from the Nextage team

We are now a Mendix partner! Here’s why.

Imagine your user-friendly application and build it with us using Mendix as your applications development platform.

As of May 2021, Nextage is now a Mendix partner. Mendix is a leading low-code application development platform that helps companies build their own applications to support their customers, employees, and suppliers. The platform can be used without having extensive coding knowledge.

Why did we choose to invest our time in extending the partnership with Siemens Digital Industries Software to include Mendix*?

First, we find that Mendix fits in greatly with our mission to be the digitalization partner to our clients and support them on their journey to digitize their work.

As a low-code development platform, Mendix will give our customers the capability of developing rich multiplatform mobile apps quickly. Thanks to the low-code option, apps can be created by any employee even if they are not trained developers. For more complex apps, Mendix also offers full-code options, and interfaces, in the Mendix Studio Pro developers’ platform. Nextage’s services experts can help you make those apps, alternatively, we can provide training to our customers’ developers.

Without the need for direct development, Mendix will also add expanded capabilities to other solutions provided by Nextage, by providing complementary apps that interface with our CAD, CAM, and PLM solutions.

The limits of what can be done with Mendix are truly our client’s imagination. Connect your PLM, ERP, and any other system to one view. We at Nextage are excited about the opportunity to help our customers begin their digitalization journey using Mendix.

*In addition to being Teamcenter, NX, Solid Edge, and Tecnomatix partners to Siemens Digital Industries Software.

Ten rules for successful PLM

Is your company considering investing in PLM but hesitating because you have bad experiences from earlier business development projects that were not very successful?

There are things you can do to significantly increase the chance of success. Regardless of the scope and goal of your project you can, and we recommend you do, apply these guidelines to your project initiative.

#1. Involve a PLM expert early

Involve a PLM expert early to help assess the company’s PLM maturity and align the project with current business initiatives and challenges. To be successful when implementing PLM it is important that the initiative has both a long term vision and clear short term focus. In the short term, the project will need to provide critical business support and rapid payoff while in the long run, it needs to deliver high value across the entire business. To achieve this it is necessary to understand the company’s business processes, landscape, and drivers to properly map the solution to the requirements and needs.

A PLM expert will help assure the project is delivering the desired support and value to the organization. By involving the expert early, you will enable this person to acquire a better understanding of the company which will improve the quality of the project outcome.

#2. Ensure management commitment and support

Implementing PLM will require funding, time, and resources depending on the project scope and size. Having the nature of a business development project, a PLM project will often affect such things as business processes, distribution of responsibilities, and organization setup. This may require changes that sometimes encounter resistance on various levels causing lag and acceptance issues. Changes of this kind usually require management level decisions and executive support to one degree or another. Hence, having the commitment and support from company management is a critical success factor when implementing PLM.

#3. Align PLM initiative with corporate strategies

Before starting implementing PLM methods and software it is important to understand the business challenges and initiatives. If the PLM initiative is not aligned with the corporate strategies the chances are that the PLM project will end up implementing tools and methods not supporting the operating business process or that it will be obsolete in a near future. PLM implementation should go hand in hand with other ongoing and planned business development projects.

#4. Understand the processes affected by the PLM initiative

By themselves, tools almost never solve any problems. A tool is only useful if it is supporting an already working process. Map the “As-is” process and document its strengths and weaknesses. When the “As-is” situation is known, define the “To-be” process and list new best practice objectives required to improve business performance. Using gap analysis techniques, the necessary steps to achieve desired improvements can be identified. Apply the PLM solution to existing, well-performing structures and processes.

#5. Plan for the long term

We strongly recommend that any PLM initiative starts with a limited scope and focus area and expands over time. PLM will usually generate greater value the further downstream a process you go. Implementing CAD PDM will of course offer designers creating and managing CAD data critical process support, but if the PLM platform is limited to the design team, no one else will be able to use and benefit from the information. The more people that are able to reuse and add value to existing data from a single source, the greater the value will be. (This is also a key part of the path to digitalization and Industry 4.0.) Therefore, establish a plan on how to grow with the PLM solution; how to expand and add key capabilities, and how to include more users and organizational functions to gain value.

#6. Invest adequate time, infrastructure and funds

A PLM project requires investments in three areas; people, tools, and processes. All of these areas are equally important and require due attention. When implementing new tools the project needs to consider both affected processes and the people operating within them to ensure that they collectively can take full advantage of the new tools. Neglecting any of these areas will decrease the chance of success.

