Nos travaux de thèse concernent l’´étude de l’interopérabilité dans un environnement collaboratif et dynamique d’entreprise. Elle est considérée comme un facteur clé de collaboration qui doit être pris en compte tout au long du cycle de vie du produit. Ceci est particulièrement important en ce qui concerne les réseaux d'entreprise collaboratifs, tel que DMN, où un groupe distinct de partenaires est connecté dans un modèle en forme de chaîne et où la coopération est cruciale pour atteindre un objectif spécifique. Ce contexte a fait émerger la nécessité de faire inter-opérer une multitude de systèmes d’information, distribués, autonomes et hétérogènes. Sur la base d'une analyse approfondie des problèmes d'interopérabilité au sein du DMN, ces travaux ont abouti `à une approche générique conceptuelle d’interopérabilité multi-niveaux. Cette approche repose sur le standard ISA95 et l’approche d’ingénierie dirigée par les modèles (IDM), notre démarche vise à contribuer à l'amélioration de l'interopérabilité des systèmes d’entreprises au cours de la phase de fabrication du produit dans un DMN collaboratif. En s’intéressant aux trois niveaux d’interopérabilité, cette approche permet de s’assurer que les informations sont physiquement échangées (l'interopérabilité technique), sont comprises (l'interopérabilité sémantique) et sont bien utilisées pour atteindre le but pour lequel elles ont été produites (l'interopérabilité organisationnelle). La qualité et l'efficacité de l'approche proposée ont été confirmées par une application sur un cas concret de collaboration entre ERP et MES dans une usine de fabrication de stylos DEKENZ. / Our thesis work deals with the study of interoperability in a collaborative and dynamic enterprise environment. Interoperability is considered as a key factor for collaboration that must be considered throughout the life cycle of the product. This is particularly important for collaborative enterprise networks, such as DMN, where a group of partners is connected in a chain model and where cooperation is crucial to achieve a specific goal.This context has led to the need for inter-operate a multitude of distributed, autonomous and heterogeneous information systems.Basis on a thorough analysis of the interoperability problems within the DMN, this work proposed a generic conceptual multi-level approach of interoperability. This approach relies on the use of ISA95 standard and Model Driven Engineering (MDE) method. It aims to contribute to the improvement of the interoperability of information systems during the manufacturing phase of the product in a collaborative DMN. By focusing on the three levels of interoperability, this approach ensures that information is physically exchanged (technical interoperability), is understood (semantic interoperability), and is well used to achieve the purpose for which it have been produced (organizational interoperability). The quality and effectiveness of the proposed approach were confirmed by an application on a concrete case of collaboration between ERP and MES in a DEKENZ pen manufacturing plant.

To satisfy new market requirements, manufacturing industry has shifted from mass production that takes advantage of the scale of production, to quality management that optimizes the internal enterprise functions, to e-manufacturing era that leverage intellectual capital via collaborative innovation. In the same time, the product itself is becoming the most important asset for sustainable business success. Consequently, the effectiveness, efficiency and innovation for the development of the product across the whole product lifecycle are becoming key business factors for manufacturing enterprise to obtain competitive advantages for survival. To tackle such challenges, a new business model called collaborative product services in virtual enterprise is proposed in this paper. The architecture of this new model is developed based on the framework and the application of web service and process management for collaboration product service in virtual enterprise. Indeed, it is hoped that this architecture will lay the foundation for further research and development of effective product lifecycle management in virtually collaborative enterprise environment. / Singapore-MIT Alliance (SMA)

<p>Due to different engineering background and limited technical prerequisites, trade-offs are needed when managing information in complex product development. The challenges faced with information management for complex product development are as much of organizational as technical character.</p><p>Information management has in this thesis been analyzed from both a technical and organizational dimension in order to obtain an integrated view and holistic understanding. The technical dimension focuses on information management systems, such as product lifecycle management systems. An information management system in itself does not solve problems in an organization; it manages at its best all types of business data while storing and retrieving information. In order to succeed, information management needs to be aligned with different needs and with a variety of domain-specific work procedures. The organizational dimension includes organizational structures, work procedures, and the designer and management perspectives on needs and benefits with information management.</p><p>Perceived benefits with integrated information management are identified as support for SE, work procedure mapping, use of disciplinary support tools, and data integrity and availability. Five technical and organizational key success factors for efficient information management are presented; usability, integration of information, motivation, information structure and organizational support. It is concluded that structured information, management support and motivation among designers are more important than customization of information management systems in order to achieve integrated information management.</p>

