PLM Magazine 2015 by TECHNIA

The Future of CATIA - an interview with Frédéric Martin, Dassault Systèmes /p.10

A “time-out” became a success at William Demant Holding /p.17

PLM MAGAZINE 2 0 1 5

A MAGAZ I NE P U B L IS H E D BY T E CH NIA - #1 IN KNOWLE DG E O F PLM

PLM MAGAZINE 2015

Laurent Couillard, OptimData:

Www, search, e-commerce, social, and now – Internet of Things /p. 8 Vivian Kimiko IMAI, Dassault Systèmes:

3 significant trends in the PLM market /p. 4 Annika Steiber:

The Google way to increased innovation /p. 28

Two strong companies merge to provide more value to you

News: TechniaTranscat /p. 3 Trends: 3 Significant Trends in the PLM Market /p. 4 Trends: Internet of Things /p. 8 Interview: Frédéric Martin: “The Future of CATIA” /p. 10 Success Story: Kongsberg Defence & Aerospace /p. 12 Success Story: Data Respons /p. 14 Success Story: Kleven /p. 16 Success Story: JULA /p. 16 Success Story: William Demant Holding /p. 17 Success Story: Mölnlycke Health Care /p. 21 Products: Technia Value Components are ready to go offline /p. 22 Interview: Alain Houard: “The Marine & Offshore Industry has a vital role to play for a sustainable future“ /p. 23 PLM: The Easy way to ENOVIA Collaboration /p. 25 Success Story: APM /p. 26 Innovation: Annika Steiber: “The Google way to Increased Innovation” /p. 28 Innovation: Nicklas Bergman: “Why you need to dream BIG“ /p. 30

About Technia Technia – The #1 knowledge company in PLM. We facilitate the future in innovation. We guide you to become the future winner by combining your own strengths with our expertise in Product Lifecycle Management (PLM). Our solutions are used worldwide in industries such as life sciences, automotive, travel, retail, oil & gas, telecom, fashion and food & beverage. We serve over 800 clients worldwide, including 20 that are listed on the Fortune 500. Technia is a part of the Addnode Group (listed on the NASDAQ OMX Nordic List). For more information, please visit www.technia.com Publisher: Jaana Ahlberg, Technia AB (jaana.ahlberg@technia.com) Photos: Technia AB, and customers Production: Felicia Grundel, Technia AB (felicia.grundel@technia.com)

echnia and Transcat merged July 2 to form a European PLM knowledge and innovation leader. The company will be unique in its ability to serve customers on the Dassault PLM platform in Europe and globally. The mission is to transform your vision into value. Our vision is to be the #1 Knowledge company in PLM. Our team of more than 400 persons will combine the best from German and Nordic cultures to provide the right level of delivery capacity, knowledge and quality. We invite you all to have a more detailed discussion on how TechniaTranscat can serve you even better in the coming years. Please contact myself or any of your TechniaTranscat representatives. The Dassault Systèmes 3DEXPERIENCE platform requires a broad set of skills of your PLM partner, and the complementarity between Transcat and Technia provides a very stable basis to support our customers in all aspects of PLM and the Dassault brands such as CATIA, SIMULIA, DELMIA, ENOVIA and EXALEAD. In this edition of PLM Magazine we have collected our favorite articles and success stories, a lot of them with focus on innovation and trends. We hope you will enjoy it. And if any questions, please don’t hesitate to contact me.

Jonas Gejer CEO and founder, Technia jg@technia.com +46 733 77 24 14

Writer: Jan Thunqvist COO, Technia

Top 3 Customer Benefits from the TechniaTranscat Merger We might internally be overwhelmed with the possibilities in our new company, but what’s really in it for you, our customers? Here’s what I believe are the top three customer benefits from bringing Technia and Transcat together. #1: Access to world-class knowledge in CAD, PLM and Product Data Quality tools and methodology Together, Technia and Transcat PLM has about 200 engineers focused on CATIA, SIMULIA, DELMIA and Data and Process Quality and 160 engineers focused on ENOVIA. We are a knowledge company that invests large amounts yearly in developing ourselves in new tools, methodology and all other forms of best practice that is relevant. So when you need a partner to help you succeed with your PLM initiatives, we will have the skills and the manpower and we will make sure to keep our knowledge up-to-date during our journey together.

#2: Industry Experiences from global leaders for the past 30 years The combined customer base of TechniaTranscat is a fantastic asset to both new and existing customers. Transcat adds more than 30 years and Technia 21 years from working with great companies, in many cases the true industry leaders. In the DACH region we have mainly worked with Automotive and Transportation, Industrial Equipment and Aerospace and Defence companies. The main industries in the Nordics and US where we’ve worked are High Tech and Telecom, Industrial Equipment, Retail and Apparel and Life Sciences. What we’ve learned from working with the leaders of those industries is

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in many forms available to our other customers, and our customers also meet each other frequently to share their experiences from technology or process improvements.

#3: Global delivery capacity We are now more than 400 employees that are located in three continents – North America, Europe and Asia, and can serve you in many local languages and local time zones. We have also invested in building up offshore delivery capacity, that can serve you during an implementation and after a roll-out, at an attractive cost and with the right quality. Perhaps most importantly, we know how to run the projects towards success since we’ve done that many times before, and as mentioned above – our customers are there to share their experiences with you! We are all very excited about the new capacity of TechniaTranscat and all the things we will learn together in the years to come, always with you, our customers, as our main focus.

Jonas Gejer, CEO Technia, and Gerhard Keller, Managing Director, Transcat PLM

Interview: Vivian Kimiko IMAI, Dassault Systèmes

3 Significant Trends in the PLM Market Recently, we at Technia had the great opportunity to have a dialogue with Vivian Kimiko IMAI, VP Distribution Strategy at Dassault Systèmes. We asked Vivian Kimiko to share her thoughts about the PLM market and the trends that are influencing it, the importance of the partner ecosystem to Dassault, and the role of Technia as a partner delivering the 3DEXPERIENCE platform to the market.

eing ranked as one of the most innovative companies in the world by Forbes, and being a world leader for Product Lifecycle Management software, staying on the top is not taken for granted at Dassault Systèmes. ”It is easy to be a leader but it is very difficult

to stay as a number one. To be able to keep the continuous sustainable growth, what we need to do is always to change, to stay on the edge, to create the trend, and to lead the trend,” says Vivian Kimiko IMAI. In 2012, Dassault Systèmes launched the 3DEXPERIENCE platform,

promising a social industry experience for their customers. “The 3DEXPERIENCE platform is really based on our understanding about the customer, and even customers’ customers’ needs in terms of innovation, and this is what we are trying to provide to the market, to support the

“We need to always change, to stay on the edge, to create the trend, and to lead the trend”

About Vivian Kimiko IMAI Vivian Kimiko IMAI worked at Fasotec, a Dassault Systèmes Value Added Reseller in Japan, before joining Dassault Systèmes in Japan (DSKK) in 2003 to manage key accounts in the High Tech industry (Nikon, Sony, Nokia AP) and then to lead business development in Asia-Pacific. She then became head of the PLM Division for Asia Pacific at Nokia. She rejoined 3DS in 2010 as VP for Industrial Equipment where she defined the solutions strategy for the SMB market. Vivian Kimiko IMAI is now VP distribution strategy at Dassault Systèmes.

bigger meaning for the customer,” she explains. “The 3DEXPERIENCE is a must for us. It is our nature and we need to make it to a success in our ecosystem.”

Experience Economy According to Vivian Kimiko, there are three significant trends that are currently influencing the PLM market. “Firstly, if you listen to what people are talking about today, they are talking about the experience. We are living in the era of experience,” she explains. The needs of a customer have changed. “The customers are no longer talking about what they want to change in a design tool or which simulation tool they want to use. They

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are talking about their business challenges. And this is why the 3DEXPERIENCE speeds the post-PLM wave for all the industrial customers,“ she says. “We want to address the business problems by using our 3DEXPERIENCE platform, our social industry experience.”

