Welcome to
Focus on PTC
Today’s Session: PLM Segment
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Focus on PTC
PLM
(Product Lifecycle Management)
Segment
© 2006 PTC
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Product Lifecycle Management (PLM)
Brian Shepherd
EVP, PLM and SCM
June 2012
Product Lifecycle Management: Its Role
PLM
© 2012 PTC
To help companies
develop the right products
With efficient strategies
and collective knowledge
According to product
performance targets
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Product Lifecycle Management: Its Value
PLM
© 2012 PTC
Increase revenue with
innovative and tailored
products
Increase profit with
efficient use of resources
and effective cost controls
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Customer Story: Piaggio
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Product Lifecycle Management
Delivering Product and Service Advantage
Increasing demand
for diversity
 Over 50% of companies are
increasing products and
variants in the next year
Need for optimized
resources
 76% of companies have too
many projects given
available resources
Global
Efficient
Platforms
Strategies
Global
Optimized
Development
Teams
Product &
Service
Advantage
Global
Right
Offerings
Products
Globalization
 Labor cost (71%), proximity to
customer (64%), and skill of
workforce (61%) are the top
reasons cited for globalization
Cost of poor quality
 Typical COPQ is 5-20% of
revenue
Global
Competitive
Quality
Performance
Sources: 1Lippincott/PTC 2011 survey of global manufacturers 2Quality Digest 3(Cooper, Dr. Robert G. and Edgett, Dr. Scott J., Product Development Institute) 4Accenture: Manufacturing’s
Secret Shift (2011) 5How Quality Drives the Rise and Fall of High-Tech Products 6Gartner: Manufacturing 2.0
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Global Offerings
Improving product and service offerings
Product Offerings
with Potential
Identifying the right products
and services to create a
competitive portfolio
demands insight into
requirements, performance,
and profitability.
Manage
Development
Resources
Balance
Product
Portfolios
1
2
̶
Provide insight into the performance of
your current portfolio
̶
Guide investment towards the most
promising products and programs
̶
Capture the voice of the customer to
establish requirements for success
̶
Enable program management to monitor
progress and ongoing performance
Integrate
Planning across
the Enterprise
3
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Global Platforms
OBJECTIVE
APPROACH
 Achieve product diversity with scale
by:
Product Diversity
with Scale
̶ Architecting product platforms as a collection of
reusable modules
Efficiently handle the
complexity that comes
with meeting the varied
requirements of market,
region, and customerspecific products
̶ Validating product platforms and configurations
̶ Propagating configuration information to create
manufacturing and service plans
ADOPTION
VALUE
ENTERPRISE
Increase market share via faster NPI
Manage the
Building
Blocks
1
Define the
Platform
2
Share the
Platform
3
1
25% decrease
in product
development
time1
30% – 40% cost
savings through
higher product
commonalities1
Increase service
profit via higher
first-time fix rates
HARDWARE &
SOFTWARE
ENGINEERING
SUPPLY CHAIN &
MANUFACTURING
SALES &
SERVICE
Schuh & Co, others from PTC customer experience
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Global Development
Enable high performance with secure
teaming
Product Development
with Knowledge
Provide a single source of truth for all
product-related information
̶
Enable fast and secure collaboration for
global sites and value chain partners
̶
Standardize best practices
̶
Share the collective knowledge and
experience of the enterprise
Globalization is not just about
reducing costs: it’s now about
driving business growth in
new, expanded markets.
̶
Share
Product
Information
Communicate
and Collaborate
1
2
Collaborate
across the
Enterprise
3
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Global Quality
A comprehensive quality management
approach
Product Quality with
Confidence
̶ Establish an authoritative, accessible source
of quality data for the enterprise
Effectively managing quality
requires coordination across
all of the enterprise functions
that impact product
performance, safety,
reliability, and risk.
̶ Enable each organization to establish
interrelated quality, risk, and validation plans
̶ Track and audit issue resolution
̶ Close the loop so that lessons learned are
reused in subsequent activities
Standardize
Quality
Processes
Integrate Quality
throughout the
Lifecycle
1
2
Manage Quality
across the
Enterprise
3
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Windchill
Single Source of Truth
This presentation contains forward looking information subject to change without notice
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Success with Windchill 9.x
(September 2007 – March 2011)
Customers Selected Windchill for:
MCAD Data
Management
ECAD Data
Management
Software Data
Management
Enterprise Content &
Process
Management
Configuration
Management
Manufacturing
Process Mgmnt
Planning
Requirements
Management
Supplier &
Component
Management
Enterprise
Interoperability
Distributed
Collaboration
– Full “footprint” of capabilities
for core product development
process improvement
– Proven architecture that is
open, high performance, and
secure
– “Ready now” to deliver real
customer value
Visualization
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Windchill 10.0
PTC’s New Platform for Global PLM
The largest Windchill release in PTC’s history
Building on Windchill’s
proven strengths:
1. Capability Footprint
10.0
2. Architecture
3. Customer Success
add significant customer
value in:
4. User Experience
5. Serviceability
GET MORE
value from PLM
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Hyundai Kia Motor Corporation
Deploys PTC’s PLM Solutions
The complete system of record for digitally tracking the creation and modification of
their platforms and vehicles from concept to production
“In order to support our ambitious growth plans,
we have prioritized the need for a faster and
more efficient environment to facilitate global
concurrent product development and
support the rapidly changing requirements for
our vehicle programs”
-Dr. H. S. Lee, Vice Chairman HKMC R&D center
“Our company believes that new thinking
leads to new possibilities. This philosophy is
what led us to select PTC as our strategic
PLM partner.”
-ChangKy Kang, EVP, head of vehicle development center 4
Hyundai Motor Company and Kia Motors Corporation
Completes First Phase of PTC PLM System Deployment
Strong Partnership Enables Companies to Achieve Aggressive Milestone on Schedule
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PLM Leadership
Brian Shepherd
EVP, PLM & SCM
Segments
Bill Neuman
Leland McLaughlin
PLM Solutions
PLM NA GTM
Tom Shoemaker
Michael Rygol
PLM Marketing
PLM EMEA GTM
Ken Stillwell
Greg Marin
PLM & SCM
Finance/Ops
PLM Services GTM
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Focus on PTC
Q&A
© 2006 PTC
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