PI San Diego 2014

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2014 Program

Day 1 – 21st October 2014

Delegate Registration Lobby
Chairman’s Welcoming Address
Chris Kay, Partner, Kalypso
PI Keynote: 'Pixar - A Design Story' Room 1 Session details

Having evolved from Artist to Art Director to Production Designer in his 12 years of employment at PIXAR Animation Studios, Jay Shuster is still learning how to make computer-generated animated films. The reality is these movies are beasts and any attempt to identify an exact science or method in their making is futile. In this presentation Shuster strives to convey the creative processes that occur in pursuit of the Animation Industry's highest standards, born out of Pixar's own neurosis of perfection. Case studies such as Wall-e (2008) yield a wealth of universal and creative lessons and anecdotes throughout the course of its 5 year production cycle. Shuster mines imagery and humor from behind the scenes at Pixar and the almost 20 years of his experience in an industry that refuses to sit still. 

Jay Shuster, Production Design Director, PIXAR Animation Studios
Developing and Implementing Innovation Capability and Process Management across the Portfolio Room 1 Session details

Kimberly-Clark are striving to lead the world in essentials for a better life. To do this, they are constantly looking for better and more effective ways of delivering these essential products to their consumer base. Innovation is the enabler and through a stage-gate process, they work to build a profitable balance across their entire portfolio. Barbara Burns, Head & Owner, Global IMF Process, will discuss their approach to balancing the needs of current product maintenance and new business area expansion through improving innovation process management.

  • Ensuring a deep and integrated understanding of consumer, brand and business strategy needs
  • Identifying exciting and profitable opportunities
  • Adopting a stage-gate approach to effectively move a new-product project from idea to launch
  • Ensuring the capabilities, disciplines and technologies are in place to support portfolio/business growth
  • Creating a practical, flexible and fast approach to prototyping to create a base for successful launch
  • Deploying PPM to improve portfolio visibility and value
Product Innovation in an Ever-Changing Technology World Room 2 Session details

The world of technology is rapidly changing and expanding in every field imaginable. Ubiquitous connectivity on the other hand has transformed the ways we interact with technology and communicate. Faster processors, higher bandwidth, bigger displays and larger memories have opened up new possibilities from digital media, to health, to agriculture. This has also had a huge impact in consumer behavior and the way in which people see the new world of innovation in products and services.

  • How have devices, applications and the cloud evolved?
  • Understanding the cloud as the backbone for the ‘Internet of Things’
  • Making better use of the data collected
  • Creating a seamless, coherent and integrated user experience across devices
  • Exploring the innovation process in the creation of next-generation products and services
Barbara Burns, Head & Owner, Global IMF Process, Kimberly Clark
Asokan Ashok, Director - Emerging Products & Services, Samsung
Creating $1 Billion in Added Value through PLM Room 1 Session details

In this presentation, Jeff Brittain and Tom Hartmann will talk about the journey of introducing PLM into a Life-Science and Consumer Health-care company, and outline how to drive measurable business value through PLM strategy and technology. The session will focus on:

  • Introducing PLM and understanding one company's journey from incremental innovation to disruptive innovation. In particular:

- Design Thinking

- New ways of working across R&D, Manufacturing and Commercial

- Design Anywhere / Build Anywhere

  • Things to get right to transform product development, including:

- Leading practices

- What to watch for

Driving Innovation within the Highly Regulated Medical Segment Room 2 Session details

Applied Medical, a leading provider of breakthrough technologies for Minimally Invasive and General Surgery, is guided by the belief that we are responsible for satisfying the three fundamental healthcare needs—cost containment, enhanced clinical outcomes, and unrestricted choice. We invest heavily in team members, R&D and advanced manufacturing technologies in order to develop the products and processes that allow us to satisfy our customers’ needs. As a vertically-integrated organization, we develop and manufacture our products in-house and provide exceptional customer service, support and education. This allows us to quickly and efficiently make product enhancements and develop new technologies. Vertical integration also allows us to control costs, closely manage supply lines and ensure the highest product quality, availability and compliance. To support our innovation goals, we realized the need to reengineer and transform many of our product development processes and systems. Starting in 2012, we assessed our processes and systems and made the strategic decision to adopt SAP PLM to better position our company to further drive our innovation strategies while meeting ever more stringent regulatory requirements. This presentation will review our PLM program from assessment to go live in 2014, lessons learned, expected benefits and our ongoing expansion plans.

Find out how Applied Medical

  • Improved efficiencies to work processes and data/document management
  • Accelerated & streamlined change processes
  • Reduced manual efforts
  • Established centralized access to all product related information
Supporting a Robust Product Cost Engineering Process with Integrated PLM and ERP Systems Room 3 Session details

Imagine how much easier it would be to invest in new product development programs, regardless of the economic climate, if product teams could reliably deliver new products within 1-2 percent of their target cost. To achieve consistent results, the first step is to strengthen assumptions behind cost targets early in a project. The second step is to provide project teams with timely, accurate feedback. In this presentation, John will demonstrate a system architecture which integrates product development processes with  PLM, ERP, and cost engineering tools to support target setting and cost management processes. How this architecture supports program timing and product quality processes will also be apparent.

Jeff Brittain, Executive Director, Bayer Health Care
Tom Hartmann, Managing Director – Product Lifecycle Services, Global and North America, Accenture
Digant Gupta, VP, Integrated Systems, Applied Medical
John Bayless, PLM Director, Mercury PLM Services
Morning Refreshment Break Exhibition Hall
Morning Pre-arranged 1-to-1 Meetings Exhibition Hall
Stream Chairman Welcome Room 1 Stream 2 Chairman Welcome Room 2 Stream 3 Chairman Welcome Room 3
Chris Kay, Partner, Kalypso
Joe Barkai, Market Strategist and Catalyst, Joe Barkai
Steve O'Lear, Director, Service Lifecycle Management, Siemens
Leveraging PDM Technology to Ramp Up Automation and Business System Integration Room 1 Session details

Three years ago, ECCO had reached an efficiency plateau using its SolidWorks Workgroup PDM. Their vision was to leverage this existing infrastructure and SolidWorks software's open Application Programming Interface (API) to ramp up automation and integration. Todd Mansfield, Director, Engineering, will discuss where they were, where they wanted to be, and how they got there, with a particular focus on deployment challenges and the benefits to date.

