PI Düsseldorf 2015

2015 Programme

Day 1 – 24th February 2015

Delegate Registration
Chairman's Welcoming Address Room 1
Gerard Litjens, Director European Operations, CIMdata
PI Keynote - The Transformative Effect of New Technologies in our Built Environment and Daily Lives Session details

Technology is producing a new hybrid condition where the boundaries between digital and physical, bits and atoms, are disappearing. Sensors, networks and ubiquitous information are transforming our cities into real time cybernetic systems – what some people often refer to as “smart cities.”

These real-time cities are now real! The increasing deployment of sensors and hand-held electronics in recent years is allowing a new approach to the study of the built environment. The way we describe and understand cities is being radically transformed - alongside the tools we use to design them and impact on their physical structure. 

The contribution from Prof. Carlo Ratti will address these issues from a critical point of view through projects by the Senseable City Laboratory, a research initiative at the Massachusetts Institute of Technology, and the design office Carlo Ratti Associati.

Carlo Ratti, Director, MIT Senseable Lab & Founder, Carlo Ratti Associati
The PLM Platform Comes of Age Room 1 Session details

The PLM industry has entered an accelerating era of end-to-end business platform enablement, and recent development and acquisition strategies illustrate PLM solution provider direction and industry requirements. The shift towards enabling robust and resilient business platforms requires a fundamental change for both industrial users and PLM solution providers. Industrial companies who wish to implement enterprise business platforms now or in the future must rethink their solution set strategy, and how they identify, assess, and deploy enabling technologies. They must also identify and adhere to standards and the openness of interfaces that permit their chosen solutions to be adaptable, maintainable, extensible, scalable, compatible, stable, and reliable over multiple upgrade cycles. This presentation will describe this major industry development and what this means to the future of PLM.

Cultural Change Management - 'Innovation Runs through Everything that We Do' Room 2 Session details

The traditional hierarchy of a company involves a tiered model of upper and lower management; orders trickle down from the top and results trickle up from below. This model works for most and is widely adopted. But not at W.L. Gore & Associates, who, over the past 50 years of their operation, have adopted a model that will appear confusing and enlightening to most, in the continuous pursuit of growth and innovation.

  • Understanding the utmost importance of communication and interaction in business success
  • What does the flat-structure of W.L. Gore look like and what are its obvious implications?
  • What does it mean to be a 'values-based' company versus a traditional model?

Exploring the 4 principles upon which this model is founded:

  1. Commitment: no one tells anyone what to do; there are no job titles or descriptions and everyone is accountable for what they deliver
  2. Fairness: always be fair in all internal and external transactions; always position a win-win approach to business
  3. Water Line: everyone is in one boat; if you make a decision that translates into a hole in the boat above the water line, then take sole responsibility for your choice, but if it is below, consult and get advice
  4. Freedom: take a promotional concept to your work and self-promote; there is no official salary grade and you are reviewed by your peers
  • Understanding the basic concept: no structure around departments means no restrictions to growth
Peter Bilello, President, CIMdata
John Housego, Executive, W.L. Gore & Associates
PLM-Integrated Requirements Management Room 1 Session details

One thing is certain: Nothing changes faster than customer requirements!

At every point of time, successful development projects are keeping track of the valid set of requirements, finding contradictions in those requirements and linking requirements to tests to verify the accuracy of their implementation. These functionalities are usually supported by tools for Requirements Management however these tools do not support the reference to product structure and the overall set of product information within a PLM system.

Customizations of PLM systems as well as on-board requirements modules could be one solution. Another is to integrate requirements management tools with PLM.

PLM systems can be used to support the traceability from requirements to tests to BOMs. On top of that there are new methods to describe product specifications in the early phase, for example Model-Based Systems Engineering which tries to accomplish real early phase support by using modelling languages such as SysML. With introducing MBSE the first step is called integrated requirements management.

  • Case study: Integrating requirements and test-case management with PLM
  • Exploring the global PLM challenges of a mid-size company
  • Taking the first step to Model-Based Systems Engineering
Supporting a Robust Product Cost Engineering Process with Integrated PLM and ERP Systems Room 2 Session details

Imagine how much easier it would be to invest in new product development programmes, 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 for platform products.  How this architecture supports programme timing and product quality processes will also be apparent.

Michael Pfenning, PLM Consultant, xPLM Solution
Sven Egner, Product & System Development Director, E.G.O Products
Emil Kacan, Strategy and Business Development Director, Mercury Marine
Morning Refreshment Break Exhibition Hall
Morning Pre-arranged 1-to-1 Meetings Exhibition Hall
The Challenge of PLM Upgrades as We See the Rules of Business Change Room 1 Session details

Companies that implemented PLM 10+ years ago are facing massive issues when upgrading their systems to modern PLM platforms. PLM has changed from an engineering and document-centric system towards a data-centric vision and infrastructure to enhance collaboration and better support the product lifecycle globally.

This session will examine whether we are really just talking about an upgrade or whether we are in fact looking at an entirely different potential approach.

  • Why does the classical document management approach not work in today's more connected world?
  • Are the newer iterations of existing PLM platforms changing this model of working?
  • What will the data-centric approach mean for and demand from your organization?
  • As we move further into a connected world and the cloud, how will this help support your transition?
Falling in Love with PLM - The People Side Room 2 Session details

When facing the task of deploying PLM, Project Managers first focus on business requirements based on current procedures. This results in a requirements based proposal to configure or customize the PLM system taking all of the possible scenarios of the business process into account.

However, they often become so focused on looking for an exhaustive solution for the current practice that they forget they are introducing a new software tool. This enabling tool should support real people solving real day-to-day problems.

Before the requirements definition starts, there is a lot of work to be done.

