D4.3 Product Lifecycle Management and Service ...

Project ID 636804

PSYMBIOSYS - Product-Service sYMBIOtic SYStems

Date: 31/10/2015

Deliverable D4.3 – M9

Ref. Ares(2016)5478097 - 21/09/2016

D4.3 Product Lifecycle Management and Service Lifecycle Management in manufacturing value chains FIRST

Document Owner: Contributors:

Mike Freitag (Fraunhofer IAO) Ingo Westphal (BIBA), Stefan Wiesner (BIBA), Carl Hans (FTI), Sabrina Kirste (FTI), June Sola (INNOVALIA), Research Assistant (Fraunhofer IAO)

Dissemination:

Public

Contributing to:

WP 4

Date:

16.12.2015

Revision:

PSYMBIOSYS Consortium

D4.3 - Product Lifecycle Management and Service Lifecycle Management in manufacturing value chains FIRST

Project ID 636804


Date: 31/10/2015


VERSION HISTORY NBR.

DATE

NOTES AND COMMENTS

0.1

15.07.2015

STRUCTURE OF THE DELIVERABLE

0.5

01.09.2015

FIRST APPROACH OF INTERACTION METHOD

0.6

05.10.2015

SECOND APPROACH OF INTERACTION METHOD

0.7

24.10.2015

APPLICATION OF THE INTERACTION METHOD: USE CASE FTI

0.8

06.12.2015

APPLICATION OF THE INTERACTION METHOD: USE CASE NECO

0.9

16.12.2015

FIRST FINAL VERSION WITHOUT EXECUTIVE SUMMARY

DELIVERABLE PEER REVIEW SUMMARY

Addressed () ID

Comments Answered (A)



Project ID 636804


Date: 31/10/2015


TABLE OF CONTENTS 1.

EXECUTIVE SUMMARY

1

2.

INTRODUCTION

2

3.

4.

2.1

Objectives of Deliverable 4.3

2

2.2

Structure of Deliverable 4.3

3

STATE OF THE ART - INTERACTION BETWEEN PRODUCT AND SERVICE LIFECYCLE MANAGEMENT

4

3.1

Product Lifecycle Management

4

3.2

Service Lifecycle Management

5

3.3

Interaction between Product Lifecycle Management and Service Lifecycle Management

6

3.4

Interactions on operational level

9

3.5

Approach for integration of PLM and SLM for Alternatives C and D

9

METHOD TO VISUALIZE THE INTERACTION BETWEEN SERVICE AND PRODUCT DESIGN

12

4.1

Design Structure Matrix

12

4.2

Approach to collect different interaction patterns

13

4.3

Shirt Configuration as a service - BIVOLINO

15

4.4

Use Case FTI in PSymbiosys

17

4.4.1

Describe activities in phase product conception

19

4.4.2

Describe activities in phase service design

19

4.4.3

Detect cross correlations

19

Use Case NECO in PSymbiosys

21

4.5

4.5.1


22

4.5.2


23

4.5.3


23

4.5.4

Choose the type of correlation

23

4.6

Handbook for software tool for the visualization of interaction

24

5.

SUMMARY

25

6.

REFERENCES

26

7.

APPENDIX

28



Project ID 636804


Date: 31/10/2015


List of Figures Figure 1: The 5 tussles of PSYMBIOSYS ................................................................................................... 2 Figure 2: Product Lifecycle (Wiesner et.al 2015) .................................................................................... 4 Figure 3: Service Lifecycle (Freitag 2014)................................................................................................ 6 Figure 4: Possible interactions between PLM and SLM (Freitag 2014) .................................................. 7 Figure 5: PSS Lifecycle Model (Wiesner et al. 2015) ............................................................................... 9 Figure 6: Future Challenge - Increasing complexity .............................................................................. 12 Figure 7: Design Structure Matrix ......................................................................................................... 13 Figure 8: Focus on the phase Design (Westphal, Freitag, Thoben 2015) ............................................. 13 Figure 9: 16 possible types of interaction between SLM and PLM ....................................................... 14 Figure 10: Focus on Use Case 08 – BIVOLINO ....................................................................................... 15 Figure 11: Interaction between SLM and PLM - Use Case BIVOLINO ................................................... 16 Figure 12: Shirt configuration on www.bivolino.com ........................................................................... 16 Figure 13: Interaction-Matrix of BIVOLINO........................................................................................... 17 Figure 14: Visualization of Interaction-Matrix of BIVOLINO ................................................................. 17 Figure 15: Services and products of FTI ................................................................................................ 18 Figure 16: Interaction between SLM and PLM - Use Case FTI .............................................................. 19 Figure 17: Simplified Interaction-Matrix of FTI ..................................................................................... 20 Figure 18: Visualization of interaction between Product and Service Engineering.............................. 21 Figure 19 – TO BE scenario of the NECO use case ................................................................................ 22



Project ID 636804


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1. Executive summary


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2. Introduction 2.1

Objectives of Deliverable 4.3

Through the Internet, products and services are increasingly networked. In 2020, the value-added chains of manufacturing companies will be organized with Internet-based technologies, that they can provide sustainable product-service solutions. The target of the project »PSYMBIOSYS« is the designing of such Product-Service-Systems. Through the continuous digitalization of the valueadded-chains of manufacturing companies there arise numerous possibilities for establishing new services and business models. The symbiotic combination of services and products is an important prerequisite for that and the core of this deliverable. Overall, there are 5 central tussles of the project PSYMBIOSYS as Figure 1 shows.

