HP Product Lifecycle Management - 캐드앤그래픽스 · 2009. 5. 13. · 2006년5월15일 HP’s Product Development & Lifecycle Management Framework Market Analysis Market Analysis

© 2004 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice

HP Product Lifecycle Management (PLM) Strategy

장 득 현

HP Korea Consulting & Integration

2006년 5월 15일

Agenda• 제조산업의 Business Challenges

• Product Leadership & PLM

• PLC 프로세스 범위

• Value Chain & PLM

• PLM 프레임워크

• PLM Value Proposition

• HP’s PLM Approach through BITA Methodology

• HP’s Three Process Standards− CMII− DCOR− CMMI

2006년 5월 15일

제조산업의 Business Challenges

•제품의 복잡성 증가모델의 다양성 및 옵션의 증가

•제품 수명 주기수명 주기 의 단축

•제품 형태표준화 제품으로부터맞춤형 제품에 대한 요구

•제품 아키텍처네트워크 기반의 기술 융합

•경쟁 구도제품 (commodity)중심에서서비스(Value Enhancement) 중심으로 변화

제품의 수익성 향상

• 전략적 제품 관리

• 고 품질 확보

• 각종 규제에의 대응

• TTM, TTV 단축

•글로벌 환경Design & Build AnywhereOutsourcingCollaboration

OperationalExcellence

ProductLeadership

CustomerIntimacy

매출 향상

• 끊임없는 신기술의 확보

• 신 제품의 지속적인 출시

경쟁력경쟁력

Business Goal!!

2006년 5월 15일

IT Enabler

Supply Chain Mgmt

Customer Relationship Mgmt

Product Lifecycle Mgmt

Enterprise Resource Planning

경쟁력

OperationalExcellence

ProductLeadership

CustomerIntimacy

내/외부 비즈니스파트너와의 협업

고객과의커뮤니케이션

제품 개발과 제품수명 주기의 관리

전사 자원과프로세스 통합관리

Product Leadership & PLM

더욱 빠른 신제품 출시

제품 비용 감소

신제품 성공 비율 향상

변경 주기 시간 단축

2006년 5월 15일

Product Life Cycle 프로세스 범위

제조 업체의 핵심 프로세스

•제품 개발 프로세스•주문 이행 프로세스

2006년 5월 15일

Value Chain & PLM

가치 사슬의 단절 가치 사슬의 연동

• 적시, 적소에 적정 재고 유지

• 비용 절감

• 금융 흐름 개선

• 위험 감소

• 높은 재고율• 높은 비용• 매출 손실• 긴 주기시간• 관리 업무 과다

2006년 5월 15일

HP’s Product Development & Lifecycle Management Framework

MarketAnalysisMarket

Analysis

PortfolioMgmt.

PortfolioMgmt.

Current Product Engineering

Current Product Engineering

Prototyping,Simulation &

Testing

StrategicSourcing

StrategicSourcing

ManufacturingProcessManagement

• Tooling• NC progr.• Simulation

ManufacturingProcessManagement

• Tooling• NC progr.• Simulation

Product Lifecycle Management (DCOR)Product Lifecycle Management (DCOR)

Bill of Material Management (Eng, Mfg, Sourcing & Services)Bill of Material Management (Eng, Mfg, Sourcing & Services)

Development Project Management (CMII, CMMI)Development Project Management (CMII, CMMI)

Collaborative Product Development

•Electronic•Mechanical•Software

2006년 5월 15일

A quick example of how the PLM value proposition overlaps

목표/가치 접근 방법 PLM 솔루션 영역

Concurrent Engineering PDM, BPM

Stage-Gate Processes Project / Process Management

Improve R&D to Production Handoff PDM, Technology Transfer, Design Collaboration

Reduce Project Clutter Product Portfolio Management, Resource Management,

Design Reuse PDM, Parametric Search

Design for Manufacturability PDM, Design Tools

Least Cost Design PDM, Design Tools

Lower Component Costs PDM, Strategic Sourcing, Specification Management, Design Collaboration

