PLM Magazine 2014 by TechniaTranscat

Boost Innovation: Spend your money wisely / p. 13

Saving Knowledge: Kongsberg uses PLM to store intellectual capital / p. 14

Mobile PLM: Outotec reduced the number of clicks by 50% / p. 8

PLM MAGAZINE A MAGAZINE PUBLISHED BY TECHNIA – WORLD CLASS IN PLM

TRAVEL SOLUTION / p. 4

PLM helps create

a new kind of travel

LEIF SUNDIN, MACGREGOR:

“Educate, educate, educate” / p. 16 INTEGRATION MADE EASY:

The wonders of TIF / p. 3 TREND ANALYST JOAKIM JARDENBERG:

Embrace Big Data / p. 18 JONAS GEJER, TECHNIA CEO:

“Innovation capability is crucial” / p. 2

Contents

Facilitating the future in innovation

4 8

10 19

PRODUCT LAUNCH / p. 3

STORING INFORMATION / p. 14

Technia Integration Framework, TIF, facilitates and reduces cost when integrating PLM in a company’s IT system.

A Norwegian arms maker takes PLM information to new heights in a project with engineering students.

Easy integration

High level PLM

TRAVEL SOLUTION / p. 4

PLM AND EDUCATION / p. 16

PLM opens up new opportunities for the travel industry.

“Educate your staff to use the full power of PLM,” says Leif Sundin, PLM specialist at crane maker MacGregor.

More alternatives GO MOBILE / p. 8

Enjoying mobility

Outotec, the metal and minerals company that pioneered Technia’s TVC for mobile access, says mobility speeds up operations.

FUNCTIONAL DESIGN / p. 10

Japan embraces TVCs

TVCs are gaining attention in Japan for their user-friendliness and innovative designs.

INNOVATION / p. 13

Find new methods

There are better ways to boost innovation than spending more on R&D, says Fredrik Vernersson, a senior consultant at Booz & Company.

About Technia Technia is a world-class supplier of Product Lifecycle Management (PLM) solutions for the creation and management of product information throughout the entire product lifecycle. Technia has about 180 employees and is a part of the Addnode Group (listed on the Nasdaq OMX Nordic List, Small Cap). Publishing Publisher: Jaana Ahlberg, Technia AB Photos: Company photos Production: EdWork and Raring

Unleashing PLM TRENDS / p. 18

Strong trends

Big Data and social media can dramatically improve your market knowledge, says IT trend analyst Joakim Jardenberg.

LIFE SCIENCES / p. 19

Picking up speed

Orion, a pharmaceutical company, shifts into high gear with the help of PLM.

NEWS BRIEFS:

p. 72 Technia recruits in India Innovation in focus New on the job p. 12 Finnish expansion New in Norway Advisory board Customer Support

Advertising Enquiries PLM Magazine is published on behalf of Technia. All correspondence and advertising enquiries should be addressed to: Jaana Ahlberg, Technia AB jaana.ahlberg@technia.com Direct +46 (0)8 599 204 45 Mobile +46 (0)73 377 24 45 Technia AB (Head Office) Isafjordsgatan 15 Box 1141 SE-164 22 Kista, Sweden Tel: +46 8 599 204 00 www.technia.com

he importance of having and maintaining world-class innovation capabilities is greater than ever. The ability to continuously launch new offerings to the market is the key to remaining a winner in the global marketplace. At Technia, we facilitate this by providing you with the infrastructure and process enhancements needed to meet the increasing demands for continuous innovation. Innovation is critical in your product Innovation effort but also key to your future supply chain and sales channels. A well-defined and executed PLM strategy can be a catalyst for achieving: • Faster and more accurate collaboration with design and production partners • Multichannel marketing and sales based upon content enabled by PLM • The ability to control compliance regulations and to measure fulfillment of sustainability • An effective product portfolio and a well-managed product launch Our mission is to help you achieve these goals.

In this magazine, you will read about concrete examples and share insights with regard to how future innovation can be accelerated through innovative concepts and practices. Many of these are inspired by our PLM Innovation Forum, which we hold to provide you with opportunities to extend your innovation network and to learn all manner of new things. As your partner and facilitator, we would like to inspire you and provide you with vision and a practical path to the future in innovation. With warm regards,

Jonas Gejer CEO and founder, Technia

TIF

Technia’s TIF:

Making integration easier Technia’s TIF, Technia Integration Framework, makes it easy for any business seeking to integrate a string of enterprise systems with PLM in a single, smooth, cost-efficient project.