台灣過去在資訊電子產業的蓬勃發展，ISO-9000 之規範扮演重要角色， 但真正落實ISO-9000 之企業卻不多；透過產品生命週期管理(PLM)平台之建構，可協助企業落實ISO-9000 與建立產品研發管理平台。一般而言，PLM 系統包含專案管理、產品資料管理、協同設計管理、甚至知識管理等功能；本研究除建構上述功能外，更把六標準差管理系統的功能結合進來， 以活化整個PLM 系統。 本研究採探索性之個案研究方法，透過資訊科技應用之導入、PLM概論與PLM 管理需求之文獻探討及對個案現狀之分析，逐步擬出PLM之建構策略，進而規劃與建構完成PLM 系統，並實際導入與運作；從系統實際使用的過程， 不斷地探索、發現系統的缺失與使用者的新需求，然後透過改善、使系統更臻完美。本研究所得到的結論如下: 一、最適化的產品生命週期管理系統之建構原則方面 由建構透明化的平台、人員/流程/資料整合應用系統和自動勾稽的系統功能等著手，以落實ISO-9000 管理系統的要求。另外，需由平台功能與特性之需求、整合現有系統之能力及企業文化產生之衝擊等方面的考量著手， 以慎選系統發展平台； 尤其， 很多常見研發問題長久以來一直無法解決， 其實是隱藏在這些問題背後的企業文化所產生之影響， 短期間內若不能改變企業文化， 則企業文化對此系統建構所造成之衝擊應納入考量重點。 二、在Lotus Notes 上建構產品生命週期管理系統的做法方面 以Notes 為主要系統平台， 依整合人員、流程與資料之整合應用架構來建構PLM 系統， 並配合介面程式來整合ERP 與CC/CQ 系統。在Notes 各資料庫之文件上執行人員、流程與資料的整合運作， 再以產品計畫別把需求之文件整合在同一個資料庫上； 然後， 並進行文件之勾稽、更新與跟催工作， 以完成儀表板之管理功能。 三、知識管理與產品生命週期管理系統結合的做法方面 知識的整合與應用需要專門化的處理， 新產品研發過程其實就是知識密集的活動，配合研發流程在PLM 系統的推進過程中，就實際需求來建構知識管理的內容與能量是最好的做法。具體的做法可由產品與技術內容的分享，Know-How 的建立及知識庫系統的整合管理等方面著手。 四、六標準差管理與產品生命週期管理系統結合的做法方面 PLM 是應用一系列技術對策來支援產品資訊的協同管理、散播與使用之策略方法，屬於”What”的角色功能；而六標準差管理是應用一系列手法來解決問題之策略方法， 屬於”How”的角色功能。結合過程採漸進方式；初期，把六標準差製造管理手法（DMAIC）轉化為R 表，然後把R 表的流程放在PLM 系統以專案方式來執行， 待管理變異的能量建立後， 再把六標準差設計管理手法(DMADV)植入現行PLM系統的研發流程中。 / In the past, Taiwan's information&electronics industry to flourish,ISO-9000 plays an important role, but few companies are with the true implementation of the ISO-9000; through the construction of Product Lifecycle Management (PLM) platform, can help enterprises to implement ISO-9000 and build R&D management platform. In general, PLM system, for function, include project management, product data management, collaborative design management, and knowledge management;this study, in addition to constructing the above-mentioned functions,but also combine Six Sigma management system to activate the entire PLM system. In this research, using the exploratory case study method, through the literature review for introduction of IT application, PLM concept and PLM management demand, step by step to plan out the PLM strategy for construction and complete the PLM system in design, and then into the field test; from the actual condition of system in operation,with constant exploration and discovery to find the lack of system and the users’demand, we improve it to be more perfect. The research can be concluded as follows: First, Principles to build the PLM system The ISO-9000 management system can be implemented by building a transparent platform, integration system in members, processes and information, and automatic auditing function. In addition, the development platform should be selected deliberately by considerations from the need of platform features and characteristics, the ability to integrate existing systems, and the impact of corporate culture; in particular, many common R&D issues long nsolved in management, in fact, is resulted from the corporate culture hidden on these issues, whose impact should be treated as one of main focus if they can’t be changed in a short period of time. Second, Methods to building the PLM system on Lotus Notes With Lotus Notes as main system platform, PLM can be constructed by the integrated framework of members, processes, and information in application, with interface prog- rams combining in ERP and CC/CQ system. Run the itegrated operation of members, processes, and information on each document of DBs in Notes, integrate all the documents needed for one targeted product program to one DB, and go for the self-auditing, update and alerting of documents, then completing management functions of dashboard. Third, practices to combine PLM system with knowledge management The integration and application of knowledge needs for specialized treatment; the research and development of new products is actually done in knowledge-intensive activities. With the progress of R&D procedure in PLM system, to build on the actual content of KM based on real demand is the best solution. The practice can start from the sharing of content in products and technologies, the build of Know-How, and the integrated management of knowledge base. Four, practices to combine PLM with Six Sigma management. PLM is methods of strategy using a series of technical measures to support the collaborative management, dissemination and use of product information, belonging to the role of "What" in function ; and Six Sigma management is methods of strategy using a series of tactics to solve the problem, belonging to the role of "How" in function. By a gradual approach, transform the techniques in manufacturing management of the Six Sigma (DMAIC) into R table at early stage, put the flow of R table to the PLM system to excute it by project type, and then implement the tactics of Design for Six Sigma (DMADV) into the existing flow of PLM system while the energy of managing variations to be set up.

