparing it with what a new solution might offer (Marra et al., 2018). A gap analysis includes mapping the assets and resources as well as the deficits of a particular user group in a specific context. ...
Formal intergenerational programming is a neglected aspect of social development in sub-Saharan Africa. This chapter describes interactional experiences between older and younger people around older persons’ cell phone use, situated within formal intergenerational activities in public domains. Qualitative data from older persons (responses to an open-ended question, 14 semi-structured interviews, and 22 focus groups), and from student fieldworkers (younger people unrelated to them) (135 written reflections and two focus groups ( n = 25)), were analysed thematically. We found that, before the intergenerational activity, ambivalent perceptions and accompanying tensions were typical, indicating prejudice and intergroup differences on both sides. Participation in formal activities, however, brought mutually rewarding experiences, with expressions and satisfaction of needs (affirmation) and social goals (learning about cell phones). Intergenerational interactions are embedded in broader socio-economic and digital environments and informed by sociocultural norms. Although those in the private domain were not studied specifically, they emerged spontaneously and revealed ambivalence, tension and ineffective relational dynamics as well as supportive and optimal relations. Our intergenerational findings demonstrated that promoting older individuals’ optimal use of technology would require some form of formal intergenerational programming facilitated through effective interactions between older and younger people, which would also bring satisfying experiences to both groups.
... 2) Data Integration Model for IIoT Applications: For typical manufacturing IIoT applications, the data integration means the seamless combination of industrial processes and the establishment of an automatic information link to converge the raw material information, production information, logistics information, retail information, etc. [9] A typical data integration model is shown in Fig. 1. The IDs of product items are the main medium to establish the information link of industrial processes for data integration, data dissemination, and product data traceability between different industry sectors. ...
The itemized product identification, sensing and data integration are critical building blocks for the efficiency, flexibility, and potential intelligence of the Industrial Internet of Things (IIoT). The product sensing and data integration solutions usually suffer from the sophisticated sensor devices and their inflexible integration with the industrial processes, which may restrict the performance of industrial systems. To maintain an information link for convenient product data integration, this investigation presents a surface mountable dual-mode Radio Frequency Identification (RFID) sensor as a wirelessly powered information interface for simultaneous product identification, sensing, and data integration. The focus of this investigation includes: (1) the theory and hardware/software scheme for sensor-augmented RFID integrating Ultra-High Frequency (UHF) and High Frequency (HF) with Commercial-off-the-Shelf (COTS) devices; (2) integration of the UHF and HF energy and data interfaces to support both UHF and HF powering and sensing; (3) a data integration method supporting sensor data transmission using common UHF and HF readers without extra hardware or software cost; (4) proposal of a model for industrial integration with the proposed dual-mode RFID sensor. The experimental studies and exemplar application demonstrate the feasibility of the presented techniques for industrial integration.
... The gap analysis method was used to analyse the collected data used in the experiment. According to [45], the gap analysis method can classify the differences between the evaluated tools based on the collected results. This method also enables a comparison to be made between collected values and the test cases requirement's criteria [46]. ...
The digital forensic tools used by law enforcement agencies for forensic investigations are mostly proprietary and commercially expensive; although open-source tools are used, the investigations conducted with such tools are not verified by reputable organisations, and hence, users are reluctant to practice such tools. To address this issue, we experimentally evaluate three open-source forensic tools based on various requirements recommended by the National Institute of Standards and Technology (NIST) framework for forensic investigation. The experimental setup consists of a forensic workstation, write-blocker, and purchased USB hard drives investigated via digital forensic imaging tools, i.e., DC3DD, DCFLDD, and Guymager. We create various test cases, which distribute USB hard drives in different groups and investigate the functional and optional requirements of NIST along with recovering and analysing remnant data. We evaluate these forensic tools by analysing the log information, following, anonymously (to ensure that data were not disclosed or misused during or after the investigations) collecting, examining, and classifying the remnant data restored from the USB hard drives. We observe that the percentage of hardware resources usage and the processing time of each tool are remarkably different, e.g., Guymager was the fastest tool and met all the functional requirements in each test case, but it utilised more CPU and memory resources than DC3DD, DCFLDD. We note that 88.23% of the USB hard drives contained sensitive personal or business information (e.g., personal photos, bank transactions, and contracts). Subsequently, the remnant data analysis shows that consumers in New Zealand are unaware of personal data security and the associated vulnerabilities of data leakages.
... The scope was narrowed to the nine sectors with the most sizeable manufacturing presence-Health Care, Extractive and Minerals Processing, Infrastructure, Technology and Communications, Resource Transformation, Food and Beverage, Consumer Goods, Transportation and Renewable Resources, and Alternative Energy-and 38 manufacturing-centric industries within those sectors were analyzed for operational initiatives that led to sustainability improvements. Figure 4 shows the prevalence of initiatives that pertain to sustainability in the areas of Product Lifecycle Method initiatives differ in granularity and externality, and include specific practices such as product life cycle management, life cycle analysis, and life cycle inventory (Haapala et al. 2013;Marra et al. 2018;Trotta 2010). All of these methods address impacts across the full life cycle of a product from design, through the use phase, to the end of life. ...