Design Reuse PDM, Parametric Search

Improved Quality PDM, Design Tools, Requirements Management / QFD

More Customer Input Requirements Management, Design Collaboration

Better Product Selection Product Portfolio Management

Improved Project Management Project / Process Management, Resource Management

Supplier and Manufacturing Involvement PDM, Technology Transfer

Better Visibility and Communication BPM, PDM, ECO

변경 주기 시간의 단축

신제품 성공 비율 향상

제품 비용 절감

더욱 빠른 신제품출시

2006년 5월 15일

Process IT EnablerBusiness

BITA (Business & IT Alignment) Methodology

HP’s PLM Approach through BITA Methodology

BusinessStrategy

&Objectives

forProfitableGrowth

VisioningAssessment & Analysis- Process- People & Org- Technology- Collaboration- Biz Rules

BenchmarkTo-Be ModelingPrioritizeImplementation PlanMOC Plan

PLMSystem

SelectionBest

Solutionfor

SatisfyingRequiredFunctions

To-Be Item A

To-Be Item B

To-Be Item C

To-Be Item D

Step2Step2Step 1Step 1Customer

Requirements

Step 3Step 3

Internal

Customer

Partner

2006년 5월 15일

Business & IT Alignment Framework

Business IT infrastructure

ITArchitecture &Configuration

ITStrategy

Strategy /BusinessPlanning

Architecture/Process

IT Solution &IT infrastructure

Operation

Execution / Operation

BIZStrategy

BIZArchitecture &

Process

BusinessOperation /

Management

ISStrategy

ApplicationSystem

Execution

ISArchitecture &Function Model

Information System

2006년 5월 15일

HP’s Three Process Standards

DCOR (Design Chain Operations Reference)

표준 Design Chain 프로세스, Metrics, Best Practices 를통합하여 만든 하나의 참조 문서

ICM (Institute of CM)이 업계전문가와 학계전문가와공동으로 형상관리의 Best Practice를 정의한 Reference Model로써, 산업계에서는 널리 적용되고 있는 사실상의 표준및 방법론

CM II (Configuration Management)

형상 관리 또는 구성 관리라고 하며, 목표객체를 기술하는모든 형상요소, 즉 문서, 데이터, 레코드에 관한 정보의체계적 관리와 이를 생성, 변경, 유지관리를 위한 모든절차를 포함한 포괄적 관리

CMMI (Capability Maturity Model Integration)

소프트웨어 와 시스템 기술의 프로세스 개선을 위한통합모델

2006년 5월 15일

HP 표준 비즈니스 프로세스

• Institute of Configuration Management (ICM)의 정책과 가이드라인을 기준으로함

1. 모든 제품 관련 정보의 구조화방법론 (design, supply, process ….)

2. 모든 제품 관련 정보의 정확성을유지하기 위한 표준 프로세스

• 제품 관련 정보가 항상 명확하고상세하며 유효함

Document Better, Change Faster, Communicate Effectively

2006년 5월 15일

CM II의 주요 Topics

• Configuration Items & Baseline• Physical Item Hierarchy

- Application Requirements- Basis for Detail design- Primary Items and documents- Secondary Items and documents

• Numbering rules-Significant & Non-significant

• Naming rules• Effectivity• Re-identification

-Form, Fit, Function Rules-Interchangeability & Traceability

• Change Forms & Procedure-Data authorship / Ownership -Roles & Responsibility of Change Organization

2006년 5월 15일

표준 정보 구조체

End-itemPurpose

Application requirements• Laws & regulations• Standards• Contractual requirements• Etc

What it must do

End-itemBasis for detailed design

• Functional specification• Target customer base• Interface description• Etc

What it can do

Assembly

Part Assembly

DocumentsBy type, number ………… reference dataRevision level

How it does it

2006년 5월 15일

표준 변경 관리 프로세스

Start

Create requestFor change

(Ecr)

Document is sentBack to creator for

Revision

Notify subscribers

Ca3 audits theChange package

User validatesDocument

Creator checks inDocument

Create or upgradeDocument

Creator checks outDocument

(If upgrading existingDocument)

Cib createsImplementation plan

Ca2 prioritizes andAggregates ecrs into

Ecns

CrbAssessesChange

Creator creates ecnAnd

Implementation plan

Ca1 assessesThe change

Passes audit?

