Program

Day 1 – 17th November 2015

07:30
Delegate Check-in Reception
08:30
Chairman's Opening Remarks Room 1
John Hayes, CEO, ENGINEERING.com
08:45
PI Keynote - Developing the Technology to Make the Hyperloop a Reality Room 1 Session details

Back in 2013, Elon Musk released his concept for the Hyperloop – a futuristic transportation tube capable of transporting people and freight at speeds of up to 760 mph. Having not patented the design and with no plans to develop a commercial vessel himself, Mr.Musk encouraged an open source design/development strategy for the 'next breakthrough in transportation', encouraging others to step forward and take up this challenge.

In February 2015, Hyperloop Technologies, one of the two leading contenders for the Hyperloop’s design, announced plans to develop and commercialize the technology. Their vision: to move people and cargo at speeds never thought possible, making the world smaller, cleaner and more efficient. 

Tasked with the design and analysis of all major mechanical elements of the Hyperloop system, PI Boston welcomes Josh Giegel to share their story and vision. Josh brings with him an extensive background in advanced fluid, thermal, thermodynamic and structural analysis, as well as a strong history in hardware based development. 

Josh Giegel, VP, Design & Analysis Engineering, Hyperloop Technologies
09:30
Creating a PLM Vision to Enable True & Enterprise-wide Business Transformation Room 1 Session details

Over the last 25 years, Western Digital, through significant expansion and acquisition, has grown from a $38M turn-around to a $15B market leader. Historically, the company would take a tactical ‘get-it-done’/‘fire-fighting’ mentality to growth, home-growing solutions to solve issues as and when they arose, thus resulting in a spaghetti bowl of business processes and systems. While it is hard to argue with the business growth results, this approach has become both un-scalable and prone to highly negative events.

Dave Davison was brought back into the WD fold just over a year and a half ago with one goal: to create a true, enterprise-wide PLM vision and to execute the business strategy against that vision. Dave joins PI Boston to discuss: 

  • Balancing the 3 requirements of PLM success – process, people and technology
  • What are the common pitfalls of an implementation and how can these be mitigated?
  • Developing PLM as an operational business practice and not as an IT deployment project
  • Developing the vision of PLM to serve both the WDT HDD (hard-disk drive) side of the business and, the previously acquired and recently approved for integration, HGST HDD & SSD (solid-state drive) business
  • Prepping for effective cultural change
  • Making PLM implementable for a global company with operations across the US, Asia and Europe
  • How can PLM be leveraged to support taking products and re-purposing them as the PC market changes
  • How to attain and maintain executive buy-in?
'Out With the Old and In With the New' - How are Big Data and Analytics Changing the PLM Landscape? Room 2 Session details

The PLM vendor landscape first started with a group of niche companies that offered a combined hardware/software solution. They persisted up until 'work stations' and improved functionality in the database space arose that killed these vendors off. This gave birth to today's generation of vendors that for the past 5-10 years have really held the PLM fort.

But today, Big Data is about taking the data-based technology underlying Google (Hadoop) and making this available to everyone. The fundamental changes that will follow in how data is collected, processed and ultimately used are pushing these PLM household names into a niche group of their own and it stands to reason that they too will become outdated dinosaurs and become extinct paving the way for the next generation of technology.

This session will discuss:

  • 'A Brief History of PLM' - how is the vendor data management changing?
  • 'Dawn of the Big Data Giants' - how is big data transforming the way we do business?
  • Enabling superior product development through Big Data & Analytics

- Improving the inclusion of the consumer's voice into product design

- Enhanced Test Data Management through better mining practices and subsequent avoidance of failure

- Evolving the Connected Vehicle

  • Wrapping up Big Data capabilities and exploring how best to link this with PLM and product development
Building Future Business on an Enterprise Data Strategy Room 3 Session details

What do you do when your organization wants to double in size and none of your data can be trusted?  Find out how Wyndham embarked on the biggest transformation they have ever attempted while building a data strategy that not only supported the evolution, but drove it to success.  In 2014, a cloud partnership was announced that would make the technology and data landscape a moving target for the next 5 years.

  • Supporting rapid growth with broken data and a changing landscape
  • Partnering IT and Business for ownership & governance
  • Blurring the lines between IT & Business
  • Operating at the speed of innovation

Most companies do not work with Big Data, but they suffer big data problems.  In the hospitality industry, velocity of data presents a challenge and milliseconds wasted result in lost revenue. When dissecting the capabilities behind your Data Strategy, it’s critical to identify and focus on targeted initiatives while maintaining the view of the forest.

Focus Group – Assessing the True Value of a PLM Investment Room 4 Session details

We all know the PLM story - 

  • A company grows and its size and complexity outgrow it’s systems architecture
  • The company looks to evaluate new platforms that can match this operation
  • PLM is evaluated and serious work goes into ensuring buy-in from all levels and positions
  • PLM is chosen and it’s deployment follows a clearly defined roadmap
  • PLM is deployed and the prior-engaged C-Suite start to lose interest because of the underwhelming obvious/tangible ROI
  • PLM is never adopted fully across the value chain and its true opportunities are never realized

At the Florida Institute of Technology (FIT), they are currently conducting significant research into investment justification and defining PLM value. Ask any PLM team and you’d be hard-pressed to find any that have not been asked ‘we’ve spent $X on this deployment, but what have we actually achieved since?’. With business models changing based on bigger, better and faster data, companies need to get moving onto next IT steps but this is near impossible if there is no understanding of the true value of your current data management system. By defining all PLM use-cases, existing and potential, across the value chain and correlating this with actual financial success, the hope is to finally get clarity on how you can quantitatively categorize the value of your PLM.

Join the discussion.

Dave Davison, Director, PLM, Western Digital
Gahl Berkooz, Head of Data and Governance, Ford Motor Company
Carmen Malangone, Director, Data Strategy & Finance, Wyndham Hotel Group
Michael Grieves, Professor, Florida Institute of Technology (FIT)
10:10
Morning Refreshment Break Exhibition Hall
10:20
Morning Pre-arranged 1-to-1 Meetings Exhibition Hall
11:20
Taking Your Startup to the Next Level with PLM Room 1 Session details

Founded in 2005, Excellims Corporation is the world innovator in ion mobility solutions for chemical detection. They provide high speed chemical analysis solutions for use in pharmaceutical, food, security, and forensics. With aggressive product development timelines and constant engineering changes to complex assemblies, this less than 20 person company needed to move beyond managing their process in spreadsheets and email.

This session will discuss:

  • Being a small manufacturing company with demanding PLM aspirations 
  • Ensuring low implementation time and costs without additional IT resources
  • Ensuring success by balancing high customizability by direct team with a strong support structure
  • Providing the flexibility to import, manage and track rapid changing engineering data 
  • Scalability to connect with an ERP tool and other business systems in the future
Structuring & Delivering Your PLM Program to Enable High Quality Growth Room 2 Session details

The highly regulated Life Sciences industry is continuously challenged to balance regulatory compliance with operational excellence and organizational growth. To combat regulatory risks and to drive quality process improvements in a collaborative environment of customers and suppliers, the role of Product Lifecycle Management (PLM) is gaining importance more than ever before in the Life Sciences industry.

A strategic approach is crucial to the success of PLM transformation programs as it drives cross-functional organization goals and enterprise objectives. Deloitte’s assessment and implementation approach are infused with business strategy, lean engineering principles, pre-defined process models, cutting-edge technology and organization design. Our tools and methodologies are strategically tailored to address industry challenges in the areas of process standardization, GxP compliance, data analytics, smart data migration and cross-functional alignment on enterprise roles.

