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L’Occitane en Provence – Optimisation du cycle de développement de nouveaux produits

Re-Engineering des processus de développement produits en vue de l’implémentation d’un PLM

Contexte & Objectifs Principaux résultats


Contexte :  Re-Engineering des processus End To End du cycle
 L’Occitane connaît une forte croissance notamment au de développement en accord avec le nouveau
travers de son développement international, avec une PLM (processus, cas d’usage Métier et modèle de
montée en gamme et en qualité perçue de ses produits données à destination de l’intégrateur)
 Une démarche d’amélioration des processus de
 Convergence des livrables avec les attentes de
développement a ainsi été initiée avec la volonté de
l’intégrateur de la solution PLM
gagner en efficacité, de minimiser les risques, en
prenant en compte les différents typologies de projets  Mise en œuvre d’une démarche de capitalisation /
Client:
(innovation, modifications, nouvelles gammes, …) Re-Use afin de réduire les temps de cycle projets
 L’Occitane commercialise au niveau  Cette démarche passe également par le déploiement  Mise en place de systèmes de management de la
international des produits cosmétiques d’un nouvel outil PLM
axés sur la naturalité performance des projets, et au sein des différents
Objectifs : services de la R&D
 Le centre de R&D est situé à  Sécuriser les délais de mise sur le marché et réduire le
Manosque, dans les Alpes de Haute  Identification de nouvelles segmentations des
Time To Market projets (par complexité/enjeux), avec la
Provence  Identifier les chemins critiques et anticiper les risques de gouvernance, les RACI et les modes de
retards, pour réagir au plus vite
fonctionnement associés
 Augmenter la qualité perçue Pack et Formule
 Sécuriser le ramp-up et le développement des produits  Définition d’une feuille de route stratégique des
sur les plans technique et réglementaire. leviers d’amélioration
 Optimiser les cycles de validation à chaque jalon

Notre approche
1. Diagnostic du processus de développement actuel : • Animation d’ateliers de traitement des dysfonctionnements
• Analyse de données projet • Animation d’ateliers de re-design des processus de
• Entretiens focalisés avec des acteurs de l’ensemble des services développement en accord avec le nouvel outil PLM
de développement / chefs de projets • Animation d’ateliers de construction du modèle de données
• Ateliers de travail pour décrire le processus existant, les cible du PLM
dysfonctionnements et leviers d’amélioration associés 3. Définition d’une feuille de route des leviers d’amélioration à
2. Re-Engineering des processus du cycle de développement : implémenter en fonction de leur priorisation

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For the world-class aircraft and rocket engine manufacturer Snecma, Capgemini implemented a collaborative
PLM platform based on Teamcenter

Collaborative PLM platform

Background Solution Benefits


 Legacy PLM tools are no longer efficient for  Implementation of collaborative solutions as  Reduce time to market for new engine
an SharePoint for internal collaboration and generation
Extended Enterprise context Teamcenter Unified Architecture (TCUA) to
share configurations and digital mock up with  Optimise development cost
 Need to collaborate all along product
lifecycle with more suppliers and partners external partners and suppliers  Share real time and up to date product
localised all around the world  Harmonisation of product data model configurations with suppliers and partners
 Need to keep one step ahead regarding between digital mock up and configurations
new competitors from emerging countries in order to share up to date product infor-
 Real time collaboration of internal and mation with externals partners / suppliers
external users around digital mock up must  Definition of a product data model support-
be improved ing confidentiality between the different
 Communication between internal and actors, taking into account SNECMA security
external users must be facilitated constraints and Teamcenter capabilities
 Partners and suppliers don’t have a direct  Reengineering of modification processes in
access to product configuration order to find the right balance about the
rhythm of evolution into digital mock up and
PLM corresponding configurations

Copyright © 2016 Capgemini Consulting. All rights reserved.

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In the CONNECT Project ,Capgemini Consulting supports a multi-year global PLM transformation project in their
Project Management and Change activities

Global PLM transformation

Background Solution Benefits


 Astrium Satellites is a world leader in the  The CONNECT change team program level  Steered internal communication in order
design and manufacture of civil and was in charge of defining and coordinating to explain benefits and inform of upcom-
military satellite systems change management‘s actions and network. ing changes, teach how to get support and
 The current Information System reinforces  “Change Coordinators” of all BDs are keep business informed about progress.
the Barriers between Actors of the Value nominated locally within sites to manage the  Changes on key processes are identified
Chain changes related to the CONNECT program. and managed. Process changes are
 A program to improve their They ensure that local needs and constraints introduced prior to deployment
competitiveness in product development & are taken into account. They represent the  Ensured that all the teams are adequately
production processes from end to end and Change Management team to support local trained and new skills are acquired
across organizations and sites has been set actions in relation to change impacts.  The deployment approach is aligned with
up  A PMO support is in charge of collecting the operational needs and constraints of the
 More than 5 000 Astrium people will be relevant information for the reporting, business.
impacted by CONNECT, as future users, managing risks an reinforce the quality  Project risks are identified and mitigation
managers or internal client standards of the company among the actions are defined in order to reduce
different projects of the program. their impact and probability.
Copyright © 2016 Capgemini Consulting. All rights reserved.

