An internationally active Swiss equipment manufacturer for the semiconductor industry wanted to improve the quality and efficiency of its product development. The aim was to align development even more closely with customer needs and thus promote the company's growth. In his role as Head of Product Lines, the current interim manager was tasked with analyzing the existing processes, identifying potential and - among other things - leveraging it by introducing a PLM system.
Analysis reveals numerous weaknesses in the product development process
In the analysis of the product development processes, the interim manager quickly identified various weaknesses in cooperation with the managers of the divisions involved. These included the fact that existing business processes sometimes did not meet the requirements and - probably for this reason - were not always adhered to. Other weaknesses included roles and responsibilities that were not clearly defined, poor data quality and a lack of a version management system.
System for product lifecycle management (PLM) evaluated
One of the interim manager's most important tasks was therefore initially to align the product development processes with the "right first time" method and to evaluate and introduce a product lifecycle management (PLM) system.
When evaluating the PLM system, the interim manager paid particular attention to selecting a system that could be flexibly adapted to customer requirements and expanded to meet future needs. He also made sure that the system would enable consistent and transparent collaboration with internal and external partners. Another requirement to be met was that the PLM system should fulfill the legal requirements for information and data management of dual-used goods (goods that can be used for civil and military purposes) - especially with regard to data storage in the cloud.
Crowd development and employee training closely supported
The evaluation and introduction of the PLM system with connection to the CAD environment and the ERP system took nine months, the close support of the employees took a further five months and the data cleansing took place over the course of a year. During this time, the interim manager ensured that the work guidelines were adapted to the optimized processes and systems. The interim manager supported the employees through the transformation phase by personally coaching managers and closely accompanying the training measures.
PLM system successfully introduced and process efficiency increased
After 15 months, the transformation of the product development processes was complete. The company now has a very good basis for developing innovations in a customer- and market-oriented manner with efficient processes and thus creating sustainable new growth.
Key performance indicators make process control much easier
The new PLM system visualizes processes and workflows for users and clearly defines functions, roles and responsibilities. Changes can only be approved by people with the appropriate roles and versions of articles, documents and data can be managed effectively. The system also ensures that data must be entered in the required quality and that consistent activities are automated. The new processes also create transparency as the PLM system provides, prioritizes, initiates and monitors figures, data and facts (KPIs).