Go, no go,Or return?

Validated?

Change terminatedNotify participants

Fast track

Full trackFast track,Full track,Or return?

Return

No go

Go

Fast

trac

kYes

Yes

No

Change initiation& Approval

Process

ChangeReleaseProcess

No

Create itemNew item?

No

Iterative design &Development process

YesSubmit forValidation?

End

Close changePackage and release

Documents

Notification can be triggeredBy any activity in the changeProcess, in accordance withEstablished business rules.

Creator performsTechnical review

Full

track

Yes

ReturnTrb performsTechnical review

Fast track• 사용자와 생성자 사이에 합의

가능한 단순한 변경• 최소한의 검토 수행• 즉시 실행• 변경의 약 85% 정도

Full track• 여러 부분에 영향을 미치는

복잡한 변경• 전 비즈니스 검토 필요• 변경의 약 15% 정도

2006년 5월 15일

CM II 적용 범위

• 제품 개발 프로세스• 구매/생산 프로세스• 영업 프로세스• …

• 프로젝트 관리 프로세스• 품질관리 프로세스

• 형상관리 프로세스

• 관리 정보 구조체• 제품/설비 정보 구조체• 정보관리 규정

- 코드체계/명명체계- Access Control- 재식별, 유효점 등

Core Business Process

Information Hierarchy

Biz. Process Infrastructure

2006년 5월 15일

• DCOR 는 운영전략, 자원, 업무 및 정보 흐름과 연동된 공급자의 공급자, 고객의 고객까지 확장한 통합 프로세스로서 Design Chain을 정의

DCOR 모델

Supplier

Plan

Customer Customer’sCustomer

Suppliers’Supplier

Design IntegrateResearch Design IntegrateDesignResearchIntegrate ResearchIntegrate

Internal or External

Internal or External

Research

PlanPlan

Plan

Amend

Your Design Chain

Plan

Design Chain Operations Reference Model

2006년 5월 15일

Design Chain Reference Modelmetrics + processes + best practices

Design Chain Reference Model

DC Metrics Framework

DC Process Framework

DC Best Practices Framework

Level 1 Metrics

Level 2 Metrics

Level 3 Metrics

Level 1 Processes

Level 2 Processes

Level 3 Processes

Best Practices

Frameworks

Objects

Plan

IntegrateDesignResearch

Amend

Plan


Amend

2006년 5월 15일

Design Chain Elements

page 34July 23, 2003

Design Chain Metrics HeirarchyCustomer Chain Domain (Revision 0.9.3a) Metrics v0.9.0

Associated Process(es) Relability ResponsiveneFlexCost Asset ManageProfitabilityProcess Type Level 1 Metrics

Metric

Definition of Metric Levels (cols Q-AF)1 = Measures a performance attribute2 = Component of a level1 metric3 = Influences a level1 metric

Metric Definition Uni

t of M

easu

re

Plan

Rel

ate

Sell

Con

tract

Assi

stEn

able

Process Element #

Leve

l 2 P

roce

ss A

ssoc

iatio

n?Le

vel 3

Pro

cess

Ass

ocia

tion?

TCE

Asso

c. P

erf.

Attr.

(Rl,R

s,F,

C,A

,P)

Leve

l1 m

etric

?