Big Data “Secondly, if we look at the economy today, many people are talking about big data. Big data is not just about having the information. Having the information is the base. The most important thing is how to use the information to make the right business decisions. And this is all about our business platform,”

Interview: Vivian Kimiko IMAI, Dassault Systèmes

Vivian Kimiko explains. According to her the 3DXPERIENCE platform is a key element in being able to both handle the information, and then being able to create value of it.

The Cloud “Another big change is the cloud. The cloud will totally transform the way we do business, and change the way people connect with each other. Even here we can provide value to the customers by using the 3DEXPERIENCE platform,“ says Vivian Kimiko. Coming from the partner side herself, Vivian Kimiko understands the importance of the partner network driving the business globally. “There are more than 350 000 middle sized companies in the world. At Dassault we cannot cover all these companies by ourselves, and this is one of the reasons why we want to address these customer’s needs through our partner ecosystem.” Vivian Kimiko says. While having an international background, and being proficient in many languages, Vivian Kimiko realizes the importance of understanding the cultural aspects in the international business. “The customers want people who can support them shoulder to shoulder, with the local language, and with the understanding of their local culture. And this is why we think our local partners can create a lot of value to them,” she says. “And it is es-

pecially the partners who understand the 3DEXPERIENCE platform, and are able to deliver it to the end customers.” Vivian Kimiko has a clear picture of what the perfect partner to Dassault Systèmes looks like. “Our ideal partner is a partner who understands the needs of the customers in their industry vertical, and we want our partner to be able to deliver the value the customer is looking for,“ she explains. “It is very important not just to answer to what the customer is asking for. In some cases we need to be able to articulate what the customer could not see or was not able to express by themselves, and even go beyond,” says Vivian Kimiko. “I believe that Technia is an excellent partner, Find out more how and has the capability to deliver our 3DEXPERIENCE platform to the customers,” she says. “TUI is a great example of how you are not just delivering a tool to the customer. Technia is delivering an experience, also to TUI’s end customers. I believe that we have a very good match also in term of the vision. We are sharing the same vision, and Technia have the capability to deliver it,” she says. Technia has during the last couple of

“TUI is a great example of how you are not just delivering a tool for the customer. Technia are delivering an experience, also to TUI’s end customers.“

years invested in their CATIA business and in advanced functionality like systems engineering. Vivian Kimiko sees this as a typical change for the partner. “You

TUI uses PLM at www.technia.com/tui

are transforming yourself from a product selling approach to industry solution selling approach. I believe this can create much better value to the customer,“ she says. “When you are going into systems engineering, you are going to play a more important role also in the automotive, aerospace and energy sector,” she says. She also emphasizes the importance of being dedicated in what we do. “Stay focused and differentiate. Every industry have their specific needs, their specific processes, and specific key points for innovation. You need to understand, and keep focused on that. Once you are being focused, then you get deep knowledge of the industry, and you can be different from the competitor. And the customer can understand, and better recognize your value as a company. I think this is very important, to always have a clear proposition to the customer.”

News Technia and Transcat invest in development of applications for Internet of Things Technia, leading PLM supplier in the Nordics and Transcat PLM, leading provider of PLM in Germany have joined forces. OptimData, the brainchild of both companies aims to develop Internet of Things applications. “When unveiled, data is empowering decision makers in their day to day business, from everywhere at any time” says Jonas Gejer, CEO at Technia. While accessing the data is necessary, the capacity to act on the data creates the value. This is the promise of OptimData with well-targeted data applications. Announced in March, These applications will enable companies to create business value based on insights from data, and to gain competitive advantage in the era of Internet of Things.

Technia expands in India Since 2012 and the opening of the first India office, Technia are continuing to discover new opportunities there. After the first year the India office has been included in all business areas, and numerous supporting functions. Saurabh Gupta, Director India at Technia, thinks that the expansion in India is a sign of Technia becoming more successful and more international. “As we expand to more sister companies and to other supporting functions we have seen that the demand just keeps on increasing,” he says. 2015 started off with about 26 employees in India and the plan is to double that number by the end of the year. “We have had good success in finding the right talent, and with the effective recruitment plan there are many reasons to feel positive about our aspirations for fanning out abroad,” Saurabh continues.

Big investment in Apparel/Retail Many retail companies don’t use any software at all to handle their product lifecycle. PLM provides many benefits to support business critical processes, one of them is gathering all communication in one place. JULA, for example, used to use e-mail to communicate with their suppliers. Now they will be able to communicate in a more structured and efficient way, directly in their PLM system, and have more time to spend on widening their product range. There are now more companies that want to mirror the gains they have observed at JULA. Technia aims to reinforce the apparel/retail team to keep up with new customers and their demands. “This originates from acquiring JULA as a customer, but also increased demands from customers like Fjällräven, Asics, Monoprix, GAP, Fashion Continent, REI, to mention a few,” says Jonas Gejer, CEO of Technia.

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Big interest for sharing PLM experiences at Infuseit’s seminars Infuseit is a vendor independent PLM advisor. They are running PLM seminars 1-2 times a year which rotate between Oslo, Copenhagen and Stockholm. “We have seen a need for an independent arena for sharing PLM experience. We focus on concepts, methods and processes and not the IT tools themselves. It has been very clear that there is a lot to learn from each other even if the chosen PLM solutions are from different vendors,“ says Tore Brathaug, Director, Infuseit. “We have a broad network and get good industry speakers to introduce a topic before it is discussed among all participants. The discussions have been very open and good. No vendors are present and it is not only success stories that are presented,“ Tore continues. To see what topics are coming up, and the next scheduled seminar, please visit www.infuseit.com/events

IoT

Www, search, e-commerce, social, and now – Internet of Things Internet of Things (IoT) can be qualified as the “internet of usage”. It comes as the 5th wave of internet. Starting with an internet of protocol, the first wave was made to connect PC to PC. Then came the internet of content and the emergence of search engines like AltaVista, Google and Exalead. Next was the introduction of e-commerce with eBay and Amazon. Almost simultaneously the social dimension of Internet increased the commerce and transformed brand visibility. And today, the capacity to generate massive he develdata from any device opens a new paradigm of a connected opment of IoT came world. Studies are showing that more than 20 billion obwith connected devices. jects will be connected by 2020! And those connectThe innovation is supported by ed objects are constantly recording the object usage. a growth capacity of communication This is the reason of calling IoT the internet of usage. networks and the low cost of sensors.

The fastest emergence of connected solutions are made by health care, mobility and security. Most of the generated business and innovation serve a Business to Consumer approach. As a matter of fact, people accept to share data for getting a better or healthier life. Uber, AirBnb, Runkeeper, Fitbit, Yelp, Netflix… just to mention a few. Everyone is becoming a producer of data. It increases the risk of misuse of personal data, but with the right regulations and fair protection, the data could instead create value and add great possibilities.

The need for product innovation The industry is at the origin of the development of product sensors. Competition pushes companies to innovate and to deliver more intelligent products. It is a natural evolution of product complexity from mechanic to mechatronic, now connected. By having introduced automation into the product, now industries have access to high volume of data, raising a new question: what can we do

with that data? The collected data are representing the real life of the product, its use and its behavior. Every industrial product evolves into a global environment, either with other similar machines (fleet) or within a line or a plant. This is the shift from single product analysis to global system analysis, taking into account each components, interactions between components that form a system and exogenous information to contextualize the system.

data value chain can develop high value and propose disruptive services. Look at Uber and the disruption it created for the entire taxi business, intermediating simply a driver with a customer. If the business model for IoT in B2C is not yet stabilized (today the device makes the business), this is not the case for the industry. Data is the enabler for new value added services and even global digital business transformation. While margin on product sales is dramatically decreasing, a new business model of leasing a product with its production performance opens up for new ways to earn money. Industrial companies

“Data is the enabler for new value added services and even global digital business transformation.”