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Sustainable manufacturing practices are a necessary component of sustainable development. Current practices in a linear economy—produce, consume, discard—will not be sufficient to sustain humanity over the long term. At the same time manufacturing is necessary to support the world's ever-growing population. The efficiencies of scale that manufacturing brings to bear on the global economy allow greater sharing of services and resources. Research and practices supporting sustainable manufacturing are necessary to control impacts on the environment. From an engineering perspective, however, those practices are in their infancy. Small and medium-sized manufacturers (SMM) make up the majority of manufacturing firms globally, but many are still unsure of whether and how to embrace sustainability as a driving business imperative. In this study, we explore two interconnected approaches to address sustainability: the benefits of investing in sustainability initiatives for SMM and the use of standards to support such initiatives. In so doing, we analyze reported barriers to SMM pursuing sustainability, the value gained from sustainability-focused operational improvements within SMM, and the benefits of grounding those improvements in standards. The results indicate that 1) reported beliefs surrounding the benefits of pursuing sustainability goals should be refocused in light of the data on business performance and 2) standards developments is foundational to pursuing such objectives. This study examines multiple data sources to reach these conclusions, including open literature, expert interviews, corporate sustainability reports, and performance data across multiple years from programs supporting SMM in improving sustainability performance. The study reviews the role that different standards fill and highlights those that are instrumental in pursuing manufacturing sustainability objectives. While several standards from the business world have emerged to establish industry-specific sustainability disclosures, little guidance is available to manufacturers on how to implement and show improvements to their practices. Recently, the Sustainability Accounting Standards Board (SASB) produced standards to target sustainability goals in specific industrial sectors. Other standards bodies, including ASTM International's E60 Committee on Sustainability and Subcommittee on Sustainable Manufacturing (E60.13), specifically address practical guidance for manufacturing operations in the form of standards. The intent of such standards setting bodies is to make manufacturing more sustainable, yet the organizations have evolved independently. Consequently, their respective standards reflect different types of measures based on the distinct users' perspectives. These and other standards efforts are highlighted as supporting the integration of sustainability goals into manufacturing organizations. These findings demonstrate that (1) integrating sustainability as a business imperative, particularly by SMM, can (1) result in business opportunities and (2) leveraging standards reduces the risk of introducing changes. Future efforts towards more sustainable development can be furthered through the development of voluntary standards for implementing new operational approaches. Such standards can help to engage more SMM in sustainable development by reducing the risk of introducing changes into their existing practices.
... The early attempt to manage this digital data however was limited and in parallel to this, the evolution of PLM systems had begun. The studies conducted to analyze the potential of PLM systems could aspire to research in this domain (Weber et al., 2003;Marra et al., 2018). Such studies have been conducted both from a financial perspective as well as through the identification of technical or functional capabilities (Subrahmanian et al., 2005;Terzi et al., 2010). ...
Purpose
The Product Lifecycle Management (PLM) system has found varieties of deployments in various domains of product-based industries. Current study aims to provide a framework for the adoption of PLM systems in manufacturing organizations to meet the actual requirements of industries.
Design/methodology/approach
First, a systematic review of extant literature was performed, and further, the case study approach is opted to study the process of New Product Development (NPD) in a manufacturing organization. Triangulation methodology was adopted wherein the interview results, actual observations, and authorized documentations were used to validate the result and provide conclusions.
Findings
A conceptual framework and implementation architecture for PLM is derived. The complete ecosystem for digital footprint is mapped for New Product Development (NPD) activities.
Practical implications
The study could be helpful for Techno-Functional Managers. For individuals with only functional/technical knowledge, additional training might be required to adopt the framework in actual practices.
Originality/value
The paper contributes to the existing literature by providing a framework and demonstrating the feasibility of implementation through the case study.
... Pinna et al. [48] studied the role of PLM in new food development processes and performance. Most researchers discussed the PLM implementation framework and the required ontology [77], [79]. Although Tai [10] studied the alignment of PLM systems and a firm's capability of diffusing and routinizing PLM systems for new product development processes, we could not find any further research exploring the variables responsible for PLM institutionalization. Considering all the recently developed PLM concept facts and PLM systems insights, the present work aims to investigate the best-suited theory to judge the PLM institutionalization in manufacturing organizations. ...
In this article, we aim to investigate the variables that may impact the institutionalization of product lifecycle management (PLM) in manufacturing firms. Considering the technology-task fit model, technology-to-performance chain model, and technology acceptance model, we have proposed the conceptual model to investigate PLM's diffusion level in organizations. The proposed conceptual model has been validated in the case of Indian manufacturing firms by PLM experienced practitioners. This article proves the complementary effect of PLM institutionalization along with the implementation of PLM systems to get the best of PLM offerings. Many manufacturing companies have already implemented PLM systems but are not able to realize the benefits due to the lack of its usage. This article shows that the institutionalization of PLM technologies is not only dependent upon technology acceptance and utilization by the individuals but also on other variables responsible for effective implementation.