The objective of this thesis is to study the field of PLM and to consider PLM as a system based on a manufacturing enterprise, followed by a proposal and implementation of a change management process. The theoritical part describes the main aspects and gives a structural view of PLM. After that, each element was connected with enterprise processes and capabilities of the IT environment. Based on the analysis, a certain model for managing and implementing changes was developed and proposed.

This thesis deals with developing a configurator of furniture with introducing options of configuration. The concept of configuration is described and the analyse of available configurators of furniture on the internet is formulated. In theoretical part the requirements for modern furniture manufacturing and information flow in production is clarified. Requirements on CAD/CAM in furniture industry are summarized.

Product Lifecycle Management (PLM) systems are used by thousands of engineering companies world wide. Improving these systems will have a drastic and global effect. One possible improvement is to integrate synchronous collaborative applications with PLM systems. These applications allow multiple people to work on a single digital object simultaneously. They have already been shown to reduce the time a task requires. Using these applications to complete a project will reduce the project time. However, simply including synchronous collaborative applications within a PLM system ignores powerful benefits that could provide further time-saving benefits. The integration must allow improved awareness at the project level, so that users can mediate their own actions.This thesis presents a method for such an integration. It also presents a prototype which implements that method. Testing was carried out using this prototype. As hypothesized, including synchronous collaborative applications shortened the overall project time. In addition, providing awareness information and allowing users to mediate themselves further shortened project times and reduced variation in those times. Proper integration should therefore provide awareness at the project level and allow users to mediate themselves to some extent.

Parametric strategies for design automation and optimization can have a big impact on engineering design. When parametric tasks and optimization frameworks and methods are combined, theses strategies can be used to make up what is known as a multidisciplinary design optimization (MDO) schema. Knowledge of a design space can be modeled by using a MDO schema to represent the design process. However, current MDO frameworks used to create this schema lack the scope to capture enterprise wide knowledge for reuse and collaboration. Concurrent with the development of MDO, many companies are moving toward increased use of product lifecycle management (PLM). More applications are being integrated into PLM as its usage increases; however, it has not to date been able to fully embrace the sophisticated knowledge model demands of engineering design. It has functioned primarily as a data storage and electronic email and tracking system. This thesis proposes to integrate an MDO knowledge representation in the form of a design space model with a PLM system to provide knowledge management for the product design process throughout the enterprise. In this thesis a solution has been developed by leveraging PLM workflow management, and parametric PLM strategies. The PLM workflow management module was customized with action handlers, adding the ability to automate engineering tasks such as updating models and performing analysis. An optimization action handler was also added that iterates design processes by duplicating the entire workflow job and initiating it with updated inputs in order to explore and improve the design. This thesis proposes a new approach to PLM and MDO framework usage that enables the complete representation of a design space with absolute, enterprise wide reuse. Because of the synergy that is created between PLM and MDO through this approach, both software providers and users in industry are looking at it as a way to achieve their greatest challenges. This thesis achieves the common knowledge representation that industry has been actively pursuing, because of this industry leaders have been impressed and believe that this approach will quickly take hold and usher in a new era for product design.