  • Understanding the vision: paperless design, formalized-process-driven workflows and business system integration
  • Realizing the potential for application customization and in-house roll-out during PDM system evaluation
  • Selecting SolidWorks Enterprise PDM software
  • Migrating data and completing custom development
  • Exploring the benefits to timelines, costs and customer-centricity
  • Integrating PDM with critical design configuration, MRP and cloud-based project management systems
Doing Extraordinary Things with Ordinary Systems Room 2 Session details

Oshkosh Corporation is a leading designer, manufacturer and marketer of a broad range of specialty access equipment, commercial, fire & emergency and military vehicles and vehicle bodies. Oshkosh Corporation manufactures, distributes and services products under the brands of Oshkosh®, JLG®, Pierce®, McNeilus®, Jerr-Dan®, Frontline™, CON-E-CO®, London® and IMT®. Oshkosh products are valued worldwide in businesses where high quality, superior performance, rugged reliability and long-term value are paramount. Our Convergence initiative will provide Oshkosh Corporation the ability to operate as a Global Team, providing defined services that enable customer value, mature operational practices and capabilities, and grows the organization's talent and dynamics. 

  • The reality of configuring and costing prototypes
  • Managing the life cycle of engineering desktop assets is like hitting a moving target
  • Enabling real time feedback from the manufacturing and inspection floor to the problem solvers
Software Deployment in Effectively Managing the Needs of Physical-Soft Hybrid Products Room 3 Session details

The last decade has seen immense change, challenges and opportunities for organizations in how we author and manage product related information. Relatively narrow and focused platforms, such as CAD, CAM and PDM, have primarily captured the attention of manufacturing companies and their engineering, operations and IT departments. Although narrow, the investments were significant, in terms of hardware, software, implementation and training, but the benefits were arguably limited. These capabilities have been overshadowed by much broader categories like PLM, ALM, SLM and Product Performance Analysis (PPA) that have gained wider interest and acceptance from departments within organizations such as sales, marketing, supply chain, service and compliance.  In parallel to this, significant change has been taking place in the very “bones” that these key technology platforms rely on to run and communicate in the form of ultra-high speed networks, servers as well as paradigm shifts the cloud has promoted.

  • Acknowledging the current challenges to product development faced from the back office through to the customer
  • Exploring the implications of the internet 'all things connected' trend
  • Supporting key factors to future success: efficiency, flexibility, collaboration, traceability, quality and accountability
  • Addressing the emergence of physical-soft product hybrids
  • Disparate versus holistic approaches to technology integration - ALM, SLM and PLM
  • Introducing an integrated strategy from concept to customer to aftermarket that leverages the best of each platform for significant competitive advantage 
Focus Group - Managing Platform Obsolescence Room 4 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.

Todd Mansfield, VP, Global Engineering, ECCO Safety Group (ESG)
William Woolman, IT Business Manager, Oshkosh Defense
Tracey Rohde, IT Director - Engineering Applications, Oshkosh Defense
Ron Watson, Director, PLM COE and IT Architecture, Xylem Inc.
Anders Romare, VP & Head of Engineering Applications, Airbus SAS
Simplifying PLM in Tackling Product Complexity Room 1 Session details

Composed of over 100 million components, costing over $5 billion and involving 111 nations in the design, manufacturing and maintenance phases, the Large Hadron Collider is the largest and most complex machine in the world. However, just because the product is complex, why must its PLM be so as well? CERN is the world’s largest research center for particle physics and faces the challenge of providing PLM tools which can be quickly assimilated and easy to employ by users of varied backgrounds; physicists, engineers, technicians, administrators all from distributed locations around the world. Simplification has therefore been key since the start of the PLM project in 1997. Simple and intuitive user interfaces requiring little or no training for users to be operational have been provided on top of CERN’s PLM platform which consists of several commercial systems. This presentation will show what was implemented and how efficient PLM can lead to Nobel Prizes.

  • Understanding CERN's PLM journey to date
  • Creating an internal PLM interface to simplify useability
  • Maximizing useability to ensure effective knowledge retention in a high turnover environment
  • Enhancing collaboration and communication internally and with external partners
  • Deploying said interface on top of commercial tools and ensuring integration
  • Introducing SLM-features to PLM to support effective maintenance
Driving PLM Capability Across a Complex Enterprise Room 2 Session details

Johnson and Johnson is a microcosm of many leading industry arenas – discrete / part manufacture, process / formula / recipe manufacture, medical device, pharmaceutical, biologic, CPG, capital equipment, hi-tech, service, food, cosmetic - to name but a few and we need to deliver gold standard comprehensive PLM capability across that complex set of businesses within a single global enterprise.  Like the rest of industry, we can no longer afford either the time, resource or investment traditionally required to deploy such capabilities and so need to take an innovative and disruptional approach to ensure we get ahead of the problem statement and decrease our time to value. 

  • What are the challenges associated with delivering a comprehensive PLM capability set across a complex, global enterprise?
  • Understanding the analysis of current-state PLM maturity across the enterprise: - Medical devices, Pharmaceuticals and Consumer products
  • Generating a holistic and integrated vision for an enterprise-wide PLM vision - the power and importance of branding
  • Utilizing this system to accelerate time to value whilst off-setting cost – the criticality of value proposition
  • Understanding the convergence strategy required to build the roadmap to the future
  • What is the Cloud's role in adding benefits and eliminating infrastructure challenges?
Incorporating Systems Thinking and Agile Development Methodologies into an ALM Model Room 3 Session details

Pre 2007, software development at Hologic was governed as a part number within their existing PLM architecture. However, as application development became increasingly more complex, it became apparent that a clear management strategy was essential. ALM, PLM's little brother, was the obvious choice and, combined with agile thinking, has allowed for a level of discipline that ensures hardware and software release cycles are aligned. 