Figure 1: The 5 tussles of PSYMBIOSYS

In the manufacturing domain, over the decades various technological and organizational upheavals have changed dramatically the way of producing goods. After the mechanization of production and the industrial mass production, now digitization enables an intelligent Smart Factory. Such a Smart Factory makes it possible to establish a more personalized and flexible mass production in a combination of IT-communication, automation, sensor technology and services. Cyber-Physical Systems are a tangible evidence of this trend. Digitization in this context requires managing and shaping the interaction of information with technical support for customized Product Service Systems (PSS). To this end, both data from the manufacturing side as well as the service side must be recorded in an appropriate way, brought together and delivered, in order to offer an attractive product-service bundle to the customer. A prerequisite for the companies to handle this is to combine Product Lifecycle Management (Product Lifecycle Management) with the Service Lifecycle Management (Service Lifecycle Management) by


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using IT-Technology. Up to now there is no concrete methodology about the interaction between the concepts of Product Lifecycle Management and the Service Lifecycle Management. The basic assumption of many Product Lifecycle Management approaches is that services and their lifecycles are aligned to the product. However several examples, e.g. remote maintenance for machines, household appliances that are controlled remotely over the internet or smart phones, show that there is a strong need to have bi-directional coordination and interaction between Product Lifecycle Management and Service Lifecycle Management in a systematic way. This coordination gets even more important when different partners are involved in the development and production, respectively service delivery. In opposite to deliverable 4.1 which is addressing the organizational implications of a combined Product Service Lifecycle, this deliverable 4.3 is addressing the process interactions of a combined Product Service Lifecycle.

2.2

Structure of Deliverable 4.3

This paper is mainly based on the two papers: Interactions between Service and Product Lifecycle Management (Wiesner et.al. 2015) and visualization between interactions of Product and Service Lifecycle Management (Westphal, Freitag, Thoben 2015). The objective of this paper is therefore to identify the interactions between Service Lifecycle Management and Product Lifecycle Management in manufacturing companies. Based on expert interviews (Freitag, Münster 2013), the required interfaces and exchange mechanisms in a collaborative product-service environment are analyzed and a top-down approach for Product Lifecycle Management-Service Lifecycle Management interactions is developed. Finally, this approach is illustrated in PSS use cases to show the relevance in a concrete application scenario. A short outlining of the main contents of this deliverable is given below. In chapter 3 the state of the art of Interaction between Service Lifecycle Management and Product Lifecycle Management is described. Therefore the Product Lifecycle Management is described in more detail in chapter 3.1. The previous considerations are described in order to show the state of the art. Subsequently the state of the art of Service Lifecycle Management will be described in chapter 3.2 by looking at the individual phases of it. Then the Service Lifecycle Management and the Product Management Lifecycle get connected and the interaction of these two Lifecycles comes into focus in chapter 3.3. The interaction is being brought on an operational level in chapter 3.4 and a first approach is given in chapter 3.5. In chapter 4 the method to visualize the interaction between service and product design is described. In chapter 4.2 the approach and the underlying assumptions are explained in detail. On this basis the different types of interaction of Service Lifecycle Management and Product Lifecycle Management are characterized in chapter 4.2. In the chapter 4.3 it is shown how to use the developed method within the company BIVOLINO, a case from the literature. Based on this easy to understand example, the Use Cases FTI and NECO had also applied the method. It is shown in chapter 4.4 and 4.5.


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3. State of the art - Interaction between Product and Service Lifecycle Management 3.1

Product Lifecycle Management

A fast reaction on changing markets and customer requirements and the involvement of collaboration partners require a sound information basis. In manufacturing, this information basis could be provided by Product Lifecycle Management. Product Lifecycle Management originated from Product Data Management (PDM) that was focusing on design and engineering data. The basic idea was to increase transparency and to improve the knowledge about the product and related processes to identify opportunities for optimization and to support decisions. Over the time it became obvious that a more holistic view beyond the mere engineering is needed. Therefore, Product Lifecycle Management covers the whole lifecycle of a product from the first idea and concept to recycling and disposal. There are many different lifecycle models found in literature. For more detail information please look in deliverable 3.1 from Workpackage 3. However, the majority is based on three main life cycle phases, Beginning of Life (BoL), Middle of Life (MoL), and End of Life (EoL) (Stark 2011, Wiesner et. al. 2015), as shown in Figure 2.

Figure 2: Product Lifecycle (Wiesner et.al 2015)

Product Beginning of Life At the first stage in its BoL phase, the product is imagined as ideas in the heads of the designers. Once the most promising ideas have been selected, they are converted into a detailed product specification in the definition stage. During realization, the product is manufactured to its final form, which can be delivered to a customer. Product Middle of Life In the MoL phase, the product is in the possession of the customer, who uses it for his applications. During MoL, the product is also supported by the manufacturer in order to maintain its functionalities. Product End of Life During the EoL phase, the product loses its usefulness for its intended purpose. It is retired or upgraded by the manufacturer and disposed of by the customer for eventual reuse or recycling.


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More recent approaches consider also product related service in this lifecycle. While the initial objectives were to improve product quality and to reduce costs, additional objectives became important too: Time reduction, streamlining of processes, improved value for the customer and innovation. Thus, newer Product Lifecycle Management approaches are aligned to changes in market conditions and technical opportunities. They consider global access to information shared with cooperation partners and are built upon web technologies and mobile applications. They gather data from a broad range of stakeholders, e.g. in Living Labs or by using social media. In addition sensor data from the product is available. The vast amount of data (“big data”) opens many new opportunities. However, there is also the challenge to handle and analyze this amount of data. An emerging approach is the closed-loop Product Lifecycle Management (See Jun, Kiritsis, Xirouchakis 2007). This approach assumes that the end of one lifecycle flows into the beginning of the next. The initial lifecycle approach „from cradle to grave” is developed towards “cradle to cradle” (Pokharel, Mutha 2009). A further innovative approach in Product Lifecycle Management that addresses the challenge of big data is the concept of Product Avatars. Product items are seen as intelligent entities the can provide both product-item-specific and context information accumulated throughout the product's lifecycle. The intelligent product items are represented by product avatar that provide a methodology to individually select, prepare and communicate stakeholder specific product lifecycle information though individual and targeted communication channels (Cassina, Cannata, Taisch 2009; Hribernik, Wuest, Thoben 2013).