As a result, organizations are able to drive costs down, increase profit margins and deliver high quality products to market faster. Our presentation will cover how Deloitte Consulting is helping its clients to:

  • Assess the current state and prioritize areas of business improvement opportunities
  • Develop a compelling business case and roadmap to gain executive alignment
  • Reduce non-value added activities and simplify business processes
  • Manage stakeholders across business functions
  • Develop communications, training and validation strategy
  • Improve data quality and prepare data to migrate from legacy systems
  • Leverage leading technology to convert content documents to metadata
  • Integrate enterprise business systems like LIMS, ERP and MDM
  • Reduce implementation time using Agile methodology
  • Successfully plan and implement a PLM program
Engineering for the Internet of Things (IoT) - From Physical Product to Digital Experience Room 3 Session details

The IoT is bringing about unprecedented opportunity to accelerate innovation, meet increasing consumer expectations and gain advantages in a new era of competition. But taking advantage of this opportunity requires thinking about products in new ways. IoT products are more than stand-alone devices - they are complex systems that interact with other products and systems, and involve new ways of user interaction, including web and mobile. Designing products that provide a digital experience for the end user increases the complexity in an already challenging product development process.  

In this session, you can learn about the business opportunity for manufacturers associated with the IoT, and investments IBM is making in this space. You will also hear how the featured speaker, Raytheon, is using the latest tools and technologies to implement model-based engineering (MBE) and linking lifecycle data to:

  • Integrate tools and engineering disciplines  
  • Streamline their development processes  
  • Meet the challenges of IoT product development
Mark Osgood, VP, Engineering, Excellims
Stavros Stefanis, Principal, Deloitte
Steve Shoaf, Marketing Manager, IBM Analytics - Continuous Engineering in IoT, IBM
Julie DeMeester, Engineering Fellow, Raytheon
12:00
Speeding-up Product Development and Reducing Risk through the Early Alignment of Product Structures and their BOMs Room 1 Session details

In most companies today, the siloed approach to internal operations means that engineering designs a product according to industry feedback/demand and what technology dictates. This results in a “design-centric” eBOM driving downstream product development functions such as production and support. It becomes clear that some aspects of the design are not easily, or not at all, transferable to production and the mBOM. And so the back and forth begins, wasting time and money. At Crane Aerospace, they are currently working to leverage PLM by creating multiple perspectives of product structure early thus enabling early downstream visibility and review leading to a more efficient product development timeline.

This session will discuss:

  • Understanding the former model of product development at Crane Aerospace
  • What were the major challenges of eBOM to mBOM conversion?
  • How can PLM be leveraged to gain early visibility of BOMs and product structure for downstream visibility through production, sourcing, supply chain and maintenance?
  • Aligning the needs of each product structure domain - engineering, manufacturing, as-designed, as-planned, as-built and as-maintained
  • Moving from a single to a multiple product structure model
  • Expediting the product development process, reducing risk and ensuring market opportunities are not missed
Re-imagining the PLM Landscape for Future Business Room 2 Session details

The PLM market has reached a plateau; SMEs do not have the resources to throw at large evaluation and deployment projects and larger companies are dissatisifed with a technology that has changed very little in the 10-20 years since it's roll-out and offers limited short-term ROI.

The disconnect between customer demands and platform capabilities has led to the need to ask some very important questions as to the future of the PLM industry and the need for change to avoid extinction.

This session will cover:

  • Exploring the desperate need for vendor and software transformation and conflicting paradigms
  • Understanding the three major inhibitors of current market growth - global collaboration, integration and fast ROI
  • Re-thinking existing design, product data management and business process paradigms
  • Clearer cloud strategies as a solution to this rut
  • Limitations of turning to cloud because of the security, human factor and integration
  • Re-aligning the software offering with the need for more agile, flexible and global operations 

 

IoT, the ‘Digital Twin’ and Monitoring After-Market Product Performance Room 3 Session details

Allowing revenue streams to stop at point of sale is, for many, a thing of the past. Providing a product and an attached service contract however, maximizes the bottom line whilst maintaining client/consumer engagement and loyalty. After all, if you made the product and have all of its related data, there is no one else better placed for the job of servicing it. But this needs to go beyond a warranty and the real-time and continuous connectivity opportunity offered by IoT provides a method of constant information generation, collection and analysis so a full prognostic operation is underway at all times. By leveraging on existing product data and the data being generated in the after-market, a Digital Product Twin can be created that allows for the continuous monitoring of its physical partner and allows you to always be one step ahead of failure.

  • What does the Digital Twin mean in terms of product information from design through to manufacturing?
  • Front running simulation of after-market performance in real-time to predict and therefore avoid downtime and failure
  • What is the role of IoT in realizing this model?
  • Exploring example use cases
  • What part does PLM and it’s associated product data play in enabling a prognostic strategy?
  • How do companies need to be thinking, what understanding is needed and what information is required to make this a business reality?
Focus Group - PLM Platform Evaluation & Selection Room 4 Session details

A five-year journey is underway to transform the Johnson & Johnson conglomerate from a decentralized organization of many disparate business units, to a more centralized structure.

Ethicon is one such business unit.

The decentralized nature of the enterprise meant limited visibility across the portfolio and subsequently, a growing trend of product quality issues. To tackle this, the first step was to adopt an enterprise-wide change process to support centralized decision-making and evaluate the true impact of changes. But this created a new challenge - it became apparent that the engineers could not easily find the product data they need to make informed decisions.

Enter PLM. Much of 2015 has and will be dominated by a rigorous evaluation and selection process and this session will discuss the Ethicon journey to date - the strategy formulated, the cross-functional team recruited, the prototype environments tested and the partners they have turned to, to ensure the right decision is made. 

Chandru Narayan, Group Director - Engineering Tools & Processes, Crane Aerospace & Electronics
Oleg Shilovitsky, Consultant and Blogger, Beyond PLM
Michael Grieves, Professor, Florida Institute of Technology (FIT)
Reginald Fortson, Director, R&D Processes & Systems, Ethicon
12:40
Networking Luncheon Exhibition Hall
13:40
PLM in Better Linking and Managing Product Deliverables in a Highly Complex and Regulated Industry Room 1 Session details

As many companies look to find ways to fully harness the power of managing and linking data throughout the lifecycle of products, PLM solutions offer integrated tools that enable just this. For most companies there are already areas that have processes, software and legacy documentation that does this with varying levels of efficiency and accuracy. For large pharmaceutical and medical device companies the complexity of managing product lifecycle data is particularly challenging as there are regulatory and quality challenges that further complicate the way data is managed and stored.  Eli Lilly and Company has been working towards a PLM solution for many years and is now nearly complete with the first phase of a long term strategy to better link and manage the product deliverables from drug development and device development groups. This presentation will highlight:

  • How the company has managed the initial scope of their PLM journey?
  • How do they plan to build a more integrated solution that eliminates complexity where possible and maintains legacy systems where needed?
  • Exploring Eli Lilly’s phased approach - starting with two isolated use cases in devices and the v-team then building on that success to fully implement an enterprise level PLM solution
  • Creating an integrated set of linked data that can provide an accurate, secure and easily traceable single source of truth for both the company and external partners
Gaining Value through IoT, Data and Proactive Service Room 3 Session details

STERIS Corporation, a global $3.35B company servicing the healthcare, life sciences and other industries, has multiple lines of business, including the manufacture and servicing of capital medical sterilization equipment installed in hospitals, pharmaceutical companies and research laboratories. STERIS has embarked on an Internet of Things (IoT) project, using PTC’s ThingWorx platform, to send cycle and alarm information back to a central office, and to dispatch field service technicians to proactively service equipment.