Add value to a product Data have to be considered as a new asset. The one who master the

IoT

must master the value and cost of their product in use.

How to use IoT IoT is one of the transformation enablers. But it cannot be managed alone. Firstly, the scalability of the infrastructure must be taken into account. On one end the multiplication of sensors and “things” increases exponentially every year. On the other end the solicitation on the data significantly load an infrastructure. These are the new constraints of Big Data. Secondly, the interpretation of the data is generating the value. Data Science algorithms are necessary to reveal the unknown value. It is not only used to predict failure before it happens but also to suggest action to maintain high production performance.

How to get started with using IoT OptimData is a new type of R&D lab focusing on designing and building innovative industrial applications based on Internet of Things (IoT). These applications will enable companies to leverage a data-driven and agile approach for creating new business values. You can find out more about OptimData and the products focusing on turning data into business possibilities at www.optim-data.com. I would also recommend you to attend PLM Innovation Forum in September where I will present more about our applications and how they can be used. You will also hear researcher Petra Sundström from Husqvarna talk about how IoT can be a catalyst for new business models. Read more and sign up at www.plminnovationforum.com.

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Guest Writer: Laurent Couillard Laurent Couillard founded OptimData at the beginning of 2015 after beeing the CEO of Exalead, a Dassault Systèmes brand, for four years. Laurent will run a blog series on the topic of IoT at www.technia.com/blog. Keep your eyes open for more interesting reading!

CAD

Interview with Frédéric Martin, Dassault Systèmes:

The Future of CATIA

onas Gejer: What major trends do you see in innovation and product design currently? Frédéric Martin: The first one is the cloud. We have delivered the first cloud based collaborative engineering platform to invent the future of 3D with AKKA Technologies [a European engineering and technology consultancy group]. With this new collaborative platform, we can support the connected vehicle development, as well as the cloud based collaboration across German and French sites. Secondly, we see customers in engine design entering in the age of experience, for example Google Car, who like a few other OEMs are adopting the CATIA 3DEXPERIENCE too. The third major trend, that has emerged, is CATIA Systems. First with electrical, from two

dimensional to 3D design, and this is clearly the fastest growing segment in EMEA and in the Nordics, we have a lot of new customers like Saab Aerospace and Volvo Cars. A part of CATIA Systems is the Systems Engineering with new adoption, in electronic, electrical architecture and functional modelling as implemented by Technia at Kongsberg Defence & Aerospace. JG: How do you see the adoption and maturity of PLM within Nordic companies? FM: Today, a lot of Nordic companies are worldwide leaders in many industries. They have the leading edge in innovation and product development. The impact they get from PLM is very positive also for their supply chain, and enables the suppliers to meet the same standards.

Many companies of different sizes and sectors use solutions that enable them to design and simulate experience to most products. Now, we see a great potential with the 3DEXPERIENCE, placing consumers into the participative product development, from design to recycling. The 3DEXPERIENCE will be the catalyst for innovation and brings value for the end-users. JG: What are the top 3 requests you hear from your CATIA end customers when travelling around the world? FM: I can say that at business level, at the C-level, the question is how you can help us to define the 5-10 years vision for supporting Innovation management. And in such case we propose to perform a business value assessment where we will identify and address the business

CAD challenges, together with Technia for future of CATIA? Will CATIA be totally example. At the engineering department cloud based in the future? level, the questions are more about how FM: I would like to remind first that we can help them to be more productive. we are protecting customers’ investSay for example, they have to gain 5-10 ments in V5 and delivering new capercent per year, then we can propose pabilities in V5-6, even if some new to perform a productivity assessment capabilities are available only with CATIA based on interviews with key users of 3DEXPERIENCE based on V6 architecCATIA. For the IT deture. The cloud will partment, the request clearly be the future is more like how can of CATIA in the comwe protect our investing years for small ment in CATIA V5. and medium sized Then we will remind businesses. There will people that V5-6 (the still be the possibility new CATIA V5 name) to have CATIA either will be supported until 2025 and beyond, on premise or in the cloud. and we will continue to deliver new funcJG: Technia serves a lot of fashion tionalities in V5-6 future releases. clients, will we be able to use CATIA JG: What breakthrough capabilities there in the future? For the 3D design of will be released in 2015? a pair of trousers or a skirt? FM: You challenge me here… FM: Yes, I think so. CATIA will be (Frédéric is laughing), you know that the engine of 3DEXPERIENCE industry I cannot discuss this information. But solutions, it will be used in more induswhat I can tell is that we are expecting tries than now. The processes and the breakthrough capabilities in mechanical roles you see in the systems, breakthrough in digital mockdesign segment will be up and large assembly management. For powered by CATIA. 3D systems engineering we are expecting content will be instrubreakthrough in requirement and logical mental in all industries function. You will hear more soon. to leverage the potenJG: What measurable efficiency tial of selling over the gains are possible when customers are internet. The shopping moving from V5 to 3DEXPERIENCE? experience on the web needs to be as FM: In general, we can say that CATIA immersive and of high quality. 3DEXPERIENCE accelerates the engiJG: If you think about teenagers of toneering process from 30 to 50%, so this day, how will they approach the tool sets is a huge gain. We have collected some when they start working in the industry? facts from the first CATIA 3DEXPERIENCE adoptions. For example, designing is faster. To develop a model is from 7 to 10 times faster, the geometrical modeler is 25% faster, and the performance is increased up to 35%. We consider that the engineering time is reduced by 30%, as a result of search time used for looking for the common parts instead of designing from scratch. Frédéric Martin (to the left) and Jonas Gejer (to the right) are both JG: What is the

“The cloud will clearly be the future of CATIA in the coming years for small and medium sized businesses.”

FM: As we see today, the younger generation is looking for more intuitive solutions, they clearly expect that the solutions should do the job for them. They will spend a lot of their time on creativity, on social innovation rather than purely in designing the features and functions. JG: How do you see the partnership with Technia and what can we achieve together? FM: I have a lot of respect for Technia, what you are doing and have done. I consider Technia as an exceptional partner with great relationship with Dassault Systèmes. We both share the same values and have the same dedication for customer success. We both know that we need to focus on customers’ challenges, and we both are committed to exceed the customers’ expectations. It is a great benefit for the customers to have a local actor on the market. Together we can now expand beyond the traditional core industries, into for example energy, consumer packaged goods, life science and construction. JG: Last but not least I challenge you in fishing next time you visit Sweden, can you provide a picture of your latest catch? FM: Sure! And thanks for a nice chat. Looking forward to meet you in Sweden!

“3D content will be instrumental in all industries to leverage the potential of selling over the internet.”

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very passionate about CATIA - and fishing!

Success Story: Kongsberg Defence & Aerospace

Vertical Take-Off for Model-Based Systems Engineering It may sound easy, but the challenge is huge: How do you store documentation in long and complex projects in such a way that relevant information is easily accessible over time? Norwegian arms maker Kongsberg Defence and Aerospace (KDA) is using both PLM and a summer student project to find the answer.

“

e are going to test how it flies now," says one of the 20 engineering students participating in Kongsberg Defence Aerospace's annual project “Local Hawk.” He is one of hundreds of students who applied to participate in the seven-week project. He is holding a small-scale plane that his team has designed to execute vertical take-offs. It is a sunny day on a field outside Oslo. There is excitement in the air. How will it perform? For the students, Local Hawk is an exciting and challenging event. For the arms manufacturer, it is a way to recruit talents, and a way to develop its Mod-

el-Based Systems Engineering (MBSE), which focuses on designing and managing engineering systems over their life cycles.