... PLM could also include activities such as innovation and improvement of service control. The information mainly consists of PD, which refer to an individual product throughout its lifetime, and are in the form of CAD drawings or product data stored in various versions for traceability (Marra, Di Biccari, Lazoi, & Corallo, 2018). ...
In our daily work life, we use a wealth of information, including a category of information produced as a part of products and their life-cycle phases, named digital technical information (DTI). Manufacturing organizations focus more often on the product than on DTI, because DTI’s impact seems almost invisible, despite its crucial role to the product and its life-cycle phases, development, production, maintenance, and destruction. Hence, the aim of this thesis is to describe DTI’s benefits and the research questions: “What are the benefits of the DTI?” and “What are the perceptions of how to measure benefits of DTI?”
The thesis contains five studies related to identifying and
measuring DTI’s benefits. The empirical material is based on semi -structured interviews and group interviews within five organizations and a survey among manufacturing organizations in Sweden.
I used three characteristics of the DTI and two pairs of previously known
benefit categories to analyse the benefits. The analysis shows that the benefits are recognized in the particular product’s life cycle phase where the DTI is published. However, the DTI continues to offer benefits in the product’s other life cycle phases. In relationship to the product, the benefits evolve from supporting an individual product to supporting more general product lines or all products and a more complex product is said to increase DTI’s benefits. DTI’s structure adds benefits as synthesized or aggregated DTI, where the DTI is synthesized or aggregated automatically or manually. The categorization predetermined benefits related to the change are less numerous than the emerging benefits. The predetermined benefits are strategic by nature, and the emerging ones are mainly used to achieve operational goals.
Measuring DTI’s benefits is of importance for a formal comparison of its
development and is of special interest for managers. Perceptions from the initial stages on how to measure show that to establish common
interpretations among the stakeholders of the measurement process is of importance, especially when it comes to what is viewed as a benefit. The benefits are viewed as intangible by the respondents, which creates
difficulties when one is evaluating, using conventional measurement
methods. The only perceived way to measure is when DTI reduces coworker’s workload and efficiency is achieved.
The thesis’s contribution to academia consists of the analysis of DTI’s benefits, showing details of the relationships between the DTI and its benefits. For practice, the contributions focus on the systematic evaluation process, which can be used for further development of the DTI and comparison of the evolvement of the DTI itself and relating to other resources. One proposal for future research is to use the analysed benefits and compare various approaches to digitizing DTI, e.g. Industry 4.0. Another proposal is to list, in detail, various ways on how to measure DTI’s benefits and their usefulness. The latter can positively impact on any intangible benefits due to the general approach we have established of how to measure those benefits.
... Table 3 presents a schematization of the analysed literature and aims to present, for each technology emerged from the intersection of the Gartner curve with the study of keywords, which article describes its possible implementation in a context of lean manufacturing. For the creation of this table was already thought by Marra et al. (2018) and applied to product lifecycle management. ...
Industry 4.0 and lean production are two key topics in manufacturing in the last decades, and they have attracted a great interest both from practitioners and researchers, as it is testified by the great number of studies and projects on those two topics. The diffusion of lean principles has revolutionized the industrial context, both from a manufacturing and from a logistics point of view. Several studies suggest that the right way to achieve the main goals of lean, i.e. reducing wastes and increasing value through the five concepts that aim at perfection, lies in the integration of physical machines and electronic devices through networks of sensors and software to forecast, plan, manufacture, and control products in a 'digitised' way. It is generally agreed that the digitisation of firms needs the adoption of key enabling technologies. What is not clear is which of these key enabling technologies are 'lean enablers', in the correctly redesigned business processes of a lean organisation. The objective of this article is to identify and analyse which key enabling technologies can be considered in a lean-oriented future state process or, alternatively, which other context of application is suitable for those technologies. The analysis is based on published literature, and it makes use of a quantitative systematic method known as meta-analysis, aimed at identifying future topics and research trends concerning Industry 4.0, its key enabling technologies and their implementations as possible enablers of lean thinking and lean manufacturing.
... Table 3 presents a schematization of the analysed literature and aims to present, for each technology emerged from the intersection of the Gartner curve with the study of keywords, which article describes its possible implementation in a context of lean manufacturing. For the creation of this table was already thought by Marra et al. (2018) and applied to product lifecycle management. ...