IF is a supported software product that plugs directly into a company’s enterprise integration architecture and configures applications and systems to fit with almost any PLM system. “For many companies, TIF will be a game changer,” Senior Integration Architect and Product Owner Daniel Vossmalm says. “And it can provide

significant cost reductions when running integration projects.”

Saving Time According to Technia’s Chief Technology Officer Jan Thunqvist, the program slashes months, and in some cases even years, off the time that could be spent on programming. “TIF makes it possible to configure 80%

“THE MAIN POINT IS REALLY THAT IT IS FAST AND EASY. THIS IS OUR WAY OF MAKING LIFE EASIER FOR OUR CUSTOMERS.” Jan Thunqvist, Technia’s Chief Technology Officer

of the integrations needed for a PLM system,” he says, adding that for the remaining 20%, TIF supports the integration processes by providing building blocks and well-defined interfaces, thereby making them easier to handle. “The main point is really that it is fast and easy. This is our way of making life easier for our customers.” Incorporating best practices amassed during more than 30 ENOVIA integration projects, TIF supports a range of enterprise applications based on industry standards such as JMS, AMQP, and web services like REST and SOAP. The software can also be configured to customers’ needs and is available in several different packages depending on the size and requirements of the company.

Client Sponsorship Technia’s team began working on TIF a year ago when a client was ready to embark on a major integration project of its enterprise systems. Realizing it would become too expensive to integrate the systems through separate projects, Technia proposed developing a single package that would handle several types of integrations. “As soon as we started talking about it, the client was on board,” Vossmalm recalls. Once the project was gained momentum, two other Technia clients immediately followed suit by sponsoring and cooperating in the development of TIF. Vossmalm says anticipation for the TIF release has been building, as customers have matured in their integration needs in the past few years and are now looking to have a more uniform architecture for their business systems. “Many of them are facing the same types of challenges, so we figured we’d make a product of it,” he says. “TIF is something that will be of interest to all companies.”

Based on experience TIF is based on best practices amassed during more than 30 ENOVIA integration project. TIF supports a range of enterprise applications based on industry standards such as JMS, AMQP, and web services like REST and SOAP.

Travel solutions

PLM takes charter travel to a new level Tourist travel isn’t what it used to be. The one-size fits-all charter trips are being replaced by tailored travel. Customers want to choose the hotel, food, sports activities, degree of sustainability and more.

or travel agencies, tailored travel means new opportunities, but also huge amounts of facts and figures to keep track of. TUI Nordic, the biggest tour operator in the Nordic area, decided to go for PLM and Technia to sort it out. Why PLM and why Technia? “PLM is usually associated with the manufacturing industry, not service products. But Technia very quickly understood our needs and showed us the possibilities with PLM in our business,” says Peter Ulwahn, TUI Nordic’s Head of Product and Purchasing.

Information was scattered In the travel business, charter trips used to be a pretty straightforward prod-

uct: basically a flight and a hotel. There were few options, if any. Travel agencies developed their IT systems for bookings and the Internet, but detailed information on hotels, flights and other services were limited and hard to find. “Such information was scattered in different systems, individual Excel lists or stored in some mainframe computer,” says Ulwahn. TUI Nordic includes Fritidsresor in Sweden, Finnmatkat in Finland, Star Tour in Norway and Denmark. “We would guess what customers wanted and it took months, sometimes a year, to produce a new travel product. We printed a catalogue with our offerings twice a year,” says Ulwahn. “More and more, customers were asking for additional services such as

Travel solutions

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paying extra in order to have more luggage, for a baby carriage, or a golf bag on the flights. “Customers wanted to know how much this would cost, what weit nd sicht the seating and food optionsstraon gut the plane were, the kind hoc ofh hotel rooms genuss offered, or the tours and deals available frei um to at nearby restaurants. Somethingrahad be done,” says Ulwahn. Zeit für mehr Inspiration. So beginnt die neue Vielfalt Ihrer neuen TUI Katalog Reiseplanung: mit den en, weiterführenden Online-Infos und TUI Reisebüro mehr Auswahl in Ihrem oder auf www.tu i.com

TUI Schöne Ferien: Genießen Sie die Zeit des Jahres. schönste

TUI Premium: Die niveauvolle Art, zu reisen.

TUI Ferienhaus: So persönlich, wie Sie es mögen.

The base for new offerings “We needed all of this information in one place and to have it accessible for relevant staff at any time,” says Ulwahn. PLM started off in the manufacturing industry, to keep track of every nut and bolt in aircraft production. TUI Nordic was evaluating the system for a small project concerning hotels. “We then realized that PLM could be used to keep track of all detailed information. We called in three suppliers to find out how it would work,” says Ulwahn.