  • Formulating a business-worthy ALM strategy
  • Critical role of systems thinking (designing systems of systems) in ALM
  • ALM and multi-domain simulation
  • Applying agile methods in developing complex multidisciplinary systems
Focus Group - Business Acquisition and the Related Complex Data Migration and Systems Integrations Room 5 Session details

Times are tough and the industry is still seeing many strong companies merging and acquiring others to create a more competitive, cost-efficient organization. But most of the challenges only begin once the dotted line has been signed and the M&A is made official. Each company has its own product data architecture and more often than not, these are different, be it due to the platform being used, the way it is used or who it is using it.

This session will look into best practices and challenges surrounding company merger with regards to complex data migration, systems interoperability and formulating a strategy that suits the company best, through a centralized or decentralized approach.

The session draws upon the experience of two such mergers: Gen-Probe by Hologic and Life Technologies Corp by Thermo Fisher Scientific, who took centralized and decentralized approaches respectively. The session will discuss the steps that followed to ensure the most efficient and effective migration of product information between two distinct architectures.

Rachel Bray, PLM & Document Management Specialist, CERN
Steve McCarthy, VP Quality Systems, Johnson & Johnson
Eric DePaul, Configuration & Application Lifecycle Manager, Hologic
Srini Venkataramani, Project Manager, PLM & Collaboration , Hologic
Suhas Jadhav, Senior Manager, Thermo Fisher Scientific
Deploying PLM as a Strategic Initiative at Harley-Davidson Room 1 Session details

Harley-Davidson shipped over 260,000 motorcycles worldwide in 2013 and generated $4B in revenue. Their portfolio is complex and is managed by 3 divisions: General Merchandise, Motorcycles and Parts, Accessories & Customization. This product complexity justified the introduction of PLM as a strategic initiative to replace legacy development processes that no longer supported the company's new ways of differentiating themselves. Melvina shares their 3-year PLM story from the why's and the what's to the how's and shows how now, the business planning and enterprise wide systems rely solely on this infrastructure.

  • Gaining leadership support, aligning enterprise-wide best practices and involving key suppliers/partners to make PLM a business priority
  • Changing the culture and mindset of the people by embedding a clear and concise continuous improvement goal
  • PLM as an enabler of a more customer-centric approach through strategy, structure, process & systems
  • 'Know before you go' - data, people, process and leadership
  • Exploring the pros and cons of an aggressive implementation
  • Harley-Davidson, before and after 
Integrating Systems Engineering & PLM Room 2 Session details

Today, in the engineering space, systems engineering and PLM are, for the most part, tackled as two separate disciplines. Whilst systems engineering is used in the early phases to simulate the concept, PLM then comes into play in the more detailed elements of design. At Airbus, Anders Romare, VP, Engineering, feels this is an inefficient and siloed way of working. With both principles working to optimize the overall design of the product/service, Anders will walk us through what they are doing to integrate the two and how this has impacted the overall lifecycle.

Bridging the Gap Between Product & Service Room 3 Session details

In an effort to enhance consumer engagement and profit margins, many companies now have a more end-to-end model of product offering that includes the product, and the servicing of said product. PLM is traditionally used to manage product specifications, whilst SLM manages product performance. No one platform can yet manage this whole process and so facilitating the integration of the two is paramount in maintaining this true cradle-to-grave strategy.

  • Ensuring sufficient communication between PLM & SLM - allowing data flow between product engineers and product technicians
  • Enhancing the understanding of product structure in the context of service to better the original concept development phase
  • Facilitating design, manufacturing and service collaboration to allow for product data share with external customers and suppliers
  • Maxmizing visibility of portfolio performance 
Focus Group - Calculating a Tangible ROI of Your Technology Platform Room 4 Session details

Can PLM provide a return on investment for your company? PLM has been around for decades, and was traditionally associated with large enterprises in the automotive and aerospace industries. These costly and time-consuming enterprise deployments have left the ROI of PLM somewhat questionable. But the times have changed, and so has the technology of PLM. Now companies can experience the benefits of PLM regardless of their size or industry.

This session will look into the ROI of PLM, including the costs and benefits of implementing throughout an organization from engineering to manufacturing and beyond, as well as the availability of technologies both on-premise and in the cloud.

The session draws upon the expertise and experience of Richard Noriega of VACCO and will discuss the most effective and efficient ways to deliver real ROI from a PLM solution.

Melvina Kleverova Zilliox, Design Director, Harley-Davidson
Anders Romare, VP & Head of Engineering Applications, Airbus SAS
Bill Pollock, President & Principal Consulting Analyst, Strategies For Growth
Richard Noriega, Project Manager, PLM, Vacco
Networking Luncheon Exhibition Hall
Using PLM Automation to Ensure Certified Design Integrity in Highly Compliance Driven Industries Room 1 Session details

To assure customer satisfaction, aerospace industry organizations must produce and continually improve safe, reliable products that meet or exceed customer and regulatory authority requirements. The globalization of the aerospace industry and the resulting diversity of regional/national requirements and expectations has complicated this objective.

End-product organizations face the challenge of assuring the quality and integration of product purchased from suppliers throughout the world and at all levels within the supply chain. Aerospace suppliers and processors face the challenge of delivering product to multiple customers having varying quality expectations and requirements. This becomes especially challenging when a product undergoes change where the organization having design authority (type certificate owner) is different than that of the supplier providing design activity. A concurrent approval from the design authority may need to be considered while the supplier design activity is performed in parallel in order to meet the demanding on-time delivery requirements typical to the Aerospace industry. The change being implemented has to be validated in such a way that it still preserves the integrity of the original certified design.

The PLM system can be effectively utilized in the implementation of such a change classification, approval, and notification process with shared roles and responsibilities that cross the boundaries of the design authority and design activity organizations. 