  • Understanding how the out of the box PLM system works and how the overall business strategy using PLM will impact the procedure design
  • Understanding targets as optimized procedures supporting what the strategy demands and aiming to get more immediate ROI
  • Putting yourself in the user's shoes - deploy/use PLM whilst imagining the problem it will help them solve
  • Focusing on meeting the needs of users working every day in the PLM system to help you to deploy a PLM that users will want

Through the discussion of this paradox, Hermann explains how you and your organization will fall in love with PLM.

Utilizing Industrie 4.0, IoT and Related Platforms to Boost a More Interdisciplinary Approach to Product Lifecycle Room 3 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 
Focus Group - People, PLM & Social Collaboration Room 4 Session details

In many companies PLM is still handled as a technological implementation which, for long-term success, is often detrimental. PLM is a strategy and it needs a clearly defined vision that aligns with the company's overall business goals and enables existing processes.

A major stepping stone in achieving its full potential is the people sponsoring and using it; when communicating PLM to your workforce it is vital that you take a truly end-to-end approach. Might it slightly complicate an individual's role? Maybe. But in doing so it is streamlining the next stage of the process, thus making the company better abled to bring new products and services to market.

And then you have social product development and looking into different ways to collaborate such as open innovation, crowdsourcing and co-creation. This also requires cultural management and change.

This focus group will look into how a company can prepare themselves; how to effectively guide your workforce and create a cultural change development plan that will strengthen the sustainable benefits of PLM and social development.

Jos Voskuil, Consultant, TacIT
Hermann Paetzold, Former PLM Systems Manager, Autoneum & Founder, PLM Culture
Martin Eigner, Prof. h.c. (mult), Dr.-Ing., Technical University of Kaiserslautern
Gerard Litjens, Director European Operations, CIMdata
PLM Roadmap Creation and Solution Evaluation/Selection Room 1 Session details

HARTMANN has a 190 year history as a medical device manufacturer and has become a global player in this industry sector. Grown by acquisitions, HARTMANN has established a broad product portfolio over the years which is managed and developed by 5 independent Business Divisions today. With regards to PLM, HARTMANN has established a cross-divisional Process Management department to ensure standardization across the Business Divisions. This session will cover:

  • Understanding the HARTMANN company and organizational structure
  • Exploring early PLM history and drivers in introducing PLM software - collaboration, interactions and multiple information formats
  • Taking the next PLM steps by engaging with essential stakeholders from top-level management
  • Elaborating on a comprehensive PLM roadmap and project setup
  • Building the foundation for PLM implementation - start-up projects for software selection and organizational readiness
Customised PLM - Design Data Infrastructure and Integration Room 2 Session details

Project-orientated systems engineering for internal/external project demand

Turkish Aerospace Industries (TAI) wear more than one hat; charged with internal and external projects, they function as both an OEM and supplier partner and as such, find themselves working on a lot of different projects at any one time. Each project comes with a different design data set, internal/external modernization and/or external parts/products. Different data demands different methods and as such, the creation of customized systems architecture around existing infrastructure for every new project. Can Cangelir, Chief of Concurrent Engineering at TAI, joins us to share their internal structure and practices in dealing with such high complexity.

  • Understanding the different project types and the unique demands that come with each
  • What is the role of PLM in managing this?
  • What is the structure of the PLM team?
  • Is existing infrastructure enough or is new systems architecture needed?
  • Taking responsibility to understand every system needed by every engineer type to ensure every requirement is met from concept through to logistics
  • Thinking of the solution first - will it work in maintaining data integrity and quality?
Focus Group - Successfully Integrating your Supplier Network and your Internal PLM Room 5 Session details

Skanksa is a world leading project development and construction company. With every new project comes a new client and a new supplier network that amounts to a unique supply chain. When making design, development and operational decisions, it is paramount that you take an integrated approach to project and supply chain and as such, paramount that these two fields are intrinsically linked.

With the project managed by PLM, how do you best integrate your supplier network into your system? What are the associated access/security/IP challenges and what are the implications of a PLM upgrade on effectively-built cross-company bridges? 

Focus Group - PLM Platform Upgrade & Legacy Data Preservation Room 6 Session details

FNSS Defense Systems' PLM team is currently dedicated to their V6 transition project, the aim of which was to replace Smarteam & Catia V5 with Enovia & Catia V6 by the end of 2014.

Within the project scope, it is intended to migrate all legacy PLM data (Catia, BOM files, engineering documents etc.) to the new platform without affecting quality, maintaining usability across the user force interfaces, maintaining C-level buy in for said upgrade and retiring legacy systems/apps no longer needed all under strict timelines schedules.

This session brings together those currently undergoing a platform upgrade and those currently evaluating one to discuss how to avoid the major (and unseen) pitfalls quickly to mitigate any down time and damage to product systems and data.

Stefan Abele, Business Process Lead, Paul Hartmann AG
Can Cangelir, Chief, Concurrent Engineering, TAI (Turkish Aerospace Industries)
Jenni Ala-Mantila, Head, PLM Project, Skanska Oy
Fuat Çağrı Demir, PLM Systems Engineer, FNSS Defense Systems
Complementing Complex PLM Systems with Simplified User Interfaces Room 1 Session details

Composed of over 100 million components, costing over 5 billion euros 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. CERN is the world’s largest research centre for particle physics and faces the challenge of providing PLM tools which can be quickly assimilated and easy to employ by users of different backgrounds (physicists, engineers, technicians, administrators from distributed locations around the world).

