Product Lifecycle Management | Mews Partners

Denis Debaecker

Senior Partner | Centrale Lyon

Lothar Weberring

Managing Partner Deutschland | Universität Stuttgart

Olivia Martin

Senior Manager | Mines de Saint Etienne

“Enhanced with new digital technologies, PLM reinforces its central role in the operational performance of companies.”

Denis Debaecker

Senior Partner | Centrale Lyon

Herr Debaecker kann auf 30 Jahre Erfahrung im Product Lifecycle Management verweisen, von denen er etwa zehn Jahre bei Dassault Systèmes verbrachte, bevor er bei PEA Consulting, der Beratungsgesellschaft der Areva-Gruppe, den Bereich PLM-Beratung und -Integration (PEA und Euriware-Gruppe) leitete. Derzeit ist er Partner von Mews Partners. Er hat die Bücher „PLM la gestion collaborative du cycle de vie des produits“ (PLM, die kollaborative Verwaltung des Produktlebenszyklus) und „Le PLM par l‘expérience“ (PLM durch Erfahrung) verfasst. Darüber hinaus ist er Vizepräsident von PLM Lab. Herr Debaecker hat in den Sektoren Luft- und Raumfahrt, Verteidigung, Hightech, Engineering to Order, Schiffbau, Automotive und Energie zahlreiche PLM-Projekte geleitet.

Lothar Weberring

Managing Partner Deutschland | Universität Stuttgart

Herr Weberring ist ausgebildeter Luft- und Raumfahrtingenieur und blickt auf 20 Jahre Erfahrung in der Beratung (CSC, Accenture, SAP Consulting) und Industrie (EADS, British Telecom) zurück. Er hat auf internationaler Ebene PLM- und ERP- / SAP-Harmonisierungsprogramme geleitet. Derzeit ist er mit der Entwicklung der Beratungsaktivität von Mews Partners in Deutschland betraut, wo wir näher an unseren Kunden sein möchten, um deren Anforderungen bestmöglich erfüllen zu können.

Olivia Martin

Senior Manager | Mines de Saint Etienne

Product Lifecycle Management (PLM) aims to organize and optimize product data flows throughout the product life cycle. PLM requires the consistency of processes, organizations and data models to support the performance of studies, developments, purchasing, production, operations, customer service, maintenance and evolutions until the end of product life in the most efficient way.

80

significant projets

700

PLM assignments

50

PLM School© graduated consultants

How to strengthen the fundamentals of PLM design methods?

First, it is about building a solid foundation and ensuring, through PLM, the fundamental good practices of product development: consolidating, securing and sharing the data created in the various disciplines involved in development, while managing their growing maturity. Control configurations, traceability and modifications, master a simple level of exchange in an extended company. Provide tools for the basic steps of a system engineering approach.

PLM, the backbone of digital transformation

At Mews Partners, we foresee the rise of influencing factors that will impact the way PLM projects will be conducted in the future:

  • the search for standardization of development and product policy
  • the progressive replacement of the current documentary approach by a model-based approach
  • the digitization of information flows (digital thread), the digital twin
  • finally, Artificial Intelligence, which will make it possible to evolve towards “enhanced engineering”.

We support PLM programs from strategy definition to implementation

With a participation in 80 programs on more than 700 missions in all industrial sectors, Mews Partners has an extensive and multi-sector experience in the success of PLM projects. We capitalize on best practices to manage each phase of a PLM program and avoid its pitfalls. In addition, our constantly updated knowledge base of PLM solution vendors and our independence allow us to advise our clients in an objective way.

1

Strategy & Roadmap

Evaluate the current PLM performance and compare its capacities to the industry standards and to the best practices; interact with the teams on the field and the top management in order to identify the priorities and the functions bringing the best value; define a roadmap based on realistic and visible objectives, taking into account software capacities, maturity and innovation.

2

Governance & Project Management

Put in place the project organization – its structure, its organization and its schedule; define the decision processes and the corresponding governance structure, which ensure on time decisions based on a strong commitment of operational people.

3

Technology Management

Choose the adapted technology, define the technical architecture, support the IT and the integrators in the production of technical specifications covering the interfaces and the applications, drive the development and tests, plan the operational strategy.

4

Process design, development and verification

Steer the target processes definition to address the business needs and define the best practices allowing to extract the full potential of PLM architecture; produce functional specifications and use cases; ensure the interface between users and IT; identify business test scenarios; contribute to the migration and deployment strategy.

5

Change Management

Ensure that the operational managers give the project the right level of support right from the start, by developing a vision allowing key actors to agree on the project stakes and practically to support it; support the development teams in their interactions with the operational actors of the organization to gain their commitment and override the change obstacles; define the training strategy; realize the educational engineering; schedule and prepare the deployment of the solution by taking into account business priorities and risks.

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