Net

Cus

tom

er L

oyal

ty In

dex

(TC

E)

Perfe

ct C

ontra

cts

Perfe

ct A

ssis

ts

Lead

-to-C

ontra

ct C

ycle

Tim

e

Assi

st C

ycle

Tim

e

Quo

te T

urna

roun

d Ti

me

Cus

tom

er C

hain

Rea

ctio

n C

ycle

Tim

e

Cos

t of S

ellin

g

Cos

t of A

ssis

ts

War

rant

y C

ost

Lead

-to-C

ontra

ct c

onve

rsio

n ra

te (C

us

Cus

tom

er G

row

th R

ate

(TC

E)

Assi

sts

per c

usto

mer

Gro

ss R

even

ue

Cus

tom

er F

ranc

hise

(TCE

)

Aver

age

prof

it pe

r cus

tom

er (T

CE)

Gross Revenue Total sales from products and services. Price x Volume $ x x x P y 1% Sales from New Products % of revenue from products which are less than X months % x C1, C2, C3 y P 3Revenue/Contract Revenue per contract signed $ x C1.04, C2.05, y P 3Cross Sells Number of cross sells Tracked monthly. # x S1.04, S2.03, y P 3Upsells Number of upsells. Tracked monthly. # x S1.04, S2.03, y P 3Services Attach Rate The rate at which additional services (e.g. extended % x S1.04, S2.03, y P 3Average Order Size Actual Revenue/# Orders Shipped $ x C1.04, C2.05, y P 3Average Unit Price Total Revenue/# Units Shipped $ x C1.04, S2.05, y P 3Orders type volume (#) Percentage of type of orders (volume). Tracked monthly. % x S2.05 y A 3Orders type volume ($) Percentage of type of orders (dollars). Tracked monthly. $ x S2.05 y A 3Customer initiated sales Revenue from sales which were initated by the customer (we $ x x x R1, R3, C2 y x P 3 3Promos Booked Number of orders booked based on a promotion. # x C2.04 y A 3 3Promo Response Rate This is a measure of Promotion effectiveness. # of Calls Ge # x C2.01 y A 3 3Number of Customer initiated intermediary requNumber of customer initiated reuests to become an intermed # x R1.01 y x A 3 3Number of Customer initiated Named Account rNumber of customer initiated reuests to become a Named Ac # x R3.01 y x A 3 3Number of Customer initiated sales inquiries Number of customer initiated contacts for products or service # x x x R2.01, S2.01, C2. y x A 3 3Number of promotion generated sales inquiries The number of responses per the promotion. Promotion ba # x R2.01 y A 3 3

Channel Growth % of total growth. This metric is calculated for each individua % x C1.04, C2.05, C3 y P 3Channel Revenue % of total revenue This metric is calculated for each individu % x C1.04, C2.05, C3 y P 3Customer Revenue Breakdown % of total revenue that each customer segment contributes % x C1.04, C2.05, C3 y P 3Revenue/Rep Revenue per sales representative Total Revenue / # of sales $ x C1.04, C2.05, C3 y P 3Tele Rep Attachment Rates The percentage of contracts that include a supporting produc % x C2.02 y P 3 3Average profit per customer (TCE) Operating Profit / # of active customers $ x x x P y 1

page 19July 23, 2003

Design Process ImprovementLA Corporate & Enterprise – Contact Center Processes – Level 2 Process Identifier LA Corporate & Enterprise – Contact Center Processes – Level 2 Description Major Activities Key Inputs Metrics

Enterprise Customer Call Key Outputs Practices

R3: Relate to Named Account S3: Sell to Named Account C3: Contact w/ Named Account

Organization Roles (Participants) Location Technology PSG NA Contact Center CBC Customer Sales

Representative Field TAM (Territory Account Managers)

ISR (Inside Sales Representatives)

Product Specialist NAPSE (North American Pre-Sales Engineers)

Sales Development Team

Littleton, Ma, USA Active Answers CTI (Computer Telephony

Integration) Encore Siebel 6.3 Call Center

Application VISA (Special Pricing – TOSS)

Notes The level 2 process flow is initiated by a call from an Enterprise customer. The customer call may be diverted to the Inside Sales Representatives via the Welcome Center or the ISR call center. Accounts are evaluated on certain criteria to be classified under “Named” accounts. This process of evaluating the accounts is described in R3: Relate to Named Account. Account details of accounts classified as Named Accounts are sent to the S3: Sell to Named Account process where a catalog of products and services is created and maintained. Further more, the sales process from understanding a customer’s needs, documenting them, providing products/ specifications, providing other product related information for enabling the customer

Latin America Process M apsProcess Maps with systems utilization, process descriptions and interpretations. Used to identify GAPs, training and continuous improvement.