Industry 4.0 and lean production are two key topics in manufacturing in the last decades, and they have attracted a great interest both from practitioners and researchers, as it is testified by the great number of studies and projects on those two topics. The diffusion of lean principles has revolutionized the industrial context, both from a manufacturing and from a logistics point of view. Several studies suggest that the right way to achieve the main goals of lean, i.e. reducing wastes and increasing value through the five concepts that aim at perfection, lies in the integration of physical machines and electronic devices through networks of sensors and software to forecast, plan, manufacture, and control products in a 'digitised' way. It is generally agreed that the digitisation of firms needs the adoption of key enabling technologies. What is not clear is which of these key enabling technologies are 'lean enablers', in the correctly redesigned business processes of a lean organisation. The objective of this article is to identify and analyse which key enabling technologies can be considered in a lean-oriented future state process or, alternatively, which other context of application is suitable for those technologies. The analysis is based on published literature, and it makes use of a quantitative systematic method known as meta-analysis, aimed at identifying future topics and research trends concerning Industry 4.0, its key enabling technologies and their implementations as possible enablers of lean thinking and lean manufacturing.
... On-premise PLM systems are under adoption and implementation until now. Therefore, the managerial aspects of PLM implementations are still under investigation [12]. But now, cloud PLM systems have covered several drawbacks of on-premise PLM implementation. ...
Product lifecycle management (PLM) is an engineering management approach which helps organizations to manage product-related technical data for its complete lifecycle. The right product data enables better business functioning in organizations. PLM systems are recent and upcoming information technology tools in manufacturing firms. Although PLM systems were initially introduced as the on-premise tools, the current cloud technology is taking it from organizational boundaries to a global level through the Internet. Most enterprise applications have already started moving to clouds; PLM is also all set to be utilized through clouds. But it brings various challenges during cloud PLM adoption. Hence, this paper aims to empirically investigate the critical challenges that manufacturing firms face while adopting cloud PLM. There is rare academic research in the cloud PLM domain. This paper results in the three most significant challenges viz., “Data security on clouds,” “Lack of trust on services,” and “Lack of customization.” These critical challenges not only help the managers in manufacturing firms in planning to migrate on clouds but also the technical cloud providers to improve the cloud services and systems appropriately in order to increase the compatibility of cloud PLM in firms. The present paper uniquely identifies the critical challenges for cloud PLM adoption in large manufacturing firms.
Performance measurements are crucial in determining the general health of a company. Key Performance Indicators (KPI) is one of the most widely used performance measurements. Choosing and maintaining a KPI is important as they are used as a source to inspect the current state of business operations and make future business decisions. This requires companies to invest carefully in the KPI area. At New Work SE, lack of alignment and reluctance among the business units in measuring performance levels was identified. This created many problems including but not limited to business steering and knowledge loss. Efforts were made through this thesis to understand the root cause of this reluctance and lack of alignment. Interviews were conducted. Online surveys were sent. Based on the inputs from the interviews and surveys, a technology roadmap was developed to cultivate a good KPI culture in the company. Pathway to achieve KPI harmony within the organization is highlighted in the roadmap. In adapting a clear KPI management process, it smoothens not only business steering but also encourages collaboration in the company which consequently will lead to greater innovation.
Based on the increasingly complex value creation networks, more and more event-based systems are being used for decision support. One example of a category of event-based systems is supply chain event management. The aim is to enable the best possible reaction to critical exceptional events based on event data. The central element is the event, which represents the information basis for mapping and matching the process flows in the event-based systems. However, since the data quality is insufficient in numerous application cases and the identification of incorrect data in supply chain event management is considered in the literature, this paper deals with the theoretical derivation of the necessary data attributes for the identification of incorrect event data. In particular, the types of errors that require complex identification strategies are considered. Accordingly, the relevant existing error types of event data are specified in subtypes in this paper. Subsequently, the necessary information requirements and information available regarding identification are considered using a GAP analysis. Based on this gap, the necessary data attributes can then be derived. Finally, an approach is presented that enables the generation of the complete data set. This serves as a basis for the recognition and filtering out of erroneous events in contrast to standard and exception events.
This study aims to identify the impact of a work methodology that combines ERP with the benefits of using lean philosophy. A sectored approach takes into account highly traditional manufacturing SMEs, such as metal fabrication, that are particularly vulnerable to new market trends. In addition, from these vulnerabilities new challenges have to be faced regarding the Industry 4.0 concept and the strategies toward their digital manufacturing workshop transformation, focusing not only on producing improved manufacturing processes but also on gaining added value. A case study was conducted on a Spanish company aiming at showing and analyzing its transformation model. The results showed greater management capacity and efficiency improvements in production-related processes.
In an economy where the possibility of short-term access to far-reaching resources forms the basis of commercial success, the entire potential of a product’s life cycle moves into the centre of strategic focus. It will no longer be a question of selling a single product to as many customers as possible, but rather of looking after a single customer and supplying him/her with as many products as possible.
Purpose
This paper examines the problem of lack of historical data and inadequate consideration of factors influencing demand in the forecasting of demand for fast fashion clothing and proposes an improved Bass model for the forecasting of such a demand and the demand for new clothing products.
