Change Management Syndrome Infomercial / Is PLM Right for my Company?

After a humorous look at how PLM cures change management paralysis, Tech-Clarity President Jim Brown and Taxal Director Allan Behrens discuss what kinds of companies can improve and accelerate product development with PLM.

Speaker: This is a public health announcement from PLM 411. Change management syndrome is on the rise in manufacturing due to increased complexity and globalization. Symptoms of CMS include confusion about which information is accurate, miscommunication, and mistakes leading the heads hitting desks.

CMS leads to business paralysis from bad or missing data. Beware, discourage can spread to co-workers who are out of the loop on changes. It frequently infects other departments who rely on current product data. Severe cases of CMS may even spread to suppliers or customers who come in contact with out of date files and revisions. What can stop the spread of this nuisance condition? PLM. Now in convenient time release capsules.

This was a funny look at a serious problem manufacturers face on a regular basis. Watch PLM 411 to see how PLM helps manufacturers improve change management and avoid these problems.

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Jim: Hi and welcome to PLM 411 where we give you straight information on how manufacturers can accelerate product innovation and product development. I'm Jim Brown of Tech-Clarity, and I'm here with Allan Behrens of Taxal.

Allan: Hi Jim.

Jim: Today we're going to talk about who should care about PLM? And before we get started on that, maybe we should get on the same page about what PLM really is.

Allan: Yes. One of the problems of PLM is it means so many different things to different people, and that perpetuates this own problem, isn't it?

Jim: Yes, it means so many things that it almost means nothing. Talk about product life cycle management, people get really hung up on life cycle term and they start thinking about retiring products or cradle to grave. And while that's an element of it, it really isn't necessarily where any given company is going to find the most value.

Allan: I agree. At the end of the day, it's about managing products and processes in a company and that's really all it's about.

Jim: Why don't we talk a little bit about company size? I know you and I talked about this before that there's some misconceptions out there particularly about size of companies that use PLM.

Allan: Yes. It's one of these things that kept PLM as being something that's generally being known as being applied to big companies, especially automotive and aerospace; I think those are the domains that people think about. That's definitely not the case. Certainly, historically, it's very similar to the LPs. It starts with the big companies, but now it's applicable [unintelligible 00:02:43].

Jim: Yes, absolutely. And we're seeing a lot of smaller companies have the same issues and innovating the same issues and developing products and working with their supply chain and making sure that they've got quality and communicating with the shop floor, many of them are outsourcing. There's lots of issues that are similar in the smaller companies. Typically, they just don't have the resources to deal with it.

Allan: I agree. And in fact, that's one of the challenges is that the problems are the same, they just don't have either the money, the personnel, or the band worth, the financial band worth to deal with what they need to do to grow and managing that is a challenge. They need something that's instantly productive and something that fits what they need to do now and in short term.

Jim: I'm going to react to something else you said earlier. We talked about company size and you brought up industry, in aerospace and automotive, and traditionally there's been a lot of value for PLM on those industries but that's a bit of a misconception now too, right?

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