In the right direction

For many companies, treading the path to higher efficiency is the silver bullet in managing the ever increasing challenges of control technology which companies find themselves facing in everyday life. For customers of the company EPLAN, solution provider in the CAE field, a big step is being taken in the right direction with the launch of EPLAN Experience. K&E spoke with Thomas Michels, head of product management. Mr. Michels, with EPLAN Experience EPLAN has launched a knowledge-based and international program on the SPS IPC Drives which can primarily optimise efficiency in engineering - how long did it take to bring the idea of this program to a successful launch in November 2014? Thomas Michels: We worked on it intensively for more than a year. The origin, that is the necessity of such a program, has many sources. In the training sphere, pure focus on basic training commonly attracts attention without the customers taking advantage of continuous, also more in depth training offers. In this way some users stop at a certain level, however the software continues to develop permanently and rapidly. Especially the integration topics here represent a significant portion and at the same time are, even with regard to topics such as mechatronics and Industry 4.0, decisive today. Connected to that, today data consistency is THE topic for also implementing automation and standardisation. These are topics which EPLAN addresses especially in consulting services, where a further focus of this strategy programme is located. We recognised that it must be a holistic, globally uniform programme and decided to occupy the team with international development. EPLAN Experience was initially developed in the English language and then adapted into German and other languages in the second step. The team consists of employees in the areas of training, consulting, support, sales, product management and marketing, and the colleagues come from diverse countries around the world. In this way the special market requirements of different countries are taken into consideration directly in the development of the programme. After the content-related preparation we rolled out the programme in a, one could say "feat of strength", even internationally and with a fixed deadline. EPLAN Experience is a highly modular concept that is suitable for almost every company - regardless of size, location or branch - and enables an increase in efficiency. Is this correct, and how how did EPLAN succeed in developing such a method, as EPLAN Experience cannot be labelled as a pure software? Thomas Michels: Yes - that is right, since the original idea was to adapt the concept to the wide range of users. Therefore the concept had to also fit with every branch and every company size. Implementation capacities of companies can thereby be flexibly selected - even the point of entry. Now why was that successful for us? We considered how holistic implementation of an engineering solution ideally proceeds. Here we fall back on experience which we have gained in numerous projects over the years. Practice is ultimately always the best "trainer" for developing something suitable for the market. In reality the concept or its individual modules are related to methodical as well as software topics. In this way there are also explicit fields of action which relate purely to the product structure of the customer - in this sense without direct relation to EPLAN application. EPLAN Experience is based on 8 different fields of action which all contribute their specific advantages - why 8 areas of activity and which are the most important? Thomas Michels: These eight fields of action are - as previously marked - from typical working stages of a classic implementation. First we focussed on Codes and Standards, as well as Design Methods as core themes in operative engineering. The Codes and Standards thereby form the external framework, because they are prescriptions by which the company must abide. In the area of Design Methods we advise the customers on operation methods which are exactly suitable for them - depending on these codes/standards. The first feedback from customers shows us that we are addressing the most urgent questions of these topics. Customer asks: Which norms are relevant in my task? How do I implement these specifications in my process? Here we give support - individually related to the respective company process. One of the next two fields of action which we are now developing, is the topic of Product Structure. In line with this field of action - using a sketched out method - we guide the customer in the structuring of their machines and systems, to a clear product and technology structure as the foundation for the operation of innovative engineering methods and interdisciplinary cooperation. Seamlessly completed through the field of action Platform Setup, which as a pure software topic supports our customer in the direct EPLAN application - keyword ideal programme configuration for the individual work environment. One reads over and over that the IT world is changing and there are bigger and bigger challenges for engineering - is EPLAN Experience the answer to this challenge and how important are work processes which are flexible in this context? Thomas Michels: In reality there are always more complex tasks in the aspects of time to market, cost pressure, know-how transparency, global engineering. It is all the more important to organise the resulting tasks into defined fields of action to increase transparency. Via the fields of action these tasks can be processed step-by-step - beginning with the field of action which is most urgent for my own needs. Example: Currently when I must implement applied norms such as the IEC 81346 , it is for me to clarify whether I will also allow for standardisation opportunities directly in drafting the right engineering processes. That is completely different thinking to processing a project sequentially - much more flexible and parallelised. Methodical and above all step-by-step processes are, as agreed by most experts, the key for engineering efficiency and design optimisation - that is currently enabled with the 8 fields of action of EPLAN Experience. In the converse argument, does that mean that I, as the customer, must always process all 8 fields of action and which increases in efficiency are at all possible...? Thomas Michels: No - every field of action, alone, offers decisive optimisation potential - but not each is of equal significance for every company. An example: In an IT integration, topics such as license management, global roll-out or update process etc., count for large companies - a smaller customer needs, as necessary, only a core installation and a compact data security concept. So the requirements are completely different. In dialogue with the customer the concerned fields of action are defined. As far as increases in efficiency are concerned, they are as varied as the customers themselves. If we simply take the example configuration as a new construction method, here lie potentials which can involve a time-saving of 20 % up to 80 %. ... and can you briefly summarize how the individual fields of action intertwine and how these are linked with one another? Thomas Michels: Again I would like to give an example here: An upcoming field of action is Process Integration - the deep integration of the construction process into ERP and PDM takes effect particularly sustainably when holistic foundations are laid in the engineering process, in the scope of standardisation and product structuring. Then the optimisation potentials can also develop sustainably and in an interdisciplinary manner. EPLAN Experience promises specific, clear competitive advantages, for example, a strategic innovation management on the basis of an efficient engineering environment, shorter market introduction times, optimal resource management and an increased international competitive ability - at what expense are these attainable for the customer? Thomas Michels: Speaking openly, it is really difficult to estimate concrete expenses. Ultimately, the initial situations and associated expenses vary according to customer. However, our experience shows that one must fully invest a few months in order to attain sustainable changes in the process. Also, in these ways, there are first effects through compact, manageable task packages - the programme is designed in such a way that successes are visible even in the intermediate stages. Our experience in the consulting business shows: Process changes occur optimally through individual steps, which have a directly motivating impact. A further important point in the question about success: Critical questioning of the processes and openness to change. On all accounts, the change process must also be carried and ideally subsisted by the management of a company as well as in the engineering team. The individual fields of action are each subject to a certain dynamic and also continue to develop accordingly - a standstill is generally known as a step backwards. How do the new insights come to the customer and what "maintenance costs" do they have? Thomas Michels: Building on our eight fields of action we have in the programme itself - along with the direct or bilateral address of the customer - numerous further communications channels through which we keep our customers constantly up-to-date. Those are webcasts to the fields of action, events such as Efficiency Days, individual training measures, in particular the certification to become an EPLAN Certified Engineer (a multilevel certification concept). It is our goal that the experiences of our customers with EPLAN Experience flow directly back - by microsite at www.eplanexperience.com It has been almost half a year since the launch in November. In conclusion, can you give us some short customer feedback? Thomas Michels: Consistently positive would be almost putting it too tersely - most of our customers are enthusiastic and this feedback reached us in various ways. Even the management level appears very interested in direct customer contact - at our own events such as efficiency days or with our expert dialogues, we have received very positive feedback and confirmation that we have made the right selection of topics. There we typically first give indications and attractive opportunities in the programme and offer a discussion forum. Our training academy has also recorded increasing inflow to trainings - in particular in the certification area. The large interest, global as well, encourages us to now develop the upcoming areas of activity successively, because for us this project is also one with a future - and for the future. Pubilshed on Konstruktion & Entwicklung, edition 4/15
Author: Tim Bartl