3.2

Service Lifecycle Management

Servitization for manufacturing companies becomes more important in order to find new business opportunities and new customers (Spohrer, Maglio 2010; Freitag 2014). Traditional product-centric sectors change step by step to being more service-centric, which is a grand challenge for every company, for their products, services and employees (Vandermerwe, Rada 1988). This evolutionary process is often referred to as the servitization process for non-tertiary sectors (Vandermerwe, Rada 1988). However, the servitization process is not just a change in the business model: it involves all the aspects of the enterprise, which therefore needs methodological and technical support concerning an integrated development and management of service offerings (Freitag, Ganz 2011; Freitag 2014; Spath et.al. 2010). Service Lifecycle Management is a part of Service Science, Management and Engineering (SSME) (Spohrer, Maglio 2010; Spath et.al. 2010). SSME is a young field of research that addresses the open questions and challenges coming from the servitization process. It covers all relevant aspects of a service economy and service business and hereby provides helpful input for research as well as industry. Furthermore SSME can be regarded as a new academic discipline and research area that complements many other disciplines or research fields by providing and contributing specific knowledge about service. Specialists agree that the foundation of a SSME-oriented economy has to be laid in the field of education, for example in companies with special trainings as well as in universities in special subjects of study or at least in special service subjects. A Service Lifecycle Management creates a connection between Management and Engineering. A more detail overview you can find in deliverable 4.1. Here, the deliverable 4.3 is focusing on the process view of the Service Lifecycle Management.


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The Service Lifecycle Management topic is quite new and innovative. Nevertheless there are still some approaches, for instances the approach of Freitag (Freitag 2014). Here the Service Lifecycle Management framework consists of four parts: •

Phases of Service Life Cycle Management,

•

Role Model for Service Life Cycle Management,

•

Methods and Tools for Service Life Cycle Management

•

Interactions between product and service lifecycle management.

The three main phases of the Service Lifecycle are service creation, service engineering and service operations management (Freitag 2014). An overview is given in Figure 3. A more detail description is written in deliverable 4.1.

Figure 3: Service Lifecycle (Freitag 2014)

3.3

Interaction between Product Lifecycle Management and Service Lifecycle Management

In order to identify the occurring interactions between Product Lifecycle Management and Service Lifecycle Management in companies offering product-service bundles, semi-structural expert interviews have been conducted (Freitag, Münster 2013). A short overview about the methodology and the results of the expert interviews is given in (Freitag, Münster 2013). Figure 4 shows the four alternatives how to design interactions between Product (Product Lifecycle Management) and Service Lifecycle Management (Service Lifecycle Management) that could be identified.


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Figure 4: Possible interactions between PLM and SLM (Freitag 2014)

The four basic interaction pattern are described in the following, illustrated by industrial case studies. The case studies come from companies that have started to servitize in the context of the European research project MSEE In opposite to deliverable 4.1, which is focusing on the organizational interactions between PLM and SLM, the present deliverable 4.3 has a focus on the process point of interaction between PLM and SLM .

A Service Lifecycle Management follows Product Lifecycle Management The alternative A is up to now the most common situation in the manufacturing industry. The Service Lifecycle Management is triggered by the Product Lifecycle Management. Service Lifecycle Management depends on Product Lifecycle Management, which also means that Service Lifecycle Management phases are triggered by impulses or changes in Product Lifecycle Management. The main focus is set on the management of the product life cycle. The management of the service life cycle happens according the changes of the Product Lifecycle Management. This means for instance that the ideation and the evolution phase in the Service Lifecycle Management has very less importance. The case study of the Spanish machine tool manufacturer Ibarmia illustrates this interaction pattern (Wiesner et al. 2014). The company strives to continuously innovate and customize its products to promote them globally as part of its strategic plan. For the support phase of the product lifecycle, Ibarmia aspired to create a new channel to provide its maintenance services and to reduce its current maintenance costs. To achieve this goal, the Service Lifecycle Management for “Intelligent Maintenance Services” has been triggered. In this case, the Service Lifecycle Management is dependent on the Product Lifecycle Management of the machine tool.

B Product Lifecycle Management follows Service Lifecycle Management Just in opposite of alternative A is the alternative B. Here Product Lifecycle Management depends on Service Lifecycle Management. The main focus is put on the management of the service lifecycle.


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The management of the product lifecycle happens accordingly to Service Lifecycle Management, however, adjustments are one sided and only happen from time to time. An example for this alternative can be seen in the case study of Bivolino, which is specialized in the design and manufacturing of custom tailored shirts (made-to-measure and made-to-order) over the internet, where the clothes are sold directly to end customers via internet (Wiesner et al. 2014). In fact, Bivolino’s main offer is the online configuration and sizing service for the shirts. Attached to this central Service Lifecycle Management is the Product Lifecycle Management of the shirt itself. It is triggered by service delivery and focuses on shirt manufacturing and delivery, adapted to the requirements of the service.

C Service Lifecycle Management aligned with Product Lifecycle Management Alternative C is the right choice if adjustments take place on both sides. In a company product and service life cycle are managed regularly. Mostly, the product and the according service life cycle are the same length but the interactions take part only if they are necessary. For instance a new idea comes from the Product Lifecycle Management but this idea is developed in the service engineering phase in the Service Lifecycle Management. After this the delivery needs both Product Lifecycle Management and Service Lifecycle Management. This interaction alternative can be found in the case study of Indesit, which is one of the European leading manufacturers and distributors of major domestic appliances. The company develops a “Carefree Washing Service”, where the washing machine integrates a set of features able to support the customer in traditional washing activities and to realize a “carefree” use of the same product by providing additional services ((Wiesner et al. 2014). In this case, Product Lifecycle Management and Service Lifecycle Management are aligned to each other. The product is developed with features that allow the provision of the service, such as additional sensors and interfaces, and the service is developed in concurrence. However, product and service development is still organizationally separated.

D Service Lifecycle Management integrated with Product Lifecycle Management Alternative D would be a thorough integration of Product Lifecycle Management and Service Lifecycle Management, where both life cycles are managed in a highly integrative way, so that the separating managerial boundaries between Product Lifecycle Management and Service Lifecycle Management “disappear”. Decisions always have influence on both components of the integrated life cycle, until the highest degree of integration is reached where products and services are not looked at separately anymore but treated as integrated PSS. This kind of interaction pattern could not be found in the case studies, which is in concordance with the lack of an integrated product-service lifecycle management approach. It is however a prerequisite to effectively realize PSS, where the product and service components blur into a holistic solution for a specific purpose. Therefore, the next section analyses the interactions needed on a more operational level for Product Lifecycle Management / Service Lifecycle Management integration.


