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Product Lifecycle Management – Oracle

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For most companies, globalization has been a double-edged sword: it has delivered more customers and lower-cost suppliers, but it has also increased the pressure to innovate and the need to enhance supply chain effectiveness. Furthermore, the recent economic downturn has amplified these pressures and challenged companies to improve their product development efficiency.

Generating business value from a Product Lifecycle Management project, based on Oracle Product Lifecycle Management (PLM) technology, takes more than technical knowledge; it also requires a deep understanding of industry-specific product development processes, effective engineering practices and insight into how they support a company’s innovation strategy. Learn more about the offering.

Meet our people

  • Mark S. Davis, Principal and Oracle Agile PLM Practice Lead, Deloitte Consulting LLP

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Until today, most product portfolios were predicated on a healthy economy, vigorous global customer demand, liberal consumer spending habits and generous credit markets. But that has changed, raising an important question: What should a company do to become more effective over the long run?

A strategic approach
In order to overcome the challenges of these uncertain economic times, many companies are investing in targeted product-development improvement initiatives aimed at rationalizing product portfolios, positioning new products, improving operations, sizing to current demand and capturing available market share now to gain ground later. If well-planned and executed, these initiatives may not only result in immediate operational efficiencies and cost savings, but can also be the solution to create a more innovative and competitive organization.

But no solution is truly turn-key. Even the leading platform can only deliver the expected value after a company puts serious thinking behind the way strategy, implementation and ongoing practices will work with technology investments to enable the business model. That’s where Deloitte can help.

Deloitte’s Oracle Agile Product Lifecycle Management (PLM)-enabled Product Development services can help organizations in their efforts to improve overall process speed and efficiency, decrease cost, and increase data accuracy by using an information-driven approach to manage the phases of a product’s lifecycle. Our approach is designed to drive margin improvements by helping companies increase their ability to collaborate across functions, locations and with supply chain partners. Our services can provide organizations with the capacity to control and manage complex, fast changing information on a global basis and help drive operational cost reductions. Simply implementing a tool will not automatically drive significant benefits realization. However, in our experience, business improvements can be achieved if the business has a holistic understanding of what needs to change in order to drive the desired business results. Deloitte can help provide an integrated solution, bringing together experienced people, demonstrated processes and accelerator tools, to help our clients achieve their PLM vision.

How we can help

Generating business value from an Oracle Agile PLM-enabled Product Development deployment takes more than technical knowledge; it also requires a deep understanding of industry-specific product development processes, effective engineering practices and insight into how they support a company’s innovation strategy. Our Agile PLM services include:

  • Software Selection
  • Strategy and Roadmap Development
  • Business Case Development
  • Business Process Design
  • Implementation
  • Upgrade
  • Technical Services

Our approach, leveraging the Agile PLM software platform, incorporates the following tools and techniques:

  • Oracle Agile value map – A methodology to help identify improvement levers that align with corporate strategy and contribute to shareholder value
  • Product development diagnostic – A tool to assess the maturity of your product development processes against effective practices and Oracle Agile PLM functionality
  • Oracle Agile PLM capability maturity assessment – To help identify gaps between current and desired states in your product development process and capabilities
  • Improvement projects and transformation roadmap – A plan for your critical projects, needs and module interdependencies in executing a PLM transformation

Bottom-line benefits

  • Increased research and development effectiveness through improved cross-functional integration, internal collaborating and program/project visibility
  • Improved time-to-market and time-to-volume by as much as 60%
  • Increased efficiency of product development operations by as much as 40% by leveraging lean methodologies
  • Realized greater value from products by actively managing the portfolio from concept to retirement
  • Achieved direct material and engineering cost savings of as much as 20% by leveraging past work
  • Improved quality, performance and environmental compliance of products

Five ways to get more value now

Over the years, we have helped numerous companies improve their product development practices to realize increased speed and efficiency with decreased cost, and an increase in data accuracy by leveraging an information-driven approach to manage the aspects of a product’s lifecycle. Here are a few things we’ve learned along the way:

Keep it focused, keep it simple. Focus efforts on the areas with high value creation, and then keep it simple. Product data is most effectively managed when attempts are made to use standard processes and materials: a single bill-of-material, a standard computer-aided design platform, a single source of product record, standard lean change processes.

Gain support from the top, and engage from top to bottom. Lack of demonstrated executive leadership buy-in can negatively affect your PLM initiative, so top executives should unite behind the plan. From there, cross-functional groups can design processes, pilot ideas, test and roll out communications messages to model the level of collaboration needed in the PLM environment.

Establish a Project Management Office (PMO) to balance competition for finite resources. For most participants, PLM implementation activities are performed in addition to regular responsibilities. A central planning function can help with backfill and staff augmentation to head off potential productivity dips. It can also identify and postpone less critical tasks while promoting and enforcing the timetables that are more critical.

Embed change management into the project work stream. Configuring the technology is the easy part. But product development initiatives require a paradigm shift for many companies. To gain widespread buy-in and adoption, tightly align the design and delivery of change activities with the company’s full PLM effort. Collaborate closely with the PMO and business process analysts to build stakeholder engagement, leadership alignment, communications and learning activities.

Use PLM upgrades as a check-up. When it’s time to upgrade to the latest version of the Oracle Agile technology platform, take the opportunity to review your PLM processes and how the solution is currently used. You may find new ways to accelerate innovation, trim costs, reduce delays and tighten collaboration.

Product Lifecycle Management in action

  • Deloitte helped a global pharmaceutical company with a PLM initiative from inception through implementation. The project included a global process design for PLM as well as the implementation of Oracle Agile Product Collaboration (PC) and Oracle Agile Product Portfolio Management (PPM) to approximately 1,500 users in 20 manufacturing plants. Deloitte also assisted in designing a governance model to support Oracle Agile across the business and IT, and also provides ongoing Oracle Agile Application Maintenance Support (AMS). The results have included increased collaboration among product development departments, better decision making on products with improved data, and more product launches, without adding staff.
  • A multinational consumer electronics company wanted to automate its product development process and streamline the information flow from engineering to operations and out to the supply chain. It intended to reduce design rework, erroneous manual data entry, OEM data gaps and handoff time to design partners. Deloitte provided business process and change management services to support the deployment of an Oracle Agile PLM solution to more than 3,000 users globally, reducing New Product Introduction (NPI) and engineering change cycle times and gaining better product data accuracy across systems and functions.
  • A leading provider of optical products and test and measurement solutions for the communications industry initiated a next-generation PLM initiative because its own outdated system was limiting the effectiveness of operations and R&D execution, and slowing the process of integrating acquired companies. Deloitte helped develop a three-phase, 19-month Oracle Agile PLM 9.3 implementation roadmap that included Oracle Agile PC, PPM, Product Governance & Compliance (PG&C), Parallel Cache Management (PCM), Engineering Collaboration (EC) and Product Quality Management (PQM). We began by gathering and prioritizing business requirements from more than 50 client stakeholders, representing eight sites and 16 functional groups, and then identified the required process changes. We also worked to minimize the scope of the configuration effort, avoid customizations and improve current business practices. As a result, processes and system capabilities will produce significant value for the day-to-day development activities as well as setting the foundation for further PLM enhancements.

As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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