Common definition of the process: “a set of activities leading to the desired outcome.” Despite such a simple and straightforward definition, the implementation of processes in PLM is often delayed and very frequently leads to significant complexity in implementation. I’d like to analyze and discover why this happens and what other factors can influence process implementation in an organization.
Process Model
Depending on the tools, technologies, and environment a customer has, processes in the organization can be modeled and implemented differently. Normally, there is more than one enterprise system in the organization capable of handling process modeling. Starting with middleware and specialized BPM software, followed by enterprise systems such as ERP and PLM, and ending with various Enterprise 2.0 collaboration tools, process models these days can be developed using multiple tools. Over the last few years, BPMN has become somewhat similar to a standard process definition tool. What is the main problem? Data. Various products and corporate data need to be injected into process implementation to make it work.
Product (Data) Model
Originally starting with CAD models, the product model has developed into an extended set of information describing various aspects and dimensions of a product—model, bill of material, requirements, items, information about customer requests, etc. As we learned from the process model definition, this specific product model information is needed to enable process definition. Processes actually need to access data to trigger tasks and events for handling processes.
So, what should come first? Product or Process?
My conclusion is that the lack of a rational product model can lead to a very high level of complexity in process definition and implementation. The product model is the foundation of the product lifecycle. Without a well-defined product model that can cover the enterprise product definition scope and related disciplines, the development of a process-oriented PLM environment becomes a complex and unachievable task. Organizations implementing PLM as a process environment need to invest first in the implementation or adoption of a product model that will serve as the foundation for processes.
What is your opinion?
What has been your experience with similar tasks and efforts?
Best,
Oleg
Disclaimer: I’m the co-founder and CEO of OpenBOM, a digital-thread platform providing cloud-native collaborative services including PDM, PLM, and ERP capabilities. With extensive experience in federated CAD-PDM and PLM architecture, I’m advocates for agile, open product models and cloud technologies in manufacturing. My opinion can be unintentionally biased
