Guest: David Ryan, Managing Partner
Concepts in Technology, Inc.
NGC recently spoke to David Ryan, Managing Partner of Concepts in Technology, about his views on PLM innovation and the latest generation of PLM systems, which we call PLM 3.0. Dave is an expert in fashion technology, and we’re pleased to share his viewpoints in this two-part guest blog post.
Dave shared his thoughts on PLM evolution in last week's blog post. Part 2 focuses on how PLM 3.0 improves the flow of information across the extended apparel enterprise.
How can PLM 3.0 enhance information flow and decision-making across an organization and its supply chain?
For years, PLM has provided each business silo with information. Simple examples include sketch, art and design approval for Design; lab dip, strike-off and fit approvals for Product Development; even event and calendar tracking for Senior Management. However, today’s PLM must communicate this information across the entire company, not just to siloed departments.
This can be accomplished with fully integrated calendar management and integrated workflows tied to interactive collaboration and proactive notifications, all built within the system, based on rules configured to support different business operations.
This collaboration proactively can look out and evaluate critical-path tasks that could impact the whole process downstream, if not addressed in a timely manner. On top of this, the reporting capabilities within the system can now can look “across” the business and provide the company with automated, proactive visibility to what is really happening, not what they think is happening.
As a fully integrated solution capable of communicating across multiple business platforms, PLM controls can be layered into the company’s older legacy systems and breathe new life into them. This allows the legacy systems to be the transactional tools they were built to be, while the collaborative and analytical nature of PLM 3.0 provides the visibility the company needs to accurately and proactively address issues. This is all done in a timely manner, allowing the company to react and correct any issues so they will not impact the final delivery of the product.
Could you share a few different scenarios for how PLM 3.0 could help — a C-suite executive? an end user in a specific department? a global supplier?
From C-level Executives and department managers to other teams and even global suppliers, the new generation of PLM systems keep them all proactively communicating and in synch.
Starting with the global supplier, one of a PLM system’s greatest features is the ability to communicate and collaborate with the global community, in a timely and effective manner. As we all know, change is the only constant in our business. By utilizing today’s PLM systems we can effectively communicate change and achieve our goal to maintain “one version of the truth” through the whole product development and production cycle.
Within the company, PLM 3.0 shares information among the team members that are directly involved with all the given and defined processes. It also keeps the teams supporting the upstream and downstream processes informed, by providing visibility on what is happening on a proactive basis and creating the ability to react and correct in a timely and effective manner.
By utilizing the combination of workflow processes (to keep the business flow consistent) and calendar management (to keep tasks on schedule and consistent), all the teams can be proactively notified of potential issues, eliminating the need to “look” for issues.
With this process in place and working, the teams become more analytical, thus allowing team members to focus on “running with the business” as opposed to “chasing the business”.
And finally, because PLM 3.0 can be set up to be proactive, C-level executives can be confident that when something isn’t working, they will are made aware of it in a timely enough manner to properly react. This level of information can also transcend into the analytical world.
PLM 3.0 keeps a history of what was planned, what was delivered, and all the issues in-between. With this information, as a new season “rolls in,” the historical information can be reviewed and analyzed, allowing adjustments to be made to improve the overall performance of the company.
Posted by NGC on March 21, 2016