John Rogers and Will Valencak from STERIS’ ProConnect IoT Team and Mike Fallon from PTC|ThingWorx join PI Boston to discuss:

  • Implementation of the ThingWorx platform
  • How IoT enables product innovation
  • Real-time analysis of collected data
  • How Big Data and analytics allows you to extract value from IoT
  • Value of deploying an IoT solution within their business
Scott Stiffler, Director, Systems Engineering Drug Delivery Technology, Eli Lilly & Company
Timothy Burks, Principal, PLM Practice Lead, PwC
John Rogers, Manager of STERIS ProConnect IoT, Steris
Will Valencak, Lead Architect of STERIS ProConnect IoT, Steris
Mike Fallon, Director Business Development | Strategy, Parametric Technologies USA
14:20
Enhancing Knowledge Capture & Reuse through PLM Room 1 Session details

Amcor Rigid Plastics is one of the largest packaging companies in the world and in 2009 it was decided that in an attempt to drive new efficiencies they would invest further into soft tools. Like many industries, packaging thrives on new innovations and engineering but these take time and are often coupled with a churn of people who have implicit knowledge that is lost as they leave.

They therefore decided to invest in capabilities of capturing this information so it could be driven back into the company. To make this as efficient as possible, this required a standardization process and enhanced automation in the hope that this would support a development timeline of days instead of weeks when tackling more projects and greater complexity.

This session will discuss the use of PLM in capturing this knowledge along the value chain such that it is never lost and instead, accessible to all at all times. 

Business Intelligence Tools for an Accurate 'Anywhere, Anytime' Business Strategy Room 2 Session details

Successful companies are those that maximize their visibility, mobility and profitability from the C-suite level. Markets have never been more volatile and to stay ahead of the competition, it is essential that key stakeholders and decision makers have accurate, timely and transparent data upon which to act. Whilst for a long time PLM was heralded as the must-have technology, in reality its impact has been dissatisfying in most cases. Mark Halbish joins us to discuss:

  • Why has PLM failed as the C-suite tool of choice?
  • Analyzing Business Intelligence platforms for an appropriate enterprise-wide tool
  • Business Intelligence as the 'company soul' - having accurate reporting/dashboarding functionality for an 'anywhere, anytime' business data strategy
  • Extracting knowledge from PLM into BI in a more useable format
  • Creating a cohesive view of data flow from key business areas that in turn become merged and integrated
  • Standardizing data collection and analysis for a holistic view across the value chain - sales, purchasing, HR, sourcing, product development, PLM and ERP
  • Accurately pinpointing red flags and acting quickly to resolve them
  • Protecting company margins and profitability
Focus Group - Maintaining Employee Engagement, Excitement & Delight around IT Deployment Room 4 Session details

As the saying goes, 'you can’t make an omelet without breaking eggs'. In fact, in order to create something new, it is inevitable and necessary that something else should be destroyed. But it is the remaking with a precise combination of quality ingredients that results in cooking magic!

The same can be said for building teams; employees working in highly a collaborative manner, lead to an engaged and productive workforce. Skill and experience are important, but there are other more intangible qualities needed for a team environment.

We expect customer-centric solutions from teams at multiple levels of the organization:

  • Does the product make a meaningful and measurable contribution to a company business objective?
  • Does the solution meet the day-to-day functional requirements of customers?
  • Is the solution architecture robust and easy to support?

A good solution has all of these ingredients and it takes a team of people with a range of capabilities to accomplish this. Too often managers and peers are not aware or do not recognize the contributions of employees at each strata of solution delivery. This can be detrimental to morale and in turn, performance. One approach might be to break down hierarchical barriers and invite review of critical aspects of the solution from a cross-sectional team of systems and business analysts and recognize their contributions.

What does your organization do to promote employee engagement?

Focus Group - Overcoming the Cultural Barriers to Change Following Significant, Global M&A Activity Room 5 Session details

Continental has grown over the years through the extreme M&A with/of over 30 separate companies, each having been acquired with its own unique culture and processes. This significant growth was thus coupled with the formation of a very complex hodgepodge of in-house IT architecture and a number of varying definitions for the product lifecycle. This began impacting the company's relationship with their clients who demanded one common process and so Harald began creating one standardized 'CONTI-way'.

Ask anyone involved in these kinds of projects and the general consensus is that platforms and processes are never the limiting factor of such a transformation; people are always the problem. A resilience to change means that whilst everyone is broadly positive about harmonization, they only remain so if this change aligns with the way that they personally already work. 

Harald leads a discussion on how best to overcome the push back from the people when undertaking such a complicated harmonization project.

Suresh Krishnan, Director, Advanced Engineering, Amcor Rigid Plastics
Mark Halbish, Global Director - PLM, TI Automotive
Chandru Narayan, Group Director - Engineering Tools & Processes, Crane Aerospace & Electronics
Harald Wilhelm, Head of Quality Program & Systems, NAFTA, Continental AG
15:00
Afternoon Refreshment Break Exhibition Hall
15:10
Afternoon Pre-arranged 1-to-1 Meetings Exhibition Hall
16:10
Digitalization and PLM Room 1 Session details

The Airbus Group is one of many companies making active progress in the digital space; having recently appointed a Digitalization Program Director, their aim is to leverage on the huge amount of product data they have and continue to acquire to create new value-added services. Tristan joins us to discuss:

  • What will be the impact of Digitalization on PLM?
  • How Big Data, Analytics, IoT and Smart Products are contributing to the creation of the next generation of PLM
  • Expanding product data beyond the physical space - linking the virtual with the physical
Panel Discussion - Realizing the Impacts of the Internet of Things on Product Development Room 3 Session details

Today's smart, connected products are vastly different from the products delivered just one decade ago. With functionality provided largely through software, and user interaction distributed across the web and mobile devices, today's products deliver a "digital experience."

Dealing with the immense complexity associated with software-based functionality and connection into large unpredictable ecosystems requires vastly different engineering tools and skills than in the past. Moreover, updates to product functionality can occur daily rather than yearly, making the engineering process more of a continuous iteration.  

This panel will discuss:

  • How do today's products need to be designed as systems within systems?
  • What are the new engineering skills required for success?
  • What is the role of analytics in the engineering of IoT?
  • What does “designing a product for IoT” really mean and entail?
  • What’s the status of IoT standards? 
  • Are present tools—PLM in particular—equipped to handle the challenges of designing IoT-enabled devices?
  • How can the IoT enable better understanding of how they can maximize value to the end user?
  • What is the role of business and IT/engineering in the IoT movement?
  • How to prepare for the convergence of IT, OT and R&D and the impact on development and lifecycle management technologies
  • Discussing the planning and implementing of accessibility and programmability of the “Things” in the IoT
Focus Group - Rethinking the Innovation Model for a Project/Service-Oriented Business Room 4 Session details

Valiant International, Inc is a custom manufacturing and assembly line builder for the automotive, aerospace and the heavy equipment industries. The company provides turn-key systems solutions from design to installation and commissioning of production lines including, tools, robots and machinery. Once a production line is commissioned and handed over to the customer, they usually provide access to the same lines to cheaper alternative service partners who could easily re-engineer and re-construct the line for a better price. Although some customers remain loyal, the trend now is for customers to shop around for the best price. Although Valiant does its own design and manufacture of some of its own components and machines, product innovation has not been one of its primary focus areas, as many of the machines and tools were custom built for a specific purpose as per customer specifications.