A Lot to Win

"We need to document so that teams, newcomers to a project and others easily can access relevant information even if it is years after something has been developed," says Torfinn Tobiassen, Manager at the Flight Structures Department. Students at the Local Hawk project grapple with that challenge. Their task is to continue projects that were begun and documented by students who participated in previous years. "Seven weeks is not a long time. You don't have time to build the wheel again, you need to look into our MBSE and carry on from what has been done before," says Gudrun Straand, project engineer in mechanical design.

PLM as a Cornerstone KDA has been developing its MBSE for several years and expects to continue fine-tuning it for another three to four years. "Documentation work can be expensive and costs more than what you gain at the other end. So, you have to make a simple and beautiful solution that works well in the future," says Tobiassen. A corner stone in KDA's solution is PLM. While PLM’s traditional focus is on physical products, specifically what they look like and how they are made, KDA incorporates much more information such as requirements, functions, concepts, people involved in the work and more. Instead of searching for documents and files scattered in various databases, components in 3D images (made with CATIA V6) provide interfaces to relevant information. For instance, click on the image of a nose wheel and all kinds of information linked to development of that nose wheel is revealed. Or click on "landing," and the nose wheel and other issues related to

“We need to document so that teams, newcomers to a project and others easily can access relevant information even if it is years after something has been developed.”

Any company involved in making complex products has a lot to gain in terms of time, improved collaboration and investment from a functional MBSE. At KDA, maker of guidance controls, missiles and other complex systems, life cycles can run over 15 years.

Success Story: Kongsberg Defence & Aerospace

landing appear as entries. A highly interesting development is the ability to use the MBSE-model to do simulation tests. In the Local Hawk project it can be used to simulate vertical take-off, transition into horizontal flight, and the route to be followed.

Higher Speed in Projects Documentation involves thousands of documents and files. A key challenge is how to minimize the time it takes to document without losing vital information. KDA is testing MBSE and Toyota's A3 process which is used in lean manufacturing. In Local Hawk the documentation process is entirely carried out using A3s and MBSE. Corrective actions, analyses, action plans and other information are written down on single sheets of A3-sized paper. Much of the knowledge may otherwise

have been lost, such as the reason why aluminium and not carbon fibre is used in a certain component, or why a 5-mm radius is used and not a 7-mm radius, among others. If A3s shall be implemented in regular KDA projects, it means a big amount of information. In a typical project, 400 engineers will write two A3 reports each week for 15 years, adding up to tens of thousands of documents. CATIA V6 and ENOVIA V6 are the systems to store and systemize all the information. Local Hawk started in 2008, and the MBSE project begun in 2013. After making a system model in CATIA in 2013, summer of 2014 was the first year that the students could find and use the previous year's documentation in an MBSE model in CATIA. "They got started much faster than previous years' participants. Not only could they make good

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use of earlier documentation, we have developed how and what you document, speeding up the process also in that end," says Tobiassen. At the field outside Oslo, the small plane lifts straight from the ground, like a helicopter. In mid-air it stands still and flies forward. The students are ecstatic over the success.

About Kongsberg Defence & Aerospace 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.

Success Story: Data Respons

Keeping tabs on every component – from Taiwan to Norway Norwegian technology group Data Respons, which specializes in the production of embedded solutions, faced a growing demand of streamlining and organizing its documentation management – not the least because the company was growing and some of its production was being moved to Taiwan.

ata Respons needed to better control its production processes and improve the traceability of changes made to blueprints and other product information documents. “The number of documents involved in making a product can range from just 100 to over 1,000, so there can be a lot to keep a track of,” explains Mikal Løken, OEM Solutions Manager at Data Respons Norge AS. The deciding moment to switch to Technia’s Product Lifecycle Management (PLM) tool came when one of Data Respons’s main customers, high-technol-

ogy systems maker Kongsberg Gruppen, offered a lucrative defence system contract – but on the condition that the order would be overseen by a reliable PLM solution.

The Solution After an evaluation of PLM solution providers in the marketplace, Technia was selected as the preferred vendor for Data Respons Norge AS since it would ensure the company lived up to Kongsberg’s strict demands. Kongsberg has been a Technia customer for 12 years and was therefore a relevant reference when

looking for a PLM partner. The PLM implementation began as a pilot project, with only three permanent users from Data Respons’s Original Equipment Manufacturer, or OEM, unit. Initially, the system was used only in connection with the Kongsberg project, but in time, it was expanded to also include other large clients. Today, Data Respons has significantly increased the number of users - of which some PLM licenses have been allocated to the company’s Taiwan office. The solution provides Data Respons with full control over its production by

Success Story: Data Respons keeping tabs on exactly what blueprint should be used for which product, the ability to signal users of any changes made – clearly identifying where, why, when and by whom those changes have been made – and includes document sharing and other collaboration capabilities. Technia continues to provide Data Respons with support, workshops and upgrades.

Traceability and security The implementation of PLM has boosted the efficiency of Data Respons’s OEM unit significantly. “We have a product turnaround of between NOK20-30 million a month in our Norwegian operation, and a large variety of products. We would never have seen such revenues if we didn’t have the relevant systems in place,” says Ingvild Johansen, OEM Solutions Department Manager at Data Respons. But the main benefits of the solution, she says, is the level of control it allows – as far away as in Taiwan.

”PLM is a pivotal tool for our business. We wouldn’t have been where we are without it.” Ingvild Johansen, OEM Solutions Department Manager, Data Respons Norge AS.

“It provides us with a lot of security because we have full control over what product information document has been cleared or not, or whether changes have been made along the way. But the traceability is the most important.” Johansen also appreciates Technia’s professionalism. “Considering we’re a tiny customer, we feel they have provided us with a great level of attention and we’re really grateful for that.” PLM has a range of applications and can be used by any manufacturer that needs to keep a close eye on its produc-

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tion – from the automotive industry to the clothing sector – and is particularly useful in cases where a product will be made in different parts of the world, or if many different variants will be made.

About Data Respons Data Respons develops embedded solutions for the defence, offshore, automation, medical technology, surveillance, transport and telecommunication industries. It has 360 employees with offices in Norway, Sweden, Denmark, Germany and Taiwan.

PLM

A PLM system for advanced design projects N

orwegian vessel builder Kleven, with sales of approximately NOK 3 billion, is an industrial system integrator. The company works closely with subcontractors when constructing and building sophisticated special vessels. To enhance the efficiency of the production chain from purchasing to production and delivery, Kleven has initiated a cooperation with Technia concerning PLM systems. “We want to automate our process for steel constructions. This means that we need tools for programming our

robots using 3D models. In the past, we purchased drawing services. To cope with the technology leap, we now do everything ourselves,” says Tore Roppen, responsible for Kleven’s Supply Chain. Every year, between seven and ten vessels leave the two shipyards in Ulsteinvik and Myklebust. Kleven has carefully analyzed the systems required by the company to fulfill requirements from the inspection agencies. “Technia was best at fulfilling our requirements. We are still at the early

stages of the process, but I look forward to the results,” Tore Roppen adds.

Jula enters a strategic PLM partnership with Technia to facilitate growth J

ula has chosen a PLM solution based on the 3DEXPERIENCE Platform from Dassault Systèmes and Technia as their strategic partner for the PLM implementation. Key drivers for Jula to implement a PLM solution are the need to support further growth and to create conditions for enhanced assortment planning. The PLM solution will establish an infrastructure to globally manage products, assortments, campaigns and supplier collaboration with a strong integration to various busi-

ness systems. “Jula has expanded tremendously over the past decades. This partnership with Technia and Dassault Systèmes is about facilitating our next growth phase and to further enhance the offering and shopping experience for our customers. We selected Technia and the Dassault Systèmes 3DEXPERIENCE Platform based upon their track record, focus and capabilities within the retail business”, says Magnus Sigurd, Purchasing Director at Jula.

”Jula and Technia are embarking on a journey to facilitate continued rapid growth and an enhanced shopping experience for Jula’s customers. It´s a privilege to be chosen as partner to Jula, one of the best managed and fastest growing companies in the Nordics. This partnership validates Technia’s and Dassault Systèmes’ number one position as a supplier of PLM to retailers”, says Jonas Gejer, CEO at Technia.