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3.4

Interactions on operational level

When it comes to the level below the general high-level types the aspect of practical collaboration becomes relevant. The services and the manufactured products require different competences that are usually distributed over different people. For example the engineers that are experts for the materials and forces in a gear box usually do not have the competences that are required to provide web-interfaces for online-monitoring services. In many cases the required competences are even distributed over different companies. As a consequence collaboration between people from different domains is needed when products and services should be linked or even integrated. The required collaboration depends on the types of products and services and on the way they should be linked or integrated (Wiesner, Westphal, Hirsch, Thoben 2013). Please also look at deliverable 4.1 for more detail information how to connect experts from different units. All these interactions are based on communication, either face-to-face or via IT. This means they apply to the involved product and service experts as well as to the IT-based communication between the components of the physical products and the service delivery. In particular collaborative innovation processes depend on these interactions, since they can only be formalized partly due to the special character of innovation.

3.5

Approach for integration of PLM and SLM for Alternatives C and D

Based on the targeted high level integration of Product Lifecycle Management and Service Lifecycle Management and the required interactions on operational level, a high level model for a PSS lifecycle is proposed. It originates from a combination of the presented Product Lifecycle Management and Service Lifecycle Management approaches. An complete overview is given below in Figure 5.

Figure 5: PSS Lifecycle Model (Wiesner et al. 2015)


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PSS Beginning of Life The PSS lifecycle begins with an ideation stage, similar to the Product Lifecycle Management and the Service Lifecycle Management alone. However, the process is not focused on the product or the service, but targets the PSS as a holistic solution. Therefore, product as well as service staff will participate in ideation. The same is true for the requirements stage. Starting from the PSS level, requirements for the solution will be defined, irrespective if they will be realized by product or service components. Only subsequently they will be broken down as input for the design stage. Here, an organizational separation between product and service design is still present, based on the different development streams. However iterative feedback loops ensure design compatibility. Application in a use case: Indesit (Wiesner et. al 2014) took the strategic decision to servitize the machines. The ideation was done in an integrated way. The involved contributors of ideas were asked for new product service combination that provide added value to the customers. Neither the washing machine nor the services were regarded as “fixed”. For instance it was a clear option to modify the machine to enable attractive new services. Consequently the requirements were also gathered for the whole PSS. For the “carefree washing” that was a result of the ideation it was necessary to equip the washing machine with new sensor and interfaces. This was done in the design department for the machines. In parallel software developers were involved as partners for the PSS and developed the required web-services. On the operational level there was exchange of information coordination and results did not match it was necessary to negotiate and to solve conflicts.

PSS Middle of Life The PSS MoL begins with its realization, which comprises the manufacturing of the product as well as the implementation of the service. Similar to the design stage, product and service realization is separated, but iterative testing of the results ensures that they can be combined into the PSS. As soon as this is verified, the PSS can be delivered to the customer as a package and the distinction between product and service disappears. During its operation, the PSS has to be supported to retain its functionality, availability and results. This can be done through services, such as maintenance, as well as through product components, such as spare parts. Application in the use case mentioned above: Like the design the realization also took place in different processes, in particular the production of the machine and the set-up of the web-service. The delivery could be regarded as an integrated process again since the added value of the machine can only be obtained when the corresponding web-service is in place. The traditional after sales service and support could be regarded as in integrated part of the PSS, so it is part of the delivery. These services only make sense when the user has a washing machine available.

PSS End of Life Should the PSS not be able to fulfil its intended application anymore, it enters the evolution stage. Here it will be decided, if the PSS can be upgraded through adapting the product or service, or if it has to be decommissioned. PSYMBIOSYS Consortium

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Application in the use case mentioned above: This consideration has to be done on both sides: At the user of the machine and at the supplier consortium of the machine. If the washing machine of a user breaks down and repair makes no sense he will dispose the machine and the related carefree washing service will no longer be applied. If a service is outdated it could be an interesting option to up-date the PSS either with service components only or with both hardware and service components. On the supplier side it has to be decided when a service has reached its EOL and if it makes sense to provide a new service for the machines that are still operated at the users. If the machine has reached its EOL it has to be decided if the services can be used for a new version of the machine or for other machines.


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4. Method to visualize the interaction between Service and Product Design 4.1

Design Structure Matrix

There are several reasons for the increase in complexity, as outlined in Figure 6.

Figure 6: Future Challenge - Increasing complexity

A „Design Structure Matrix“ (DSM) offers the possibility to depict complex relationships in the planning and organization of services in a simple way (Browning 2001; Yassine, Braha 2003; Eppinger, Browning 2012). So far, the DSM is used only for product development. The objective of this chapter is a first transfer from the DSM in product development to a DSM in service development. Existing methods, such as flowcharts, give the ability to depict interrelationships transparent, but information flows are not considered sufficient. Furthermore, the DSM has the advantage to use the known relationships for optimization. For Development projects, the teams can be formed with optimized flow of information. In complex systems, a suitable modularization can be achieved by the DSM, which also determines all interfaces with other components. For this purpose, the previously determined dependencies in a matrix were identified. In this case, all components of the project are used both, in row and in column. The dependency is characterized by a corresponding matrix entry. By manipulating the matrix with predetermined algorithms modularization can be made. There is also the possibility of using the DSM to realize active knowledge management. The DSM is an easy to use method to solve the problems of complex projects. All the elements of a system can be evaluated in terms of their dependence and the degree of dependence (e.g. using numbers instead of the illustrated point). Figure 7 shows a Design Structure Matrix and a simple example of an interaction between two activities. In this case Activity 2 depends on activity 5. If there´s nothing written down there is no dependence between the phases.


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activity 2 depends on activity 5

feed forward

activity 5 affects activity 2

feedback

Figure 7: Design Structure Matrix

By reading the matrix in the column direction can be identified, which elements are affected by an activity. Read in the row direction indicates from which other elements an activity depends. It is generally assumed that the activities in the Design Structure Matrix are in the same order as during the process execution. The DSM makes it possible to improve the project process to visualize information dependencies and develop a common understanding of dependencies. The method can thus make a significant contribution to process optimization.