Now facing fierce competition, Valiant was forced to look at innovation differently. Instead of focusing innovation on products that are integrated into production lines, the company focused on the methods and processes employed to achieve the final systems solutions. This new way of looking at innovation enabled Valiant to retain the "know-how" and hence their customers.In today's market, companies are under pressure to innovate in every way possible and the obvious target is the product. As the production line building services is now becoming more of a commodity service, this session explores and examines the need for an alternative look at your innovation model. There is a big need for rethinking how we approach innovation for similar project-based service providers, who still need to have an innovative edge over their competitors.

Focus Group - Achieving PLM Success Despite Constant Changes to your Enterprise Room 5 Session details

L-3 KEO's PLM story is a complex one. In 2004, the company formerly known as Kollmorgen Electro-Optical,  selected and deployed a PLM system designed by the legendary Martin Eigner. It was essential that a tight PLM ship was run such that they could contend with the growing complexity of serving a global market. As such they began to customize the platform around existing company processes and to set up the necessary stages for successful cultural change management.

But, during the past decade, things started to get more difficult: the PLM system went through a number of acquisitions and Kollmorgen itself was acquired, becoming L-3 KEO.  There were changes in the ownership teams, deployment methodologies, the technology was rearchitected, licensing models were altered, and finally, there were changes in leadership and the associated buy-in. All in all, their journey has been anything but a smooth ride and yet, they are known as being one of the most successful implementations of its kind in the industry.

Nick Katko, PLM owner, joins PI Boston to lead a discussion on how you can ensure PLM success despite the complexity of ongoing organizational change around you and the core factors you will need to consider as you launch off on this journey.

Tristan Gegaden, Head of Operation PLM Harmonization Center, Airbus Group
Steve Shoaf, Marketing Manager, IBM Analytics - Continuous Engineering in IoT, IBM
Joe Barkai, Industry Consultant, Author and Speaker, Joe Barkai
Roger McNicholas, Director, Program Management, General Dynamics
Chris Rommel, Executive Vice President, VDC Research
Mike Fallon, Director Business Development | Strategy, Parametric Technologies USA
Suresh Rama, Director, Advance Engineering, Innovation & Global Best Practices, Valiant International, Inc.
Nick Katko, IT Systems Analyst, PLM Lead, L-3 KEO
16:50
Panel Discussion - Ask Us Anything! Room 1 Session details

Are you having trouble choosing a PLM platform? Are you underwhelmed by your platforms ROI? Are you looking to broaden PLM's scope into different business areas or consolidate it with other technologies? Are you moving into a new data management strategy?

If you have a question or challenge that you want an honest and vendor-agnostic answer to, then this is the panel for you!

With a leading line-up of industry Consultants ready to tackle your queries and provide answers and solutions to your challenges, all you need to do is Tweet us pre-session and yours might be one of the many angles they cover on the day.

To send these in simply use @PITVtweets and #AskPIPanel and these will be collected and consolidated for discussion.

Of course, if on the day you feel inspired to join in the discussion, feel free to raise your hand and join in! 

Taking GE Aviation's Data Management Architecture Digital - The Strategic & Technical Steps for Success Room 2 Session details

GE Aviation’s data was residing in multiple places globally and within each place was a complete mixture of structured and unstructured formats. Ultimately, this meant that trying to combine all of this information together into one place to heighten speed and visibility was impossible and as such, was hindering the overall efficiency of the organization. The traditional PLM platform they had invested in was failing them; there was no way that this platform could capture the entire enterprise-wide process and so they began to look for a solution that could. Enter the ‘digital thread’. Leveraging on GE’s success in the Industrial Internet market, they began to translate successes from their parent company, into their aviation business. This session will cover:

  • How were GE Aviation’s legacy data systems failing them?
  • What was the incentive and drive to look to the Industrial Internet and analytics as a solution?
  • How was/is GE’s Industrial Internet being leveraged into the Aviation business?
  • What does the Industrial Internet mean to data strategy and how does this tie in with analytics?
  • What did/does this roll-out look like? Where was the pilot and what were the learnings?
  • How is the digital strategy being integrated with existing systems?
  • What are the long term goals of a digital data strategy?
Re-inventing Manufacturing through Quantifiable & Innovative Design Room 3 Session details

There are three types of manufacturing company:

  • Those that do not have an internal design team
  • Those that do but don't know why
  • Those that do and understand the motive

Design is considered by many in non-design sectors to be a mystical and magical world; in reality, it's as process-centric as any other department. The only difference is that this is coupled with creative output.

DIGMA, the Design Industry Group of Massachusetts, has conducted in-depth industry research in an attempt to understand how different companies view their design division. With budgets always being cut and costs reduced, every department needs to be quantifiable and it seems that it is a distinct lack of design understanding that has many manufacturers wondering how design can be too.

Focus Group - Where do Your Best Chances Lie in Claiming a Piece of the IoT? Room 4 Session details

The Internet of Things (IoT) is fundamentally challenging and changing product development and deployment. Engineering organizations and enterprises are embracing new connectivity-driven services and functionality as the foundation of their next generation systems’ value-add.

While the acknowledgment of the IoT’s potential is now nearly universal, its actual, tangible progress has been limited. Many organizations have struggled to seamlessly integrate the multiple development, operational, and service capabilities required while also navigating traditional engineering challenges.

In order to minimize development and deployment challenges and maximize chances of success in the IoT, product development organizations and deploying enterprises should focus on the following best practices:

  1. Data lifecycle needs heavily influence IoT system product changes design
  2. New tools, automation and reuse needed to accelerate time to market
  3. IoT requires increased focus on quality and security
  4. Unlocking IoT value requires organizational commitment and coordination.

How is your organization adapting to this new market opportunity?

Peter Bilello, President, CIMdata
Oleg Shilovitsky, Consultant and Blogger, Beyond PLM
Chad Jackson, President and Founder, Lifecycle Insights
Joe Barkai, Industry Consultant, Author and Speaker, Joe Barkai
Eric Redifer, Managing Director, KPMG
Craig Humanchuk, Engineering CIO, GE Aviation
Tim Gieske, Software Director – Digital Thread, GE Aviation
Stefane Barbeau, Executive Director, Design Industry Group of Massachusetts
Chris Rommel, Executive Vice President, VDC Research
17:30
PI Keynote - The Future of Innovation: Inventing Experiences that Fire Imagination Room 1 Session details

The world needs harmony and imagination and the world of tomorrow won’t be an optimization of today’s world. Society, rather than manufacturers, is triggering change and we must shift towards a positive balance sheet economically, ecologically and in human terms.

The way we read nature and understand life will transform products; as we are moving from the age of consumption to the age of usage, and from an economy of performance to an economy of experience, the world of innovation is given a new meaning and purpose.

Inventing the future calls for a new type of experience, one that fires the imagination, is holistic and easy to share. Virtual worlds achieve just that – revealing and achieving all that is possible. They unleash extraordinary potential for progress and growth, making sustainable innovation happen. Digital innovation and collaboration platforms are also paving the way for new business models based on entrepreneurship and ultra-fast interaction with users. The relationship between the virtual and the real is being reversed. It is now the ‘digital twin’ that’s inventing the real!

This is a journey of transformation and a major project for our society, bringing harmony between products, nature and life.