Success Story: William Demant Holding

A ”time out” became a success When the global producer of diagnostic instruments, DGS Diagnostics, part of William Demant Holding Group, was to choose a PLM system, they didn’t have to look far for a solution. “It was either ENOVIA in combination with Technia, or it was nothing”, explains Claus Fromm, Production & Logistic Director in the company.

he reason is that his company belongs to a Danish holding group, William Demant Holding, and the much larger sister company that produces hearing aid equipment, Oticon, had

already chosen this combination for their PLM investment back in 2007 with great success. After making the investment decision for a PLM system as late as in December 2011, Claus Fromm has been in

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charge of an extremely fast implementation. On the other hand, the need for an effective system in his diagnostics company was also unusually large. He calls it “perfect timing”.

Success Story: William Demant Holding

DGS Diagnostics had grown fast for many years, partly due to many acquisitions. The strategy has always been to keep all the acquired brands separated to keep the speed and flexibility of a small company. Another result of all the acquisitions was a complex product portfolio with over 180 different products and on top of that; different IT-systems. Add the fact that the diagnostics industry is known for its extensive regulations, and it became clear that merging innovation and compliance in a global network was extremely complex. “The compliance and regulation issues, that differs from country to country, were a nightmare for us. The trick from our side was to adopt the ‘Intel inside strategy’ with common development but multiple manufacturing sites, different interfaces and different looks for our products in different markets. Our biggest fear was that it would turn our company into a slow player resulting in losing market shares. It was very obvious that we needed a PLM system in order to be effective“. Kill all other IT-systems “So how did we do it? As most companies we started our PLM implementation one hundred percent on the engineering side of the business and

About William Demant Holding The William Demant Holding Group develops, manufactures and sells products and equipment designed to aid the hearing and communication of individuals. The Group focuses on two business activities: Hearing Devices and Diagnostic Instruments. Group companies collaborate in many areas and to a wide extent also share resources and technologies. Read more at www.demant.com

made sure that all sites had access to the same documentation and the same ideas regarding development, manufacturing, market data etcetera. Then we wanted to push this information over to a centralized ERP system which we used more in our daily work. In that way, an important side effect was to kill all the other IT-systems, like local ERP systems.”

It can be hard to adjust When Claus Fromm goes through the obstacles they ran into when speaking at the Technia PLM Innovation Forum in front of a concentrated crowd, one couldn’t miss people nodding their heads in recognition. This becomes really obvious when the Dane speaks about how easy it is to underestimate the time it takes for employees to mentally adjust to a new PLM system. “We needed to realize that a successful implementation is really about selling in the mindset of PLM to the employees, to reach their soul! And this cannot be counted in terms of man hours, it takes calendar time.” Another lesson, according to Claus Fromm is that it is a “long way between Denmark and Tampa”, meaning that all the rules that is dictated around the PLM system is interpreted differently in the head office than in a production plant, for example. And the problem is that there is a tendency to invent own rules. “Not necessarily in a bad way, it’s just that local management tends to want a little bit of control…” he explains. But still and in spite of these obstacles, they have implemented the ENOVIA system in a strikingly short time. How is that possible? “I think that one secret is that we decided early that too much democracy would ruin this project. If you discuss too

“We needed to realize that a successful implementation is really about selling in the mindset of PLM to the employees, to reach their soul! And this cannot be counted in terms of man hours, it takes calendar time.” Claus Fromm, production & logistics director, DGS Diagnostics A/S, part of William Demant Holding Group much and lean on consensus decisions, the result will always only be average. We made a simple choice not to over-analyze and discuss it too much. But of course, this strategy instead needed a lot of discussions with daughter companies that wanted to be a part of the process.” Asking Claus Fromm if he is happy with the choice of Technia as the system integrator, he is clear that this choice is nothing they regret, even though they’ve been through some tough times during the

Success Story: William Demant Holding

implementation. “In the start, we had some difficulties understanding each other, perhaps that we from our side underestimated the difficulties for an external person to comprehend the complexity of our business.” In order to not get stuck but instead getting the cooperation back on track, Claus Fromm took an unusual decision. “We actually took a time out in the process for a while. Just to think for ourselves how we ought to reorganize ourselves to become more efficient. And it worked perfectly! Now we are back on track and are driving this project at full speed since one year!” ENOVIA support for handling Complaints, NCRs, CAPAs and Audits “We are very proud and happy about this project and the fact that we managed to implement PLM with complete support for the whole product development process – not only including the Engineering and Project Management processes but also replacing a traditional Quality Management System in less than 2 years”, says Annelie Uvhagen, Key Account Manager for William Demant Holding in Technia. “This is the first standard implementation of ENO-

“We actually took a time-out in the process for a while. Just to think for ourselves how we ought to reorganize ourselves to become more efficient. And it worked perfectly!”

VIA in Europe with support for handling Complaints, NCRs, CAPAs and Audits”, Annelie Uvhagen continues. “Now it will be very interesting to follow the rollout in the different daughter companies and see the actual business benefits that Diagnostic Instruments will get from a PLM system where all product information is handled in one place with common processes and full traceability, says Annelie Uvhagen.

News

Elekta turns a Regulatory Challenge into a Competitive Edge The Unique Device Identification (UDI) is a new regulation and system introduced by the FDA to assign a unique identifier to all medical devices placed on the US market (and in its extension – globally). Once completely implemented, manufacturers will benefit from UDI through faster and standardized identification of products throughout product development, product launch, production, and post market – the complete device lifecycle, from development to patient. But the timeline is tight. A solution must be in production beginning of September 2016. Most of the attributes used in the Device Identifier (DI) are created and released during early product development – and it is natural the DI is generated and managed as a part of PLM (DI management and GUDID communication is supported with ENOVIA Licensed to Cure for Regulatory Filing 2015X and onwards). An example of an organization which is implementing UDI management in PLM (ENOVIA) is Elekta. The complexity of the DI implementation is directly related to product complexity, and has to deal with challenges such as combined software and hardware products, and complex packaging setups. Additionally, before UDI not every business area at Elekta used ENOVIA – and this is now rapidly changing. Once implemented engineering at Elekta will be truly global, and engineering and regulatory will be more tightly integrated – Elekta is turning a regulatory challenge into a competitive edge. “The reason Elekta chose ENOVIA to handle the UDI data and process is that engineering is handled in ENOVIA today and submissions should be integrated, automated and linked to the engineering data and process,” says Daan Hofman, Director IT Product Group Manager PLM at Elekta.

Meeting new quality and environmental standards Technia have become certified according to ISO standards 9001:2008 and 14001:2004. This development is very meaningful to Technia, as this guarantees that the way we work with quality and our environmental impact is continuously improved and objectively reviewed. “For us, the customer interaction is the most important input to improving our products, processes and the company as a whole. This is manifested by our frequent Customer Advisory Boards and is also built in to our delivery processes through the agile methodology,” Says Maria Groth, Quality & Environmental Manager at Technia.

Handle Model Modifications with xCompare In the context of a global collaborative development process, tools helping engineers to handle their complex engineering data are getting more and more relevant. Consequently, a large variety of questions have to be answered. Do my models meet the minimum quality and methodology requirements? What has recently been added or modified in models I work with? Have suppliers modified models from the last release interchanged, and what? xCompare compares CATIA V5, SMG and JT data, to find differences in two revisions of products, parts and drawings or to verify the conversion process. “This is a very helpful tool for everyone using CATIA and have a hard time finding the differences between different version of models,” says Johan Schenning, CAD expert at Technia.

xCompare makes it easy to quickly find what is different between two revisions of a product 20

Success Story: Mölnlycke Health Care

Growth at Mölnlycke Health Care A 15-year collaboration with Technia has helped Mölnlycke Health Care to build and further develop a PLM system that meets the tough demands of the healthcare industry. Technia is now ready to continue to grow together with Mölnlycke Health Care according to their expansion plans.