This presentation will detail:

  • Exploring CERN’s PLM strategy of using powerful commercial PLM tools with simplified web interfaces
  • Improving overall user experience through customisation, training and communication
  • Demonstrating how to simplify, streamline and deploy a more efficient set of tools
  • Maximising the return on investment and bringing user experience to the next level
  • Exploring user cases, scenarios and examples
Overcoming the Limitations of Existing Product Lifecycle Management Approaches Room 2 Session details

Many companies use PLM; some have had PLM in place for years, others are new users. None of them are 100% content with the way it operates. Functionality and applicability are governed by company-dedication and limited by technology offering and in a world where industry is expected to move so fast, the platforms we use to govern how fast we react need to as well. KHIRA is a project involving academics, cross-industry reps and service providers and through its Living Lab, aims to exploit the expertise, skills and resources of all parties to overcome the challenge of knowledge management across the product lifecycle.

  • Why aren't all processes involved in the product lifecycle supported by information management systems?
  • Formulating a working method of effectively integrating all lifecycle processes and systems
  • Promoting an holistic approach and vision to lifecycle management so access to all product data dimensions is a reality
  • Creating a framework across the lifecycle to include design, production, maintenance, testing and validation
  • Catching key product data to realise and maintain customer requirements and allow for real-time decision making
Focus Group - Should you Leverage on Existing Systems Versus a Costly PLM Investment? Room 4 Session details

It's no secret that PLM investments are resource intensive. Software providers promise a fast and pain-free configuration and execution phase, but in reality, the complexity of the system combined with the tailoring needed to suit the existing architecture is hard. Most discrete companies have already taken the PLM plunge, but for some, PLM is something repeatedly reviewed and then abandoned for a commitment to instead, better what you already have. 

  • Can you ever really calculate PLM's ROI pre-purchase and deployment?
  • How the many unknowns of PLM greatly outweigh the benefits for many
  • In an already resource-restrictive business, can a small to medium size company afford to stretch it's workforce anymore?
  • Going nowhere fast with PLM
  • Leveraging on existing ERP/CRM/Excel processes
  • Realising the additional complexity of PLM when working with a number of clients and their multiple systems
  • Are the vendors just telling you what you want to hear or are they being truthful in their upfront promises? 
Focus Group - Boosting Engineering Productivity and Engineering Change Management Room 6 Session details

Today our factories are so flexible that they can produce a wide variety of products with very short lead times at mass production cost. Also our supply chains and logistic systems are tuned to deliver goods at most places in the world within 24 hours. Now the challenge for engineering is to respond to any customer request with the design that best fits his needs and can be produced in time by the available supply chain.

Another challenge is to design all these unique products at the cost of standard designs. This requires a revolutionary boost of engineering productivity. How can this be achieved? The purpose of this break out session is to discuss and compare approaches that different companies follow including:

  • Eliminating non value adding activities
  • Reducing engineering lead time
  • Increasing reuse of engineering knowledge
Rachel Bray, PLM & Document Management Specialist, CERN
Mariangela Lazoi, Research Fellow, Università del Salento
Massimo Scalvenzi, Manager, Engineering Processes, Finmeccanica
Gerrard McClusky, VP Engineering, Aero Vodochody a.s.
Henk Jan Pels, Associate Professor, Eindhoven University of Technology
Networking Luncheon Exhibition Hall
Integrated Product Development at Mahle Behr Room 1 Session details

MAHLE Behr is an automotive supplier and one of the world's largest manufacturers of automotive air conditioning and engine cooling. Find out how MAHLE Behr streamlined its R&D processes across business units with the project “INTEGRA” that included: 

  • The product development process
  • Integration of data stored in CAD systems with SAP PLM
  • Project and portfolio management
  • Maturity level management
  • Document management
  • Variant Management

Hear about the benefits of this holistic product development approach and the lessons learned during project.

How Can Integrated Social Collaboration Help you Bring Products to Market Faster? Room 2 Session details

We live in a world where social tools have become a major part of our lives. You can’t imagine a world without Twitter, Facebook or Instagram anymore, and not just in your private life. In order to stay ahead of the competition in today’s fast paced world, companies have to be able to respond to changing customer demands immediately, develop products faster and bring them to market quicker than ever before.

By introducing business social collaboration tools inside your organisation, you’ll be able to improve the speed, scale and value of interactions between your employees. In this session you will:

Discover how social collaboration within your New Product Development and Introduction processes will:

  • increase productivity
  • enable the development of products quicker
  • expedite their launch to market 
  • ensure regulatory compliance

Learn how an integrated social collaboration tool within your PLM solution enables you to:

  • Tap into knowledge and expertise of co-workers across departments and geographies
  • Drive faster decision making using in-context analytics, without the need for interfacing
  • Speed response times, and stop reinventing the wheel
Taking PLM Collaboration to the Next Level for Strategic Joint Venture Product Development Room 3 Session details

Volvo Group Trucks is involved in various kinds of external collaboration, of which joint ventures (JV) for Product Development and Manufacturing are the most complex with respect to their processes and IT solutions. In early 2013, a JV between Volvo and the Chinese company Dongfeng Commercial Vehicles, was presented to the world and in late 2014, the transaction completed that made AB Volvo a 45% owner of the Chinese company. With this the Volvo Group became the world’s largest manufacturer of heavy-duty trucks, but in doing so, had to realise a new kind of collaboration scenario.

Enabling secure, efficient and controlled product information sharing with external partners requires an open and capable collaboration platform. This presentation will describe how Volvo has implemented scalable processes and solutions to support a truck JV setup, and also other kinds of collaborations. The presentation will describe the solution based on a COTS software and the business benefits that are addressed. 

