Product Life Cycle Management Innovation to Execution George Race Honeywell Aerospace Director - PLM

Discussion Points Honeywell Overview PLM Definition and Scope PLM Approach PLM Success factors Lessons Learned

Aero Overview Headquarters: Phoenix, Arizona Employees: 40,000  worldwide 2005 Revenue: $10.5 Billion Business Leader: Rob Gillette, Aerospace President and CEO Honeywell Aerospace is a leading global provider of integrated avionics, propulsion engines, aircraft and engine systems and full-service solutions for our customers. The business is organized into three strategic business units to serve the needs of aerospace manufacturers and end users in three key industry segments: Air Transport & Regional Business & General Aviation Defense & Space With operations at 97 worldwide manufacturing and service sites, Honeywell Aerospace strives to enhance customer value by making flight safer, more reliable and more cost-effective. Our vision is to transform the world with Aerospace technology and innovative people. In the air and on the ground, Honeywell’s aerospace products can be found on virtually every type of aircraft in use, in nearly every region of the world. Honeywell systems and components reflect innovative and advanced technologies incorporated from the company’s product development efforts.

Product Overview

Definition of Product Life Cycle Management (PLM) PLM is the technology framework that enables the collaborative creation, management, dissemination, and use of product development information Driven by internal operating principles Couples with skilled people and lean processes Enables key technologies that span product development processes PLM is the technology for our Design Business

Scope of PLM CAD to CAM Analysis Testing Tools (V&V) Tools Program Hardware CAD/CAE Tools Software IDE Tools Software CM Tools Hardware CM Tools (PDM) Portfolio Management Program Mgmt Tools System Design Tools Collaborative Workflow Pillar Knowledge Management Pillar Customer Integration Secure Data Exchange Pillar Integration Supplier

PLM from Product Development View System Design C O L A B R T I N P R O G A M T P O R T F L I M G Hardware Design Software Design Mechanical Design Electrical Design Software Development Analysis and Simulation Validation and Verification Unit and System Test Hardware CM Software CM Systems CM CAD to CAM

Key objectives of the end state Intimacy Speed Connectivity Knowledge leverage

An execution strategy to deliver maximum value Embarking on PLM Customer Intimacy - What customers are pulling? - What programs are targeted? - Who is willing to partner? - What areas add value? - What partners can deliver ? - What consolidation is required? Tool / Data Strategy Business Alignment - What part of the business process? - What paradigms are the most critical? - What key initiatives An execution strategy to deliver maximum value

What the “Business” will see with PLM More influence with Customers  Cost Reduction Customer pull  Differentiation (top line growth) Cycle time Reduction  Decrease time to Revenue Reduction in Cost of poor quality  Decrease cost Infrastructure consistency  Decrease cost Ability to execute globally  Decrease Cost Revenue growth , Op expense reduction

What the “end users” will see with PLM Integrated environment Reduced cycle time for managing artifacts Standardized user interfaces Faster response to get information Easy leverage of other’s knowledge Allow Engineers to be Engineers

Lessons Learned Who Approach Manage Customer buy-in Think big, start small Leverage synergies Think of PLM like a product and implement like a system Manage Program (not project) management Get the right metrics

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