ölnlycke Health Care is a world-leading provider of single-use surgical and wound care products for customers, healthcare professionals and patients. The company was founded in 1849 as a textile manufacturer and has developed into an international group with 7,500 employees and sales and marketing offices in more than 30 countries. All healthcare companies have to comply with stringent regulation requirements, particularly with respect to patient safety. To be able to meet the requirements, Mölnlycke Health Care has teamed up with Technia since 2001 as the supplier of a solution for Product Lifecycle Management (PLM). “Mölnlycke Health Care was previously owned by SCA but when we became an independent company, we saw the need for our own PLM system. After a careful selection process, we chose Technia as our partner and that’s when our journey started,” says Roderik Mooren,

CIO of Mölnlycke Health Care. The solution that was selected is based on the PLM system ENOVIA, which is developed by Dassault Systèmes and delivered together with Technia’s proprietary products, Technia Value Components. Using these, Mölnlycke Health Care was able to build and further develop its own customized application and associated user interface. “Today, the system is distributed throughout the organization and we have about 700 users, from management, research and development, manufacturing and the marketing organization. It is a major advantage for us that everyone is able to work in the same system and this gives us excellent control of all the data that is related to our products and that we need to submit, for example to authorities and customers,” says Roderik Mooren. He sees continued development of the PLM system to be able to meet even

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”THERE IS GREAT POTENTIAL FOR TECHNIA TO CONTINUE TO GROW TOGETHER WITH US.” Roderik Mooren, CIO, Mölnlycke Health Care

tougher demands. “The biggest potential is in the digital area and the connection between the PLM system and, for example websites and applications, both internally and externally. There is no doubt that there are excellent opportunities for Technia to continue to grow together with Mölnlycke Health Care. “We’ve planned for a strong growth in the coming years,” says Roderik Morren.

Products

Technia Value Components are ready to go offline

t is in Technia’s DNA to listen closely to customers and understand what challenges they are experiencing. The dialogue is always ongoing, facilitated at the Customer Advisory Boards, and the yearly Technia Products Day. The customers generally have a lot of input regarding how and in what direction the Technia Products should be developed. Over the years the most common challenges has been performance & usability. But also topics like configurable integrations and mobile support has been raised by the customer community. “Lately we have received a lot of input regarding performance problems related to high latency and/or poor bandwidth. It is also common that customers struggle with server side performance where big queries takes too long time to evaluate before even sending it to the client. Another area is user acceptance, people today are used to applications like Facebook and they expect the same modern

look and feel and intuitive experience working with PLM,” says Magnus Falkman, Director of Product Development at Technia. Technia has two major releases during the autumn 2015. The next version of the Technia Value Components is called 2015.2, and it contains new exciting features like offline support of TVC Mobile. Other large improvements in the pipeline are to better facilitate collaboration in the application and most importantly great progress on the modernization of the current product portfolio. Both of these two new large improvements will be made available to Technia customers this year. “The fact that any users now will be able to bring data anywhere and create data offline using a handheld device is a revolution. This is something we have talked about for many years, finally we have realized the dream,“ says Magnus.

“People today are used to applications like Facebook and they expect the same modern look and feel and intuitive experience working with PLM.”

About Technia Value Components Technia’s product suite Value Components offers a great range of complementary products to enhance your ENOVIA experience. Want to know more? Visit www. technia.com/tvc or send an email to neil. phippen@technia.com

Interview: Alain Houard

Dassault Systèmes’ Alain Houard:

The Marine and Offshore industry has a vital role to play for a sustainable future Covering over 70% of the world’s surface, the oceans represent a huge potential for the Marine and Offshore industry. Recently, we had the great opportunity to meet and talk with Alain Houard, Vice President in charge of the Marine & Offshore industry at Dassault Systèmes. We asked him to share his thoughts on the challenges and opportunities the industry is currently facing, as well as how Marine and Offshore companies can leverage the 3DEXPERIENCE® platform to support their future innovations.

“A

s the world’s population grows, so does demand for food, water and natural resources. The sea provides a largely untapped and promising resource. With a wide range of activities spanning shipbuilding, fishing, global transport, marine mining and offshore energy production, the Marine and Offshore industry is uniquely positioned to play a vital role in today’s and tomorrow’s global economy,” says Alain. “The shipping business transports 90% of the world’s goods but the sea has value well beyond shipping,” he states. “Around the globe, marine and offshore interests are rising to the challenge to help realize the sea’s potential with

safer ships and technologies that are cleaner, greener and more efficient in delivering the world’s cargo, exploring the ocean floor, and harvesting the sea’s bounty. The Marine and Offshore industry is also addressing the world’s need for new sources of energy, from safer offshore drilling technologies to innovative new processes of energy production, for example energy from waves,” he explains.

Shifting from giant shipyards to advanced engineering In the Nordic and European countries, the Marine and Offshore industry has been transforming from giant shipyards to more specialized engineering operating globally. “A lot of the opportunities in the Marine and Offshore industry went to Asian countries due to the fact that the cost of labor initially played a big role in getting hold of a contract.

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First it was cheaper to produce big ships in Japan, then it became cheaper to produce ships in Korea, then in China and in Vietnam,” Alain explains. Seeing contracts transferring to Asia, European shipbuilding companies needed to adapt and find new ways of competing. “Companies in Nordics turned to more complex ships and developed innovative technologies, for example in the area of design automation and welding automation, where Norway currently is a strong leader,” Alain says.

Integrated solutions based on a powerful business platform “Companies in the Marine and Offshore industry face many challenges such as meeting delivery deadlines on a fixed budget, complying with environmental and safety regulations, as well as achieving productivity gains in design and manufacturing etc.,” says Alain. “Leveraging its expertise across many industries, Dassault Systèmes aims to accompany the maritime sector as it evolves and assist forward thinking naval architects, designers, shipyards and suppliers to successfully tackle these challenges and transform their practices to create unique value and experiences for their end customers. With solutions specifically designed for the Marine & Offshore industry based on the 3DEXPERIENCE platform, imagining and delivering winning and sustainable innovations more efficiently

Interview: Alain Houard while controlling costs and schedules is easier and more accessible,” he says. “Our vision has developed as a result of partnerships with key clients who are major players in their field”, Alain explains. “We are focusing on targeted areas to meet the many challenges ahead”.

Industry Solution Experiences to support future innovations We introduced « On Time To Sea », an Industry Solution Experience based on the 3DEXPERIENCE platform, which provides an integrated program management environment to plan and manage complex marine and offshore projects with an interactive 360° approach. Shipyards can engage in collaborative planning, monitor project status and performance across their extended ecosystem including suppliers and ensure secured traceability of requirements throughout the project. By streamlining the flow of information for efficient program management and collaboration, ‘On Time To

analysis early in the process to ensure high quality. It helps them create optimal design from a combination of style, innovation and cutting edge technologies. It can lead to better quality and productivity and contribute to costs reduction in an environment that is becoming increasingly competitive every day,” says Alain. “We are also currently introducing a cloud based solution called ‘Express For Sea’. The design and production of marine and offshore projects increasingly involves a large number of engineering services and supplier companies. There is strong competition among suppliers to provide the best services and products to the builders. In order for services and supplier companies to win contracts, they must be able to quickly react to builders requirements and provide high quality and innovative solutions in a timely manner. It is essential for them to develop and deliver their components as efficiently as possible. In addition, as they deal with multiple shipyards, these

“Advanced 3D simulation can lead to better quality and productivity and contribute to costs reduction.” Alain Houard, Vice President in charge of the Marine & Offshore industry, Dassault Systèmes

Sea’ helps them meet their number one priority: timely and on-budget delivery,” says Alain. “Thanks to a key client in Germany, we also created the ‘Designed For Sea’ Industry Solution Experience. This Industry Solution Experience is a proven solution for innovative design. It helps the different stakeholders – naval architects, discipline engineers, designers, shipyards and their suppliers – to define, simulate, analyze and validate a ship or platform design while adhering to owners’ requirements, industry regulations and classification standards. Multidiscipline engineering teams can evaluate and validate design options in real time through advanced 3D simulation and

companies must be agile in their operations and highly effective in their collaboration with each customer. ‘Express For Sea’ enables Marine suppliers to take advantage of the latest cloud technology to access their data anytime, anywhere while eliminating the need for additional IT infrastructure and administration,” says Alain. “Total Cost of Ownership is improved by reducing requirements for computing and storage, as well as facility and resources costs, and enabling rapid sizing as well as capability deployment. It allows Marine Suppliers to focus on creating the right products for their customers, rather than focusing on the IT infrastructure and resources used to create them,” he adds.