Chandru Narayan, the Director of Engineering Tools, Processes and Configuration Management at Crane Aerospace will present concepts share ideas for implementation of such a process in the Teamcenter Enterprise PLM system.

How Companies are Unleashing Innovation and Profit Potential Across the Product Value Chain Room 2 Session details

Thermo Fisher Scientific is a world leader in serving science.  Earlier this year, they acquired Life Technologies and added the leading brand of high-quality, innovative medical lab technologies to its portfolio. Before implementing Oracle’s Agile PLM solutions, Life Technologies leaned to store product data and support its global product development on many applications which led to incongruent business processes, collaboration challenges and an inefficient development environment.  Like many life sciences companies, Life Technologies began realizing the benefits of establishing one central source of truth and has been working with Oracle to make this a reality. John Moran, Director of Product Data Management, will share this PLM story.

  • Exploring Life Technologies pre-PLM – working within several different systems across multiple geographies
  • Synchronizing product development content in a compliant infrastructure
  • Selecting Oracle Agile PLM as the foundation for product information globally
  • Utilizing PLM to introduce products to market faster, remove compliance hurdles, and support future growth
Facilitating the Delivery of Sophisticated & Connected Products through Continuous Engineering Room 3 Session details

The product development model has evolved; users are demanding more specialized and tailored products and the use of connected technologies, and their related security/compliance challenges is exponentially increasing. In order for manufacturers to remain competitive and relevant, their product development processes and technologies need to evolve to match. IBM have developed a concept of Continuous Engineering that speeds delivery of smarter products by helping companies evolve engineering practices to adapt to the accelerating pace of business change.

  • What is Continuous Engineering and what does it mean to you and your business?
  • What does the ever-changing consumer want and how can we continuously deliver this?
  • Focusing on full-base platform awareness - what does the software do and how does it relate to the hardware?
  • Where do Alliances feature? - GENIVI, Linux, AGL
  • How is the industry moving forwards?
  • What is the status of the IVI project?
Chandru Narayan, Group Director, Engineering Tools & Processes, Crane Aerospace & Electronics
John Moran, Director, Product Data Management, Thermo Fisher Scientific
Steve Shoaf, Continuous Engineering Marketing Manager, IBM
Matt Jones, Head, Future Infotainment, Jaguar Land Rover
Panel Discussion - Is PLM Right for Process? Room 1 Session details

The process industry is going through significant changes as a result of a fundamental shift in market dynamics and technology innovations. As with all change, these shifts present threats, but also opportunities. Exploiting this opportunity will require adaptation from existing people, processes and enabling technology.

  • The answer is yes. The question is, 'why have we waited til now'?
  • What are the key current and future challenges of implementing PLM for Process?
  • How do you overcome the significant obstacle of change management in an industry that is deeply rooted in its legacy behaviors?
  • What does the PLM hierarchy look like in your business?
  • How do you integrate PLM capabilities with execution and quality systems?
  • What are the obvious business advantages if you can overcome challenges to deployment and adoption?
  • Are the PLM tools on the market today right for Process and if not, how do they need to be adapted to suit?
Exploring Complexity: Convergence of Enterprise Product Development Processes Room 2 Session details

Throughout the more technologically-complex product industries, software is rapidly surpassing hardware's dominance and importance. For decades, manufacturers have evolved PLM practices and software to govern all aspects of product lifecycle, but these methods and tools are challenged by the misalignment and complexity of disparate and uncoordinated mechanical, electrical and software engineering disciplines. Moreover, the current application lifecycle management (ALM) environment in most organizations is highly fragmented and struggles to scale to support the increased complexity of modern systems and products.

This session will use the findings of a market research data from the automotive industry to discuss the rationale, challenges and benefits in realizing a unified product development framework, and propose a maturity model to assist manufacturing organizations in assessing their current capabilities and create a roadmap to stay ahead of the complexity curve.

Key topics discussed:

  • Market research data to demonstrate the product development challenges in coordinating the development of complex multidisciplinary systems, and the corresponding impact on business goals.
  • Is it really PLM vs. ALM (or perhaps ERP), or do we need a different unified approach?
  • Capabilities maturity models as a roadmap to implementing an effective ALM strategy


Integrating your Design Supplier Network into a 3D CAD Model World Room 3 Session details

Gulfstream Aerospace manufactures their new aircraft in a paperless manner, by generating electronic Model Based Design for consumption throughout the enterprise. The benefits realized have exceeded expectations . The role andresponsibility of the supplier has changed immensely with the advent of this electronic process, and the demands and levels of integration between you an your supplier becomes complex. Charlie Salzman and Greg Weaver will discuss their unique story in dealing with this.

  • Infrastructure and data ownership requirements
  • Connecting and managing applications for external collaboration
  • Deploying training regimes
  • Validating all data transferred between parties
  • Comparing existing 3D modeling processes to legacy systems in terms of challenges and cost
  • Leveraging the ability to manage vendors like an internal team
  • Are back end savings worth the front end investment?
  • Understanding the varying levels of supplier integration
Focus Group - Configuration Lifecycle Management Room 4 Session details

JLR see configuration management as a very important factor in realizing mass customization. The issue is that because many enterprise-wide applications feature configuration functionality you end up unnecessarily duplicating configuration activity and data therefore leveraging this in a dynamic market becomes complex.

Consumer buying patterns and practices have changed and in many industry sectors, mass production is being abandoned and replaced by customization. This interactive process might seem simple from the consumer's perspective, but to work, is supported by a complex system of product model authoring, rules and requirements to effectively generate a new BOM, configure the order and/or create a visual representation there and then.

So how do you manage configuration lifecycle as a centralized approach, thus meeting the demands of the consumer in real-time?