No description available.

Product Lifecycle Management (PLM) is a way for manufacturing companies to counter the challenge of managing product information through its lifecycle. Change management is often overlooked during PLM implementations. This can lead to project failure and negative consequences for organizations. Additionally, one shortcoming of change management in PLM implementation is not considering individual commitment to change. Therefore, this case study’s purpose was to explore how change management can increase end-user commitment and thereby contribute to improved PLM implementations. This was investigated by performing a qualitative case study of Dassault Systèmes and their PLM implementation project at four different customer organizations: Saab Dynamics, Jaguar Land Rover, Scania, and Ericsson. Sixteen individuals involved in the PLM projects, evenly distributed between Dassault Systèmes’ employees and customer representatives, were interviewed. The collected data was analyzed using a theoretical framework based on change management and commitment. The study identified four key areas of change management for increasing end-user commitment during PLM implementation: (1) vision, (2) top management, (3) training, and (4) individual treatment. An overview of the suggested recommendations within each area is: (1) a specific vision and a sense of urgency should be created and communicated; (2) top management, including the CEO, should be committed to the project and communicate to the end-users; (3) training should be continuous, adapted to the end-users and include other purposes that teaching about the PLM tool; and (4) different end-users should be managed differently and be included in implementation project. These conclusions contribute to the research field of PLM implementation by improving the understanding of how change management can increase the end-users’ commitment in PLM implementation projects. / Product Lifecycle Management (PLM) är ett sätt för tillverkande företag att möta sina utmaningar med att hantera produktinformation genom produktens livscykel. Förändringsledning förbises ofta under PLM-implementationer. Detta kan leda till misslyckade projekt och negativa konsekvenser för organisationer. En ytterligare brist i förändringsledningen inom PLM-implementationer är att inte ta hänsyn till individuellt engagemang till förändring. Därför var den här fallstudiens syfte att utforska hur förändringsledning kan öka slutanvändarnas engagemang och därigenom bidra till förbättrade PLM-implementationer. Detta undersöktes genom att utföra en kvalitativ fallstudie av Dassault Systèmes och deras PLM-implementationsprojekt hos fyra olika kundorganisationer: Saab Dynamics, Jaguar Land Rover, Scania och Ericsson. Sexton individer som var involverade i PLM-projekten, jämnt fördelade mellan Dassault Systèmes-anställda och kundrepresentanter, intervjuades. De insamlade uppgifterna analyserades med hjälp av ett teoretiskt ramverk baserat på förändringsledning och engagemang. Studien identifierade fyra viktiga områden inom förändringsledning för att öka slutanvändarens engagemang under PLM-implementationer: (1) vision, (2) företagets ledning, (3) utbildning och (4) individuell behandling. En översikt över de föreslagna rekommendationerna inom varje område är: (1) en specifik vision och en känsla av brådska bör skapas och kommuniceras; (2) företagets ledning, inklusive VD:n, bör vara engagerad i projektet och kommunicera till slutanvändarna; (3) utbildningen bör vara kontinuerlig, anpassad till slutanvändarna och inkludera andra syften än att lära ut PLM-verktyget; (4) olika slutanvändare bör hanteras annorlunda och inkluderas i implementationsprojektet. Dessa slutsatser bidrar till forskningen inom PLM-implementationer genom att förbättra förståelsen för hur förändringsledning kan öka slutanvändarnas engagemang i PLM-implementationsprojekt.