A few weeks ago, Alstom completed the takeover of Bombardier’s railway division. However, the two companies already worked closely together beforehand on the development and production of the new generation of metros for the Paris transport authority. The former Bombardier sites use the OpenPDM integration platform to import the engineering data for production and assembly into their PLM environment.
Many companies have recognized the leading role of PLM for their digitalization initiatives and are faced with the question of whether their existing system landscape is suitable for the challenges of digital transformation. Before
they decide on a new PLM application, they should first gain clarity about what PLM capabilities they will need in
the future. PROSTEP helps them analyze their PLM maturity level and define a sustainable PLM strategy.
The increasing digitalization of products and services, the volatility and uncertainty of today’s business environment, the need for more product and service diversification (until lot size one), the growing social and ecological demand for sustainability, and, last but not least, the ever-present requirements related to shortening innovation cycles and meeting international and market-specific regulations are among the key drivers for today‘s companies in a wide range of different industries.
There is a great deal of uncertainty in industry when it comes to the future viability of their current PLM infrastructures. Companies that recognize the importance of PLM for the digitalization of their business processes in particular are wondering whether they and their existing PLM solutions are in a position to cope with the digital transformation. In order to be able to respond flexibly to new business requirements, they need adaptable modular PLM architectures that can easily be integrated in their existing IT landscapes and which can quickly be expanded to include additional modules as required. At the same time, these architectures must support new concepts for data linking to ensure the traceability of product data across all the architecture components.
PROSTEP has been providing car manufacturer Daimler with support for the maintenance and further development of its central PDM system for several years. The established project structures, which had evolved over time, reduced transparency and made coordination more difficult. To help address this issue, PROSTEP and Daimler introduced an integrative, agile approach based on the Scaled Agile Framework.
Many companies are facing up to the challenge of adjusting
their evolved IT infrastructures to put them on the right course
for Industry 4.0. Karsten Theis, member of the Executive Board
of PROSTEP AG, investigates a number of scenarios in this context.
How must a tool infrastructure be designed if it is to make possible smart engineering that truly satisfies the requirements of Industry 4.0? The author is of the opinion that expanding an existing IT backbone, such as PLM, into a “data hub” will only lead to the desired result if important steps in the direction of openness and agility are taken. A position paper on the prerequisites for an IT infrastructure that make the digital master and digital twin possible.
Transferring existing incorrect or incomplete data during PLM migration places a heavy burden on the new environment. The robotics and automation specialist KUKA therefore systematically cleansed its inventory of ERP and PLM data at all engineering-to-order (ETO) locations during migration of the SAP data and the simultaneous replacement of the old PDM system with Siemens’ Teamcenter solution. Our PLM integration platform OpenPDM was the driving force behind the data washing machine.
Series production of a new Zinoro, with a new energy vehicle concept, will start in autumn of this year. It represents a major milestone for BMW Brilliance Automotive Ltd. (BBA), the joint venture between BMW and Brilliance China Automotive. The OpenDXM GlobalX software from PROSTEP guaranteed a secure data exchange between BBA and its partners during the development of the new Zinoro.
The real value of a company is not to be found in gold or money, but in its data. The data embodies the intellectual property that gives a company its competitive edge. And it‘s not only the Chinese that have recognized it. The intelligence agencies in the West also appear to believe that no methods are taboo as they strive to access confidential information under the guise of combating terrorism. In an age of global collaboration, the protection of intellectual property has become a serious challenge.
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