4.2

Approach to collect different interaction patterns

The following considerations are based on the assumption, that only the design phase will be considered, see Figure 8.

Figure 8: Focus on the phase Design (Westphal, Freitag, Thoben 2015)


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Based on a theoretical review, interviews with service experts of manufacturing companies and an in-depth analysis of three manufacturing case studies four typical Product Lifecycle ManagementService Lifecycle Management interaction patterns were identified. The four types of patterns describe possible interactions between a Product Lifecycle Management and Service Lifecycle Management, depending on temporal dependencies. While in some cases the Product Lifecycle Management and Service Lifecycle Management are more separated, in other cases they are further integrated, as already described in 3.3. If they are more separated, the Service Lifecycle Management will be trigged by a phase in the Product Lifecycle Management or the Product Lifecycle Management is trigged by a phase in the Service Lifecycle Management. For the two cases with a more aligned or even integrated Product Lifecycle Management and Service Lifecycle Management, it is described in more detail how a combined Product-Service Lifecycle Management could look like, and how the interaction between lifecycles can be managed in a structural way. The second criteria of typing based on the length of the Service and Product Lifecycle. For the Service Lifecycle a length of 3 years was determinate for characterizing it as short (Service Lifecycle Management shorter than 3 years) or long (Service Lifecycle Management longer than 3 years). For the Product Lifecycle a length of 10 years was determinate for characterizing it as short (Product Lifecycle Management shorter than 10 years) or long (Product Lifecycle Management longer than 10 years). Based on the previously described classification, 16 types of interaction were derived, see Figure 9. Figure 9 shows the result of taking into account the two criteria chronological sequence and length of Lifecycles. The combination of the two criteria results in the already mentioned 16 possible cases.

Figure 9: 16 possible types of interaction between SLM and PLM

In the following chapter 4.3 the procedure will be clarified in more detail description based on the company BIVOLINO, a case from the literature. Figure 10 is shown the case BIVOLINO as one of the 16 possible types.


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Figure 10: Focus on Use Case 08 – BIVOLINO

The second step was the creation of a template for each of them, in which you can paste the contents of the case studies, e.g. in chapter 4.3-4.5. The template can be founded in Appendix 1. The complete results of the literature and internet research are presented in the next deliverable 4.4 in M24. The aim is to identify which types of interactions exist in the manufacturing companies and to create guideline how to optimize interactions. The focus during the internet search will be on the terms smart services and industry 4.0. The different examples will be assigned based on the described criteria. Each assignment will been made from the customer's point of view and after answering the questions, listed in Appendix 1. A first case how to handle with the template in Appendix 1 is written in chapter 4.3.

4.3

Shirt Configuration as a service - BIVOLINO

The industrial manufacturing of BIVOLINOs customized shirts and blouses relies on ICT-services, specifically an online configuration portal and a patented algorithm to deduce the textile cutting lengths based on four body dimensions (height, weight, age, collar size) (Wiesner 2014 et. al.). This was important to start with a case from literature in order to show the Use Case in PSYMBIOSYS how to deal with in the interaction method. From the customer´s point of view the service begins with the online platform, the designing of the shirt and the tailoring of bivolino.com and it lasts for several years, in which each shirt can be customized again. So there is a long Service Lifecycle. The Product Lifecycle starts with the incoming order about bivolino.com. From the manufacturing of the shirt up to the disposal it takes usually more than 10 years, so there is a long Product Lifecycle. Figure 11 shows the chronological sequence and the length of Lifecycles. This special BIVOLINO Case is number 8 in the classification, see Figure 10.


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Figure 11: Interaction between SLM and PLM - Use Case BIVOLINO

Figure 12 shows a Screenshot of the online configuration portal. All characteristics of the shirt, such as the pattern or color can be configured.

Figure 12: Shirt configuration on www.bivolino.com

Interaction Matrix for Service Lifecycle Management and Product Lifecycle Management

As already described in 4.1 a Design Structure Matrix can help to visualize the degree of interaction between Service engineering and Product engineering phase. Figure 13 shows the interaction-Matrix of BIVOLINO. The red arrows in Figure 13 show interdependence between the process steps 1 ´determination of function structure´ and 6 ´development of process model´ (shown with 1). That means that they depend on each other. In contrast the green arrow indicates a one-sided dependence. This interaction means that activity 4 in the product concept depends on activity 8 in


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the service design but not the other way around (shown with 0).

Figure 13: Interaction-Matrix of BIVOLINO

Figure 14: Visualization of Interaction-Matrix of BIVOLINO

4.4

Use Case FTI in PSymbiosys

FTI Engineering Network GmbH has more than twelve years of experience in providing technical solutions in aviation industry. They are specializing in smart Aircraft Video Solutions for surveillance and security. With innovative camera, video and sensor solutions, installed inside and outside the aircraft, they make flight operations safer, more efficient and more convenient. Their expertise in aircraft surveillance systems turns them into an ideal partner for airlines, aircraft operators and manufacturers.


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Nowadays, aircraft operators have to face more and more challenges. The competition for customers is not only about financial issues, but also a question of reliability and trust. Safety precautions in the aviation industry have gained significant importance. Safety and reliability play a key role these days. Additionally, everyday situations such as burglary, theft, vandalism, and inappropriate passenger behavior on board lead to economic loss and damage of reputation. Immediate detection of such incidents may prevent major damage. FTI offers a full range of video-based security features including cabin and cargo surveillance, intrusion detection systems up to on ground support equipment, e.g. Figure 15.

Figure 15: Services and products of FTI

FTI holds Design Organization Approval (DOA) according to EASA Part 21J and is consequently allowed to design and implement minor modifications. The aim of FTI is continually improving their camera and video systems and determining new application areas. Dynamic progresses of widening technological opportunities are transferred into aviation operations. Furthermore, their products contribute significantly to optimizing processes. At the moment FTI offers a product range which does not include services. In a first step FTI plans to offer dedicated services for data archiving and management and will develop the required infrastructure. Once this is established later upgrades for video data analysis can be added easily (for details please refer to D2.2 REF). Service lifecycles will probably be shorter than 3 years since continuous updates for the single corresponding services can be added as the customer/market demands them and to ensure the actuality. Regarding the development of the surveillance systems for the aircrafts and the manufacturing of the ground support equipment it takes usually more than 10 years, so there is a long Product Lifecycle. Figure 16 shows the chronological sequence and the length of Lifecycles. This special FTI Case is number 3 in the classification, see Figure 10. The Service Lifecycle Management is triggered by the Product Lifecycle Management. So Service Lifecycle Management depends on Product Lifecycle Management.