To ensure system availability and performance, assess the IT infrastructure readiness early in the process. The infrastructure needs to be able to cope adequately with computation and communication load depending on the number of users and activities. It also needs to be scalable to manage future demands if and when the organization grows or otherwise changes, adding more load to the system. If not, there is a risk that the system will not perform satisfactorily.

When drawing the project plan it is recommended to build enough flex time into the schedule. It is likely that the PLM project will engage the company in discussions and changes related to business processes, methods, and responsibilities. Discussions and changes which need time to be properly analyzed, evaluated, and introduced. Having a too compact schedule when implementing PLM there is a substantial risk that such matters are not given adequate time for consideration and maturation. This will in turn increase the risk of the project not delivering the correct business support.

#7. Establish a governance plan

Before starting a PLM project, a governance plan should be created. The governance plan will describe how the project shall be organized, managed and staffed. It should also include a communications plan documenting how project information, progress, and issues are communicated. To ensure high system availability and positive user experience it is important that the governance plan also covers important post-deploy areas such as handover, system ownership, service and support. Often, as people start using the PDM system they will learn more about it and discover new ways how to use it even more efficiently. This is a strong and valuable driver for the future evolvement of the PLM solution and should be taken careful advantage of.

#8. Plan how to translate and import legacy data

Most companies that have been operating for some time, have legacy data and historical information which is important to retain and transfer to the new system. There are numerous processes that can be applied when migrating legacy data depending on its quality, volume, source, and so on. Legacy data and business processes will have an impact on new processes and the target data model and need to be duly considered. Having a clear strategy and a plan for data migration is a critical success factor for a successful PLM implementation.

#9. Have a clear Business Change Management strategy

Traditionally, PLM implementation projects are often managed as IT projects using typical IT project models. From our point of view this is not a recommended approach since a PLM project more often has the nature of a business development project. It therefore requires a different management model to capture and address impacts and changes to business processes, legacy data, tools, and the people working with them than an IT project would. Having a clear strategy for managing business changes is a critical success factor for a successful PLM implementation.

The fundamentals for a successful business change management strategy is in principle; staff readiness, staff acceptance, and project understanding of the business target area. The methods for obtaining this can vary from project to project and business to business, but failure to do so will dramatically decrease the chance of a successful implementation project.

Make sure to assess staff readiness early and plan support and training efforts as soon as possible. Understand the changes required for people across the entire supply chain and build a regular communications plan to keep everyone updated on progress and decisions. Highlight and communicate benefits of changes to obtain acceptance in the organization.

#10. Avoid the “Big Bang” approach

If it is possible, avoid the “Big Bang” approach when implementing PLM. Take small consecutive steps rather than a giant leap. Too much change and too many new tools at once can often be difficult to manage. Develop and communicate an iterative and incremental project plan based on key milestones and ROI criteria.

Give all affected departments access to the PLM solution early. Deploy solutions and process changes gradually to allow the organization to learn and adapt to the changes. This will ensure that the project is aligned with business requirements and conditions. Any necessary adjustments will only have a limited scope in relation to the deployed iteration.

If you want to know more about how we at Nextage plan and execute PLM projects, feel free to contact us.

Your 3D CAD system is the master of your Smart Product

Tapio Juurakko

To create the information that’s needed to make informed decisions about your product development, modern tools and approaches are a necessity.

The development pace of CAD systems has been high during the last years. This means that if your organization works the same as it did say 5 or 10 years ago, you are missing out on some of the benefits of the latest technology. And you certainly fail to attract the next generation of employees. To avoid being left behind, make sure you use new CAD technology such as Siemens PLM Software’s convergent modeling, 4G Design, additive manufacturing, and Synchronous Technology.

We see that 3D CAD plays a major role in product development. How well it’s used has a profound effect on whether a company can reach its digitalization targets or not. Major PLM companies realize this, and recently we have seen them invest heavily in this technology by developing new features and acquiring companies that have this technology. It’s not all about ordinary modeling anymore, but about becoming an integrated process from basic design to manufacturing, production planning, analysis, lifecycle data, and more.

If you would like to get the most out of your 3D CAD system as master of Smart Product, we at Nextage are happy to help you. What’s important is not to know all features and functions. It’s more important to understand how new technology helps your company become more competitive in the market, where the speed of change is constantly increasing.

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