Balancedplmprograms

Balanced PLM Programs Drive Profitable Growth

Plex O nline
White Paper

At a Glance:
• This paper describes how a comprehensive integrated PLM
program enables improved productivity, accuracy, and

decision-making— and ultimately increases profitability.
• Best practices with people, processes and information;

upfront diligence in setting customer expectations; and

streamlineddata collection drive successful PLM programs.
• A SaaS-based ERP solution like Plex Online is essential for
effective PLM.

www.plex.com | 1.888.454.PLEX
No. 1 Rated ERP Solution for Manufacturers

Plex Online White Paper | page 

Today’s communications technologies enable a nearly instantaneous flow
of information among different departments and locations within the

manufacturingenterprise, supporting accelerated program management.
However, if the enterprise lacks a well-structured product lifecycle

management (PLM) program, faster information flow only speeds up
confusion, duplication of effort, and poor decision-making— which
ultimately drive customer dissatisfaction and increased costs.

Key Elements of PLM
There are three elements of a robust PLM system thatwill ensure successful
product development and manufacturing, running changes, and build-outs.
They affect the three pillars of process, people, and information:
1. A smooth, integrated process
2. A team philosophy, characterized by shared knowledge and
understanding

3. Single source for information: “one version of the truth”
Many organizations emphasize
one or two of these principlesbut neglect the others. Consider
the dynamics that arise out of
imbalances in this system.

• When the process is well-

defined, you can identify the

“ A common information
base must be
established as the ‘single
version of the truth.’”

work that needs to be done, in
what order, and by whom. But

a focus on this alone can result in an overly detailed workflow that limits
theautonomy and flexibility of the team members and hampers agility.
• Without a system and process to support them, even the most wellintentioned team players can unwittingly work at cross purposes.

www.plex.com | 1.888.454.PLEX

Plex Online White Paper | page 

• If the team has a state-of-the-art information system, but roles and

responsibility are unclear and the team members are notskilled in its use,
the real process remains informal and inconsistent. Data is entered after

the fact to simply “check the boxes,” but the team flies blind on a day-today basis.

Apply Diligence Up Front
A successful PLM process begins with a thorough contract review, detailed
negotiations and thorough knowledge of the impact of any adjustments
to requirements. The manufacturer must bediligent in negotiating

specification and timing adjustments before final approval. All affected

parties— including key advance-sourced suppliers— must agree to the final
baseline requirements.

The period before the ink is dry on the contract is the optimal time to clear

up potential problems. Corrections can be made for virtually no cost at this
stage. It is very expensive to dealwith the consequences of lack of clarity
later in the program.

Create One Version of the Truth
As these customer

requirements are accepted,

a common information base
must be established as

the one and only record of
requirements, the “single

version of the truth.” This
keeps all parties in the

process on the same page.
There is often so much

pressure to dive right in andbegin development, that

organizations can miss this step. However getting this right early on avoids
delays, crisis management, and costs later on.

www.plex.com | 1.888.454.PLEX

Plex Online White Paper | page 

Having a clear understanding of specifications, timing, and costs also

enables manufacturers to easily and accurately measure the costs and

impacts of any changes...