Design/methodology/approach
From the perspective of how to solve the lack of data and improve the precision of the clothing demand forecast, this paper studies the measurement of clothing similarity and the addition of demand impact factors. Using the fuzzy clustering–rough set method, the degree of resemblance of clothing is determined, which provides a basis for the scientific utilisation of historical data of similar clothing to forecast the demand for new clothing. Besides, combining the influence of consumer preferences and seasonality on demand forecasting, an improved Bass model for a fast fashion clothing demand forecast is proposed. Finally, with a forecasting example of demand for clothing, this study also tests the validity of the method.
Findings
The objective measurement method of clothing similarity in this paper solves the problem of the difficult forecasting of demand for fast fashion clothing due to a lack of sales data at the preliminary stage of the clothing launch. The improved Bass model combines, comprehensively, consumer preferences and seasonality and enhances the forecast precision of demand for fast fashion clothing.
Originality/value
The paper puts forward a scientific, quantitative method for the forecasting of new clothing products using historical sales data of similar clothing, thus solving the problem of lack of sales data of the fashion.
Many companies refer to PLM considering only the IT side and ignoring the organizational impact. The organizational aspects of PLM can be represented using an ontology providing a support to address issues and actions. Based on these premises an action research was carried out to increase awareness on dimensions and elements characterizing the product lifecycle in the engineering groups. The aim is to easily represent in an ontology the complexity related to the lifecycle of aerospace products, capturing relevant dimensions, relations and impacts for improving manufacturing activities through a reduction of errors, reworks and missed information.
The study aims to present advances made by the academia in terms of multidisciplinary work among groups formed by industrial designers, industrial engineers, physiotherapists, and physicians, related to a University Hospital in a local environment in order to consolidate a collaborative strategy that allows the development of specific medical devices. Methodology A product portfolio consolidated by surgical devices and lower limb prostheses was the outcome of undergraduate projects, master and medical-surgical specialization projects working together. The baseline of surgical devices contains virtual pre-planning, biomodels, surgical guides, and implants according to requirements from different anatomical areas, predominantly skull and knee treatments. The baseline of lower limb prostheses presents cases developed and tested with users who had transtibial or transfemoral unilateral amputation. Results As the number of actors who shared data and limited resources increased, a gradual implementation of PLM strategy was established by building collaborative databases based on an established conceptual framework proposed by previous tool selection, so that the roles for project execution were defined in terms of access according to the role. To achieve comprehension among participants, a visualization model was adapted to involve workflows, roles, capabilities, and resources. Several data were collected from study cases to be stored and retrieved for further development according to stage development, understanding time and resources implemented to respond to a short period request when schedule uncertainties demand those requirements. Regardless of those results, the further project needs biocompatible materials as well as machines capable of transforming this raw material in order to achieve high-quality standards.
Of the many studies on PLM and maturity found in literature only few discussed maturity or roadmapping approaches in the context of PLM. The main objective of using PLM maturity assessment is to make the implementation of PLM better approachable and a more carefully planned process, since a significant portion of companies struggles heavily in adoption and implementation of PLM. Several approaches to PLM maturity assessment are discussed. We selected one multi-dimensional PLM maturity assessment method and applied that to a number of companies in Finland and the Netherlands. The objectives of the paper are to explore needed PLM competences and the existing maturity model approaches, evaluate in more detail both empirically and theoretically the many-dimensional maturity modelling approach of Batenburg, and identify the most important more specific application areas, benefits, limitations and improvement needs of the studied approaches.
This paper presents a framework for developing engineering design ontologies within the aerospace industry. The aim of this approach is to strengthen the modularity and reuse of engineering design ontologies to support knowledge management initiatives within the aerospace industry. Successful development and effective utilisation of engineering ontologies strongly depends on the method/framework used to develop them. Ensuring modularity in ontology design is essential for engineering design activities due to the complexity of knowledge that is required to be brought together to support the product design decision-making process. The proposed approach adopts best practices from previous ontology development methods, but focuses on encouraging modular architectural ontology design. The framework is comprised of three phases namely: (1) Ontology design and development; (2) Ontology validation and (3) Implementation of ontology structure. A qualitative research methodology is employed which is composed of four phases. The first phase defines the capture of knowledge required for the framework development, followed by the ontology framework development, iterative refinement of engineering ontologies and ontology validation through case studies and experts’ opinion. The ontology-based framework is applied in the combustor and casing aerospace engineering domain. The modular ontologies developed as a result of applying the framework and are used in a case study to restructure and improve the accessibility of information on a product design information-sharing platform. Additionally, domain experts within the aerospace industry validated the strengths, benefits and limitations of the framework. Due to the modular nature of the developed ontologies, they were also employed to support other project initiatives within the case study company such as role-based computing (RBC), IT modernisation activity and knowledge management implementation across the sponsoring organisation. The major benefit of this approach is in the reduction of man-hours required for maintaining engineering design ontologies. Furthermore, this approach strengthens reuse of ontology knowledge and encourages modularity in the design and development of engineering ontologies.