Process Deta ilsProcess Description with Key activities, inputs and outputs.

ProductSpecialist

North AmericanPre-SalesEngineers(NAPSE)

Inside Sales Rep(ISR)

"NAP

SE /

Spec

ialis

tTe

amAv

aila

bility

"

High Level Solution Solution Conf iguration

Con

figured

Solution

Spec

ialis

t En

gag

em

ent R

equ

est

Assistance RequestAnswer

Product

Data

Product Data

"Specialist Assistance Required"

"NAP

SE A

ssis

tanc

eR

equi

red"

NAP

SE E

nga

gem

ent R

equ

est

"Conference Transfer" Solution Configuration

Solu

tion

Con

figuration

Solut ion Configuration

"Consultative Transfer" Solution Configuration

Solu

tion

Con

figurati

onC

onfig

ured Solution

ES 04: Manage ProductPortf olio

S3.05: Obtain SolutionExpert ise

S3.07: Release toContract

ES 03: Manage Sel lInf ormation

S3.06.01: DetermineOpportunity Lead

S3.06.03: CreateAnswer to the

Assistance Request

S3.06.05: CommunicateSolution to ISR

S3.06.02: Rev iewAssistance Request

S3.06.04: Verif yInclusion of Self in the

Sales Team

S3.06.06: Conf igureSolution w/ Active

Answers or Encore

S3.06.07: CommunicateDetailed Solution to

Customer

to S3.06.03: Create Answer to theAssistance Request

from ES 04: Manage Product Portfolio

S3.06.08: CreateNAPSE Engagement

Activ ity

S3.06.09: Rev iewAssistance Request

S3.06.10: Conf erencew/ Customer and

NAPSE

S3.06.11: Conf erencew/ Customer and ISR to S3.06.07: Communicate Detailed

Solution to Customer

from S3.06.11: Conference w/ Customerand ISR

S3.06.12: CommunicateSolution to ISR to S3.06.07: Communicate Detailed

Solution to Cust omer

from S3.06.12: Communicate Solution toISR

S3.06.13: Consultat iv eCon call w/ Customer

and ISR

page 8July 23, 2003

hp bpm – performance measurementperformance attributes and level 1 metrics

Total Amend Cost

Total Design Chain CostCost

Product Design Change Cycle TimeFlexibility

Trade Secrets per product

Patents per product

First to deliver new idea to marketInnovation

Design Chain FTE per Product Design

Return on Design Chain AssetsAsset Management

Amend Cycle Time

Product Design Cycle TimeResponsiveness

Changes per Product Design

Perfect Product DesignReliabilityDesign Chain

MetricPerformance AttributeDomain

모델링, 측정, 최적화, 개선을 위한 방법론

표준 측정 지표

PP Plan Deliver Chain

PS.0 Plan Source PB.0 Plan Build PD.0 Plan Deploy PR.0 Plan Return EP Enable Plan ES Enable Source EB Enable Build ED Enable Deploy ER Enable Return

PP.01 PS.01 PB.01 PD.01 PR.01 EP.01 ES.01 EC.01 ED.01 ER.01Gather Deliver Requirements

Gather Sourcing Requirements

Gather Production Requirements

Gather Deploy Requirements

Gather Return Requirements

Manage Business Rules for Plan Processes

Manage Sourcing Business Rules

Manage Production Rules

Manage Deploy Business Rules

Manage Return Business Rules

PP.02 PS.02 PB.02 PD.02 PR.02 EP.02 ES.02 EC.02 ED.02 ER.02Gather Deliver Resources

Gather Sourcing Resources

Gather Production Resources

Gather Deploy Resources

Gather Return Resources

Manage Performance

Assess Supplier Performance

Manage Production Performance

Assess Deploy Performance

Manage Return Performance

PP.03 PS.03 PB.03 PD.03 PR.03 EP.03 ES.03 EC.03 ED.03 ER.03Balance Deliver Resources with Requirements