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PLM long

SLM short Figure 16: Interaction between SLM and PLM - Use Case FTI

4.4.1


The phase product conception can be described and structured in the following 4 sub-phases: -

Determination of function structure Allocation of solution principles Identification of effect structures Creation of functional specification

4.4.2


The phase service design can be described and structured in the following 4 sub-phases:

-

Development of product model Development of process model Development of resource model Development of marketing concept 4.4.3


The detected activities are related to each other. Based on all these information, the correlations can be illustrated in a simplified interaction-matrix as shown in Figure 17. The interactions take place in chronological order.


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SLM or PLM phase

Product Engineering

Service Engineering

Steps

Activities

Determination of function structure Allocation of solution principles Product Conception Identification of effect structures Creation of functional specification Development of product model Development of process model Service Design Development of resource model Development of marketing concept

#

1

2

3

4

5

6

7

8

1

2

3

4

5

6

7

8

X

X

X

X

X

X

X

Figure 17: Simplified Interaction-Matrix of FTI

Figure 17 shows the interdependencies between the phases. For simplicity in this case the interactions can be explained in chronological order. Phase 2 is based on phase 1, phase 3 based on phase 2 , etc.. The phases in service design are completely built on the product conception. This results from the foregoing considerations that Service Lifecycle Management is triggered by Product Lifecycle Management. These interactions are shown in der interaction-matrix in form of an X.

Visualization Based on the interaction matrix the interdependencies can be visualized as Figure 18 shows.


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Product Engineering Determination of function structure

Allocation of solution principles

Identification of effect structures

Creation of functional specification

Development of product model

Development of process model

Development of resource model

Development of marketing concept

Service Engineering Figure 18: Visualization of interaction between Product and Service Engineering

4.5

Use Case NECO in PSymbiosys

NECO is a tool manufacturer (Ardatz, CASTLE and Laborde) which possesses an experience of over 75 years in the design, manufacturing and marketing of precision cutting tools and thread rolling tools. NECO is integrated into the structure of Tivoly Group, and currently, the plant of NECO in Elorrio has become the focal point of the group for the design and manufacturing of taps, providing solutions to all requirements of the group on such tools. Currently, NECO’s most important products are drills, taps, milling machines, reamers, rollers and other special tools. 50% of the NECO net sales (over 10 million €) take place in foreign markets, with a presence in over 40 countries worldwide. NECO uses the European Excellence Model of the EFQM management model as reference. Based on the exercise of leadership and guided by a multi-year Strategic Plan, NECO is driven by the satisfaction of its customers, counting with the participation of all the people. The orientation towards the customer is reflected in its organization into divisions aimed at different markets to which they target their products and services. To provide greater responsiveness to changing market needs, the divisions are organized into multidisciplinary teams. The main objectives of the NECO use case in order to obtain an integrated PLM and SLM: •

Allow commercials provide a competitive offer (number of holes per euro) to the client during the first visit

•

Sell functionality instead of tools

•

Improve product quality by a specified percent in a specified timeframe.


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•

Improve time-to-market for new product or service system component releases by a specified timeframe, while improving productivity of the incumbent ones.

•

Reduce the time between the first contact with the client and the solution proposition, by creating a technical knowledge database in order to implement a PS configurator (to be used by non-technical staff) that reduce the lead time to define the best solution to the customers.

•

Democratize knowledge in the organization and transfer success stories to other customers in a simple way.

For this purpose, in the following Figure 19 we can see the TO BE scenario of the NECO use case through the development and implementation of new tools such as the Product-service configurator, which will make suggestions for missing input on the basis of previous tool solutions and customer usage of competitors’ tools. Tool alternatives are generated with a preliminary design, delivery date and price estimation to select from during the first contact. Furthermore, new internal and external services will be developed based on tool designs and manufacturing data available from a comprehensive knowledge database in a holistic way. These services could be a proposition for the customer, like suitable tool design, operational parameters, alternative cost models, etc. They could also target internal stakeholders by providing suggestions for process reorganization, quality improvement, failure reduction, reduction of time to market, etc.

Figure 19 – TO BE scenario of the NECO use case

Deeper information about the description of the new scenario and the tasks in each of the tasks, as well as the stakeholder needs can be read into the deliverable D2.2 of PSYMBIOSYS.

4.5.1


In the product conception, the preliminary design created in the service design phase (see next section) is validated and the production is planned by the Engineering Department. The complexity and time required is reduced in both processes, reusing previous designs form another projects and PSYMBIOSYS Consortium

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allowing the integration into production planning. Therefore, a final tool design and the final planning is obtained in a short period, as well as the final budget and the delivery time.

4.5.2


In the service design phase, the customer contacts the sales representative of NECO with a request for a tool solution for his manufacturing problem. The sales gathers information from the customer on the required solution with the help of the PS-configurator. The PS-configurator assists this process by making suggestions for missing input on the basis of previous tool solutions and customer usage of competitors’ tools. Tool alternatives are generated with a preliminary design, delivery date and price estimation to select from during the first contact. If the customer does not agree with the prototype, they can ask for some refinements of the tool. If they agree, an order is placed. Therefore, a guaranteed number of “holes” are sold to the customer instead of the tool as a product. Additionally, direct services such as the webpage for knowing the status of the batch will allow a proactive communication between NECO and the customers.

4.5.3


The following matrix shows the different correlations between the phases product conception and service design. As it can be seen in Figure 20, there is no interdependence between the different phases.