Bernard Charlès, President and CEO, Dassault Systemes
18:15
Chairman's Closing Remarks Room 1
John Hayes, CEO, ENGINEERING.com
18:20
Networking Drinks Reception Exhibition Hall

Day 2 – 18th November 2015

08:00
Think Tank - Managing the Enterprise Bill of Material – A Case Study From Concept to Retirement Room: Charles River Session details

What’s my product? Seems like a very simple question that every organization should be able to answer - simply. But when you try to answer that question in detail (including intricacies such as model variants, serialized instances, and as-maintained configurations), the answer suddenly becomes very complex. And as products themselves become more complex, it is becoming harder and harder for organizations to effectively manage their definition. 

Traditionally, the Bill of Materials (BOM) is the construct used to detail what constitutes a product. As the product is defined, produced and serviced, the BOM needs to transform to meet the needs of those phases of the product’s lifecycle.  Our session will focus on this concept and discuss ways organizations have addressed this challenge.

Capgemini will walk you through:

  • Lifecycle of a Bill of Material (BOM)
  • Best practices in managing the Enterprise Bill of Materials
  • Real world challenges and solutions
Think Tank - Understanding the Levels of a Model Based Enterprise (MBE) Room: Constitution Session details

MBD, MBE, TDP, etc. Are you confused by the all the model-based jargon? Do you need a no-nonsense, high-level view of what it all means for your business?

Join ITI’s think tank for the in's and out's of the model-based enterprise and how to get in the game.

Topics we will cover include:

  • The defined levels of MBE
  • What levels of MBE are used in practice today, and how those levels are achieved
  • What levels of MBE are expected for use in the future, and what you need to know to be ready to use them

This Think Tank will be led by ITI's Vice President of Product Operations, Asa Trainer. Asa has over twenty years of experience in the CAD/CAM/CAE/PLM interoperability industry as a user, a tool developer, a product and program manager, and as an interoperability consultant. He currently serves on the Technical Advisory Committee for PDES, Inc. and is the chair of the Industry Committee for the 3D PDF Consortium.

Think Tank - “If Everyone is Responsible for Product Cost, Why Don't they Know What It Is?” Room: Franklin Session details

In a recent survey by Techvalidate, 84% of manufacturers surveyed identified reducing product lifecycle costs as one of their top product-specific pressures.

Manufacturers are re-thinking global organizational structures, looking for new ways for product teams to collaborate from concept to delivery, and for new ways to manage relationships with their dynamic supply chains. While many companies have started implementing these procedural changes, industry leaders are leveraging advanced product cost management technology to provide their global product teams with transparency to product cost across the lifecycle.

In this session, we will discuss 3 ways that transparency to product cost can profoundly transform your organization:

  1. Transparency to Cost Data Across the Enterprise We will discuss the value of integrating systems and data from across the enterprise to provide everyone on your product team with a unified view of product cost early in the design process.
  2. Transparency to Cost Data Across Your Product TeamWe will discuss how design, sourcing and manufacturing cost drivers can be identified early in the lifecycle and eliminated before products reach the market resulting in an increased frequency of NPD projects that meet target cost.
  3. Transparency to Cost Data Across Your Supply Chain Learn how awareness of “True Manufacturing Cost” combined with a rich set of detailed manufacturing data (cycle time, material utilization, overhead costs, etc.) enables sourcing teams to quickly identify cost drivers and work more productively with suppliers. 
Think Tank - CAD Data Management and Cloud-Based PLM Room: Alcott Session details

Cloud computing is dominating the headlines and many companies are mandating that in the future their IT infrastructure be cloud-based. Computer Aided Design (CAD) systems present unique challenges for the cloud due to the size of the files and the unique relationship the files have; most cloud-based PLM technologies are ill equipped to address these challenges.

In this Think Tank we will:

  • Learn about the latest cloud-based PLM tools and their capabilities for CAD data management
  • Review third party solutions designed to help manage CAD data offsite
  • Review methods and technologies that allow on-premise based PDM tools to coexist with cloud-based PLM systems
  • Discuss the implications of the cloud based movement and engineering and what CAD vendors are doing to respond
Jeffrey Patrick, PLM Market Lead NA, Capgemini
Asa Trainer, Vice President, Product Operations, ITI
Julie Driscoll, VP, Strategic Marketing & Product Management, aPriori
Ed Pretzel, Consultant, aPriori
Stephen Porter, CEO, Zero Wait-State
09:00
Chairman's Opening Remarks Room 1
John Hayes, CEO, ENGINEERING.com
09:10
PI Keynote: Solar Impulse - Pioneering Spirit & Innovation to Change the World Room 1 Session details

Solar Impulse is a long-range solar-powered aircraft project that is in the midst of achieving the first round-the-world solar flight. After 12 years of research, tests and development and with no fuel, but only solar energy and technologies of the future, 2015 is the year they prove that pioneering spirit and innovation can really change the world.

André Borschberg, one of the project's two pilots and founders, joins PI Boston to share the technical, human and operational challenges that they have faced and are still facing, in bringing this project to fruition.

André Borschberg, Co-Founder, CEO and Pilot, Solar Impulse
09:55
Dealing with IT Platform Obsolescence Room 1 Session details

Systems obsolescence is a reality for every company and a timely, costly and often complex one at that. Once the software is superseded by newer and better iterations, it needs to be pulled and retired and whilst this is difficult in itself, so is the estimation of when its operational lifecycle will come to an end.

This session will look at the management of system version/plug-in retire and the factors that it examines to formulate an accurate timeline. Specifically:

  • Obsolescence management is the set of policies and practices by which these negative aspects are controlled and minimized
  • It may seem odd, but PLM technology obsolescence is a positive phenomenon because obsolescence occurs when new solutions are available that can improve business operations
  • There are negative aspects associated with technology obsolescence, namely 1) the cost of the technology refresh to obtain those improvements, and 2) the risk of data loss when migrating to a new solution
  • The goal of PLM Obsolescence Management is the ability of a company to upgrade and transition their PLM solution to new technologies incrementally over a period of several decades without loss of data and without incurring excessive cost and effort
Discussing Current & Future Industry Talent Requirements of the IoT Boom Room 3 Session details

According to Cisco, more than 50 billion devices will be connected by 2020, leading to a $14 trillion opportunity for the worldwide economy. Whilst this has of course led to a number of opportunities for the manufacturing industry, including increases in efficiency, transparency, flexibility, quality and safety, it does create a unique challenge: how do we ensure the workforce has the right skills and talents to underpin this transformation?

Peter Hirst leads the MIT Sloan School of Management team that creates world-renowned executive education programs for innovative leaders and global corporations and is a founding member of the IoT Global Talent Consortium.

This session will cover:

  • How is the IoT hype evolving and how soon will it become a reality for every manufacturing company?
  • How is the IoT hype different from other past/current/emerging trends when it comes to opportunity and challenges?
  • The current state of the workforce - what are the current talent gaps in the industry that, left unmanaged, will impede your IoT strategy?
  • What are the learning and educational needs of this transformation?
  • What can companies be doing differently now to ready themselves for IoT adoption? 
  • How important is multidisciplinary knowledge in IoT?
  • How important is the creation of new roles, especially in or near the C-suite, to own and lead this transformation?
Focus Group - The Struggles of Engaging Your Business Whilst Creating a Global Solution Room 4 Session details

Multiple sites, uncommon processes, differing software, organizational changes and new technologies…

Implementing a complete end-to-end PLM solution to a Greenfield facility is difficult enough; now try implementing a complete end-to-end solution to a company 100+ years in the making, operating in over 50 countries worldwide, each site having its own set of production methods, software packages, organizational hierarchies, local sets of best practice and so on.