Gary Johnson, Senior Manager Product Lifecycle Management, The Hershey Company
Steve McCarthy, VP Quality Systems, Johnson & Johnson
Bernhard Weber, Associate Director Engineering & Corporate Owner of Engineering PLM, Procter & Gamble
Jeff Brittain, Executive Director, Bayer Health Care
Christophe Boudard, Director, PLM, The Coca-Cola Company
Joe Barkai, Market Strategist and Catalyst, Joe Barkai
Charlie Salzman, Director, CPLM, Gulfstream Aerospace
Greg Weaver, PLM Development Manager, CPLM, Gulfstream Aerospace
Joy Batchelor, Technical Specialist for Product Configuration, Jaguar Land Rover
Afternoon Refreshment Break Exhibition Hall
Afternoon Pre-arranged 1-to-1 Meetings Exhibition Hall
Panel Discussion - Is PPM Right for you and Your Business? Room 1 Session details

In this discussion our panelists will share their Portfolio & Pipeline management experiences – particularly how PPM has driven innovation results and helped build an innovation culture.

  • What are the organizational symptoms that signal a need for portfolio management?
  • How do PLM and PPM work together to increase innovation results?
  • How can PPM be used to jumpstart an innovation culture amongst executives? 
  • In your experience, what has been the best way to articulate the value of PPM throughout your organization, even when teams don’t immediately recognize the need for a change?
  • Since you implemented pipeline management, what key business results have you seen? What’s really different about your innovation culture?


Panel Discussion: Emerging Trends and Best Practices in the Convergence of Enterprise PLM, ALM and PLE Room 2 Session details

As the sophistication of products and systems being deployed throughout the industry continually advances, the associated engineering and operational complexity and risks grow right alongside the business opportunities. Systems Engineering requires a commensurate sophistication in the alignment of traditionally disparate and uncoordinated mechanical, electrical and software engineering disciplines in a manner that is finely tuned to support a spectrum of different stakeholders in design, manufacturing, delivery, sales and maintenance operations.

A panel of expert practitioners and industry thought leaders will discuss the convergence of enterprise Product Lifecycle Management (PLM), Application Lifecycle Management (ALM) and Product Line Engineering (PLE). Speakers will debate both “hot topics” and established best practices in this space:

  • How are forward-thinking organizations achieving better alignment and convergence of their PLM, ALM and PLE practices across the enterprise?
  • What are the emerging Systems Engineering concepts and methods for unifying the traditionally disparate PLM and ALM practices in mechanical, electrical and software engineering?
  • What product architectures, organizational structures and adoption strategies are proving to be most pragmatic and effective for achieving and leveraging PLM and ALM convergence?
Panel Discussion - The 3 C's of Effective Lifecycle Management: Connectivity, Collaboration and Customer Room 3 Session details
  • In your opinion, how would you rank these in order of importance and why? – Connectivity, Collaboration, Customer
  • How connected are we today?
  • Has connectivity changed the ways of collaboration and customer experience?
  • How is crowdsourcing, getting direct customer requirements and input, changing how companies develop products?
  • What is the goal(s) of Effective Lifecycle Management: customer satisfaction, increased availability and reliability? How do we succeed/measure success?
  • What is the impact of effective connectivity and collaboration on the customer?
  • How is the proliferation of mobile computing and ever-present connectivity changing expectations of product teams?
  • How can both customer success and customer failure, along with the fundamental reasons why, be communicated back to the product team?  Why is this important?  What are the barriers to making this happen in most companies today?
Scott Talbot, Director of Business Process PLM, BD
Pamela Soin, Senior Manager, Innovation Portfolio & Pipeline Management Practice, Kalypso
Eric Redifer, Managing Director, KPMG
Nathan Rajen, Global Director, Process & Technology Solutions, Key Safety Systems
Tim Brown, Director PLM, Smiths Medical
Barbara Burns, Head & Owner, Global IMF Process, Kimberly Clark
Charles Krueger, Founder & CEO, BigLever Software
Joe Barkai, Market Strategist and Catalyst, Joe Barkai
Eric DePaul, Configuration & Application Lifecycle Manager, Hologic
Gahl Berkooz, Head of Information Management & Analytics, Ford Motor Company
Stephan Denman, System Solutions Executive - Smarter Product Development, Systems and Software Engineering, PLM, IBM
Asokan Ashok, Director - Emerging Products & Services, Samsung
Steve O'Lear, Director, Service Lifecycle Management, Siemens
Eric McSherry, Head of Technical Sales, PLM 360, Autodesk Inc.
PI Keynote - “The Silent Intelligence: The Internet of Things” Room 1 Session details

The Internet of Things has become a buzz-word lately. What is really hiding behind this technology revolution? Daniel Obodovski, the author of “The Silent Intelligence” will talk about most common use cases for the IOT from connected cars to the industrial Internet and manufacturing. The talk will also cover business models, value creation, emerging trends and the issue of data privacy and security.

Daniel Obodovski, Author/IoT Strat & BD Consulting, The Silent Intelligence
Chairman's Closing Remarks Room 1
Chris Kay, Partner, Kalypso
Networking Drinks Reception Exhibition Hall

Day 2 – 22nd October 2014

Think Tank - Enabling Product Lifecycle Analytics for Competitive Advantage Session details

Organizations  today are under relentless pressures to deliver innovative products to the marketplace, improve quality, reduce costs, expand their global footprint and reach new markets. In a competitive environment visibility into the product development process, global sourcing, real-time information sharing, collaboration between teams involved in product design, development and manufacturing and timely analysis of the data from all of the above sources will ensure a competitive edge.

To quote author Tom Davenport “Competing on Analytics: The New Science of Winning,” “It’s virtually impossible to differentiate yourself from competitors based on products alone. Your rivals sell offerings similar to yours. And thanks to cheap offshore labor, you’re hard-pressed to beat overseas competitors on product cost. How to pull ahead of the pack? Become an analytics competitor: Use sophisticated data-collection technology and analysis to wring every last drop of value from all your business processes.”