  • What are the engineering requirements of Joint Ventures and External Collaborations?
  • What are the business requirement of Joint Ventures and External Collaborations?
  • Exploring the implemented solution
  • Understanding the expected benefits and the lessons learned
Nadine Huelsen, Director Solution Marketing PLM, SAP
Oliver Kallenborn, PLM Project Leader, Mahle Behr GmbH
Maarten Hagen, Senior PLM Business Consultant , Infor
Trond Zimmerman, PDM Portfolio Manager, Volvo Group
PLM: The Good, The Bad and The Ugly Room 1 Session details

The PLM landscape is complex and every company, no matter how big, is confronted with its own unique set of challenges and pitfalls. Unfortunately, companies rarely publically speak about where they failed and focus more on where they succeeded. Whilst this is interesting and useful, it is the challenge where industry peers see the most commonality and learning.

The University of Applied Science in Rapperswil runs an active network of industrial companies, vendors and consultants addressing PLM matters.

From the experience of different industry executives, this session will cover some interesting and controversial stories, the good, bad and ugly, and will give true insight into the PLM universe.

  • How to effectively setup a PLM project team
  • Why do detailed conceptual topics end up on a CEO’s desk?
  • Who really drives your product architecture?
  • Global business with multiple local production hubs - how does PLM support both when the requirements are so different?
  • Leveraging on legacy data in product development
  • Can PLM actually aid in supplier network management?
The Role of PLM in Supporting the Next Industrial Revolution - The IoT & Industrie 4.0 Room 2 Session details

The 'IoT' and 'Industrie 4.0' are both buzz words being thrown around at the moment and being heralded as the next big things for manufacturing; they are. But what people forget is that in preparing for their integration into existing processes, it is not only a question of what are the best big data solutions needed to capture the influx of all of the new types and amounts of data, but what is the role of PLM in facilitating the development and management of smart products.

  • What does the current structured PLM model look like in terms of data?
  • What does the IoT and Industrie 4.0 mean for the types and volumes of data that will be captured?
  • How will PLM platforms deal with this new data?
  • How vital is structured PLM in making use of the billions of new unstructured data from the world around us?
  • Exploring the importance of systems engineering in the development, production and change management of the smart, connected products of the future


Focus Group - PLM, SLM & CRM Room 4 Session details

The business model is changing from one of product delivery to one of services and beyond. Already manufacturing companies are achieving better margins on after-sales services then on winning the order in a competitive environment. More and more customers want to lease operational support or even sometimes outsource complete capabilities and operations versus just buying hardware and this business shift forces manufacturers to work closer to their consumer base. As such, understanding what is happening with their products during operation is becoming a major focus for many.

This focus group will discuss the transition to service:

  • How to position CRM (Customer Relation Management) and SLM (Service Lifecycle Management) and
  • The role of PLM in this shift

Different concepts will be discussed interactively, and participants are challenged to share and map these concepts to their organisations.

Focus Group - Engineering Tools Harmonisation Room 6 Session details

Across the product life cycle there are a series of engineering groups each tasked with a different function and therefore each having a unique set of requirements. Currently at Outotec, ENOVIA PLM acts as an underlying base and many xCAD engineering tools feed into this. But is this the most effective way of working?

Within this session, Henri will briefly discuss their current model challenge before asking you which is better:

  • One system to rule them all in a harmonised manner OR
  • Customised, integrated tools for different disciplines

What are the projected benefits of each and what are the short- and long-term compromises? 

Felix Nyffenegger, Prof for CAx, PLM and Product Design, University of Applied Sciences Rapperswil (HSR)
Ulrich Sendler, Author, PLMportal
Jos Voskuil, Consultant, TacIT
Henri Syrjäläinen, Solution Architect - Operational Excellence Development & Architecture, Outotec Oyj
Afternoon Refreshment Break Exhibition Hall
Afternoon Pre-arranged 1-to-1 Meetings Exhibition Hall
Navigating ABB's PDM Investment toward an Efficient Common Global Utilization Strategy Room 1 Session details

After having invested in a massive global Teamcenter rollout programme, ABB did not observe their forecasted benefits. Deploying the same tool across different locations that each had their own individual requirements and histories was only the first step; the second was reaching an efficient standardized usage strategy across the globe of the investment.

With a background in Navigation within the Federal Navy, his experience of product and a proven track-record of identifying patterns and finding solutions outside of the box, Rickertsen was brought in to find a way to utilize the system in supporting more efficient engineering. This session will cover:

  • Why did the TeamCenter implementation not deliver forecasted benefits and what were the key learnings
  • Lessons learned from similar programmes including inputs from PI Congress Berlin 2014
  • Adopting a 'wave' approach to programme management – step wise versus long term planning
  • What were the key learnings and pitfalls found in the pilot project phase?
  • Facilitating the new model through effective change management 
  • What's next?
Enhancing the Knowledge and Integration of PLM and PPM Room 2 Session details

Are you a quitter? Is your PLM implementation only “half-done”? Has your company slowed down adoption of PLM? 

In this session we will explore and discuss the dynamics around where companies start PLM, what immediate benefits they receive, and what the next level of value is.

Come prepared for an interactive discussion.  Walk away with a new energy for even more value from PLM in your company.

Focus Group - PLM Mobility: Myth or Reality Room 4 Session details

43% of EU Adults are “super connected;” they are accessible across multiple devices for the whole of their waking day. Outside of the office we use our mobile phones for virtually everything, but when we get to work are we getting as much out of them as we can?

PLM was originally invented to build rocket ships.

Smartphones today have more computer processing power than Apollo 11 (which put man on the moon).

Isn’t it about time PLM became mobile?

Join collaborative IT strategist Craig Crawford as he examines what super connected means to PLM.  Participants will discuss:

  • Can PLM be truly mobile?
  • Why is multi-screen technology needed at work?
  • How can mobility improve productivity, performance and profit?
Sönke Rickertsen, Head, Product Architecture Management, ABB AB
Jeff Brittain, Executive Director, Bayer Healthcare
Craig Crawford, IT Strategist, Crawford Create IT
PI Keynote - Understanding the New Rules of Product Innovation Room 1 Session details

The relationship between the product designer, manufacturer and consumer is changing fast. Real-time data analytics offers new granular layers of feedback about changing market demands. New collaborative design platforms are connecting professional product teams with "amateurs" with a mission to co-create. Manufacturing processes are becoming more flexible and dynamic, as automation and 3D printing are creating unprecedented economies in delivering mass-customisation. And distribution networks are having to respond to growing demand for instant gratification in both service design and product delivery.