The challenges are real, the regulatory requirements around the globe complicate arriving at a single global process solution and the process change can be overwhelming to most, but the benefits outweigh the struggles to success.

How is Rolls-Royce meeting and overcoming these challenges? What have we learned along the journey of PLM globalization?

Focus Group - Preparing Your Data Analytics Strategy and Setting Up the Right Team to Execute it Room 5 Session details

In an attempt to gain more meaningful insights from data, and in doing so, better organizational practices and decisions, the industry is investing heavily in data analytics. But if doing so, it is not only important to ensure that you first understand what the benefits to your practice are, but then how you should set up an appropriate culture and team that can execute your roadmap.

Gahl Berkooz, The Ford Motor Company, leads a discussion on:  

  • How do you create a saleable analytics operation?
  • Ensuring the right data is ready through data quality, integration and governance
  • Defining the different roles and activities for a data analytics team
  • Building up a team that balances both data-related and analytical disciplines
  • Creating an analytics-oriented culture within your organization
Peter Bilello, President, CIMdata
Peter Hirst, Associate Dean, MIT Sloan School of Management
Joseph S. Anderson, Global PLM CCM Solution Leader, Rolls-Royce
Brian Sobek, Head, PLM Supply Chain Liaison, Rolls-Royce
Gahl Berkooz, Head of Data and Governance, Ford Motor Company
10:35
Morning Refreshment Break Exhibition Hall
10:45
Morning Pre-arranged 1-to-1 Meetings Exhibition Hall
11:45
Utilizing PLM to Optimize Forecasting and Better Manage Supplier/Downstream Plant Operations Room 1 Session details

Currently at Chrysler Group of FCA, there are 12 plants in operation at any one time, each serviced and supplied by an extensive supplier network. The Supply Chain organization is challenged with developing long term and short term forecasts, current production plan options, and implementing the selected production plan for these 12 plants.

The forecasts and plans are developed in functional silos, each with its own unique reporting system, which have led to gaps and miscommunication during the transition point between processes and systems. Now, they are working to apply PLM in this non-traditional aspect of the lifecycle to improve overall effectiveness in the planning, decisions and implementation processes.

  • Combining the PLM maturity model with fiscal forecasting to measure how well we forecast
  • Optimizing enterprise decision processes
  • Identifying the key KPIs  to ensure good and accurate planning so that suppliers and downstream plants can reduce timelines and costs
  • Using PLM in this business area and as a result, better analyzing the complete lifecycle from data and metrics through to innovation
Utilizing Industrie 4.0, IoT and Related Platforms to Boost a More Interdisciplinary Approach to Product Lifecycle Room 2 Session details

Companies invest and deploy lifecycle management technologies as a supporting infrastructure of a true 'end-to-end' vision. On paper this is all good and well but in practice, this transparency is actually unachievable in most cases and leads to a siloed value chain: PLM for design of product, ALM for development of software and SLM for management of service. However, with the introduction of IoT and related platforms, the model is changing and Professor Eigner will discuss how you must change in order to reap the benefits.

  • How is IoT affecting the investment and development trends of lifecycle management platforms?
  • Strengthening a true interdisciplinary approach to product lifecycle from concept to service and recycle
  • Upstream integration of Industrie 4.0/IoT in design - model-based engineering
  • Downstream integration in service to effectively connect product with quality, safety and maintenance
  • Extending the focus of lifecycle management tools across the value chain
  • Equipping PLM to support the design and operational aspects of communicating products 
Creating and Deploying an Effective Data Analytics Strategy Room 3 Session details

Most companies are looking to data analytics as a way to provide their executives the transparency they need to run an agile, flexible and profitable business. At Kohl's, they are taking this one step further. As a multi-brand organisation, their focus is brand clarity, brand alignment and customer-centricity. And data analytics lends itself nicely to this; by exploring, mining and developing existing data as well as incorporating new data from both their customers and their competitive industry at large, the hope is that they will gain true visibility across the corporation and in doing so better support effective decision making in the product development and innovation space. This session will include:

  • Examining all existing datasets and their access and pulling this all together
  • Re-evaluating how changes in data infrastructure might make business better
  • Exploring existing brand and customer profiles and putting a data mining process in place with clear parameters
  • Understanding the team-specific siloed nature of data collection and re-building this
  • Building a data analytics team and fostering the right culture
  • Supporting a 'less-time mining, more-time decision making' policy
  • Creating a centralized data organization that is visually presentable and circles back to innovation
  • Supporting competitive product development through analytics
Focus Group - Enhancing Product Data Transparency to Support your e-Commerce Strategy Room 4 Session details

Anyone with an e-Commerce strategy will know that there are three challanges with regards to information flow:

  • Third-party e-Retailers demand a complete understanding of the make-up of each product they sell and any subsequent changes made to that product
  • The consumer is more conscious than ever about product components, origins and pay much more attention to what's on the box
  • The manufacturer needs to keep on top of being as cost-effective as possible

This session will discuss how to leverage PLM and enhance transparency to keep costs down, be as least-invasive as possible on partners and maximize trust with the consumer. 

Focus Group - Death of Big System Investments in Tackling Obsolescence Room 5 Session details

As a multi-billion dollar global presence in commercial aviation, defense and space, Boeing designs, deploys and maintains some of the most complex equipment ever built. With each new product offering, a new set of business challenges must be overcome and opportunities captured. To enable this, Boeing has historically implemented large suites of diverse applications and capabilities while retaining the integration role between applications. 

The result has been tightly coupled systems with complex integrations and massive customization to meet business requirements with decades long lifecycles. As Boeing looks to the future, the tolerance for accepting the huge cost of massive transformations of technologies and data formats in any form, has evaporated. Further, the business demand for best capabilities, new business models and insertion of new technologies has multiplied. Contrast this position with the increasing pressure of ERP and PLM solution providers, among others, to implement ever larger suites of COTS platforms.

Kenny Swope joins us to mediate a discussion on strategies that enable companies like Boeing to accomplish a large scale transformation that would allow the company to remain current with technology while avoiding big system selections that start off with tremendous value yet can become impediments to business agility.

Miki Dinh, Head of Process Optimization – Data Analysis, Fiat Chrysler Automobiles
Martin Eigner, Chair - Institute of Virtual Product Engineering, Technical University of Kaiserslautern
Charlie Holmes, VP, Product Development Analytics & Operations, Kohl's
Gary Johnson, Senior Manager Product Lifecycle Management, The Hershey Company
Brian Chiesi, Director - Process & Tool System Integration, Boeing
12:25
Maximizing Enterprise-wide Integration of the Four Industrial Backbones – PLM, ERP, MES & Supply Chain Room 1 Session details

Key Safety Systems Inc. (KSS) is a global automotive Tier 1 supplier that specializes in integrated safety and electronics systems with operations in 14 countries. KSS products include passive (inflators, airbags, seatbelts, steering wheels) and active (driver assistance, collision prevention, event protection) safety solutions. KSS integrated safety systems work in harmony to detect, deter, respond and protect the passengers during every critical safety phase.

In 2012, transitioning from a legacy IT architecture, KSS embarked on a technology transformation roadmap, launching new global Product Lifecycle Management (PLM), Enterprise Resource Planning (ERP), Manufacturing Execution Systems (MES), and Supply Chain Management (SCM) solutions.