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Technia had experience not only from the manufacturing industry, but also from Haglöfs and other apparel companies. That made an impression. “PLM is a great support when you have a lot of information to keep track of, regardless of what product or service you are selling. The system gives you an overview and the base for new offerings,” says Technia’s Sales Executive Arik Gilboa. TUI Nordic named its PLM system the Travel Product Generator, TPG. It is integrated with all purchasing information. All products are updated and distributed to all systems, with one master.

Works for banks and telecom By keeping track of all the details, TPG makes it easy to tailor customer demands and to make new products, even when they are complicated.

“For instance, we may have a hotel with 18 restaurants in the neighborhood with which we have favorable deals for our customers,” says Ulwahn. “Or say, we have a hotel in Tenerife which does not sell as well as we hoped. Now we can reconfigure the offering and include tickets to the huge Tenerife Siam Water Park.” The two-times-per-year printed catalogues have been replaced by 19 releases on the web. TUI Nordic is probably the first travel agency in the world to use PLM. “PLM can work just as well for banks, insurance companies, and telecom operators, any company with a lot of products in different combinations,” Ulwahn says. The next step could be equipping staff with Technia’s TVC Mobile Access which would enable them to punch in information anywhere, for instance when visiting a new hotel. And the next generation travel sites may be when customers are allowed directly into the PLM system and are able to make their choices on their own and give feedback.

“WE NEEDED ALL THIS INFORMATION IN ONE PLACE AND HAVE IT ACCESSIBLE FOR RELEVANT STAFF AT ANY TIME” Peter Ulwahn, TUI Nordic’s Head of Product and Purchasing

News Life Sciences specialist to the Stockholm office Technia recruits Neil Phippen to strengthen the team of Life Science Specialists in the Stockholm office. Previously, Neil was employed by Integware in Fort Collins, Colorado, USA. He has extensive experience developing enterprise level PLM solutions for many of the top 20 medical Neil Phippen device comTechnia International Account Executive panies in the world. His primary industry expertise is in Life Sciences, Healthcare & Consumer Packaged Goods. “It is a joy for Technia having Neil on our Consumer & Life Sciences team; he comes with a substantial international experience that will be requested from our customers,” says Per Noreen, Director Employee Success & Marketing.

Technia’s team in India is expanding fast A little more than a year ago, the Addnode Group, which Technia is part of, established its own development center in Mumbai, India. The Addnode Group is the Nordic market leader in IT solutions for design, engineering and product lifecycle management. The center is expanding and looking for talented software programming specialists and PLM solution architects to collaborate with their clients.

“WE HAVE CHOSEN TO BUILD A VERY SELECT TEAM OF SEASONED PLM PROFESSIONALS IN INDIA TO PROVIDE OUR CUSTOMERS WITH THE SERVICE AND QUALITY THEY RECEIVE FROM TECHNIA’S OTHER GLOBAL OFFICES.” Saurabh Gupta, Director, Addnode India

Customers interact directly with Technia’s team in India Technia sponsors innovation conference For the second consecutive year, Technia is sponsoring the DI Innovation Conference organized by Sweden’s largest business paper; Dagens Industri. At the conference, successful innovators and entrepreneurs from both large and small enterprises will share their knowledge about how to develop new products and services. The conference will be held at Sheraton Stockholm Hotel, December 17. For further information: www.dagensindustri.se/innovation or Jaana Ahlberg, Marketing Manager, Technia

Saurabh Gupta, Director, Addnode India, reports from the center in Mumbai: “We have chosen to build a very select team of seasoned PLM professionals in India to provide our customers with the service and quality they receive from Technia’s other global offices. Keeping a low selection ratio (<6%), referral based recruitment and maintaining our Nordic culture has resulted in the development of a strong team in India with whom our customers enjoy interacting directly with. Such a team and delivery model is very well suited to the modern agile software development processes (such as Scrum). This has resulted in a higher transparency for our customers, lower implementation Saurabh Gupta, Director, Addnode India time and better quality.” “We have observed that mature customers wishing to reduce their implementation and maintenance costs, while securing their application quality, prefer such an approach over traditional offshoring models. Today we have a team of 20 bright and motivated engineers serving three business areas in the United States and Europe. The team is expanding.” Find more information at www.technia.com/careers.

Mobile savings

Outotec Pioneers Mobile PLM

Outotec, a Finnish manufacturer of minerals and metals, recently implemented their PLM system capabilities on their employees’ smartphones and tablets.

