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
Client:
 L’Occitane commercialise au niveau
international des produits cosmétiques
axés sur la naturalité
 Le centre de R&D est situé à
Manosque, dans les Alpes de Haute
Provence
Contexte & Objectifs
Contexte :
 L’Occitane connaît une forte croissance notamment au
travers de son développement international, avec une
montée en gamme et en qualité perçue de ses produits
 Une démarche d’amélioration des processus de
développement a ainsi été initiée avec la volonté de
gagner en efficacité, de minimiser les risques, en
prenant en compte les différents typologies de projets
(innovation, modifications, nouvelles gammes, …)
 Cette démarche passe également par le déploiement
d’un nouvel outil PLM
Objectifs :
 Sécuriser les délais de mise sur le marché et réduire le
Time To Market
 Identifier les chemins critiques et anticiper les risques de
retards, pour réagir au plus vite
 Augmenter la qualité perçue Pack et Formule
 Sécuriser le ramp-up et le développement des produits
sur les plans technique et réglementaire.
 Optimiser les cycles de validation à chaque jalon
Notre approche
1. Diagnostic du processus de développement actuel :
• Analyse de données projet
• Entretiens focalisés avec des acteurs de l’ensemble des services
de développement / chefs de projets
• Ateliers de travail pour décrire le processus existant, les
dysfonctionnements et leviers d’amélioration associés
2. Re-Engineering des processus du cycle de développement :
Principaux résultats
 Re-Engineering des processus End To End du cycle
de développement en accord avec le nouveau
PLM (processus, cas d’usage Métier et modèle de
données à destination de l’intégrateur)
 Convergence des livrables avec les attentes de
l’intégrateur de la solution PLM
 Mise en œuvre d’une démarche de capitalisation /
Re-Use afin de réduire les temps de cycle projets
 Mise en place de systèmes de management de la
performance des projets, et au sein des différents
services de la R&D
 Identification de nouvelles segmentations des
projets (par complexité/enjeux), avec la
gouvernance, les RACI et les modes de
fonctionnement associés
 Définition d’une feuille de route stratégique des
leviers d’amélioration
• Animation d’ateliers de traitement des dysfonctionnements
• Animation d’ateliers de re-design des processus de
développement en accord avec le nouvel outil PLM
• Animation d’ateliers de construction du modèle de données
cible du PLM
3. Définition d’une feuille de route des leviers d’amélioration à
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
Background
 Legacy PLM tools are no longer efficient for
an
Extended Enterprise context
 Need to collaborate all along product
lifecycle with more suppliers and partners
localised all around the world
 Need to keep one step ahead regarding
new competitors from emerging countries
 Real time collaboration of internal and
external users around digital mock up must
be improved
 Communication between internal and
external users must be facilitated
 Partners and suppliers don’t have a direct
access to product configuration
Collaborative PLM platform
Solution Benefits
 Implementation of collaborative solutions as  Reduce time to market for new engine
SharePoint for internal collaboration and generation
Teamcenter Unified Architecture (TCUA) to
share configurations and digital mock up with  Optimise development cost
external partners and suppliers  Share real time and up to date product
 Harmonisation of product data model configurations with suppliers and partners
between digital mock up and configurations
in order to share up to date product infor-
mation with externals partners / suppliers
 Definition of a product data model support-
ing confidentiality between the different
actors, taking into account SNECMA security
constraints and Teamcenter capabilities
 Reengineering of modification processes in
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
Background
 Astrium Satellites is a world leader in the
design and manufacture of civil and
military satellite systems
 The current Information System reinforces
the Barriers between Actors of the Value
Chain
 A program to improve their
competitiveness in product development &
production processes from end to end and
across organizations and sites has been set
up
 More than 5 000 Astrium people will be
impacted by CONNECT, as future users,
managers or internal client
Global PLM transformation
Solution
 The CONNECT change team program level
was in charge of defining and coordinating
change management‘s actions and network.
 “Change Coordinators” of all BDs are
nominated locally within sites to manage the
changes related to the CONNECT program.
They ensure that local needs and constraints
are taken into account. They represent the
Change Management team to support local
actions in relation to change impacts.
 A PMO support is in charge of collecting the
relevant information for the reporting,
managing risks an reinforce the quality
standards of the company among the
different projects of the program.
Benefits
 Steered internal communication in order
to explain benefits and inform of upcom-
ing changes, teach how to get support and
keep business informed about progress.