WIRED editor David Rowan will examine the unavoidable trends that are rewriting the rules of product research and development, manufacture, distribution and market alignment.

In a networked world, you cannot afford to ignore innovation that's moving quickly from the edges to challenge today's thinking.

David Rowan, Editor-in-Chief, Wired.co.uk
Chairman's Closing Remarks Room 1
Gerard Litjens, Director European Operations, CIMdata
Networking Drinks Reception Exhibition Hall

Day 2 – 25th February 2015

Think Tank - Are Productivity Apps the Real Acceleration Factor for the Industry? Session details

Many companies try to accelerate their business processes by simplifying the access to product data. There are different ways to achieve this. One way is to give better access through productivity apps. For users in general this is a web page where they can find their daily information with a simple click, so they can continue their work without delay.

During this Think Tank session we will provide detailed answers to your questions and give recommendations on how to best implement productivity apps. We will explain the key factors you will have to take into account and explore the behind-the-scenes of a well implemented productivity app.

The following questions must be discussed:

  • Understanding the whole information flow and the Digital Product
  • What are the potential stumbling blocks and general mistakes?
  • What is the difference between a website and a web application?
  • Productivity apps as an easy approach to speed up your daily business throughout the whole company
Think Tank - Improving ECAD/MCAD Collaboration Session details
  • Managing data exchange between ECAD and MCAD through PLM
  • Utilising interdisciplinary product definition as a starting point for domain-specific development
  • PLM-Integration platform for MCAD/ECAD/EDA
Think Tank - How Do You Maximize Product Value with Analytics in PLM? Session details

Collecting data is not enough

The future environment, driven by Industry 4.0 and the IoT, will lead to new magnitudes of data being generated across all stages of a product lifecycle. Advanced analytical solutions offer new opportunities to benefit from available internal and external data sources. Companies can leverage analytics to improve decision-making along the product lifecycle thus maximizing the product value and profitability.

This think tank will elaborate:

  • Value drivers and opportunities for product analytics throughout the entire product lifecycle
  • Potential data sources
  • Application options and exemplary use cases for analytics in product innovation and PLM
  • Experiences, challenges and key obstacles
Think Tank - MRO Processes for Complex Capital Products Session details

Maintenance, Repair and Overhaul of capital equipment are critical business activities. Long-term service contracts become more and more relevant to increase a company’s base- and bottom-line profit. Technological complexity, high levels of customization and, above all, equipment uptime and customer satisfaction make MRO a significant challenge for OEMs, asset owners, and those tasked with maintaining the assets and ensuring a high level of productivity and reliability. 

Given that efficient MRO processes rely on accurate product configuration, document management and maintenance history to manage assets, optimize the Service supply chain and execution of MRO activities there are numerous challenges to consider.

  • How to keep the required information in a heterogeneous organization, process and system environment?
  • How to integrate MRO concepts in existing PLM system landscapes?
  • How to integrate short and long term planning of maintenance activities?
  • How to integrate MRO processes and Service supply chain?

Within this Think Tank, share your experiences and challenges with peers and discuss chances and concepts of implementing MRO. Karer Consulting will present its expert knowledge and approaches to integrate MRO into your PLM processes and system landscape. We invite you to join us.

Jens Byland, Strategic Consultant, Partner, Intelliact AG
Karl Charly Wachtel, General Manager, xPLM Solution
Felix Häser, Senior Consultant Innovation & PLM, Capgemini
Udo Lange, Vice President, Capgemini
Verena Gertz, Managing Consultant, Capgemini
Christian Hehl, Principal Consultant and Practice Lead Manager, Products & Services, Karer Consulting AG
Kerstin Becker, Principle Consultant, PLM, Karer Consulting AG
Chairman's Welcoming Address Room 1
Gerard Litjens, Director European Operations, CIMdata
PI Keynote - Aligning People, Process & Data through the Internet of Everything Room 1 Session details

Cisco defines the Internet of Everything (IoE) as bringing together people, process, data, and things to make networked connections more relevant and valuable than ever before-turning information into actions that create new capabilities, richer experiences, and unprecedented economic opportunity for businesses, individuals, and countries.

For many the IoT/IoE is still a buzz term; it sounds very promising but so far much more on a personal level than an industrial one. This session invites Cisco's Bernd Heinrichs to the stage to discuss the IoE - what it is, what are it's manufacturing applications, how it can work with your existing data systems and what it means for the future of the product industry.

Dirk Schlesinger, Senior Director, Cisco
Mitigating Systems Complexity & Unintended Systems Emergent Behaviours through NASA's Digital Twin Strategy Room 1 Session details

The issue with today's complex systems is that often behaviours emerge that are unforeseen and unwanted. The usual and expensive part of this issue is that these unforeseen and unwanted behaviours do not surface until after the system has been designed and realized. In the worst-case scenario, these unwanted behaviours result in a catastrophic failure. In the best case scenario, we are faced with expensive and time-consuming changes to the system. Once the system is realized in atoms, i.e., a physical manifestation, the cost and time to make corrections ranges from the costly to the unaffordable. A major way to mitigate this issue is to use bits, i.e., modelling and simulation, in order to test out the system virtually and uncover emergent behaviour that is detrimental to the performance of the system. The NASA DigitalTwin project is a step in that direction. The presentation will outline the scale and scope of the initial efforts and discussed the path forward.

