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WinWinD. PLM as a strategic tool, managing the product value chain Jonas Hagner, Global ICT Director. WinWinD at a glance Why PLM? Life before Mission / Vision Concepts PLM & ERP Concepts, models Processes on PLM Project Difficulties Benefits Strategic map Where we are going
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WinWinD PLM as a strategic tool, managing the product value chain Jonas Hagner, Global ICT Director
WinWinD at a glance • Why PLM? • Life before • Mission / Vision • Concepts • PLM & ERP • Concepts, models • Processes on PLM • Project • Difficulties • Benefits • Strategic map • Where we are going • New processes Table of contents
WinWinD at a glance • Supplier of 1 and 3 MW wind turbines and other wind energy solutions • Founded in 2000 • 800 professionals worldwide • Headquartered in Espoo, Finland • other offices also in Finland, India, Sweden and Estonia • Manufacturing facilities in Hamina, Finland • and Vengal, India • Turbine installations all around • Europe and India • No 4 position in the global • multi-megawatt market
The WinWinD Approach • Customer first • Satisfied customer priority # 1 • Working and winning together • We value responsiveness and flexibility • We offer tailored wind energy solutions • Proven technology • Years of experience in the multi-megawatt market • Hundreds of installed turbines • Continuous innovation and technology development • The WinWinD concept is reliable, productive and grid compliant • We deliver • Focus on the customer’s requirements • Reliable performance in extreme conditions • Strong in-house competence & extensive network of local professional partners Giving you peace of mind.
Proven wind energy solutions • Our offering • Wind turbines • WWD-1 • WWD-3 • WinWinD 3 • Operation & Maintenance • Delivery projects of various scopes • Micrositing • Turn-key • Options
Why PLM, life before ERP • Continuously changing value chain • Interface between manufacturing and R&D missing • Very manufacturing orientated, not product/project orientated • Data silos, person oriented • Change was instant, most on ad-hoc basis • Low change management • Low visibility Product Excel CAD Inventor
Why PLM, value chain Business Strategy WTG Wind turbine generator EPC Electric power conversion O&M Operations and maintenance Park Development Suppliers / partners- raw material trends- consolidation, merges • Electricity markets • Energy price • -reactive tariff • Puplic opinion • Permitting • flicker, noise • Land owners • Political Climate /Authorities • Subsidy • -permitting • Green values • TSO • Grid Code • Grid support • - smart grid Customers- big utilities- small developers Other renewablesCompetition Energy storage development Competititors- technology trends- Market price of MW and MWh Markets / areas- wind classes- on /off shore- arctic
Target setting for Product Management Product Management PROCESS facilitates: market driven, cross organizational and systematic decision making and steering body to drive on group level: Focusedproduct and services roadmap and portfolio, Project visibility and time to market.
Decision Making Board Cost* ≥ 1000 K€ PMB Cost* ≥ 50 K€ PCost** ≥ 5 K€ PP IMPLEMENTATION CR *** Eng. Mgmt Cost* ≤50 K€ PCost** ≤ 5 K€ * Extra variable total cost e.g. outsourced resources ** Change in product costs / turbine or service *** All product specs & release changes in PMB
Why PLM, reasons • ”When looking at the value chain the only obvious solution was PLM not PDM and not ERP” • VISION The tool should support management & control of all product related data Documents, CAD (drawings, models, assemblies, parts), structure, change, revisions, images)
PLM concepts • Global PLM • Global database • Local cache servers • Strategic values, roll out- new factories • Large mass of the product is common, common part catalogue • Global R&D organization, global sourcing, • Need to control parts, need to control change • One master in PLM • Different views for different purposes (mfg, R&D) • Total visibility of change/controlled change • Ready design transfers from one system to another • Serial numbering part number methodology
PLM, ERP why? • Data management is so crucial that we started both projects simultaneously • PLM went live before ERP • Clear role for each system • All product related in PLM. All operational in ERP • Parts/structures = PLM • As designed, as manufactured = PLM • As built, as erected, as maintained = ERP • Legacy ERP did not meet global requirements, scalability • Non-standard interfaces in the legacy ERP • PLM/ERP • PRODUCT IS MORE THAN THE STRUCTURE (PLM) • THE PRODUCT IS THE STRUCTURE (ERP) • LEVELS OF VISIBILITY
PLM, ERP why? • PLM product visibility • ERP product visibility
Conceptual information flow = Data flow = Information flow several softwares plm erp 3D Model Management Operation Transfer approved part data Ready for approval Document Change need
Conceptual data model plm erp FLat BOM Design View Document Mfg view As manufcatured Tree BOM As maintained Logical BOM Project BOM Part operative data Product DOCS Assembly DOCS Cost BOM As designed BOM Part, BOM master Revision master
Conceptual data model plm erp As maintained As manufcatured Project BOM Design View Mfg view
PLM, processes • Part/structure management • Change management • Revision management • Document management • Master data / team • VISION • The tool should support management & control of all product related data • Documents, CAD (drawings, models, assemblies, parts), structure, change, revisions, images)
Project 11.2007 Evaluation phase 6.2008 Decision 11.2008 Project start Cross-functional team (R&D & business representatives) 1.6.2009 EU live 1.8.2009 Roll out to India is ready All part codes changed Attribute model (previously all data was in the descriptions) Strict & rigorous processes PDM TEAM 1.3.2010 ERP/PLM interface Parts, not structures 1.2012 New offices roll out 19
Project Cross functional project team Steering Group Project Manager (ICT) Suppliers Project Manager Application Owner (ICT) Key user from following functions: Engineering management (engineering processes) Product Management Mechanical Engineering Electrical/Software Engineering Documentation Production Purchasing/Sourcing Projects Maintenance (Wincare) • Technical responsibility with ICT • Process & conceptual ownership with Engineering • Substance is created & owned by multiple departments
Difficulties • Process • Design review • Processing time • Involvement • Standards • Naming convention • ”serial number” part numbering (no logic in part numbers) • Attribute usage • Global • The large picture
Benefits • Process • We know what we should do • We know what is expected • We can track • Design review, managed & informed change • = • Visibility, quality, control
Strategic map plm erp Costing Purchasing Prouct strategy (PDB) QM Operative O&M Sourcing strategy O&M Production planning & control Mfg (methodologhy) Sales/marketing QA R&D
Product management Configuration Arbour text, manuals Collaboration/productivity Office integration Project integration Process Maintenance view Sales support, sales engineers Marketing Product management board Technical Upgrades Integrations Integrations (CAD, 3D) Overall goals Enhance productivity Enhance product management Move more to PLM Where we are going