 Changes on key processes are identified
and managed. Process changes are
introduced prior to deployment
 Ensured that all the teams are adequately
trained and new skills are acquired
 The deployment approach is aligned with
operational needs and constraints of the
business.
 Project risks are identified and mitigation
actions are defined in order to reduce
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
Background
 Structured in three individual business
divisions, the client was facing an unaligned
process landscape, a heterogeneous system
landscape, and operational issues in the
customer projects leading to a high
employee attrition rate
 Various initiatives were running without
alignment
 State-of-the-art technology was not
leveraged
 Individual customer projects developed
PLM solutions redundantly
 The client wanted to develop a
comprehensive PLM strategy to better align
business processes and application support
PLM Strategy & Roadmap
Solution
 Capgemini conducted focus interviews and
process workshops to create a clear picture
of the as-is situation
 Business area-specific workshops helped the
customer to understand the individual,
market-specific requirements
 The alignment with the business strategy led
to a differentiated PLM services map (to-be)
and a gap analysis
 For the core business processes, KPIs were
identified in order to make improvements
measurable
 Running projects and initiatives are aligned
within a co-ordinated PLM roadmap program
 Based on the results of the focus workshops,
an integrated application landscape was
developed
Benefits
 Core issues within the PLM process
landscape have been identified
 A to-be scenario, a target architecture and
a comprehensive PLM roadmap has been
developed
 Focus initiatives have been started as part
of the PLM roadmap program
 A high-level business case supported the
planned initiatives
 Due to Capgemini’s project approach, an
improved alignment and co-operation of
the three divisions was achieved
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
 The client is developing and manufacturing power
plants and components for power plants in multiple
international locations
 The organisation is structured in several business
units around product lines and value chain stages
 The legacy PLM landscape was charact-erised by
multiple applications (~270) and systems, as well as
individual, unit-specific projects
 The PLM process and application landscape was not
suited to archive the management objectives for
increased engineering efficiency and performance
Solution
 Development of overall PLM strategy
 Identification of key use-cases and required
business functions
 Identification of as-is process-to-applications mapping,
definition of to-be-process-to-applications mapping
 Agreement on conceptual target architecture
 Development of target application architecture
 Definition of functional and project roadmap
for 3 years
 Approval for project portfolio and budget for next FY
Added value for the client
 PLM strategy defined and communicated – including
PLM Vision, target architecture, and roadmap
 Commitment from the different stakeholder
groups achieved
 Boundary conditions defined – to improve efficiency
and profitability within engi-neering and service
(process efficiency, non-conformance-costs, data
maintenance)
 PLM Governance model established – to ensure a
coordinated development of the PLM process and
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
Background
 The bundle “Project Management &
Development Tools” (PM&DT) aggregates
all activities around tools concerning
project management and PLM:
 IT Governance management (HP ITG / PPM)
 Quality repository management (Websites)
 Planning management (MSP)
 Requirements management (Rectify)
 Tests management (Test Director /
Quality Centre)
 Process & data Modelisation (MEGA)
 Training management (STT)
 Configuration management
(Clearcase, subversion)
PLM Innovation Management
Solution
 Coaching / Training
 Support (Move into integration / validation /
production, End users, business, etc.)
 Administration (Users creation, values
update, SR follow-up, etc.)
 Technical problems solving (e.g. installations)
 Maintenance (bugs fixing, support, minor
evolution, etc.)
 Development of major evolutions
 Expertise (architecture definition,
prototyping, migration,…)
Benefits
 The bundle contributes to the improvement
of the IS teams by a common methodology
and common tools. The functional domains
involved are all around project
management:
– Portfolio / Applications &
requests management
– Program & project management
(planning, risks, issues, actions,
capabilities, etc.)
– IS development methodology
(Requirements Mgt, Tests strategy,
Quality processes, etc.)
Copyright © 2016 Capgemini Consulting. All rights reserved.
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 LVMH Perfumes & Cosmetics
PLM Opportunity study – R&D Department (LVMH Recherche)
Client
 Key figures of LVMH Recherche: 9
brands, 400 R&D projects per year,
230 employees
 LVMH Perfumes and Cosmetics
Turnover (2006): 2,5 billion euros
 Step 1: Analyzing the situation
 Step 2: Building target architecture scenarios
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
 Analyze the answer of the present solution (Optiva v4 – the evaluation of potential solutions
editor: Infor) to end-users needs  Joint work with the client in building scenarios
 Identify PLM solutions that could be compliant with the  The study helped the client identify what has to be
needs of R&D department and Information Systems done in the next months
department (PCIS)
 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
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-
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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