About Alain Houard Alain Houard is the Vice President in charge of the Marine & Offshore industry at Dassault Systèmes. He is driving the company’s strategy to better serve the various Marine & Offshore sectors – from Navy Vessels, Commercial Ships, Offshore, Yachts & Workboats to Marine Suppliers and Marine & Offshore Specialists.

Next generation of Marine and Offshore solutions “The next generation of Marine & Offshore solutions will continue to address customers’ needs. Our ambition is to become leaders in the sector by winning new clients, providing pertinent answers to industrial problems faced by this sector and by giving the businesses using our platform the opportunity to drive innovation and deliver compelling experiences for their customers. We also want to continue to let the dreamers and innovators in the naval world test their ideas out by supporting new, unique experiences. To stay on the leading edge, we are also expanding our horizons and working with new audiences around the world such as classification societies or engaging with universities in different disciplines,” says Alain.

How can Technia help Marine and Offshore customers? “I see the partnership with Technia as extremely important due to Technia’s historical presence in the Nordics and due to their skills in different industries. Together we can deliver the best Industry Solution Experiences for the Marine and Offshore market,” concludes Alain Houard.

Writer: Anders Lundström Product Developer Technia

The Easy Way to ENOVIA Collaboration

oes most of your conversations happen in your email inbox? Wouldn’t it be better to easy and fast discuss products directly in your ENOVIA application with your colleagues? Collaboration is a set of features that enables users to collaborate around ENOVIA data in various ways. Users can with the help of a modern and user friendly UI engage in discussions around one or more objects in the system. And with the help of instant notifications they are always up do date on what is being discussed and are able to quickly add replies to a discussion.

All data at the same place A lot of the daily communication for system users is normally done through emails. The reason for that is that earlier there were no good way of handling this in the system. A downside of using emails is that you handle the communication in one application and have all the data in another. But when using TVC Collaboration you can have the communication where it should be, together with the data in the system. And in this way you will always keep track of the discussions, they are not lost in the user’s mail applications.

Features that makes life easy Collaboration is in many ways effective but some of my favorite features are:

Instant Notifications Allows the users to quickly get updated on new discussions and replies to existing ones.

Instant message ENOVIA EXALEAD Powered Filters EXALEAD powered filters is a great way of configuring how to load discussions and also allows the users to quickly filter among them. And all with the great speed of EXALEAD!

ENOVIA EXALEAD filter Inbox The inbox gives the users a great overview of all discussions they are

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participating in and a way to very quickly make a reply.

ENOVIA inbox messages

Communicate with everyone in ENOVIA A number of customers are currently on its way to roll out this functionality in their systems. We have gotten really good response and look forward to having more customers installing and benefiting from this functionality during the coming months. We have put a lot of effort in to this component since we made the first release over a year back. Each new release has added more new features, improved existing functionality and added more configurability. It has matured a lot since the first release and we look forward to add even more features in the coming releases. All ENOVIA installations could benefit highly from installing and using the Collaboration component. It enables users of all different roles to collaborate freely in a way that wasn’t possible before. And since the product development team felt that this functionality was something that everyone could appreciate we decided to make Collaboration a part of Value Components Core. This means it is freely available to anyone that has an existing installation of Value Components. If you are an existing Technia customer you can simply download the latest release of Value Components from products.technia.com. The administration guide contains information on server/ client requirements and details on how to install it.

Success Story: APM

The time-saving organiser which helps APM meet deadlines As business grew, APM was looking for a way to streamline and better manage its projects. By installing the ENOVIA Product Lifecycle Management platform, APM has upped its production capacity, while also having made the handling of its documents and files easier.

Success Story: APM

wedish APM August Pettersson AB, a control fixtures maker with the majority of its clients in the automotive industry, used to keep all of its records and 3D Computer Aided Designs (CADs) in a file system which was stored on a local hard-drive. Although this file system worked fine for the most part, it was extremely vulnerable to the human factor, wholly relying on designers and production staff to never make mistakes when labelling and saving documents.

“Technia consultants know what they’re talking about and you can feel safe in trusting them with your business.” Johnny Fälth, Project Manager, APM “In a few cases, people would go into the archive and retrieve an outdated CAD-model, thinking they had the right version when they actually didn’t just because things hadn’t been labelled correctly,” Johnny Fälth recalls, noting that such a mistake could cost the company weeks in lost production time, sometimes forcing it to postpone scheduled delivery dates. “In our business, that’s a mistake you can’t afford.”

Bridge between CAD and PLM When APM’s business grew, and the number of design engineers rose from

three to five, the situation became unsustainable. After scanning the market for different solutions, APM finally opted for the Dassault Systèmes-developed Product Lifecycle Management (PLM) platform ENOVIA. There were three main reasons for APM’s choice. Firstly, APM was already an established user of Dassault’s software suite CATIA – a solution that supports multiple stages of product development, including design, manufacturing and engineering. By choosing ENOVIA, APM could stay within the same elite Dassault product family, ensuring the communication between CATIA and the new PLM solution would be the smoothest possible. Secondly, the bulk of APM’s automotive industry clients – representing 90 percent of its revenues – use these platforms themselves. “If you want to be part of the game in a serious way, you need to have the same equipment as your customers,” Johnny Fälth says. Thirdly, it meant that APM minimized the number of suppliers. “Since we don’t have a dedicated IT-person in place, it really helps us to only have to call Technia if we run into problems,” he says, adding that Technia by far outshone its market peers when it came to knowing ENOVIA. “They know it by heart,” Johnny Fälth says.

About APM APM is head-quartered in Värnamo, in southern Sweden, and specializes in making control equipment, CNC milling and measurement. It has 20 employees and has clients across Europe and Asia, with the bulk of them located in Sweden, Poland and Germany. Aside from the automotive industry, APM also serves clients in aviation and consumer appliance sectors.

Johnny Fälth says ENOVIA also helps APM to keep deadlines. “It lends us a competitive advantage,” he says. If everything goes according to plan, the platform is forecasted to have paid itself off within just one or two years of use by which time APM hopes to have increased its production rate by 10 percent. “So we’ll be able to take on more work, but with the same amount of staff,” he concludes.

Quick payback One of the main advantages was the ease with which the engineers could make new variants of a product simply by quickly retrieving previous designs and making some modifications. “It means we don’t have to invent the wheel all over again. We can already see that this is saving us both time and money,” Johnny Fälth says. And no one needs to keep a track of a file system. “It really eases the stress and workload for the project manager.”

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Innovation

The Google Way to Increased Innovation – an Interview with Annika Steiber

Innovation experts love to make lists of the world’s most innovative companies, and we love to read them. But what really makes a company innovative? We recently had the privilege of interviewing Dr. Annika Steiber, who is one of the few researchers who have studied Google and its management model for innovation. She shared her thoughts and the results of her findings with us, and how these can help companies to become innovative.

n today’s fast-changing industries, companies face two alternatives – to innovate or die. Obviously, the second alternative is not to prefer, and at the same time, realizing how hard it is to become the next “Google”, can be quite overwhelming. So, what can you do to become more innovative and survive? Just copy and paste somebody else’s way of doing? According to Annika Steiber, that is not the right answer to the question. “You should always create your own model for innovation,” she states. She is probably right. Still, understanding and learning from other leading companies and how they have succeeded being innovative, can help you to develop a model of innovation that is just right for you.