Figure 20: Design Structure Matrix for NECO

4.5.4

Choose the type of correlation

From the customer´s point of view the service begins with the definition of the requirements and the preliminary design of the tool using the PS-configurator. From the definition of this preliminary design until the final refinements are asked by the customers, it can take 1 year, but never more than 3 years. Form the manufacturing of the cutting tool point of view, it is also a production process that will never go until 10 years. Therefore, both the PLM and SLM processes are short. Furthermore, in the new scenario, the SLM and PLM will work in parallel, since both lifecycles are crucial to reach the final goal: to sell holes or cutting tools.


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4.6

Handbook for software tool for the visualization of interaction

To simplify the implementation of a Design Structure Matrix and the visualization of the interaction between Product Lifecycle Management and Service Lifecycle Management there´s an IT-Tool in planning, a first version will be described in deliverable D4.7. With the aid of such a program, the individual correlations can be easily clarified. The challenge is no longer on the handling of this method, but on the identification of the various activities and their correlations. A first concept is depicted in the Appendix 1. The software should reduce the complexity by simplifying and explaining each step of the method. In each step, the various options are shown and can be selected with the cursor. During every single step there´s a question mark which can be clicked with the cursor to obtain a brief description of this step. It starts with the choice, whether the Product Lifecycle Management is long (first option) or short (second option). Then it continues with the same question for the Service Lifecycle Management. The question marks show the time limit when a life cycle must be regarded as long, or short. After that you can choose between the four different interaction patterns and each of them is described by clicking the question mark. The resulting case will be shown in an overview like it´s given in Figure 9. Afterwards you choose the number of steps in Product Engineering and the corresponding number of steps in Service Engineering. If all conditions were selected the DSM-template opens and the defined activities in each step can be added in the right order. Then the identified interactions need to be registered in the appropriate box, like it´s described in 4.1 . If everything is done the software creates the visualization with an matching graph, like it´s shown in a simplified manner in Figure 18 .


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5. Summary This paper presents the background and the challenges for manufacturing companies that want to servitize their business by combining their products with services. One important tussle from the developer’s perspective hereby is to combine Product Lifecycle Management and Service Lifecycle Management approaches to support the lifecycle of integrated Product-Service Systems. A short state of the art of existing approaches of Product Lifecycle Management and Service Lifecycle Management describes the main phases with their activities, showing similarities and differences of product and service lifecycles underlining by the choose cases from the literature and from PSymbiosys. Based on this analysis the focus of this deliverable was to design the interaction in the design phase of a Product Service System. The approach identifies 16 different types of a Product Service System. Three of the 16 types were described more in detail. The used method is the Design Structure Matrix (DSM) adopted for a Product Service System. Based on this three examples it is developed templates and checklists in order to support to describe the missing types in the next deliverable 4.4. The aim is collecting more cases is to establishing an interaction wizard in order to give interaction advice for upcoming new product-oriented service in the manufacturing industry. A software tool supports this. The proposed integration of product and service design provide a detailed description for developers, this can just be regarded as a first step to an integrated PSS lifecycle management.


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6. References Browning, T. R. (2001): Applying the design structure matrix to system decomposition and integration problems: a review and new directions.Engineering Management, IEEE Transactions on 48.3: p.292-306. Cassina, J.; Cannata, A.; Taisch, M. (2009): Development of an Extended Product Lifecycle Management through Service Oriented Architecture. In Proceedings of the 1st CIRP Industrial Product-Service Systems (IPS2) Conference, Cranfield University Press. Cavalieri, S. and Pezzotta, G. (2012): Product–Service Systems Engineering: State of the art and research challenges. Computers in Industry 63.4: p.278-288. Eppinger, Steven D.; Browning, T. R. (2012): Design structure matrix methods and applications. MIT press. Freitag, M.; Ganz, W. (2011): InnoScore® service. Evaluating innovation for product-related services. In: Service Research & Innovation Institute (Eds): Annual SRII global conference (SRII) 2011, March 29, 2011 - April 2, 2011, San Jose, California, USA ; proceedings, IEEE, Piscataway, NJ, 214–221. Freitag, M.; Westphal, I. ; Guglielmina, C. (2012): Service Innovation Life Cycle in a Manufacturing Ecosystem. In: Proceedings NGEBIS, Gdansk (Poland), 2012, p. 71-78. Freitag, M.; Münster, M. (2013): Anforderungen an ein Service Lifecycle Management. Fraunhofer Verlag, Stuttgart. Freitag M., Kremer D., Hirsch M., Zelm M. (2013): An Approach to Standardise a Service Life Cycle Management. In: Martin Zelm, Marten van Sinderen, Luis Ferraira Pires, Guy Doumeingts (Eds.). Enterprise Interoperability, John Wiley & Sons, Chichester, p 115-126. Freitag, M.(2014): Service Engineering and Lifecycle Management for IT-Services. In: Wiesner S., Guglielmina C., Gusmeroli S., Dougmeingts G. (Eds.): Manufacturing Service Ecosystem. Mainz Verlag, Aachen, p. 33-40. Freitag, M. (2014): Konfigurierbares Vorgehensmodell für die exportorientierte Entwicklung von technischen Dienstleistungen. Fraunhofer Verlag, Stuttgart. Hribernik, K., Wuest, T., & Thoben, K. D. (2013): Towards Product Avatars Representing Middle-ofLife Information for Improving Design, Development and Manufacturing Processes. In Digital Product and Process Development Systems, Berlin Heidelberg, Springer, p. 85-96. Jun, H. B., Kiritsis, D., & Xirouchakis, P. (2007): Research issues on closed-loop Product Lifecycle Management. Computers in Industry, 58(8), 855-868. Meier H, Roy R, Seliger G. (2010): Industrial Product-Service Systems—IPS2. CIRP Annals – Manufacturing Technology 59, p607-627. Penzenstadler, B.; Eckhardt, J. (2012): A requirements engineering content model for cyber-physical systems. In Requirements Engineering for Systems, Services and Systems-of-Systems (RES4). IEEE, September 2012, p. 20-29.