The IoT & its Implications on Product Innovation Platform Evolution Room 2 Session details

Over the next five years, and because of the emergence of IoT and Digital Business technologies, there will be a significant transformation in the business environment for product innovation software. This will be noted not only in the business models moving more towards software and service, but also in what we expect to get from said systems. 

This session will address the following questions:

  • What does IoT mean in terms of product, applications and service?
  • What does IoT mean for the elongation of the lifecycle and additional revenue?
  • What new functionality will the IoT demand of innovation software and how will the vendors evolve to provide this?
  • What can you do as a company to prepare for this next industrial revolution?
Michael Grieves, PLM Author, Consultant, Professor, NASA/FIT
Marc Halpern, VP Research, Gartner
Internet of Things - Continuous Engineering based on Open Services for Lifecycle Collaboration Room 1 Session details

The nature of products is changing dramatically through the Internet of Things. Smart and connected products are driving innovation by Big Data, the Cloud and Analytics and this has also had a huge impact on the product development model. 

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?
  • How can open service oriented standards help to realize what your product development want to archive?
  • Case Study: eHorizon from Continental
End-to-End PLM Implementation – Manufacturing and Engineering Processes Integration Room 2 Session details

Industria de Turbopropulsores (ITP), a global leader in aircraft and industrial engines, set an ambitious strategic plan to double sales from 2011-2015. To achieve this goal the company sought to integrate Manufacturing and Engineering processes, which would improve data consistency, reduce non-quality costs, allow monitoring end-to-end processes along the supply chain, and increasing the productivity of the Engineering function. All of which would shorten time-to-market ratios.

ITP executives considered PLM to be a critical component to achieve their goal. The CEO was convinced that the right PLM solution would allow his firm to produce the most competitive, efficient design at the lowest possible cost.

In this presentation, we will share the technical and organizational challenges of this wide-scoped project, which has implemented the long-term PLM platform required in ITP as well as integrated PLM with ERP and MES solutions.

Product Innovation in the Digital Economy Room 3 Session details

Many sources agree that the digital economy is expected to overtake the physical economy by 2026. The immense volume and value creation capacity is fuelled by the ability of people and devices to interact with each other in economically meaningful ways. It is estimated that intelligent devices will outnumber humans by a factor of 15-50X with the new internet.

While the world’s markets open up for a slew of smart, wearable, ingestable products, the Physical Economy and its classical products will have to transform themselves for the Digital world.

This session explores some innovative examples of product evolution, and associated business transformation among classical brick- and- mortar companies transforming for the digital economy. 

Ulf Pansa, Systems Sales Executive, IBM
Frank Foersterling, Head of Advanced Development & Innovations Infotainment Solutions, Continental Automotive GmbH
Enrique Sanchez, Senior Manager, Accenture
Manoj Mathew, Head- Client Services, Engineering and Manufacturing Solutions, Cognizant
Morning Refreshment Break Exhibition Hall
Morning Pre-arranged 1-to-1 Meetings Exhibition Hall
Automatically Interpreting PDF-based Specification Documents and Highlighting Changes in Real-time Room 1 Session details

PDF-based specification documents play a major role in the co-operative relationship between OEMs/clients, customers and project partners. The challenges to those receiving such documents is how to interpret, classify and comment on the contained requirements as quickly as possible. Having knowledge of any changes made between a succeeding PDF document and its predecessor is also essential. This session will discuss:

  • Utilizing ReqMan to automatically interpret these documents and highlight changes in real-time
  • ReqMan at MAHLE Behr - 55 requirements experts across 3 countries working with the software in a collaborative way and improving the processes dramatically
  • What was MAHLE Behr's motivation to improve their processes?
  • Why was ReqMan chosen?
  • Exploring it's initial usage and how this was effectively migrated into the production phase

This session will include a Live Demo.

The Development and Applications of Enterprise Multidisciplinary Design Optimization Systems Room 2 Session details

The automotive industry today is challenged by numerous complex and often conflicting requirements. To satisfy these stringent requirements, we are increasingly relying on the use of the most promising technologies in simulations, analysis, and multidisciplinary design optimization (MDO) for large-scale vehicle programme applications. This session will explore:

  • Understanding traditional MDO conduct by a MDO subject matter expert and his/her responsibilities
  • Collecting all attribute information and models, integrating them into a large-scale optimization workflow, and solving the multi-objective optimization problem through an engineer-centric desktop solution
  • What are the disadvantages to using this method?
  • Does it realise the full potential of the advanced MDO technologies?
  • Presenting a new Enterprise Multidisciplinary Design Optimization System (EMDO) based on software platform SOMO
  • Tightly integrating this with existing enterprise IT security and private clouding computing systems
  • Exploring the advantages of a web-based and mobile-enabled technology to provide collaborative and distributed execution platform and manage complexity
  • Demonstrating the capabilities and usefulness of the new EMDO system with large-scale vehicle design case studies
Global Deployment of Additive Manufacturing at John Deere Room 3 Session details
  • Exploring the additive manufacturing roadmap and strategy at John Deere
  • Partnering with Stratasys
  • Taking a 'deployment in tooling' approach to deployment
  • Understanding benefits based on case studies 
Christian Donges, CSO, :em engineering methods AG
Oliver Kallenborn, PLM Project Leader, Mahle Behr GmbH
Yan Fu, Technical Head, Business Strategy and Engineering Optimization, Ford Motor Company
Steffen Fischer, Manager, Manufacturing Innovation for R2 (Europe), John Deere GmbH
Georg Uhl, Manager, Manufacturing Innovation & Lean Region 2, John Deere GmbH
Creating a Centralised R&D Common Operating Model across a Complex Global Company Room 1 Session details