Product lifecycle management (PLM) is increasingly important for organizations acting in dynamic and competitive markets since PLM can improve decision-making and reduce costs by taking advantage of the efficiencies and effectiveness coming from improved market intelligence and collaboration of partners. In the last years, academics as well as practitioners and consultants have developed a wide range of maturity models for the purpose of measuring and describing certain aspects of PLM “maturity”. The PLM maturity models permit to assess the relative position of companies on their road to complete PLM implementation. However, it is a tough job for the company to select the most appropriate PLM maturity model, as each maturity model has different attributes. Since, to our knowledge, no benchmarking for PLM maturity models exists to date, the rising number of maturity models implicates problems with respect to retrievability and reusability. With the aim to enhance the time consuming and exhausting search and selection process of appropriate assessment models, a benchmarking framework for PLM maturity models is presented in this paper.
150-200 words) In this paper we present a case study and selected results from a research on digital preservation amongst digital libraries in Europe. We propose a framework for gap analysis in digital preservation encompassing the diffusion of preservation practices and the life-cycle of data. We also present a Gap Analysis Tool that we developed to support visual analysis of gaps in the implementation of digital preservation amongst communities. We discuss selected results from the application of the tool in the community of libraries in Europe. The authors would like to thank Eefke Smit from STM, Jeffrey van der Hoeven and Tom Kuipers from KB, and the four unknown reviewers for their valuable input and feedback. The research presented here was co-funded by the EC (Project PARSE.Insight, FP7-2007-223758).
This publication discusses the evolution of CAD, CAM, and CAE tools through product data management systems into today's product lifecycle management (PLM), followed by a review of the characteristics and benefits of PLM. Current practices and potential applications of PLM in aviation maintenance, repair and overhaul (MRO) are discussed through case studies, two of which were from the authors' experience.
The benefits of Product Lifecycle Management (PLM) have been noted for improving business, creating collaboration, and reducing energy and time by making transcendent decisions through the process of product life cycle. This work aims to propose a PLM Components Maturity Assessment (PCMA) model to gain comprehensive maturity results and reduce the complexity in obtaining maturity scores. According to PLM functionalities, we divide PLM into fifteen components. PLM components can be cataloged into five main fields: ‘TechnoWare’, ‘InforWare’, ‘FunctionWare’, ‘OrgaWare’, and ‘SustainWare’ (TIFOS Framework). With PCMA model we analyzed PLM components and proposed mature content of each dimension, obtaining specific key performance indicators for each dimension. This work has been also useful to solve decision-making issues based on AHP methodology, such as: selecting the optimal PLM components in TIFOS Framework, obtaining the components ranking weight, getting components maturity score, and comparing it with the actual situation to give constructive business suggestions. These business suggestions include strengths and weakness of PLM components and conducting selection of PLM components. Experimental studies have been conducted to verify maturity scores for each component and to achieve component-ranking weights.
Product lifecycle management (PLM) has become more important in companies providing technologies and methodologies to manage data, information, and knowledge along the whole product lifecycle. In recent years, several authors have argued about PLM using a managerial or a technological view. The paper analyses these studies and integrates different author's points of view using focus groups, blogs, and face-to-face meetings in a university community of practice. Three sets of features (i.e., managerial, technological, and collaborative ones) have been used to review the existing definitions shared between academic and industrial ones and to propose an extended PLM definition describing its key concepts. The paper is a useful reference for managers and academics who want to have a clear and critical understanding of PLM using a unique source to collect lines of evidence on several PLM definitions, features, and concepts.
Benchmarking is more than giving marks. It is a way of measuring a firm’s strategies and performance against "best-in-class” firms, both inside and outside the industry. The aim is to identify best practices that can be adopted and implemented by the organization with the purpose of improving a company’s performance. The process of benchmarking is divided into seven phases: which functions to benchmark; importance of each subject area; whom to benchmark against; gather the benchmarking information; identify performance gaps; how to learn from the “best-in-class” (benchlearning); and implementation of the changes (benchaction). Benchmarking, benchlearning and benchaction is not a one-time project. It is a continuous improvement strategy and a change management process. Thus benchmarking is a part of the total quality management (TQM) system, and it relates well to other TQM initiatives.
A great difficulty regarding the management of information systems is the fact that much of the knowledge available within organisations can only be found in a non-structured form. Consequently, one of the major problems faced by industry is the low degree of interoperability (capacity that a system presents of sharing and interchanging information and applications). This problem is even more serious when considering an entire product lifecycle, where several pieces of software are involved in allowing the organisation of product lifecycle management (PLM). One of the most promising approaches in addressing these issues is the structuring of formal ontologies. This article presents an ontology proposal for facilitating knowledge and information sharing, with the ultimate aim to ensure a transparent interoperability between systems used for the interchange of information throughout an entire product lifecycle.
