Solutions for electronics / high tech

IBM and Dassault Systèmes Electronics and high tech

High-tech companies must know how to incorporate new, innovative technologies in their products and quickly launch the next "must have" items. As product, supply-chain and regulatory standards become more complex, the ability to sense what the market wants has to be coupled with major process improvements.

IBM and Dassault Systèmes deliver solutions to help high-tech and electronics companies in their strategic initiatives around the transformation of product development, manufacturing and enterprise collaboration processes. Our solutions integrate business process management with cutting-edge tools for design, engineering and manufacturing planning.

From identifying emerging business opportunities to delivering the latest technology and implementing strategic enterprise initiative, IBM and Dassault Systèmes solutions can help harness global expertise and focus your innovation investments effectively. IBM and Dassault Systèmes customers range from semiconductors, consumer electronics, telecommunications, enterprise systems, and specialized electronic suppliers. Together we can help you transform your business results by teaming with you on strategy, business process transformation and technology solution deployment.

IBM and Dassault Systèmes solutions for electronics / high-tech

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Transcript of IBM Corporation Presentation at Dassault Systèmes Customer Conference (DSCC)

Dassault Systèmes Channel Sales Executive, Geoff Rogers Thanks to the Medtronics speaker.

It is my honor to introduce Jim Dickerson of IBM. Jim is the Director of Integrated Product Development at IBM. His integrated product development team is responsible for IBM’s worldwide development process and management system. The responsibility also includes managing the PLM tools and infrastructure to execute an efficient development process inside of IBM. He has worked for the company for 34 years. His career with IBM began in hardware development where his management assignments included Microprocessor and ASICS semiconductor designs for IBM servers. In 1997 he was appointed Director of Electronic Design Automation, responsible for the electronic design tools and process for IBM. In 1999, he was named Director of ASIC design, responsible for the development of ASIC design libraries and design systems as well as IBM’s worldwide ASICs design centers. In 2000, he was appointed Director of IBM Integrated Product Development for IBM’s Micro-Electronics Division. He assumed his current role as IBM Corporate Director of Integrated Product Development in 2001. Jim is a graduate of Rensselaer Polytechnic Institute (RPI) with BS in Electrical Engineering. So with that, please help me in welcoming a good friend of Dassault Systèmes, IBM executive Jim Dickerson.

Thank you, Sir. Hi and good afternoon. I’d like to thank the Dassault Systèmes team for the opportunity to share the IBM story with you. Where I’ll start in today’s presentation is on our Smarter Planet vision. The vernacular of today’s conference, having a dream, it is IBM’s dream to have a Smarter Planet that is more instrumented, interconnected and intelligent. The facets of that Smarter Planet are very synergistic with your PLM environment and you’ll see that momentarily.

Some background of IBM is that we are about 400,000 employees worldwide in 170 countries. Our business spans from hardware, software and services to research. When we look at our strategy and vision for this growth, we are focusing on a couple of different elements. First is the technology itself. We want to be open and provide high value solutions. Second is the client value from the innovative integrated capabilities. Third is the essence of globalization, both in terms of the markets that we serve and also in terms of the design and manufacturing environment. Our growth is going to be spurred through our offerings as well as our marketplace that will include industry frameworks as well as our infrastructure and traditional products that we are expanding, the use of business analytics, cloud computing and expansion into the growth markets. That is all under the banner of Smarter Planet.

So how does Product Lifecycle Management (PLM) play into this? I like to think of PLM as a journey or evolution where years ago we began years ago with siloed development organizations where everybody had their own tools and processes. We went through a stage where we implemented common processes across our enterprise. Finally we went through a transition to more of a global environment. When we want to do for the next step is what we call smarter PLM. It is using intelligence and process capabilities into that PLM base solution set.

Our challenges are to drive costs down and efficiencies up. We need to take turnaround time and schedule out of that challenge while giving more capability to our users and customers in a global environment. How we’ve been trying to achieve that improved efficiency is by implementing a PLM strategy. As a first, it looks at consolidating our existing legacy environment where it makes sense using best of breed technology. Inside IBM, that means using our SOA, industry frameworks and middleware with our partners, incorporating Dassault Systèmes product family into our PLM environment. And fundamental to all of that is to have all our PLM process and data tightly integrated seamlessly across the enterprise.

Now our journey, starting on the left, started with the siloed phase and we’ve had to go from the siloed development organizations to picking a common development platform to embark on. What we had in that environment was multiple instances for each of the different business units. Recently we’ve gone through centralizing those environments to a single corporate-wide image. Now, our next step in that journey is to implement ENOVIA V6 as a single enterprise application. What I show you is that ENOVIA V6 will take over the responsibility of multiple PLM applications that are in today’s legacy environment. This includes things like a product data management ProductManager instance, a parts information system, environment compliance, etc. From a benefits point of view, we are looking to drive efficiencies and cost savings and improve data quality by having it all centralized. Data management itself will be much easier because everything is in one central source of data, not multiple tools for the engineers and consumers of that data to go back and forth.

So how did we select the next generation of system?
It was a very comprehensive effort. Actually we started with our critical business requirements. We went through and looked at multiple PLM vendors’ solutions and narrowed our choices down. Then we conducted a very thorough detailed proof of concept where we took the application through a number of business requirements, not just a paper exercise but literally taking that and modeling it to our needs and validating all of the assertions made by the companies. Out of that assessment, we opted to choose ENOVIA V6 as it clearly met all of our expectations in these areas. Our approach for implementing this into our landscape is going to be a multi-year, multi-phased implementation. What I mean by that the initial deployment that we are working on is to replace ProductManager application. So we are taking all the bill of material and engineering change (EC) management processes out of ProductManager and moving them into ENOVIA V6. Once that is stabilized and the infrastructure is in place we’ll then move on to the next phases, tackling our components parts systems and environment compliance engines. Eventually we’ll be able to expand to take more advantages of the technology itself. So we are taking a fairly systematic pragmatic approach to implement the ENOVIA V6 activity.

What were the selection criteria for choosing ENOVIA V6?
We had five different categories that we were looking at. The first two were functionality. First off how did it map to capabilities that we have in our engineering and design legacy environment. Second how well did it address the gaps that have been identified by our users as ones we need to solve immediately. Third was usability. We brought in a number of our stakeholders, our internal users and designers, to walk through the application and its environment to understand how they like the screen showing, was it systematic to their thinking and was it it really easy to use. Fourth element, configuration. How hard was it to set up, reconfigure and model it for our needs. Finally, how does it fit within the IBM blue stack, our own internal infrastructure so how easy was it to integrate all the technologies.

Across those five areas, ENOVIA V6 clearly was a success for us. We stepped in 2008 to purchase the licenses. Right now, we are planning to go live into production in second quarter of 2011. I’m sure my design team will be nervous to share that with you today as we have a lot to do in the next months to finish the project completion.

What I’d like to leave you with as the audience are several things. We’ve had a long relationship between IBM and Dassault Systèmes. Its been a very beneficial relationship and very strong partnership. We have a very strong and expensive application installation with ProductManager and CATIA. We are clearly migrating and looking to the future of capitalizing on the new V6 technology. In terms of where that journey is short term, second quarter is our go live and we’ll follow that with a longer term phase over of bringing in the additional capabilities from the parts information, environmental compliance and CAD integration and the extended capabilities of V6.

With that, thank you very much for your attention.