6 key characteristics of a high innovation company How the leading companies like Google have developed best practices in leadership, corporate culture, structure and processes, is based on a new set of management principles according to Annika Steiber. These six management principles characterize successful compa-

nies in fast changing industries. “If we start with the most important one, which I think is the people centric approach. These companies, they want entrepreneurs, they want really smart people, and they want to attract them and bring them in. They design the company, and the leadership after that kind of talents,” says Annika Steiber. “Secondly, they are ambidextrous. They are able to do really efficient core business, they are industrialized, in parallel with driving successful new innovation to the market over and over again. That will require a parallel structure which is hard to create in reality,” Annika explains. “Thirdly, these companies are not scared to disrupt themselves. They are dynamic in that sense that they are actively seeking what is going on, trends, and then bring those insights in, and reallocate their resources. This is what I call dynamic capability,” Annika says.

“The fourth thing which is connected to the dynamic capability is openness. These companies are very well tapped into the innovation ecosystem, not only to local but also to international. They are well aware of companies which are excellent in their area and they try to collaborate with, invest in, or acquire these companies,” Annika explains. The fifth management principle is related to the company culture. “They have a very strong culture of innovation. They embed innovation in everything they do, they live and breathe innovation, and something Annika calls a system approach to innovation. It is the engine, the key for their survival, and for their existence,” Annika says. “The sixth principle is related to how agile their organization is. Their mentality is more or less to be prepared to change all the time. For some companies this means that they work more project

“These companies, they want entrepreneurs, they want really smart people, and they want to attract them and bring them in.”

Innovation

r oriented, e.g. work with strategically important things for the company in one project, and when that project is finished the employees might work with something completely different. You are very open to that kind of changes all the time. So the people do what is important for the company, not what they are employed for at a fixed point in time,” Annika explains.

invest and learn how to manage innovation. It will take years to be very skillful in this,” she says.

Individuals who make difference The responsibility for innovation lies on different levels in the company. “Innovation is more or less always driven from the bottom up. It’s never from the top. What the top can do is to set some directions, some innovation domains. For example if the management say they want to go mobile and they do not know how, but they need to find innovations, it could be a new business model or just a new consumer interface. The individual is the key. On the other hand the management is also the key - in order to set the demand for innovation. So the individual is the supply, the source of innovation, the supply

“Innovation is more or less always driven from the bottom up”

How do you start an innovation program? Innovation work can be started on a smaller scale. “I recommend to start with some innovation pilots and actually learn how to do innovation work. Based on some pilots, check how the organization reacts and try to locate the problems in the organization that are hindering innovation. By doing that you will hopefully create success, buzz and lot of engagement around this. To build an innovation capability is a learning process, you start small and scale over time,” Annika explains. Investments in innovation work does not differ from any other business investments. “It is like investing in a new product area or technology, you have to do it for many years, and you learn how to do it. This is the same thing, you will

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mechanism of innovation and top management would be the demand mechanism of innovation,” Annika explains. People who can drive innovation are quite easy to spot. “I have been working in companies in many years and I could easily say exactly which 10 persons made the difference. I think that any company can do that. I am actually quite shocked by how few companies have actively been identifying these persons, and actively supported them to create new cool things that could have impact on new business and customers. Every company has a pool of entrepreneurial talent already and they could capitalize better on these persons. Another problem is that when they look at the CV of a true entrepreneur, the HR people cannot handle that kind of CV because it is too far from the traditional, standard CVs they are looking for. They perceive that it is a big risk for them to invest in these entrepreneurial people because they might not want to follow the traditional rules and routines of a larger company,” Annika states.

What is your top advice for Technia customers? “The advice would be to use Technia as an important partner in their innovation process. Involve and integrate Technia into their innovation process, and innovate together. Technia will have insights that they do not have, and on the other hand they have insight that Technia does not have. And by doing a joint collaboration, you can come up with something really valuable for the customer,” Annika says.

Innovation

Why you need to dream BIG Some of the world’s greatest innovations saw the light of the day because someone else was brave enough to dream big and make a mistake first. Nicklas Bergman, an angel investor, tech philosopher and author knows why it’s important to face the future head-on while keeping the lessons of history in mind. Especially when it comes to the techstorm. And he is ready to give us the keys how to not only handle and survive it, but also how to win it.

ince he ”almost” became a high school engineer back in the early 1990s, Bergman has shouldered more titles than he has socks in his drawers. Including becoming an economist with an MBA. But most of all he’s an entrepreneur, whose tech and business ventures began by building up Volvo’s presence in Romania. Today, and 20+ major tech investments later, his knowledge of how to navigate in the upcoming techstorm is flying him around the world to advise business leaders and adventurers alike. “There’s no use being afraid of the future and trying to resist it, that’s what will make you obsolete. Instead, you need to equip yourself with a mindset and accept

that change is not something temporary, but something constant.” “Put yourself in the driver’s seat and make active choices about what’s out there. Stay informed, but most of all think. Think as creatively and freely as possible and come away with the bigger perspective that will take you places.”

Google Glass didn’t stick for more than two summers and how he is annoyed about the fact that his activity bracelet, in some weird way, is giving him a sense of satisfaction. But, he says, whether these innovations last or fail, they all contribute to the world we live in today. But more importantly, he says, is that they give us hints about the future we will face tomorrow. ”Take music sites like Napster and Kazaa. OK they didn’t survive, but they paved the way for the development of iTunes, and then the iPod. Now we have Spotify and iPhone. The question you have to ask yourself now is, what’s next? If you think about it, a service like Kazaa actually changed the Internet forever, and its founder went on to start Skype and is now a happy billionaire working on new investments somewhere else.” Convinced that AI, or Artificial Intelligence, is one of the next big things in the tech world, Bergman says there are opportunities everywhere. If you’re not into the science of AI, why not pursue and develop all the things that a robot will never be able to do? Bergman, who stays on top of nanotechnology, electron microscopy and pretty much all things physics-related thanks to over a dozen digital newspaper and magazine subscriptions, is more than aware of the risk of getting lost in this

“Accept that change is not something temporary, but something constant.”

Google Glass failure Bergman is like a dictionary when it comes to tech innovations, hypes and trends. He can talk for hours about the latest within the Internet of Things, why

Innovation

overwhelming river of information and innovations. He calls it the “techstorm” and he has even written a book about it. “Instead of just trying to catch up with everything, we need to be on par with what’s happening around us. And we have to be conscious about these big developments so that we can make the right decisions.”

Painful transformation Bergman says technology will essentially redefine who we are, meaning it’s no longer just a question of what technology can do for us, but also what we should allow technology to do. ¨In the coming decades, society will

go through a painful and challenging transformation. With automation comes unemployment and a smaller tax base. Increased longevity means greater pressure on the pension systems. Easy access to our genetic information raises ethical issues of what we want to know about ourselves, and also what we want to share with others.¨ ¨Surviving the Techstorm¨ is also a book about not being afraid of pushing past your comfort zones. Bergman is rarely afraid, he says. But that’s not really true. ”Long and boring business meetings scare me. I don’t do those anymore. Instead I try to use that time to ponder,

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stretch my imagination and come up with new perspectives. And you know what, it works!”

Nicklas Bergman - Futurist and keynote speaker - Scandinavian advisor to the TechCast Technology Think Tank in Washington DC - Author of the upcoming book ”Surviving the Techstorm”, due out in the second half of 2015 - Serial entrepreneur and direct and indirect investor in more than 20 companies www.nicklasbergman.com

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