The focus of the paper is on the challenges, benefits and requirements of implementing product lifecycle management (PLM) in small and medium sized enterprises (SMEs). Customer needs on product properties
are related with all stages of the product lifecycle (PLC). There are several challenges for today's enterprises, including SMEs, such as dynamic and individual customer needs, rapid technological development, collaboration in innovation, product development and production, not forgetting efficiency requirements of internal processes of the enterprise and profitability. In addition, challenges of SMEs are related with their limited financial and human resources. The practical aim of the research is to plan a model of PLM acquisition and implementation for an SME.
A general inductive approach for analysis of qualitative evaluation data is described. The purposes for using an inductive approach are to (a) condense raw textual data into a brief, summary format; (b) establish clear links between the evaluation or research objectives and the summary findings derived from the raw data; and (c) develop a framework of the underlying structure of experiences or processes that are evident in the raw data. The general inductive approach provides an easily used and systematic set of procedures for analyzing qualitative data that can produce reliable and valid findings. Although the general inductive approach is not as strong as some other analytic strategies for theory or model development, it does provide a simple, straightforward approach for deriving findings in the context of focused evaluation questions. Many evaluators are likely to find using a general inductive approach less complicated than using other approaches to qualitative data analysis.
Consistent definition, categorization and operationalization of products (e.g. extended products, bundles, etc) delivered to global markets and customized for different buyer segments is one of the major challenges for the Lifecycle Management. Each lifecycle encompasses the processes, information, support systems and people involved in delivering the related business functions. It can be argued that process supporting technologies/solutions like WFMS, PDM-System etc exist today for the creation of a seamless environment for accessing, manipulating and reasoning about product information that is being produced in fragmented and distributed environment. A holistic approach that is suitable for aligning the Product Lifecycle Management (PLM) business requirements (like process flexibility, shorter time to market etc) to the potentials of new technology driven concepts in the information management like SOA is nevertheless still missing. The authors give reasons why the holistic view on the product lifecycle management as well as the link between an inter- company wide information management is critical for an efficient PLM and present an integrated approach taking these aspects into account. In this paper four building blocks of Next Generation PLM are introduced. The PLM Meta Model makes up the first building block. It defines the constraints and rules for decomposing the product functionality into meaningful modules. The PLM IT-Architecture represents the second part and describes the IT-components and their interrelation utilized for the purpose of PLM. A PLM-Process methodology as a basis for describing the relevant activities is attached in the third building block. The final building block is constituted by the Lifecycle Value Management concept for steering the PLM- process on a strategic level like, among other things, by considering portfolio effects. The paper closes with the presentation of a short case study validating the proposed concept for a company in the service industry.
Product Lifecycle Management (PLM) is increasingly important for organisations acting in dynamic and competitive markets. In practice however, companies struggle with implementing PLM because PLM is a concept rather than a system. Its main premises are to improve sustainable advantage through agility and innovation. The concept implies structural, cross-functional and long-term cooperation between actors in- and outside the firm. This complexity hampers the achievement of successfully implementing PLM that truly integrates all organisational aspects and levels. The central aim of this paper is to develop a PLM framework to assess and guide PLM implementations. This framework builds upon insights from capability maturity and business/IT-alignment. The results of a first empirical assessment of 23 Dutch organisations are presented, which were used to empirically validate the framework and to provide benchmark data. Based on the framework and benchmark organisations can develop their own PLM Roadmap to increase the success of their PLM implementation.
The product design requires the interaction of several disciplines and the use of a wide set of PLM tools. They are used both to design the product elements and also, to manage product data and information that are generated. For company working as ETO (Engineering To Order), the complexity increases. Generally, customers requires a certification of the design process and a clear and formalized workflow of approval and validation. The paper describes a methodology for evaluating the use of PLM tools in the design process of products. The proposed methodology aims to be an objective tool able to catch information of the impact of ICT directly from the processes using them. Techniques specific of the Business Process Management discipline have been used. Phases and indicators of the methodology can be applied to analyze the product design process in different context.
In today's manufacturing and service industries PLM - Product Lifecycle Management - is an essential means to cope with the challenges of more demanding global competition. New, more complex and more configurable products must be introduced to markets faster than ever before. In order to cope with this, companies form large collaborative networks. In these collaborative networks product information must be transferred between companies in electronic form, smoothly and with high levels of information security. This is the first English-language book on PLM that introduces the reader to the basic terms and fundamentals of PLM. It provides a solid foundation for starting a PLM development project and further gives ideas and examples of how PLM can be utilized in various industries. In addition, it offers an insight into how PLM can assist in creating new business opportunities and in making real eBusiness possible. © 2008, 2005, 2003 Springer-Verlag Berlin Heidelberg. All rights are reserved.
This paper explores how practical approaches to technology planning can support broadly based valuation decisions within manufacturing companies. A short review of the more traditional approaches to valuing technology is followed by a discussion of practices that are complementary in terms of linking technology, new product development and business planning in the company context. A ''fast-start'' process for technology roadmapping is proposed as one of these and the latest results from its in-company development are presented. Conclusions are drawn with respect to the contribution of the technique in promoting an inclusive method of obtaining consensus on technology investment.