“O

utotec is truly a pioneer in the Mobile PLM area. They are one of the first companies worldwide to implement a truly mobile ENOVIA solution,” says Johan Lindström, Technia Director of International Sales. Outotec is a Finnish manufacturer of minerals and metals. Henri Syrjäläinen, Senior Specialist Engineering & PDM Applications, responsible for the ENOVIA development and support at Outotec, says: “With ENOVIA on a mobile device, we reduce the number of clicks by 50% compared to a normal computer. The mobility makes us more efficient and it brings system usability to the next level.

It is a much more controlled and efficient process to access product information in real time, and not wait for an EXCEL spreadsheet to be updated.”

Instant access The system works on all larger browser platforms – iOS, Windows Mobile and Android to mention a few. It went live in mid 2013. Not only does it handle sales processes, the PLM system implemented by Technia also handles manufacturing, engineering and product development, on a mobile basis. The TVCs have played an important role in making the implementation fast and the system easy to use - and enable the mobile access.

“WITH ENOVIA ON A MOBILE DEVICE, WE REDUCE THE NUMBER OF CLICKS BY 50 % COMPARED TO A NORMAL COMPUTER.” Henri Syrjäläinen, Senior Specialist Engineering & PDM applications at Outotec

Mobile savings

The main business value of this mobile PLM system is that it enables instant access to product data, which saves money for all parties. “By having the right information at the right time, Outotec can make sure that customers are served with up-todate information,” continues Syrjäläinen.

Shorter delivery times The TVC Structure Browser, File Manager, Graphic Reporting and Grid Browser are part of the implementation at Outotec, accessed by the desktop interface as well as through the TVC Mobile Access. “In early 2000, when the TVCs were born, we started a journey to deliver what our customers needed to become successful in their implementations. Today, this is an important part of Technia’s global expansion, and we are obviously still developing in the right direction based on the increased demand we see worldwide for the TVCs. In the end it leads to shorter delivery times and higher value for our customer’s investments.” says Lindström. Another important feature of the TVC Mobile Access implementation at Outotec is that machinery maintenance can be monitored, and if there is a problem with a component, it will be directly entered into the PLM system. “This saves a lot of costs by minimizing the risk for costly errors and significantly reduces the time spent on reporting issues,” says Lindström.

Outotec in brief Outotec is a worldwide technology leader in minerals and metals processing with 4,000 employees in 24 countries. The company’s mission is the sustainable use of natural resources and it provides environmentally sound solutions and services for the minerals, metals, energy, and water treatment industries. The company, listed on the NASDAQ OMXHelsinki, Finland stock exchange, was established in 2006 when it was divested from Outokumpu. Today, half of the world’s copper is produced with Outotec® Flash Smelting technology and a third of the world’s sulphuric acid capacity runs on Outotec technology. Outotec has approximately 40 product lines encompassing 500 different products.

TVCs

On the Rise in Japan Technia’s foray into Japan began by pure chance. But two years on, TVCs are gaining attention for their user-friendliness and innovative designs. Analysts say they have great growth potential in the world’s third-largest economy.

“T

here are a lot of opportunities in Japan,” Akira Mimura says, Group Leader at NS Solutions and Technia’s Tokyo agent, pointing in particular to the apparel market as well as the industry equipment and medical devices sectors. And Technia has experience in all of them. Technia first entered Japan in 2011, when clothing group DOME was about to roll out Dassault’s ENOVIA-based PLM and realized they could use TVCs to make their offerings even better. The project was a success, and in June this year, Technia landed yet another large TVC contract in the Asian country – this time with a major medical device group, specializing in endoscopy and imaging.

The TVC implementation will begin with a small user group to explore the capabilities of the software and then expand worldwide.

Good timing Technia International Account Executive Neil Phippen says, “the Japanese are meticulous about quality and userfriendliness which rhymes well with our offering.” Johan Lindström, Director International Sales, agrees. “Our TVCs make ENOVIA easier to use through an intuitive and simple interface. This makes the program even more interesting for the fashion, pharmaceutical and other sectors. In addition to this, the reduced time in development of

Japanese companies are responding to tougher competition and stricter regulations by improving the control and efficiency of their operations.

custom features and lower total cost of ownership the TVCs bring, also seem to fit well with the demands of this market.” According to Mimura, the timing for TVCs on the Japanese market is just right. Thanks to the recent economic recovery plan set in motion by Prime Minister Shinzo Abe to encourage private investment, Japan’s business climate is beginning to ooze of optimism again. Tougher competition, stricter regulations and heightened consumer awareness have also meant that many Japanese businesses have had to improve the

TVCs

control and efficiency of their operations in order to stay ahead of their peers.