The effectiveness of analytics has already been proven with ERP, CRM, and SCM data; can analytics prove to be a strategic weapon for competitive advantage in the PLM market place? PLM has certain important differences when compared to other enterprise applications. Developing effective analytics in PLM requires knowledge of the engineering and product development domains and the software applications being mined. Most analytics tools do not meet the requirements and thus may not be effective in tapping into PLM data.

The empowerment of analytics can make this happen. It is becoming an integrated part of PLM. To Quote CIMData “PLM embraces and enables a myriad of processes and information sources scattered throughout the enterprise and the product’s life. This alone is enough to justify bringing Business analytics into PLM strategies and environments”

Accessing the data currently buried in PLM systems can help identify exceptions, manage and improve processes, and identify strategic trends that may uncover significant insight and value. Manufacturers tapping into this knowledge can achieve value by improving individual efficiencies and enterprise performance.

Some of the issues we seek to discuss:

  • Is your Reporting/ Analytic tool SMART enough to answer the following questions
    • How are we doing?
    • What should we be doing?
    • Why did it happen?
    • What is going to happen?
  • Does your PLM capture all the data necessary to provide meaningful insights?
  • Is the PLM data silo integrated with other enterprise Data - ERP, SCM, CRM and Compliance for meaningful insights?
  • Does the existing Enterprise Business Intelligence/ Analytics include strategy for PLM Data?
  • Do your existing reports help you identify process gaps and make improvements?
  • Would it be easier to analyze if you had dashboards and charts rather than just numbers?
  • Do you think your IT resources would be better utilized if business users had the tools to hand to generate their own reports and analyze on the go? 
Think Tank - How does Effective Innovation Mitigate the Risk of Failure? Session details

What are the causes of failure in innovation and how can they be overcome? In this Think Tank, participants will explore long-held beliefs that are driving 95% new product failure rates and learn about new methods that dramatically reduce the risk of failure.

  • What are the steps in the innovation process?
  • What is the relationship between the innovation, development, and go-to-market processes?
  • What are the leading causes of failure in the innovation process?
  • What is the key to success?
  • What must companies do differently to mitigate the risk of failure?
Think Tank - The Product Information Imperative Session details

How can you better leverage product information to offer new and improved services to your customers?

Within this think tank, we will explore the impact the product-service revolution has on product information architectures and future needs.  You will hear relevant experiences from real world situations that will bring useful insights into your Product-Service strategy.

  • What product data is important to how you service your customers?
  • What service activity information is important to design engineering and manufacturing?
  • How can you improve the sharing of product information across engineering, manufacturing, services and even 3rd parties?
  • How will emerging technologies such as the Internet of Things, Big Data and Servitization impact your product data architecture?
  • Experiences and lessons learned from early adopters.
Think Tank - Sharing Product Configuration Intelligence within your Organization Session details

Today, global organizations are developing products to be manufactured in multiple plants and marketed in multiple geographies, adding new dimensions to product complexity and increasing demands upon the information infrastructure.

This think tank will explore the requirements for, and consumption of, product configuration assets throughout the organisation, covering topics such as:

  • Engineering / R&D rules
  • Software and electronics configuration
  • Legislative requirements
  • Global marketing intent
  • Supply and manufacturing constraints 
  • Supporting the sales configuration process

This will be an open discussion; participants and input are welcome from all industries.

Think Tank - The Strategic Role of Legacy Data Migrations in PLM Implementations Session details

Legacy data migration projects are often over budget, off schedule, and result in poor data that cannot be reused or shared between teams and PLM applications. To ensure that your PLM implementation initiatives receive both attention and resources for legacy data migrations, this session will focus on key success factors of on-time, on-budget implementations, the pitfalls and constraints of unsuccessful approaches, the role of the data migration architect, and risk mitigation strategies.

Ravi Metrani, Managing Principal, Acnovate Corporation
Tony Ulwick , Founder & CEO, Strategyn LLC
Peter White, Aerospace & Defense SLM Business Lead, Capgemini
David Jobling, Director, Configit A/S
Mike Stroffolino, Consultant, Configit A/S
Tom Makoski, EVP, Product Lifecycle Management, ITI
Chairman’s Welcoming Address Room 1
Chris Kay, Partner, Kalypso
PI Keynote - Transforming the Way Business is Done. Room 1
Filippo Passerini, Group President - Global Business Services, and Chief Information Officer, Procter & Gamble
Generation Y and the Power of 'Yes' Room 1 Session details

Max James and Alex Kehaya, both in their mid-twenties, are two creative entrepreneurs from a generation with an aversion to corporate structure. 

They have a diverse set of experience from pioneering k-12 entrepreneurial studies to creating the first 3D printed production quality shoe. 

Why would two entrepreneurs decide to join Deckers Innovation Group? This is the story of the power of the word "Yes" and a dream to help a 2 billion dollar company run lean.

Learn what happens when the VP of Innovation gives them the freedom to explore.

Taking a Pragmatic View of Lean Innovation Room 2 Session details

In early 2014, the international energy management company, Schneider Electric, acquired the automation firm Invensys. Schneider Electric, like many large corporations, has been struggling to achieve high growth through its innovation and optimizing its return on investment in R&D.  Conversely, the Software Business within Invensys and with brands of Wonderware, SimSci and Avantis, has achieved double-digit growth for the past three years that is attributed to, among other factors, the transformation of R&D to be keenly focused on customer needs and delivering innovative resolutions to these customer needs in incremental short cycles. Andrew McCloskey, Head of Product Development for Schneider Electric’s Software Business, joins PI San Diego to discuss the lean innovation model deployed, and how this ultimately results in a greater ROI from R&D.