Nathan Rajen, responsible for KSS global IT strategy, solutions and security joins PI Boston to discuss:

  • The KSS transition from a 15+ year legacy environment to state-of-the-art enterprise solutions
  • Understanding the roadmap created that enabled a fully integrated digital enterprise
  • What were the pragmatic implementation strategies adopted to fit the KSS culture?
  • Exploring the technical integration architecture needed to integrate PLM, ERP, MES and SCM solutions
  • Providing real-time visibility from top-floor to shop-floor
  • Enabling global data consistency and process harmonization
  • Creating the flexibility needed to accommodate the aggressive global business growth

Nathan will also review the governance, master data management, and other organizational change management strategies that continue to be critical success factors in this transformation journey.

Observations & Challenges in Applying Product Line Engineering (PLE) and PLM in Moving to Software-as-a-Service (SaaS) and the IoT Room 2 Session details

Many organizations, including the DoD, recognize that major efficiencies can only come about through innovating how they develop, field and support their product lines. Unfortunately, the capabilities, processes and policies that they evolved in getting them to their current state, are the primary obstacles that keep them from being able to innovate and move forward. Product Line Engineering (PLE) treats the portfolio of products as a single entity comprised of shared core assets that are leveraged to the benefit of all products vice a portfolio of independently developed products.

Roger McNicholas joins us to discuss his observations and challenges in implementing PLE and PLM for the US Army over the last five years in helping them move from standalone proprietary solutions to a Cloud based SasS supporting their Internet-of-Things (IoT):

  • Are you really doing PLE?
  • Is the Matrix Organization crushing your efficiency?
  • Is the way your teams execute actually creating divergence and redundancy, i.e. are you really doing PLM?
  • What are the challenges in achieving product agility on the road to Software-as-a-Service (SaaS)?
  • How is the US Army’s live combat training systems product line a case study in the IoT?
  • How can PLE and PLM be integrated to deploy a configurable family of IoTs?
Focus Group - Why is a PLM Investment Often Not a Choice Regardless of your Company Size or Resource? Room 4 Session details

An IT investment is never a small task and this is no different in the case of PLM. The implementation roadmap and strategy is ongoing, requiring constant tweaking, development and upgrade as a company looks to grow, tackle added complexity or indeed generate added value from the platform. All in all, these investments - from initial evaluation through to enterprise-wide proliferation - are resource intensive, costing companies huge amounts of money and time.

When speaking to some companies yet to make the PLM jump, they often refer to it as a consideration, taking the expense, time and resource into serious account. This is especially common amongst SMEs, but not in the case of Synaptive Medical, a start-up medical device organization based in Canada. 

To be efficient, compliant and profitable, Synaptive Medical see a PLM investment as so much more than just a process improvement and join us to discuss why PLM is instead, a mandatory step and way of life if you plan on being a real contender.

Focus Group - Converting PLM Data into Business Intelligence Room 5 Session details

Many companies have turned to analytics because senior management is not getting the desired visibility into their enterprise, especially into their PLM processes. For these companies, PLM remains an important tool, though primarily for the end user community. In attempts to manage by metrics, many soon discover that analytics solutions are not silver bullets and oftentimes convolute matters. Without proper definition and the ability to drill into underlying details, metrics in general and program reviews in particular become games of smoke and mirrors. This disconnect between data and processes means poor understanding of business flows and makes it near impossible to insightfully monitor operations across the enterprise.

At L-3 KEO, they have taken a completely different approach to Business Intelligence and in doing so, have created a cutting edge solution that is lightweight, effective and has saved them hundreds of thousands of dollars. It is connected, in real-time, to the PLM 'one source of truth' and has turned their approach to analytics upside down. Metrics are no longer pushed top-down, but are designed as digital tools that are in turn aggregated into larger solutions. Built on breakthrough technology, rich analyses help them see and understand their data.

Nick Katko, PLM Owner, joins PI Boston to discuss their unique approach to data analytics - how they did it, why they did it and how they discover insights at the speed of thought.

Nathan Rajen, Global Director, Process & Technology Solutions, Key Safety Systems
Roger McNicholas, Director, Program Management, General Dynamics
Thas Yuwaraj, Director, QA, RA and IP, Synaptive Medical Inc.
Arie Henkin, Manager, Quality Systems, Synaptive Medical Inc.
Nick Katko, IT Systems Analyst, PLM Lead, L-3 KEO
13:05
Networking Luncheon Exhibition Hall
14:05
Producing Quality Products with Quality Processes - The Conti Lifecycle Management Way Session details

Like so many other global corporations, Continental has grown over the years through merger and acquisition; its 200,000 employee base today is a result of the bringing together of over 30 separate companies, each having been acquired with its own unique culture and processes. The positive of this is of course significant growth and global reach but simply resting on the laurels of a hodgepodge of in-house processes and multiple product lifecycle definitions, has not been so beneficial to their growing client base who, to continue using Continental as their OEM, want one common language and process with which to work. Harald Wilhelm, Head of Quality Programs & Systems, NAFTA, joins PI Boston to discuss how to form one common lifecycle process and one common language in facilitating both internal and external communication.

  • How has Continental grown over the years?
  • What were the product lifecycle challenges related to a multi-process operation?
  • Defining the what the 'Conti-way' looks like with regards to quality gates and requirements
  • Harmonizing the process landscape and overcoming the related cultural barriers to change
  • Taking a top-down approach to process and cultural change
  • Tackling the Engineer mentality of 'do we really need more documentation?'
  • Aligning Conti's consolidated process with that of their individual clients
  • Next stage - choosing the best IT solution to suit this newly defined approach
Is Your PLM Systems Running Out of Steam? Room 2 Session details

The manufacturing world continues to change at an accelerated speed. New complexities driven by embedded software and cyber-physical system interactions introduce new design challenges. New business models force product designers to rethink everything, from product architecture to supply chains.

Can your PLM system handle these new challenges?

With its roots in a CAD-centric world that revolved around BOM oriented data management and workflow, traditional PLM software is already taxed rapidly reiterating development cycles and incorporate new engineering disciplines such as embedded software.

PLM systems are running out of steam!

As organizations shift their thinking from products to service platforms, and leverage opportunities enabled by the Internet of Things (IoT), they will need to question and reevaluate their product lifecycle management strategies and methodologies, and the role of PLM software.

In this session we will discuss the impending challenges in product lifecycle management, explore new approaches leveraging the Internet of Things, and the role of PLM in redesigning your product organization. Specifically, we will explore three key topics:

  • Design for IoT
  • Design for the Business of IoT
  • Is it ‘Design for IoT’ or ‘Design by IoT’?
The Caterpillar Business Transformation Story - 'Innovate or Die' Room 3 Session details

Caterpillar is a prime example of a company adapting to the changing market around them to maintain their relevance. We have seen a number of past Fortune 500 companies resting on the laurels of their success to then ultimately fail because they never invested time, talent or technology into moving with the market. In a corporate interview when asked 'Is Caterpillar a tractor company, a machine company or a technology company?', our speaker, Greg Folley, replied 'the answer is really that we need to become more of a solutions company for our customers and that might take us in a number of different directions.' And they are preparing for this by changing the very mindset of their people and by being unafraid to move away from what has brought them incredible success historically. This session will cover:

What does innovation mean to Caterpillar and how is that shaping its future direction?