Fewer clicks This, Mimura says, is where TVCs come into the picture and why the Japanese find them so crucial for their businesses. “Competition has become very tough. Companies have to reduce costs and shorten their production times,” Mimura says, noting that as Japanese companies seek opportunities abroad, flexible PLM systems have become more important than ever. “Global PLM has become a ‘musthave’ item as a collaboration tool for such companies,” he says. In addition to the flexibility of TVCs, Mimura says they also strike a chord with the Japanese on a cultural level.

“THE CONCEPT IS VERY CLEAR AND IT REDUCES THE NUMBER OF CLICKS” Akira Mimura, Group Leader at NS Solutions and Technia’s Tokyo agent

News Falkman new director in Norway

Conference destination: Aria Resort & Casino, Las Vegas

Advisory board meets in Las Vegas Technia’s annual Customer Advisory Board Meeting will be held in Las Vegas in November. It will be the 13th advisory board meeting, marking a long tradition, and the second time it is held in the United States. “We invite customers to meet and exchange PLM experiences with professionals from leading global enterprises, and get the opportunity to influence the strategic direction for Technia. This aligns Technia’s development roadmap and strategic objectives with our customers’ business priorities,” says Jan Thunqvist, CTO. The meeting will be held on Nov 11, the day before Dassault Systèmes 3DExperience Forum USA, at the venue Aria Resort & Casino in Las Vegas, Nevada. For further information: Per Noreen, Director Marketing, per.noreen@technia.com

Magnus Falkman has been appointed Technia’s Director Business Area Norway. Falkman started with Technia in 2002 as a PLM Business Consultant. He played a significant role in Technia’s expansion in North America where he successfully developed the company’s business with Technia Value Components (TVC). Subsequently he managed Technia´s Product Development team. “I am delighted and honored to have been appointed as the new Director for Norway, a country of astonishing Magnus Falkman, development and Technia’s Director change. I look Business Area Norway forward to working with the team and external partners to further increase our drive and momentum,” says Falkman. “Magnus combines both management, technology and PLM skills, making him much appreciated both by our customers and global team,” says Technia’s CEO Jonas Gejer. Falkman will continue his responsibility as manager for Product Development in parallel with his new assignment.

Customer support is boosted Technia has appointed Johan Petrini, an experienced support engineer and one of the co-founders of Technia, as Manager of Customer Support. “We’ve strengthened the entire support organization so we can be more nimble and responsive to our customers. We’ve added skilled engineers and Johan Petrini with his extensive PLM experience to the team, and we’ve also refined our procedures,” says Jonas Gejer, CEO. “For many of ‘our’ customers, the PLM system is at the heart of their operations.” Johan Petrini, Manager “We want customers to have a high level of confiCustomer Support dence in our ability to support them.” says Gejer. Each customer has unique needs so the Technia support agreement includes optional services enabling customers to choose the level and type of support to best fit their particular circumstances. “We have other initiatives underway and we look forward to an ongoing dialogue with our customers as we continue to enhance our support services,” says Petrini.

Expansion in Finland Technia Finland expands and strengthens the delivery team with five new appointments to support the company’s next stage of growth and development. Hannu Hakkarainen, Business Area Director, says, ”I am delighted to be increasing our resources and broadening the Finnish team in response to increasing market demand from our clients. It will deepen the team’s skills and enable Technia Finland to support our existing and future clients and their PLM efforts.”

Innovation

More money for R&D is not the answer F

aced with increased global competition, leading international companies hope innovation will make them winners. These companies spend increasingly more money on R&D. But, does increased R&D spending truly yield more innovation? “No, not by default, it doesn’t. Don’t waste your money,” says Fredrik Vernersson, Senior Executive Advisor, Booz & Company, based in Stockholm. For eight years, this international management consulting firm has studied the world’s 1,000 largest corporate R&D spenders. The conclusion is the same year after year: it is not how much companies spend on R&D that determines success, but instead how R&D funds are invested in talent, processes and tools. “At the end of the day, you want ideas that can be converted into revenue,” says Vernersson. Between 2009 and 2012, R&D spending increased by 9.5% year-onyear in the 1,000 largest corporate R&D spenders. So how should companies structure their R&D investments? “The first thing to do,” Vernersson says, “is to identify what type of innovation strategy your company has – innovation success varies depending upon your strategy.”