  • What were the specific challenges to innovation at Schneider Electric?
  • What are the underlying principles of Lean Innovation?
  • Making the customer's voice an essential part of the product development process, including ideation and selection through new product release
  • What impacts does Lean Innovation have on R&D and ROI?
  • Case Study - key learnings from a multi-year product release program
  • The importance of measurable innovation
  • Strategy to evolve Lean Innovation across all of Schneider Electric
Max James, Innovation Partner, Deckers Outdoor Corp
Alexander Kehaya, Innovation Partner, Deckers Outdoor Corp
Andrew McCloskey, Sr. VP Product Development, Schneider Electric
Making Enterprise-Wide PLM Work Productively in a Culturally Decentralized Organization Room 1 Session details

When McDonalds' first basic PLM system was installed in 2005, it was done so in a muddled way. McDonalds is a decentralized organization; unlike other global brands they do not work in a tops-down manner but prefer most of the decision-making to be as close to the market as possible. This presentation explores the pitfalls of an enterprise-wide solution being implemented into a company that hates enterprise-wide systems and how Kalypso worked with McDonalds to facilitate the re-birth of their PLM.

  • Working disparately in a PLM world and the related challenges
  • What were the impacts of this siloed approach on matters of recall, traceability and compliance?
  • Working with Kalypso to determine what we wanted from the system and what resources were needed to maxmise it's productivity
  • Was it the right platform for us and if so, how did it need to be approached differently?
  • Incorporating a culture of governance around PLM
  • Getting the resource allocation right
PLM360 - Fast. Affordable. Efficient Room 2 Session details

Rick Noriega was originally hired at VACCO as a Design Engineer tasked, in part, with helping to change existing processes. There were clear problems with data integrity and subsequent internal disconnects and after having evaluated how systems were running, he decided that things needed to be made more electronic through PLM. At this point Rick turned to Autodesk's PLM360 in an effort to avoid complicated configurations and deployments without having to invest millions.

  • Keeping PLM simple
  • Choosing configurable over customization
  • Why Autodesk's PLM360?
  • Overcoming IT and business barriers to using a cloud solution
  • Deploying PLM360 in a matter of months
  • Expanding PLM beyond traditional engineering change processes
  • Discussing business system’s integrations best practice
  • Deploying an integrated business system for best ROI results
  • Building a more secure infrastructure with PLM360

 This session includes a live demo of the PLM360 platform. 



Focus Group - Information Integration across Product, Application & Service Room 4 Session details

Product manufacturing companies, and the products they manufacture, are changing. As products get smarter and their embedded software platforms more advanced, a PLM system becomes insufficient in managing the added complexity. Add to that the fact that many are looking to more of a services model for added revenue and that this aspect of the business is in itself managed by yet another set of platforms, means that you are now dealing with one lifecycle managed, for different components and at different stages, by a variety of different systems and teams.

The data being gathered and managed needs to remain high quality to be of any use so how do we bring these separate worlds together and ensure efficient information integration? 

Jerome Lyman, Corporate VP, Worldwide Quality Systems & Food Safety, McDonald's Corporation
George Young, CEO, Kalypso
Richard Noriega, Project Manager, PLM, Vacco
Gahl Berkooz, Head of Information Management & Analytics, Ford Motor Company
Morning Refreshment Break Exhibition Hall
Morning Pre-arranged 1-to-1 Meetings Exhibition Hall
Leveraging PLM in Digitizing a Diverse Corporation End-to-End Room 1 Session details

Procter & Gamble, also known as P&G, is an American multinational consumer goods company that operates in 70 countries and has a consumer base of around 4.8 billion. To continue its successful global operations and growth, P&G focuses not on the latest and deepest deployment initiatives, but how they can boost and maximize enterprise-wide connectivity between different systems.   

  • Understanding the unique needs of P&G and why true integration is more important than deep CAD
  • Managing asset lifecycles across different PLMs - product & plant, replenishment and innovation
  • Prioritizing systems openness and connectivity in ensuring PLM is aligned with business strategy  
  • Maxmizing enterprise-wide connectivity between multiple systems
  • Generating an efficient adoption plan to include multiple 'backbones' and 10s of thousands of users
  • Realizing digital transformation as the key to scale and speed to market through visibility and integration
Bridging the Product Configuration Gap Between PLM and ERP Room 2 Session details

In 2009 the ongoing evaluation of PLM applications, combined with a multi-phased deployment of an ERP application provided the backdrop for Jaguar Land Rover to examine the opportunities for the rationalisation and optimisation of product configuration capabilities. Joy Batchelor will discuss the configuration challenge and the journey they have undertaken over the last 4 years in preparation for a detailed and successful launch in early 2014.

  • Understanding the configuration challenge in a configure-to-order company where personalisation is vital
  • What is configuration lifecycle management? – scope, platform development and benefits
  • How will configuration lifecycle management support innovation in product modelling, test capabilities and future visualisation?
  • What are the opportunities for the future?
Understanding IT's Role in Exploiting and Benefiting from a More Mobile, Integrated and Connected World Room 3 Session details

The world has never been more connected; as rapid adoption of connected mobile devices, sensors and equipment continues, companies are having to re-evaluate how they work and interact with products and systems. Thermo Fisher Scientific are jumping on the bandwagon and this session will share some of their story as they attempt to bring to market a smarter and more connected product/service offering.

  • How should we be thinking about product digitization and the IoT?
  • Strategic implications of the  'Internet of Things'
  • Identifying and exploiting opportunities to create value through integrated products and services
  • What is the role of IT in realizing a more product-service connected strategy?
  • Overcoming technical, organizational, and governance challenges
  • How has this strategy helped boost customer engagement, visibility and service?
Focus Group - Utilizing PLM to Optimize Forecasting & thus Better Manage Supplier/Downstream Plant Operations Room 5 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. By combining the PLM maturity model with fiscal forecasting, the hope is that the program will measure how well they forecast and how best to optimize enterprise decision processes. In this way, the key KPIs can be identified to ensure good and accurate planning so that suppliers and downstream plants can reduce timelines and costs.

This focus group will discuss the use of PLM in this business area and as a result, how you can better analyze the complete lifecycle from data and metrics through to innovation.