Purpose
A review of benchmarking literature revealed that there are different types of benchmarking and a plethora of benchmarking process models. In some cases, a model has been uniquely developed for performing a particular type of benchmarking. This poses the following problems: it can create confusion among the users as to whether they should use only the unique benchmarking model that has been developed for particular type or they can use any model for any type of benchmarking; a user may find it difficult when it becomes necessary to choose a best model from the available models, as each model varies in terms of the number of phases involved, number of steps involved, application, etc. Hence, this paper aims to question the fundamental classification scheme of benchmarking and thereby the unique benchmarking models that are developed for each type of benchmarking. Further it aims to propose a universal benchmarking model, which can be applied for all types of benchmarking.
Design/methodology/approach
The fundamental benchmarking model developed by Camp has been used to benchmark the existing models, irrespective of the type of benchmarking, to identify the best practices in benchmarking.
Findings
Benchmarking the benchmarking models revealed about 71 steps in which around 13 steps have been addressed by many researchers. The remaining unique steps were considered to be the best practices in benchmarking.
Research limitations/implications
The proposed model is highly conceptual and it requires validation by implementing the same in an organization to understand its effectiveness.
Originality/value
Though some of the methodologies used in this paper are already available in the literature, their context of application in the field of benchmarking is new. For example, utilizing the benchmarking process itself to improve the existing benchmarking process is an original concept.
The author defines benchmarking as the approach of establishing operating targets and productivity programs based on industry best practices leads to superior performance. The four basic philosophical steps of benchmarking include: knowing your operation; knowing the industry leaders or competitors; incorporating the best practices; and gaining superiority. Benchmarking has also been divided into two parts: practices and metrics. The author points out that each can be investigated by the benchmarking process. An example demonstrates the process. Both historical and managerial perspectives are discussed.
First there was traditional benchmarking and then “expanded” benchmarking. Both analyse the gap between current practice and best practice. Introduces what might be the next great value-add in store for benchmarking. Proposes that benchmarking gap analysis be extended by estimating the measurement value needed to achieve total customer satisfaction. Concludes that this new type of benchmarking sets goals where they are most needed - on satisfied and loyal customers.
In this chapter, the need for PLM is described. The chapter shows that it’s not easy to manage products. Examples are given of some the problems that occur, and the opportunities that are lost, in environments without PLM. The PLM paradigm
is addressed. The PLM Grid
is introduced. The environment before PLM is described briefly. Among its characteristics were multi-level hierarchies, departmental empires, poor communication
, use of specialist jargon, and serial product workflow
through
the departments.
From a theoretical point of view, people are used to think that the adoption of innovative business solutions, for optimizing the product lifecycle, should always guarantee a sufficient return on the investment (ROI), even if the concrete benefits that the investment has given to the company are sometimes difficult to evaluate. Looking at the technical literature it is possible to find a lot of ROI's estimation metrics for the evaluation of business strategies, even if after the analysis of the theoretical concepts no one faces with a real implementation of the methodology proposed.This paper proposes a solution, based on the key performance indicator (KPI) method, for evaluating the benefits introduced by the adoption of a Product Lifecycle Management (PLM) tool in a one of a kind company. The methods have been validated with its implementation into an Aerospace and Defence company (Alcatel Alenia Space), highlighting the improvement created by the implementation of the PLM solution in the everyday activities and showing the system's contribution for some key-process as configuration, change and documentation.
The past years have seen growing investments in the area of product lifecycle management (PLM) by the automotive sector. Due to its complex development cycle, the automotive OEM has begun to adopt the supplier integration into its product development process. To respond to this new trend, the PLM system needs to evolve to support the collaboration and partnership management between the automotive OEM and associated suppliers. Regarding the depth of collaboration, the integration of supplier into OEM process chain has been defined in two ways, quasi-supplier integration and full supplier integration. To enable the success of supplier integration, one of the PLM tasks is to control the collaboration between the automotive OEM and its suppliers, through deciding on an appropriate supplier integration way. Meanwhile, aiming at reduction of the expenditure for partnership management and coordination, the automotive OEM tends to have direct connections with limited number of capable and effective suppliers, called system suppliers. Other suppliers, called sub-suppliers no longer directly communicate with the automotive OEM, but instead with a system supplier who works closer with the automotive OEM and deals with the task of sub-supplier management and coordination. To keep up with these tasks above, a PLM framework is established in a broader perspective in this paper, enabling supplier integration and partnership management in the automotive development process all along the life cycle. Finally, an automotive case study is presented to illustrate the PLM implementation procedure focusing on supplier integration.
In this paper, we illustrate the use of the self-organizing map technique for financial performance analysis and benchmarking. We build a database of financial ratios indicating the performance of 91 international pulp and paper companies for the time period 1995–2001. We then use the self-organizing map technique to analyze and benchmark the performance of the five largest pulp and paper companies in the world. The results of the study indicate that by using the self-organizing maps, we are able to structure, analyze, and visualize large amounts of multidimensional financial data in a meaningful manner.
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