Google tests reactions Booz & Company has identified three fundamental innovation strategies: • Need Seekers: Companies that consistently strive to be the first movers and proactively engage customers to determine needs. Successful examples are Apple, DeWalt and Xerox. • Market Readers: Companies that

“AT THE END OF THE DAY, YOU WANT IDEAS THAT CAN BE CONVERTED INTO REVENUE.” Fredrik Vernersson, Senior Executive Advisor, Booz & Company

scan new trends and apply them to new fields. One example is Visteon, a company that pioneered touch screen technology in cars, taking advantage of a technology first used in computers. • Tech Drivers: Companies that leverage technology for breakthrough changes. Examples include Google and Siemens. “Your company will be closer to one of these innovation strategies than the others – this should drive your actions,” says Vernersson. For instance, DeWalt, a power tool maker, spends time at construction sites

to understand how construction workers work and see what can be improved. “Maybe a certain kind of tool will accelerate part of a process. Their studies identify needs before the customer has formulated them.” Google, on the other hand, starts with a technology and then tests how users react to the different possible applications, rather than starting with an unspoken customer need. The key to success is that a company’s culture supports a successful strategy. Doing it the Google way may not work so well at DeWalt and vice versa. “There are, of course, success factors that are common for all kinds of companies, such as a strong identification with the customer and a passion for products,” says Vernersson.

Poor cultural support But Need Seekers typically have a culture of openness to ideas from outside the company and successfully use tools to create end-user insight like social networks and idea workout sessions. A Tech Driver would, on the other hand, have a stronger culture respecting technical talent and would use tools such as technology road mapping, technology scouting and cross business area collaboration. Are companies not already doing this? Booz & Company’s studies show that more than half of the companies report inadequate strategic alignment and poor cultural support for their innovation strategies. “Companies are struggling to reach the next level of R&D effectiveness. The message we want to convey is that the answer is not simply to spend more money on R&D. Instead you should focus attention on understanding your innovation strategy and align your people, processes and culture to support your chosen path. You will receive plenty of payback on those efforts,” says Vernersson.

Facts Booz & Company is a leading global management consulting firm. It employs more than 3,000 people in 60 offices around the world, which help companies across a broad range of industries and a wide range of issues, including how to improve the innovation process.

PLM development Kongsberg Defence Aerospace

Taking information to a new level The information project has the potential to facilitate collaboration, make it easier to recycle solutions and experiences, and help retain intellectual capital. Have a look at the Local Hawk project 2012: www.localhawk.net

“It works!” “Watch it fly. Looks good!” Seventeen engineering students squinted skyward at the Unmanned Aerial Vehicle, UAV, they had spent 10 weeks constructing at Kongsberg Defence & Aerospace AS in Norway.

or the students who constructed a UAV, it had been an exciting project full of creative challenges. For the arms manufacturer the project, named Local Hawk, served two purposes: identify talents to recruit and take PLMbased information to a new level. “We are looking at ways to gather complex information in structures that facilitate sharing and working with others. This is Model-Based Systems Engineering. Our student project is a way to test

different solutions,” says Torfinn Tobiassen, Manager at the Flight Structures Department.

Store intellectual capital Kongsberg Defence Aerospace, which manufactures missiles and other aerospace products, has been working with Technia and ENOVIA PLM for years. “Traditionally, PLM focuses on physical products, what they look like and how they are made. We are looking at ways to

also incorporate background information on requirements, functions and concepts,” says Tobiassen. Such information has the potential to facilitate collaboration, make it easier to recycle solutions and experiences, and help retain intellectual capital that may otherwise leave the company. “Our projects are complex and can

PLM development

run over 15 years. When a key developer retires or takes another job, we lose valuable information. We need to document it in such a way that others can find it and use it,” says Ivar Opdal, Manager Product Performance. A study among KDA developers showed they got 60-70 percent of their information from external sources. Only 30 percent of the information came from the company’s own database. Another internal study indicated that up to 80 percent of documents deemed important and stored in the PLM system were never read.

“Our conclusion is that staffers are struggling to find the right information. It is hard to find, even when it is in our own system. There is room for improvement,” says Opdal.

