There is a significant gap between how manufacturing companies value specific aspects of their project execution and how they judge their performance. Better education in project management methodologies and standalone software tools alone will limit a company’s ability to perform at its highest level. A study by Engineering.com found that a web-based Product Lifecycle Management (PLM) solution is the best way for a company to fully achieve its best practices.
This white paper shares how a PLM solution with embedded project management can uniquely provide:
• Full alignment between projects and the product portfolio
• Coordination of a project’s schedule, resources and scope
• Automatic real-time status updates of project tasks
• Mitigation of project risks based upon real-time assessment of product development
Benefit from the unique value provided by PLM systems with embedded project management.
The real value of i4.0 comes from the integration of automation, data, analytics, manufacturing and products in a way that unlocks new business and operating models. Are you ready for the next industrial revolution?
Read this report to find out:
• why deep pockets alone won’t ensure i4.0 success
• how to scale up projects and capabilities to drive enterprise-level value
• what capabilities, controls and culture are required to support i4.0 success
• how to unlock value by integrating smart processes and smart products
• how to bring suppliers and value chain players into the i4.0 environment.
A recent study by Engineering.com indicated there is a significant gap between how Industrial Equipment Manufacturing companies value specific aspects of their project execution and how they judge their performance. In order to address the challenging aspects of product development projects, it was determined that projects with a web-based Product Lifecycle Management (PLM) solution will perform higher.
Learn how PLM solutions with embedded project management can uniquely provide the following operational best practices:
• Full alignment between projects and the product portfolio in order to leverage common technology platforms and launch products to market faster
• Coordination of a project’s schedule and resources, with its scope as defined by requirements and development constraints, in order to meet market expectations
• Automatic project task updates as development work is completed to provide a real-time understanding of project status and progress
What defines cognitive manufacturing maturity? Our study found three stages of cognitive
manufacturing maturity. We call those organizations in the earliest stage Observers, followed
by Starters and Actives, respectively. These groups differ on two key characteristics: the
presence of an overall strategy for cognitive manufacturing, and degree of strategic execution
of multiple projects that enable higher project success and significantly fewer failed projects.
Strategy is the crucial enabler of higher maturity.
How do manufacturers get beyond the obstacles and barriers to increase cognitive
manufacturing maturity? The obstacles encountered by our respondents are tied to
organizational maturity. Overcoming them is fundamental to increase cognitive
In this report, we’ll first describe cognitive computing and how it gives rise to cognitive
manufacturing. Then, we’ll review specific study findings and recommend actions for
To operate effectively in different markets, Finnish manufacturer Meka Pro needed to be able to adjust its pricing and manufacturing strategies to each locality, but had no insight into their own data. Read this case study to learn how Meka Pro used IBM® Cognos® software modules to make faster, better business decisions and improve profitability.
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