Balance Sourcing Resources with Requirements

Balance Production Resources with Requirements

Balance Deploy Resources with Requirements

Balance Return Resources with Requirements

Manage Plan Data Collection

Manage Source Data

Manage Production Data

Manage Deploy Information

Manage Return Data Collection

PP.04 PS.04 PB.04 PD.04 PR.04 EP.04 ES.04 EC.04 ED.04 ER.04Establish Deliver Plans

Establish Sourcing Plans

Establish Production Plans

Establish Deploy Plans

Establish Return Plans

Manage Integrated Inventory

Manage Product Inventory

Manage In-Process Resources

Manage Finished Product Inventory

Manage Return Inventory

EP.05 ES.05 EC.05 ED.05 ER.05Manage Integrated Capital Assets

Manage Capital Assets

Manage Equipment and Facilities

Manage Deploy Capital Assets

Manage Return Capital Assets

EP.06 ES.06 EC.06 ED.06 ER.06Manage Planning Configuration

Manage Incoming Product

Manage Production Network

Manage Product Life Cycle

Manage Return Network Configuration

EP.07 ES.07 EC.07 ED.07 ER.07Manage Plan Regulatory Requirements and Compliance

Manage Supplier Network

Manage Production Regulatory Compliance

Manage Import/Export Requirements

Manage Return Regulatory Compliance

EP.08 ES.08 ED.08Align 'Plan' with Financial Plan

Manage Import/Export Requirements

Manage Customer Returns

ES.09 Manage Supplier Agreements

PLAN ENABLE

IT: Deliver Chain Framework

P : Plan Deliver

B: Build D : Deploy

R : Return

S : Source

표준 프로세스와산업별 베스트 사례

측정할 프로세스와연결된 주요 측정지표 프레임워크

2006년 5월 15일

Design Chain ElementsExplicit linkages

Goals to Metrics

1

Metrics toProcess

2

Business Processes

Application Services

Infrastructure Services

BusinessStrategy

1

2

3

4Information

Practice toTechnology

4

Process toPractice

3

2006년 5월 15일

Design Chain 프레임워크

PLAN

PP Plan

Design Chain

PRPlan Research

PDPlan

Design

PI Plan

Integrate

PA Plan

Amend

RESEARCH

R1Research Product

Refresh

R2Research New

Product

R3Research New

Technology

PP

Establish Design Chain Plan

PP.4

Balance Design Chain Requirements w/Resources

PP.3

Gather Design Chain Resources

PP.2

Gather Design Chain Requirements

PP.1

D3Design New Technology

D2 Design New

Product

D1 Design Product

Refresh

DESIGN

PR

Establish Research Plan

PR.4

Balance Research Requirements w/Resources

PR.3

Gather Research Resources

PR.2

Gather Research Requirements

PR.1

PD

Establish Design Plan

PD.4

Balance Design Requirements w/Resources

PD.3

Gather Design Resources

PD.2

Gather Design Requirements

PD.1

PI

Establish Integrate Plan

PI.4

Balance Integrate Requirements w/Resources

PI.3

Gather Integrate Resources

PI.2

Gather Integrate Requirements

PI.1

PA

Establish Amend Plan

PA.4

Balance Amend Requirements w/Resources

PA.3

Gather Amend Resources

PA.2

Gather Amend Requirements

PA.1

R1

Authorize Supplier Payment

R1.5

Transfer Findings/ Materials

R1.4

Verify Materials

R1.3

Source Materials

R1.2

Schedule Research Activities

R1.1

R2


R2.6