Bernhard Weber, Associate Director Engineering & Corporate Owner of Engineering PLM, Procter & Gamble
Joy Batchelor, Technical Specialist for Product Configuration, Jaguar Land Rover
David Riddle, Director, Information Technology, Thermo Fisher Scientific
Miki Dinh, Head of Process Optimization – Data Analysis, Fiat Chrysler Automobiles
Deploying a Comprehensive Ecodesign Solution across your Entire Product Development Lifecycle Room 1 Session details

The Sustainability Consortium encourages the collaboration of global brands in the development of methodologies, tools and strategies to help drive a new generation of products and supply networks. Their aim is to attempt to address environmental, social and economic imperatives and improve consumer product sustainability throughout a product's entire life cycle. Wrigley has joined up with the consortium to create a new era of innovation.

  • Why is a comprehensive ecodesign solution for the entire product development lifecycle necessary?
  • Understanding the value of collaborative efforts to build comprehensive product sustainability data sets
  • How does the consortium incentivize brand partnership?
  • Enhancing transparency from cradle to grave of material and packaging data
  • Consolidating the findings to calculate a definitive carbon footprint for each product
  • Feeding back the data into design and development so next generation products have a carbon footprint equal to or less than its predecessor
  • Taking an integrated approach using bought lifecycle analysis tools and internally-designed supply chain platforms to assess energy analysis and formulation impact
Building an Effective End-to-End Services Model to Better Integrate IT Operations with Business Vision Room 3 Session details
  • The trials & tribulations of tower-based, siloed operations across applications, network and computing services
  • Re-organizing the company to bring together disparate engineering functions
  • Deploying governance teams of IT and strategic representatives to create a shared service model vision
  • Phase I, 2013 - strengthening global collaboration, electronics, simulation & test and product design services
  • Phase II, 2014 - determining the most valuable business areas and aligning these with overall engineering service strategy
  • Promoting a collaborative services model across the 12K+ network to support internal and external service
Focus Group - Organizational Change Management (OCM) in Increasing Deployment Success Room 4 Session details

When preparing for a system deployment, most now know that it is never a case of simple 'plug-in and play'. In fact, it is after the tenuous evaluation and selection of the platform itself, that many would argue to the real work starts.

Getting peoples' buy-in through a carefully formulated and executed cultural change plan is essential for the long-term success of your deployment. Enter OCM.

OCM is critical when the project:

  • Includes changes to business processes, role definitions or organizational structure
  • Crosses functional, business or geographic boundaries
  • Has resources that do not report directly to the project leadership

In this session, Linda Mattingly will draw upon her experiences from both sides of the deployment coin (vendor/industry) to discuss the importance of OCM and how best to integrate its activities and principles into your overall project management strategy.

Richard Ammendola, Sr. Principle, Sustainability & Upstream Productivity, Wrigley
John Jewell, VP of Engineering, Manufacturing & Supply Chain IT Services, Delphi Corporation
Linda Mattingly, Organizational Change Management (OCM) Consultant, Transformational Change Leadership
Networking Luncheon Exhibition Hall
Evolving Systems Thinking and Re-design to Support the Shift to a More Circular Economy Room 1 Session details

The time of a linear ‘take, make, dispose’ model is over. To be more cost-efficient and environmentally friendly, huge movements in sustainability are underway throughout industry. This is leading to a more circular economy and Peter Bilello will discuss this shift's implications to technology, strategy and the bottom line.

  • Why a circular economy? – reducing resource and energy consumption through a complete operating system re-haul
  • Generating an effective strategy and framework for systems-level re-definition
  • What are the systems implications of abandoning the linear model?
  • Re-designing systems around reuse, recycle and upcycle
  • Designing out waste
  • Rebuilding capital through enhanced product lifecycle models
Affordable Innovation - Cost-effective Portfolio Enhancement and Growth Room 2 Session details

Changing culture, thinking and maintenance of innovation to reduce costs and ensure innovative projects/products are contributing positively to the bottom line.

  • Understanding the shift from cost plus projects to firm fixed programs and the resulting implications
  • Model-based enterprise engineering in revamping existing processes
  • Transitioning from physical to virtual sampling - the how's, what's and why's
  • Expediting the concept to product delivery stream
  • Building manufacturing quality and safety into design
  • Overcoming development barriers in real-time
  • Revamp, reuse and re-energise to continuously improve
  • Maximising innovation with fewer resources
Peter Bilello, President, CIMdata
Jon Jarrett, Director, Engineering Processes and Tools, ATK Aerospace Systems
Panel Discussion - PLM, ALM, SLM, ERP, GSC...Why is Business Process Innovation Challenging & What Can be Done About It? Room 1 Session details

Over the past few years advances in engineering technology and development processes/systems has been impressive.  New ideas and new acronyms appear almost every year and whilst this is great, what has remained constant is that the change has not been easy and the deployment of new business processes/systems is still challenging.

This panel will discuss:

  • Why is the deployment of new processes/systems difficult?
  • Drawing upon problems related to people, process and technology
  • How can we look to simplify the business processes as well as the governance and the program management for deployment?
  • Understanding the importance of standards for compliance and sustainable development
Craig Humanchuk, Engineering CIO, GE Aviation
Gahl Berkooz, Head of Information Management & Analytics, Ford Motor Company
Korhan Sevenler, Director, PLM, Xerox
Jerome Lyman, Corporate VP, Worldwide Quality Systems & Food Safety, McDonald's Corporation
PI Keynote - Smart Cities in Advancing Global Renewable Developments Room 1 Session details

By 2030 it is expected that 70% of the world’s population will live in cities. Cities today are responsible for over 70% of global CO2 emissions and this will inevitably increase. As such, incorporating a sustainable urban planning and development plan has become a priority area in how cities operate.  

This can only work if sustainability is adopted in a way that is economically feasible; where the community can implement the clean technologies and systems on a scale that can achieve meaningful progress.

This keynote explores the story of how one of the most sustainable cities in the world is being developed to create an attractive place to live whilst growing in a commercially viable manner.

Steve Severance, Executive Director, Strategy and Innovation, Masdar
Chairman's Closing Remarks Exhibition Hall
Chris Kay, Partner, Kalypso