Today’s Puig is a third-generation family-owned fashion and fragrance business based in Barcelona, that includes a combination of owned brands such as Carolina Herrera, Nina Ricci, Paco Rabanne and Jean Paul Gaultier, licenses such as Prada, Valentino and Comme des Garçons, and celebrity fragrances. The assimilation of a number of merged and acquired companies had led to the formation of a complex systems architecture of 20 tools in R&D highly impacting the product development processes. So began a project entitled ‘Knowledge Box’ which aimed to reduce the number of tools to only 4 in an effort to centralise operations and define a common operating model. Gemma Giro, involved from the beginning of the journey back in 2008, joins us to discuss:

  • Exploring the complex systems architecture of PUIG in 2008 – where were the challenges?
  • Evaluating and selecting a PLM platform – why DevEx?
  • The ‘Knowledge Box’ – DevEx, PDM, Mundi (Sharepoint Tool)  and SAP PPM
  • Creating cross-functional management teams to define best deployment strategies from the beginning
  • Understanding the change management process
  • How has the ‘Knowledge Box’ enhanced overall operational capability and visibility?
  • What are the benefits of the 20 to 4 platform transformation? – agility, security, timelines and sustainability
Boosting PLM's End-to-End Visibility through Novel Business Area Inclusion Room 2 Session details

Traditionally, PLM is managed largely by IT and used mostly by design/development teams. But when the sole purpose of the platform is to collect all project-associated data, it is essential that all parts of the business feed into it. In this session Skanska join us to discuss their integration efforts between PLM and sustainability, sharepoint and finance respectively and the associated migration challenges. 

Focus Group - Developing a Strategy to Prepare for the Next Industrial Revolution Room 4 Session details

The main aspects of the 4th Industrial Revolution are:

  • Almost all products will be smart, connected systems and
  • The product lifecycle will not end with the product being sold to the customer. Instead, the product continues to live in the Internet.

This changes the value added chain dramatically. A services model based around the products will become more and more important. Continuous feedback from services, the market and the Internet to engineering is critical and no longer just a nice to have.

This session will discuss why and how the industry has to generate an effective strategy in best preparing for and managing this change.

Focus Group - PLM & ERP Integration Room 5 Session details

Manufacturing's future rests largely on the integration of people, processes and systems. Many have already extended PLM beyond engineering to non-traditional areas of the business and it's integration with ERP is an inevitable essential step in providing a top-down view of the enterprise.

Integrating these two enterprise-wise systems will maximise customer-engineering collaboration and reduce time to market and errors. Jonas Hagner has a diverse product manufacturing field background but in many of these roles, has facilitated the integration of these two systems and will share today best practices in getting this done the right way.

Gemma Giro, Director, Integrated Management System, Puig SA
Jenni Ala-Mantila, Head, PLM Project, Skanska Oy
Ulrich Sendler, Author, PLMportal
Jonas Hagner, Group IT Director, VAASAN oy
Networking Luncheon Exhibition Hall
Integrating PLM & MDM Room 1 Session details

When VAASAN Oy first moved into the PLM field, they made the decision to use this platform to also manage additional Master Data. In order to achieve this it was vital that the selected technology could handle not only the standard LCM but also the portfolio, brand and any other MD related field such as vendor data, labelling data, customer data and financial data. This session will discuss:

  • Selecting a PLM platform that could support both sets of business data
  • How can you ensure both sets of data are effectively integrated without affecting quality?
  • PLM in non-product-related data: reporting, business intelligence and analytics
  • Understanding the resource benefits of binding these two disciplines
  • How do you make this work on a global scale?
  • How has this integration boosted control?
  • What level of cross-portfolio visibility is expected from this setup?
Optimising Data Flow through Asset, Plant and Product LCM Integration Room 2 Session details

Global competition, binding regulations, shrinking profits and an increasing demand from the consumer have companies frantically looking for ways to better leverage their information architecture to boost efficiency and innovation.

Whilst PLM manages the product related data, assets and plants are governed by their own separate platforms. But the ability to leverage all company-related data is strongly dependent upon the integration of these information libraries to facilitate the access to the bigger picture.

  • Bridging the gaps between siloed platforms
  • Transforming data created, into intelligence for operational improvements
  • How can we best align product, asset and plant data to generate greater visibility into profitability?
  • How do you best leverage all three systems to maximise knowledge retention?
  • Ensuring all of this information is instantly accessible by decision makers and critical systems across the company
Focus Group - Discussing the Challenges Twinned with M&A Activity Room 5 Session details

Imagine that you are well underway with your company’s PLM journey. The next steps are understood. You know your obstacles. You know your options. It’s time to execute.

Then, Bam! Mon Dieu! Donnerwetter!– your company announces a major merger.  All of your plans are now obsolete.  What do you do?

This session will openly discuss the challenges, learnings, and more importantly – the opportunities -- that come from PLM within an M&A activity.  

Focus Group - Being Louder, Faster & Leaner through Business Strategy & IT Alignment Room 6 Session details

PLM is seen by most companies as an IT platform; PLM is often left to the IT team to deploy and manage. It is selected and deployed with strict short and long -term goals in mind and it is these business areas that are sensibly made the priority. It is often only after its deployment that the business gets involved. So what's the next stage?

Those business areas using PLM first act as the pilot projects for its future; the company starts to ask what else the technology can do and where else its functionality might be applicable. As such, it begins to be deployed in adjacent business areas. Barring the initial target areas, this method focusses on what the technology can do first and how the business could then benefit second. But are these really the major pain points of the business?

Dagmar Heinrich was given a task: to conduct a full business analysis, understand how the business was dealing with PLM, what the issues were and how these aligned with their overall business strategy. As such they focussed on areas that supported what the strategy wanted and as such aimed to get more immediate ROIs.

How do you manage your PLM and how it should develop with the business in your organisation ensuring your business and IT are aligned to better support overall growth strategy?