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We developed the PLM strategy and roadmap for a leading defence technology manufacturer aligning three
different business divisions

PLM Strategy & Roadmap

Background Solution Benefits


 Structured in three individual business  Capgemini conducted focus interviews and  Core issues within the PLM process
divisions, the client was facing an unaligned process workshops to create a clear picture landscape have been identified
process landscape, a heterogeneous system of the as-is situation  A to-be scenario, a target architecture and
landscape, and operational issues in the  Business area-specific workshops helped the a comprehensive PLM roadmap has been
customer projects leading to a high customer to understand the individual, developed
employee attrition rate market-specific requirements  Focus initiatives have been started as part
 Various initiatives were running without  The alignment with the business strategy led of the PLM roadmap program
alignment to a differentiated PLM services map (to-be)  A high-level business case supported the
 State-of-the-art technology was not and a gap analysis planned initiatives
leveraged  For the core business processes, KPIs were  Due to Capgemini’s project approach, an
 Individual customer projects developed identified in order to make improvements improved alignment and co-operation of
PLM solutions redundantly measurable the three divisions was achieved
 The client wanted to develop a  Running projects and initiatives are aligned
comprehensive PLM strategy to better align within a co-ordinated PLM roadmap program
business processes and application support  Based on the results of the focus workshops,
an integrated application landscape was
developed
Copyright © 2016 Capgemini Consulting. All rights reserved.

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Capgemini supported Siemens Energy Fossil in developing the PLM Strategy,
including Vision, Target Architecture and Roadmap

Capgemini project example: PLM Roadmap for Siemens Power Generation

Background Solution Added value for the client


 The client is developing and manufacturing power  Development of overall PLM strategy  PLM strategy defined and communicated – including
plants and components for power plants in multiple  Identification of key use-cases and required PLM Vision, target architecture, and roadmap
international locations business functions  Commitment from the different stakeholder
 The organisation is structured in several business  Identification of as-is process-to-applications mapping, groups achieved
units around product lines and value chain stages definition of to-be-process-to-applications mapping  Boundary conditions defined – to improve efficiency
 The legacy PLM landscape was charact-erised by  Agreement on conceptual target architecture and profitability within engi-neering and service
multiple applications (~270) and systems, as well as  Development of target application architecture (process efficiency, non-conformance-costs, data
individual, unit-specific projects maintenance)
 Definition of functional and project roadmap
 The PLM process and application landscape was not for 3 years  PLM Governance model established – to ensure a
suited to archive the management objectives for coordinated development of the PLM process and
 Approval for project portfolio and budget for next FY
increased engineering efficiency and performance application landscape
 Better coordination across different business
units achieved

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For the Airbus A350 program, Capgemini operates an innovation center to deploy PLM processes, methods and
tools

PLM Innovation Management

Background Solution Benefits


 The bundle “Project Management &  Coaching / Training  The bundle contributes to the improvement
Development Tools” (PM&DT) aggregates  Support (Move into integration / validation / of the IS teams by a common methodology
all activities around tools concerning production, End users, business, etc.) and common tools. The functional domains
project management and PLM:  Administration (Users creation, values involved are all around project
 IT Governance management (HP ITG / PPM) update, SR follow-up, etc.) management:
 Quality repository management (Websites)  Technical problems solving (e.g. installations) – Portfolio / Applications &
 Planning management (MSP) requests management
 Maintenance (bugs fixing, support, minor
 Requirements management (Rectify) evolution, etc.) – Program & project management
(planning, risks, issues, actions,
 Tests management (Test Director /  Development of major evolutions
capabilities, etc.)
Quality Centre)  Expertise (architecture definition,
– IS development methodology
 Process & data Modelisation (MEGA) prototyping, migration,…)
(Requirements Mgt, Tests strategy,
 Training management (STT) Quality processes, etc.)
 Configuration management
(Clearcase, subversion)

Copyright © 2016 Capgemini Consulting. All rights reserved.

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LVMH Perfumes & Cosmetics
PLM Opportunity study – R&D Department (LVMH Recherche)

Context & Objectives Main results

Context:
 « A brilliant and detailed study » (Head of R&D
 LVMH Perfumes and Cosmetics started the Department – LVMH Parfums et Cosmétiques) done
reorganization of its R&D department in the frame of in a short period of time
internal (increasing innovation capacity, wider R&D
 Good understanding of LVMH activity (beyond
perimeter) and external changes (regulatory
technical aspect of the study) and major stakes /
constraints, increased packaging complexity)
future changes
 In this context, LVMH Recherche wants to build a PLM
 Good analysis of users’ needs as it had not been
architecture that will better answer end-user’s needs
done –contrary to what was agreed – by LVMH
Objectives:  Added value brought by Capgemini experts in
Client
 Analyze the answer of the present solution (Optiva v4 – the evaluation of potential solutions
 Key figures of LVMH Recherche: 9 editor: Infor) to end-users needs  Joint work with the client in building scenarios
brands, 400 R&D projects per year,  Identify PLM solutions that could be compliant with the  The study helped the client identify what has to be
230 employees needs of R&D department and Information Systems done in the next months
department (PCIS)
 LVMH Perfumes and Cosmetics
Turnover (2006): 2,5 billion euros  Make a recommendation on target PLM architecture,
as well as trajectory towards this target
• Make the most accurate and complete study in a short
period of time (3,5 weeks)
• Give orientations to LVMH Recherche and PCIS for the
choice of a PLM architecture

Our approach
 Step 1: Analyzing the situation potential candidates
 Interviews with LVMH Recherche and PCIS key players in  Target architecture scenarios have been built jointly -
order to understand their needs and business evolutions during a workshop - with LVMH Recherche and PCIS, on
 The present PLM solution was evaluated in terms of the basis of the PLM solutions selected
functionalities and compliance with the business and its  Step 3: Building the trajectory
changes  A project plan with identified actions in order to fine-
 Step 2: Building target architecture scenarios tune the analysis and precise the target architecture
 Benchmark of existing PLM solutions, and identify
Copyright © 2012 Capgemini Consulting. All rights reserved.
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