The challenge In February, the aerospace group started testing the RFLP solution from Dassault Systemès based on CATIA V6 and ENOVIA V6. RFLP links information on product requirements (R), product functions (F), logical (L) components, and detailed physical (P) components. For instance, clicking on the image of

“WE WANT ALL ELEMENTS OF INFORMATION TO INTERCONNECT.” Torfinn Tobiassen, Manager at the Flight Structures Department

a nose wheel and all kinds of relevant information linked to the development of that nose wheel is revealed. Or click on “landing,” and the nose wheel and other issues related to landing appear as entries. “We want all elements of information to interconnect,” says Tobiassen. The defense manufacturer has started to implement carmaker Toyota’s A3 process, used in lean manufacturing. Corrective actions, analyses, action plans and other information are written down on single sheets of A3-sized paper, often with simple graphics. It will lead to massive documentation. In a typical project 400 engineers will write two A3 reports per week for 15 years, adding up to tens of thousands of documents. Much of the knowledge may otherwise have been lost, such as background as to why aluminum and not steel is used in a certain component or why a 5 mm radius is used and not a 7 mm radius, etc. The challenge will be to find the right information exactly when it is needed. Next summer, a new batch of engineering students will join a new season of the Local Hawk Project to build UAVs. But this time they won’t start from scratch. They will have access to RFLP documentation made by last year’s students. “It will be interesting to see how much headway they get with that kind of documentation,” says Tobiassen.

Kongsberg Kongsberg Defence & Aerospace AS is part of the Norwegian company Kongsberg Gruppen (www.kongsberg.com), which, among other things, makes systems for command and control, weapons guidance and surveillance, communications solutions and missiles.

MacGregor Cranes

How to get the most out of PLM MacGregor has years of experience with PLM. Leif Sundin, Applications and Process Development Specialist - ERP & PLM, says the system is a key driver of success once you overcome the challenge of getting your staff to use the system correctly.

equirements on safety and durability are strict on marine cargo cranes. A typical crane is mounted 20 meters above the ship deck and has a lifting capacity of more than 40 tons on an outreach of up to 30 meters. Some models can lift 450 tons. It is critical that every detail in the crane works; failure is not an option. MacGregor Cranes, the world’s leading marine cargo crane maker, relies on PLM and Technia’s TVC for its product information and business processes. “PLM makes it easy to evaluate the consequences of a change in production and shows us exactly what components are in a specific customer crane,” says PLM Manager Leif Sundin. MacGregor is headquartered in Örnsköldsvik in central Sweden. The company employs 160 people.

MacGregor’s customers are ship owners and shipyards around the world.

TVCs make it simple MacGregor cranes are built on standardized platforms and configured with help modules and construction adjustments. Cranes can comprise of up to 1,500 different components. With a lifecycle of 15-25 years, cranes need regular service and spare parts. “To provide the best service, we want to know exactly how each individual (crane) is changed over time. The PLM system can, for instance, keep track of all replacements of parts.” says Sundin. MacGregor introduced ENOVIA PLM in its operations in 2009 and has since added most of Technia Value Components (TVCs). The TVCs significantly enhance standard ENOVIA functionality.

MacGregor Cranes

For example, in technical support, a TVC makes it easy to log actions to a specific customer crane. “The primary benefit of our TVCs is to improve user friendliness. We can present and configure information in a better way. Simplicity is paramount,” Sundin says.

Do not underestimate

“THE ORGANIZATION HAS TO UNDERSTAND THE IMPORTANCE OF PUTTING THE INFORMATION IN THE RIGHT PLACE AND ABIDING BY PROCEDURES.” Leif Sundin, PLM Project Manager

PLM is about putting information in the right context, parts into bill of materials that are connected to individual products that in their turn are part of customer projects, specifications to parts etc. When you search for information, you find your way by you find your way by contextual search, rather than via traditional search. For it to work, “The organization has to understand the importance of putting the information in the right place and abiding by procedures. Don’t underestimate, the challenge of getting your users to see the big picture,” Sundin says. “The PLM software is only half of the way to success, the rest is change management. You need to change the way your organization thinks and works.” How do you succeed? “Education, education and education. And making sure your management is driving the issue,” says Sundin. MacGregor has worked with Technia for many years. Why Technia? “We have a good relationship. We appreciate the fact that Technia consultants make an effort to understand our business; and we don’t always agree. If we say that we need something with a specific functionality, they can say: ‘We hear what you are saying, but we think you need a different solution.’ We like having a dialogue.”

MacGregor Cranes

MacGregor Cranes is the world’s leading marine cargo crane maker. It is headquartered in Sweden and has facilities near ports worldwide. MacGregor is part of Cargotec, a Finland-based cargo handling solutions provider that employs 10,500 people around the world.

