DFSS Approach for Economic Success of PDM Implementation

DFSS Approach for Economic Success of PDM Implementation

The long-term economic success of an organization depends on its ability to devise strategies and processes that are based on its products. Some of the key business drivers that influence these strategies and processes are time-to-market, manufacturing costs, and product configurability. Availability of accurate, timely, and sharable product information across the product’s lifecycle is imperative for a product-centric organization.

Digitizing product data by deploying a PDM system may prove to be insufficient in addressing the business problem in its entirety. Existing business processes have to be analyzed to determine whether they are adequate and the necessary changes should be incorporated before embarking on digitization. The economic success of a PDM implementation depends on identifying key business drivers, designing and IT-enabling capable processes, and continuously monitoring the digitized processes as well as the PDM system.

This paper explores Design for Six Sigma (DFSS) approach for economic success.

Introduction

The long-term economic success of an organization depends on its ability to devise strategies and processes that are based on its products. Some of the key business drivers that influence these strategies and processes are time-to-market, manufacturing costs, and product configurability. Availability of accurate, timely, and sharable product information across the product’s lifecycle is imperative for a product-centric organization.

Digitizing product data by deploying a PDM system may prove to be insufficient in addressing the business problem in its entirety. Existing business processes have to be analyzed to determine whether they are adequate and the necessary changes should be incorporated before embarking on digitization. The economic success of a PDM implementation depends on identifying key business drivers, designing and IT-enabling capable processes, and continuously monitoring the digitized processes as well as the PDM system.

Need for Measurement

The definition of the success of a PDM implementation is different for different roles in an organization. This lack of a common scale of measurement further complicates the issue of measuring the success. Success, from the point of view of the CEO is measured in terms of the resultant organizational benefits, whereas for the CFO, success is measured in terms of the financial benefits accrued. The CIO, on the other hand, will measure success in terms of the benefits afforded by the implementation of information technology. Similarly, end users and stakeholders will have their own set of criteria against which they measure the success of the implementation.

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