  • How has the market dynamic changed and how is Caterpillar transforming internally to put the customer at the forefront of its solutions strategy?
  • How has Caterpillar driven innovation into its product development process?
  • How is Caterpillar forming a broad analytics ecosystem and leveraging this to accelerate the creation of a platform that can analyze data to best understand and deploy solutions?
  • Driving, developing and executing innovative initiatives to support customers
Focus Group – Facilitating the Integration of PLM with Mechatronics Room 4 Session details

As products become more controls driven, the ability for PLM systems to effectively manage mechanical, electrical, electronics, simulations, and software (collectively called Mechatronics) has become ever more important. Coming from an automotive background, Nathen continues to witness the explosive growth Mechatronics is gaining in products and services. From global OEMs and Tier 1 suppliers to specialized niche players, everyone in the entire chain is impacted by this growth.

Specific to Key Safety Systems, this automotive Tier1 supplier is transforming from being a traditional “Passive Safety” supplier (seat belts, air bags, steering wheels) to an “Active Safety” innovator (collision prevention, lane departure detection, driver alertness monitoring, and many more software controls and related systems driven “safety solution” opportunities).

This session will focus on the Mechatronics trend and how it has impacted PLM solutions and vendors by driving aggressive acquisitions to respond to market demands.

Focus Group - The Expansion of PLM: Pulled by the Market or Pushed by the Vendors? Room 5 Session details

For many years, the core of PLM solutions have revolved around data management and process automation. The implementation of such systems have followed a rather standard approach: get your data under control and then apply workflows. And the problems that PLM solves have come to be unsurprising: coordinating design across multiple technical centers and executing change and other processes.

In the past few years, however, the capabilities of PLM solutions have started to expand and even diverge. Some are including Rapid Application Development functionality in their offering. Others are expanding into Big Data and Business Intelligence technologies. More are incorporating supplier and contract management into their solution. Yet others are offering PLM without requiring any data management at all. It seems the rules have changed.

There is no standard approach to utilizing this type of solution; we’ve reverted back to an era of PLM where no definition apply is of use.

Regardless of definitions, end user organizations are faced with numerous critical questions:

  • Is all this functionality really needed or do we need to finish the job in core PLM?
  • Will PLM providers be distracted by these new application areas, leaving solutions halfway complete?
  • As some of these new capabilities extend into the domain of other internal organizations, are technical champions being pulled into bigger and broader IT issues within the enterprise a good or a bad thing?
  • Does this overall trend push us toward a more integrated or fractured IT landscape?

Join us for a discussion on these topics, and more, as we look at the expansion of PLM.

Harald Wilhelm, Head of Quality Program & Systems, NAFTA, Continental AG
Joe Barkai, Industry Consultant, Author and Speaker, Joe Barkai
Greg Folley, Vice President, Caterpillar
Nathan Rajen, Global Director, Process & Technology Solutions, Key Safety Systems
Chad Jackson, President and Founder, Lifecycle Insights
14:45
PLM & Requirements Management (RM) in Ensuring Compliance across the Lifecycle Room 1 Session details

As is the case in most industries these days, there is a heavy regulatory component within medical device manufacturing. Effective regulatory change management and compliant response across a multiple-team operated company is challenging and requires heightened transparency and collaboration. Laurence (Larry) Sampson joins PI Boston to discuss the two-part deployment of PLM and RM in remaining consistently compliant.

  • Deploying PLM to tackle challenges in engineering change orders, compliance and quality management
  • Why cloud PLM?
  • Integrating PLM with existing enterprise tools
  • Integrating other processes into PLM including CAPA, Quality and Post-market ops
  • Deploying RM to offer flexibility in business software development
  • Authoring, linking and tracking requirements effectively
  • Extracting ideas from PLM's documents
  • Why not integrate PLM and RM?
  • What has RM meant for traceability and collaboration across the lifecycle?
Panel Discussion - Determining the True New Definition of PLM in Light of Emerging Data Technologies and Changing Business Paradigms Room 2 Session details
  • What does PLM mean to you?
  • Is there a need for a new definition of PLM?
  • How has PLM business value changed over time?
  • Is it more a case of re-defining PLM value vs PLM?
  • If PLM hasn't failed, why do we have a growing need for alternatives in ALM, SLM and ERP?
  • How have we failed PLM definition when it comes to the CxO level?
  • How has technology evolved to fit the definition of PLM?
  • How do we build a next generation workforce that understands these concepts?
Focus Group - PLM & The Next Generation of Manufacturing Company Room 4 Session details

The past 3 years has witnessed the dawn of a new generation of manufacturing company that relies on crowdsourcing, crowdfunding and open source practices to bring their designs to market. The opportunity lies in that new and innovative products can be produced with very low initial investments but challenges soon arise, including:

  1. Agile Methods - the new generation of companies are operating differently
  2. Intensive social design activity - products and their designs/functionalities go viral before prototypes are finished
  3. Manufacturing scale-up - socially developed products create a hype that demands fast and scalable manufacturing
  4. Engineering and manufacturing complexity

What does this generation of manufacturer mean for the current software landscape and what mutual learnings can be learnt between traditional and these new-age manufacturers?

Focus Group - Supply Chain Traceability & PLM Room 5 Session details

There is a saying in the food industry, “You cannot solve a problem you don’t know you have.” There has been an increasing emphasis on supply chain visibility and transparency to ensure safety, quality, sustainability, and resiliency of the product. Enabling effective traceability is a pre-requisite to achieving any and all of the above.

The Institute of Food Technologists’ (IFT) Global Food Traceability Center (GFTC) has embarked on a journey to enable effective and efficient traceability practices around the world using an approach that creates a net-positive outcome for all stakeholders – consumers, industry and regulators.

By adopting a globally interoperable architecture for food traceability, GFTC envisions the adoption of improved traceability practices in support of PLM across the supply chain from suppliers, processors, distributors to retailers. This ensure improved consistency, reliable tracking of key performance metrics and socially and fiscally responsible use of resources in the world of food product lifecycle management.

Laurence Sampson, Sr Director Medical & Lifescience Industry Strategy, Siemens PLM
Martin Eigner, Chair - Institute of Virtual Product Engineering, Technical University of Kaiserslautern
Korhan Sevenler, Professor, Rochester Institute of Technology (RIT)
Michael Grieves, Professor, Florida Institute of Technology (FIT)
Nathan Hartman, Professor, Department of Computer Graphics Technology, Purdue University
Oleg Shilovitsky, Consultant and Blogger, Beyond PLM
Tejas Bhatt, Director, Institute of Food Technologists
15:25
PI Keynote - Disrupting Design through the Nomadic Museum Room 1 Session details

Design can change the world. Done well, it can elevate our quality of life, make businesses more competitive, and protect our environment. Design awareness, education, and expertise are more important now than ever as design continues to impact communities, organizations, and markets around the world. Sam Aquillano is the Founder and Executive Director of Design Museum Boston — his mission: show the world the positive impact good design can have, and create the most accessible museum in the world.

Design is everywhere. Shouldn’t a design museum be “everywhere” too? Design Museum Boston is a new kind of museum, part of a new national, nomadic design museum network producing events and exhibitions online and in places where people already go — redefining what it means to be a museum in the 21st century.  Rather than lock the world’s amazing creativity into one single building, Sam and his team turn the museum inside out and transform entire cities into design museums — creating more vibrant places to live, work, and play. At the same time, this national design museum network brings together designers of all disciplines, is open to all industry professionals, and is accessible to all ages, from kids to global CEOs.

Design Museum Boston is scaling nationally, in ways no other museum can — with a vision to be in every major city. Learn about this new organization that’s disrupting the museum industry and bringing the power of design to everyone.

Sam Aquillano, Executive Director, Design Museum Boston
16:05
Chairman's Closing Remarks Room 1
John Hayes, CEO, ENGINEERING.com