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Pokharel, S., & Mutha, A. Perspectives in reverse logistics: a review. Resources, Conservation and Recycling, 2009, 53(4), 175-182. Spath, D.; Fähnrich K.P.; Freitag, M.; Meyer, K. (2010): Service Engineering internationaler Dienstleistungen. Fraunhofer Verlag, Stuttgart. Spohrer J., Maglio P. (2010): Toward a Science of Service Systems. In: Kieliszewski; Maglio, P; Spohrer, J: Handbook of service science. Springer: New York; 2010, p. 157-194. Stark, J. (2011): Product Lifecycle Management: 21st Century Paradigm for Product Realisation. Springer, Berlin Heidelberg. Thoben, K. D., Eschenbächer, J., & Jagdev, H. Extended products: evolving traditional product concepts. In 7th international Conference on Concurrent Enterprising. 2001, June. Bremen. Vandermerwe, S.; Rada, J. (1988): Servitization of business: adding value by adding services. European Management Journal 1988; 6(4), p. 314-324. Weber, D. (2005): Strategische Planung im Unternehmensnetzwerk am Beispiel industrieller Dienstleistungen im Industrieanlagenbau Elektronikfertigung. Dissertation Technische Universität. Braunschweig, Shaker Verlag, Braunschweig. Weber, F. (2007): Formale Interaktionsanalyse: Ein Beitrag zur systematischen Gestaltung von Informations- und Kommunikationsstrukturen im Concurrent Enterprise durch die Berücksichtigung von Informationseigenschaften. Dissertation Universität Bremen. Westphal, I.; Freitag, M.; Thoben, K.-D. (2015): Visualization of interaction between Product and Service Lifecycle Management. In: Umeda, S. et al. (Eds) : Advances in Production Management Systems: Innovative Production Management Towards Sustainable Growth, Springer, Berlin Heidelberg, p 575-582. Wiesner S., Guglielmina C., Gusmeroli S., Dougmeingts G. (Eds.) (2014): Manufacturing Service Ecosystem. Mainz Verlag, Aachen. Wiesner, S.; Freitag, M.; Westphal, I.; Thoben, K.-D. (2015): Interactions between Service and Product Lifecycle Management. Procedia CIRP 30, p. 36 – 41. Yassine, A.; Braha, D. (2003): Complex concurrent engineering and the design structure matrix method. Concurrent Engineering 11.3: 165-176.


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7. Appendix Appendix 1: Possible questions for the right assignment and the identification of the interaction between the phases



  

    

What is the Product? What is the Service? How are they related to each other? How long is the Product Lifecycle? More than 10 years? How long is the Service Lifecycle? More than 3 years? Are they completely separated from each other? Can they be considered as successively? (SLM follows PLM or PLM follows SLM) Or is Service Lifecycle Management aligned with Product Lifecycle Management? Or even integrated?

Appendix 2: Storyboard of the Software illustrated using the Use Case BIVOLINO = Use Case BIVOLINO

1. Is Product Lifecycle short or long?

SHORT

?

LONG

?

LONG

(Description opens)

2. Is Service Lifecycle short or long?


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Service Lifecycle SHORT

≤ 03 years

Service Lifecycle LONG

≥ 03 years

Product Lifecycle SHORT

≤ 10 years

Product Lifecycle LONG

≥ 10 years

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3. What about the interaction pattern?

SLM

PLM

SLM

SLM

follows

follows

aligned with

integrated with

PLM

?

SLM

?

PLM

PLM

?

?

SLM follows PLM

PLM follows SLM

SLM aligned with PLM

SLM integrated with PLM

Alternative A is the right choice if the Service Lifecycle Management is triggered by the Product Lifecycle Management. Service Lifecycle Management depends on Product Lifecycle Management, which also means that Service Lifecycle Management phases are triggered by impulses or changes in Product Lifecycle Management. The main focus is set on the management of the product life cycle. The management of the service life cycle happens according the changes of the Product Lifecycle Management.

Just in opposite of alternative A is the alternative B. Here Product Lifecycle Management depends on Service Lifecycle Management. The main focus is put on the management of the service lifecycle. That also means that Product Lifecycle Management phases are triggered by impulses or changes in Service Lifecycle Management. The management of the product lifecycle happens accordingly to Service Lifecycle Management, however, adjustments are one sided and only happen from time to time.

Alternative C is the right choice if adjustments take place on both sides. Product and service life cycle are managed regularly. Mostly, the product and the according service life cycle are the same length but the interactions take part only if they are necessary. For instance a new idea comes from the Product Lifecycle Management but this idea is developed in the service engineering phase in the Service Lifecycle Management.

Alternative D would be a thorough integration of Product Lifecycle Management and Service Lifecycle Management, where both life cycles are managed in a highly integrative way, so that the separating managerial boundaries between Product Lifecycle Management and Service Lifecycle Management “disappear”. Decisions always have influence on both components of the integrated life cycle, until they are not looked at separately anymore they are treated as integrated PSS.

4. After answering these questions the matching case will be showed in the overview/ Alternative there´s just a tool to select the matching case with the mouse

Case 08


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5. Select the number of stages (different activities) in Product Lifecycle and the number of stages (different activities) in Service Lifecycle

6. The applicable template opens and you can subdivide your Product Lifecycle and your Service Lifecycle in the various stages on the basis of the different Activities. Select the appropriate activities from the list below and add them via drag and drop or just enter the relevant activities.. …depends on…

SLM or PLM phase

Steps

Activities

I Product Product Engineering Concept

Service Design

1

2

3

4

5

6

7

8 Reihensumme

1

0

2

0

3

0

4

0

5

0

6

0

7

0

8 Spaltensumme 0

0 0

0

0

0

0

0

0

Development of product model


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7. Detect the cross correlations. In this case there are different degrees of interaction, which have to be evaluated: 0 = Unaffected 1 = Low interaction 2 = Mean value 3 = High interaction Enter the numbers in the appropriate boxes. …depends on…

SLM or PLM phase

Steps

Product Product Engineering Concept

Service Design

# 1

allocation of solution principles

2

identification of effect structures

3

creation of functional specification

4

development of product model

5

development of process modell

6

development of resource model

7

development of marketing concept

1

2

3

4

5

6

7

8 Reihensumme

1 1

2

1 0

3 0

0 1 2

3

2

5

1

2

0

2

I

3

3

8 Spaltensumme 2

0 1

0

4

1

6

2

0

8. The software creates the visualization of the interaction between the phases.


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…affects…

Service Engineering

Activities determination of function structure