Trends

Advice from trend guru Jardenberg

Embrace Big Data and do it right with social media Invite your customer into your process, and see how you can use Big Data to your advantage, says Joakim Jardenberg, founder and CEO of Mindpark AB, and number 14 on The Telegraph’s “100 most influential technology investors in Europe” list.

he more things change, the more they stay the same. While the world around us has changed dramatically in the last two decades, our fundamental needs stay the same, says Joakim Jardenberg, a leading Swedish technology expert, an angel investor, and a top-level CEO whisperer. “The way we express ourselves, and where and how we do it, has changed, but the core of our needs is the same as it’s always been,” he says. That’s why the rise of the video on the Internet shouldn’t come as a surprise. About a hundred hours of video are uploaded every minute on YouTube alone. “Moving pictures have always captured the minds of people. A few decades ago we saved up money to go to the Saturday matinee. What is new is the almost unlimited supply of video,” says Jardenberg. “Another thing that’s new: we can

be both consumers and producers of content. When you find your niche, your videos may not get 2.5 million views, but you don’t need that, either. What you need are loyal fans, who will build your brand and give you feedback,” he says. That goes for business users as well. “The problem with social media is that we only hear about the success stories. It’s easy to forget that building a presence is a marathon,” Jardenberg says. “Instead of using a megaphone to blast your own message, listening is key. Everybody loves to talk about themselves, but it’s important to use the big ears and a small mouth,” he adds. Starbucks, for example, has involved loyal customers in its product development process. Invite your customers to a dialogue, and let them tell you which features they’d like to see,” Jardenberg says. He also suggests that all companies

Joakim Jardenberg CEO, Mindparks • Senior advisor to CEOs of large Swedish companies (five in the Top 25 largest companies) • Angel investor • Number four on Huffington Post’s “Most Influential Tech CEOs On Twitter” list • Number 14 on The Telegraph’s “100 most influential technology investors in Europe” list • www.jardenberg.se

try to see how they can use Big Data. “There is so much information available. For example, one company, on a whim, plotted the data from its Android battery temperature app users in London with data from Weather Underground, a weather service that provides real-time weather information, and found a correlation strong enough to predict the outdoor temperature by looking at the battery temperature data. “We don’t even know which questions to pose. There is so much data, and everybody should be thinking of ways to take advantage of it,” he says.

Life Sciences

Pharmaceutical company shifts into high gear Orion, a global pharmaceutical company, looked to other industries to find a smart solution to manage the speed and complexity of its business.

he pharmaceutical industry is rapidly changing. Proprietary products in “Big Pharma” are outpaced by generics and specialty products. Success is increasingly dependent on speed to market and timely product launches. Orion looked for ways to adapt to market changes by increasing efficiency, flexibility in partnerships and networks, exact product launch control, and facilitating regulatory compliance. Life sciences market is strictly regulated with high demands for transparency, data consistency, and traceability. “The way we handled legacy issues and workflows was not optimized, laborious to use, and did not easily adapt to

collaboration with external partners,” says Minna-Liisa Siltala, PLM Project Manager. Orion looked closely at PLM. There were few PLM references in the pharmaceutical industry in the Nordics at the time, but PLM was being introduced in many industries. “Why reinvent the wheel? ENOVIA and Technia’s TVCs have the functionality we need and a proven track record,” says Siltala. Together with Orion, Technia installed and configured ENOVIA with Technia’s TVCs to make the system faster and easier to use. The implementation went live in January 2012 with functionality to support cross-functional products in ENOVIA. A second phase was completed

in the spring of 2013, adding full support for regulatory procedures of the pharmaceutical marketing approval processes. Today the system has 600 internal and external users. “Orion’s PLM enables a unique source of truth in product information including standardized product launch and lifecycle management processes for Orion and global partners. It offers information consistency, minimizes rework and iterations, and reduces time to market access,” says Petter Sahlin, Technia’s Sales Executive of Life Sciences. The solution allows Orion to handle increased product and regulatory complexity with limited resources, while increasing the number of products and facilitating work with partners. “PLM for us is about managing the complexity of our business in the most cost-efficient way,” says Siltala. “We can no longer be in our own sandbox and with our own tools. We need transparency and data consistency from the beginning.” Why Technia? “When building a solution of this scale, team collaboration is important for success. With Technia, we have a shared vision and passion. When both parties commit to the project, accomplishments are achieved,” says Siltala.

Orion in brief Orion Corporation, headquartered in Espoo, Finland, develops, manufactures, and markets pharmaceuticals, active pharmaceutical ingredients, and diagnostic tests for global markets. It has about 3,500 employees. In 2012 revenues totaled €980.4 million. www.orion.fi/en/

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