R2.5

Verify Materials

R2.4

Source Materials

R2.3


R2.2

Receive & Validate Request

R2.1

R3


R3.8


R3.7

Verify Materials/ Technology

R3.6

Establish Verification Process

R3.5

Source Materials/ Technology

R3.4


R3.3

Identify Sources for Technology

R3.2


R3.1

D1

Release Design to Integrate

D1.5

Package Design

D1.4

Build & Test Prototype

D1.3

Develop Prototype

D1.2

Schedule Design Activities

D1.1

I3Integrate New Technology

I2Integrate New

Product

I1Integrate Product

Refresh

INTEGRATE

A3Amend Product

Specs

A2Amend Deficient

Product

A1Amend Product

Fall Out

AMEND

D2


D2.6

Package Design

D2.5


D2.4

Develop Prototype

D2.3


D2.2

Receive, Validate & Decompose Request

D2.1

D3


D3.7

Package Design

D3.6


D3.5

Develop Prototype

D3.4

Acquire Knowledge

D3.3


D3.2

Receive, Validate & Decompose Request

D3.1

I1

Release Product

I1.6

Package Product

I1.5

Pilot Design

I1.4

Obtain & Validate Design

I1.3

Decompose Request

I1.2


I1.1

I2

Release Product

I2.7

Package Product

I2.6

Pilot Design

I2.5

Receive & Validate Design

I2.4

Distribute Requirements

I2.3

Decompose Request

I2.2


I2.1

I3

Release Product

I3.8

Package Product

I3.7

Pilot Design

I3.6

Establish Execution Processes

I3.5

Receive & Validate Design

I3.4

Distribute Requirements

I3.3

Decompose Request

I3.2


I3.1

A1

Publish Advisory (ECN)

A1.4

Distribute Issue

A1.3

Decompose Issue

A1.2

Receive & Validate Issue

A1.1

A2

Publish Advisory (ECN)

A2.5

Distribute Issue

A2.4

Decompose Issue

A2.3

Validate Issue

A2.2

Obtain Deficiency Information

A2.1

Level 2:

Level 3

Plan


Amend

Level 1:

2006년 5월 15일

DCOR 프레임워크 Level

Description Schematic Comments

Top Level(Process Types)

DCOR모델을 위한 범위와 내용을 정의한다. 이것으로부터 성과 목표의 기준 설정(신제품, 파생제품, 신기술)

1

Configuration Level (Process

Categories)

기업의 Design Chain 형태( OEM, ODM, CDM,..)에 따른 전략 과 역량 (BTO, CTO, BTS, ETO,..)

2

선택한 시장에서 성공적으로 경쟁할 수 있는회사의 운영 전략. :

•프로세스 요소 정의•프로세스 요소의 입력 및 출력 정보•프로세스 성과 Metrics•적용 가능한 Best Practice•Best Practice를 지원하기 위한 시스템 역량•시스템/도구

3

PP.1Gather Design Chain

Requirements

PP.2Gather Design Chain Resources

PP.3Balance Design Chain

Requirements with Resources

PP.4Establish

Design-Chain Plans

Implementation Level (Decompose Process Elements)

4CMII and Practice

experiences

기업의 특성에 맞는 Design Chain 관리업무를 구현경쟁우위를 달성하고 변화하는 비즈니스조건들에 적응하기 위한 업무 정의

Des

ign

Cha

in O

pera

tions

Ref

eren

ce M

odel ResearchResearchPlanPlan

AmendAmend


#

2006년 5월 15일

프레임워크 단계별 목적과 용도

단계 목적 예 용도

1 비즈니스 모델범위

기능

Customer ChainSupply ChainDesign ChainDemand Generation

모델링 범위의 정의와발기(후원)의 수준을 정의

2 비즈니스 모델범위

•고객 영역

•제품 형태

지정된 고객

그룹화된 고객

중간 고객

Make To Stock Make To Order

비즈니스 모델과 그와 관계되는측정 속성 내에서 영역과 제품의범위를 정의 (매출, 제품주기, 비용)

3 측정지표를 가진프로세스 모델(best practices)

참여 모델 정의

고객의 요구 사항 이해

비용과 매출의 최적화를 실현한베스트 사례를 기준으로프로세스 모델을 결정

4 워크플로우 프로세스 조사 및 인용

주문 관리

정의, IT 솔루션 범위, 교육과훈련

5 어플리케이션활용 및 설계

PLM 비즈니스 프로세스 요구 사항에맞는 어플리케이션 설계 구축

HP logo white on blue