News
KARER CONSULTING in the news:
The heart of the matter
June 2011
This month in the Daily Telegraph, the top-selling newspaper in Great Britain:
A KARER CONSULTING expert editorial about Product Lifecycle Management

(click to read the KARER CONSULTING expert editorial)
and an expert panel of Christian Hehl, Managing Director KARER CONSULTING (UK):
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‘Making business processes fit the PLM system is wrong’
What do you see as the biggest benefits that PLM can help businesses to achieve?
We see it as one of the three main processes within a company, being the focus of the product information. We see it working alongside the other major processes of supply chain management and customer relationship management. With its focus on products, PLM can help to deliver products faster to the market, to get them right first time, and to ensure they comply with regulations. A lot of products these days require full traceability, so that last point is increasingly important.
What is the best way to implement PLM within a company?
Our view is that there is often with PLM projects too much emphasis on designing functionalities and not enough on understanding the processes that already exist within the business, and integrating and improving them using the PLM tools. The key is to understand the products and services that are at the heart of the company and the people and business processes at work.
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How does that approach differ from the way that PLM has been tackled in some companies in the past?
At Karer Consulting we believe that all companies are different and there is never likely to be a “one size fits all” PLM system. Our job as consultants is to understand our clients’ business processes and to use the elements of PLM to enhance the business as a whole, throughout the entire lifecycle of the products. Making business processes fit the PLM system is wrong; we should use the PLM system to improve and augment the processes. Our first question to our customers always is: “What is it that you want to achieve?”
PLM had a fairly chequered history in its early years. Is PLM now here to stay?
I believe very firmly that it is, but I think you have to regard PLM as a series of processes that surround the product, its creation, its deployment and through its entire life-cycle. In the past, maybe it was too centred on the design and development side. Now we can see the benefits are much wider. And I can see it will spread to new sectors, such as consumer goods and even financial services. They have products: PLM can work for them too.
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