Jonas Hagner, Group IT Director, VAASAN oy
Henri Syrjäläinen, Solution Architect - Operational Excellence Development & Architecture, Outotec Oyj
Jeff Brittain, Executive Director, Bayer Healthcare
Dagmar Heinrich, Head of PLM, Huber+Suhner AG
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:

  • What are the drivers for process innovation and how is success measured?
  • What is the role and position of PLM, ALM, SLM, ERP, GSC…software solutions in process innovation?
  • How can we obtain the required ownership in the organization and NOT make process innovation efforts an IT project?
  • Chicken or the Egg?: How to specify the tool requirements without knowing the process innovation they can realise?
  • What are key obstacles and/or pitfalls for successful process innovation?
  • All-wheel drive: How do you achieve both a pull and push strategy for successful Change Management?
  • Risking an avalanche: How should you package scopes of Business Process Innovation to secure and improve daily work?
  • How can we accelerate the short-term effects of these systems to secure future funding?
  • How can big data analytics impact system implementation and day-to-day operation?
  • Increased speed of innovation in today’s business environments – how can product lifecycle management and related IT systems keep up?
  • Today IoT, Industry 4.0, Big Data – and tomorrow? How can you be prepared for future innovative trends and technologies?
  • What are the best practices in involving suppliers and managing the supply chain as part of your business process innovation programme?
How Can BIM Learnings Help Shape the Next Generation of PLM? Room 2 Session details

Building Information Modelling (BIM) is as old as PLM, having been first introduced in the late 80's. The concept was simple: having a digital model of your project meant easier collaboration and communication between the many parties involved, a function mirrored closely by PLM. But over the years the two technologies have developed as completely separate worlds, mainly because they are serviced by completely separate vendor groups and the product is different. This session will look at:

  • How do the development timelines differ between the two worlds and how do their respective systems support this?
  • How does the indifference to over-spending in the AEC industry compare to traditional product development?
  • Improving the filing, maintenance and reuse of data in large AEC projects
  • How has BIM maximised supplier network integration and collaboration?
  • With the movement of PLM vendors into BIM, what might be the obvious crossovers? 
Focus Group - Understanding the Relationship between Industrie 4.0, 3D Mock-ups & Collaborative Engineering Room 4 Session details

In concurrent engineering designers create 3D models to compose digital mock ups (DMU), but it is still one directional. In collaborative engineering it is not just designers that create 3D models but also the downstream users who create their data in 3D format. Today a “relational DMU”(rDMU) merges product, manufacturing and factory data and is one of the very first steps towards the 'smart factory'. It is followed by visualization solutions and augmented reality.

In this discussion group, the creation and management of the rDMU and its related bottlenecks and benefits will be discussed:

  • What are the value-added features of the rDMU in predictability and decision-making?
  • Where is its place in the digital chain?
  • How do machines communicate with the rDMU?
  • How do legacy 2D outputs survive in this new digital age?
  • What should be the road map to Industrie 4.0 and what's next?
Focus Group - PLM Deployment: Success vs. Transformation Room 6 Session details

At conferences, you often hear about a second phase of PLM deployment into an organization, which is described as a 'new beginning'. These stories follow the same plan of action: we started (INITIATION) and it did not work (STRUGGLE). Obviously we did something wrong (MEDIATION), but now [REASONING, for example "after giving ownership to the business"] we are confident it will work (VICTORY).

PLM deployment is a transformation; a cultural change process of the organization that follows an S-curve pattern observed in ecosystems, for example, after the cutting down of a forest. Before the midpoint there are few species and pioneer species are dominating. After the midpoint resources become scarcer and succession species begin to dominate.

This focus group supports sharing of PLM deployment stories and is looking for underlying patterns expecting that it is not a question about the right's and the wrong's, but about keeping the pace and ensuring continuous effort to facilitate the change.

Marc Halpern, VP Research, Gartner
Gerard Litjens, Director European Operations, CIMdata
Sönke Rickertsen, Head, Product Architecture Management, ABB AB
Arnt Aske, VP Global Product Standardization, MH Wirth
Michael Mayr, Marketing Manager, EMEA, Aras
Henk Jan Pels, Associate Professor, Eindhoven University of Technology
Can Cangelir, Chief, Concurrent Engineering, TAI (Turkish Aerospace Industries)
Hermann Paetzold, Former PLM Systems Manager, Autoneum & Founder, PLM Culture
PI Keynote - 'Sourcing Growth where Growth Takes Place' Room 1 Session details

Emerging markets, considered for many years as areas of cheap labour and outsourced manufacturing, are catching up with regards to product and business innovation. Seedstars World have made it their business to source growth (innovation) where growth takes place (emerging markets).

Businesses in general are struggling; there is an ever-increasing pressure for companies to function quicker and cheaper and in doing so, cut waiting time and product/service costs for the consumer. For many, it is the size of the organization that makes them vulnerable due to the time it requires to adapt to new trends via internal innovation alone. As such, many are looking to inter-company or inter-industry 'externalised innovation' around the world.

The fact is, growth in developed markets has slowed and in part this is because of saturation whilst innovation is especially spread out and fast-paced in emerging markets. Seedstars World act as a thoughtful local intelligence tasked with spotting trends and quickly capturing meaningful innovation from startups.

Alisee de Tonnac, CEO and Co-founder of the organisation joins PI to discuss the justification of their mission; how it works, who the upcoming tech start-ups are, the importance of externalised innovation and collaboration and what the next big trends are across consumers, data-driven technology and new and existing industries in an effort to discovering the next big thing. 

Alisée de Tonnac, CEO, Seedstars World
Chairman's Closing Remarks Exhibition Hall
Gerard Litjens, Director European Operations, CIMdata