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000-052 - Collaborative Lifecycle Management V4 Exam - BrainDump Information

Vendor Name : IBM
Exam Code : 000-052
Exam Name : Collaborative Lifecycle Management V4 Exam
Questions and Answers : 150 Q & A
Updated On : January 16, 2019
PDF Download Mirror : 000-052 Braindumps
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000-052 exam Dumps Source : Collaborative Lifecycle Management V4 Exam

Test Code : 000-052
Test Name : Collaborative Lifecycle Management V4 Exam
Vendor Name : IBM
Q&A : 150 Real Questions

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IBM IBM Collaborative Lifecycle Management

IBM Sells Notes, Domino and Portfolio of commercial enterprise Apps To HCL for $1.8B | killexams.com Real Questions and Pass4sure dumps

home   →   news   →   IBM Sells Notes, Domino and Portfolio of commercial enterprise Apps To HCL for $1.8B Posted December 19, 2018 by using Sean Michael Kerner     comments

IBM acquired Lotus application returned in 1995 for $three.5 billion, now it is divesting the know-how, along with six different one time cornerstone business applications.

There turned into a time when Lotus Notes and Domino had been the cornerstones of IBM's application portfolio, enabling commercial enterprise collaboration and productivity. these days are now during the past as IBM is divesting these assets along with a few other functions, to HCL applied sciences.

HCL applied sciences pays IBM $1.eight billion and the deal is expected to close in mid-2019. apart from Notes and Domino, HCL is buying several different business functions together with: Appscan for secure software building, BigFix for comfortable equipment administration, Unica (on-premises) for advertising and marketing automation, Commerce (on-premises) for omni-channel eCommerce, Portal (on-premises) for digital experience and Connections for workstream collaboration.

"We believe the time is right to divest these opt for collaboration, advertising and commerce utility assets, which are more and more delivered as stand-on my own products," John Kelly, IBM senior vp, Cognitive solutions and research, wrote in a media advisory. " at the identical time, we accept as true with these items are a powerful strategic fit for HCL, and that HCL is well positioned to drive innovation and boom for his or her customers."

IBM has increasingly been entering into cloud and artificial intelligence over the last four years and has developed up other belongings that it will focal point on.

applications

most of the purposes being bought to HCL were originally obtained by IBM from different companies.

IBM acquired Lotus application maker of Notes and Domino in 1995 for $3.5 billion, the Lotus company wasn't dropped via IBM unless 2012.

AppScan which is now being bought to HCL, become once the cornerstone of the IBM Rational software portfolio.IBM obtained the AppScan product portfolio as a part of the acquisition of security dealer Watchfire in June 2007.

BigFix become received by IBM to turn into part of its Tivoli operations division in July 2010, whereas Unica was received IBM in August 2010 for $480 million.

HCL applied sciences

HCL applied sciences is based in Noida, India and positions itself as a digital transformation business. HCL and IBM had already been partnering on most of the acquired utility assets.

"We continue to look exquisite alternatives available in the market to increase our Mode-three (products and platforms) choices," C Vijayakumar, President & CEO, HCL technologies, wrote in a media advisory. "The products that we are buying are in huge becoming market areas like protection, advertising and marketing and Commerce which are strategic segments for HCL. lots of these items are neatly regarded by consumers and located in the exact quadrant by using industry analysts."

Sean Michael Kerner is a senior editor at EnterpriseAppsToday and InternetNews.com. comply with him on Twitter @TechJournalist.


Alcoa Streamlines Collaboration and advantage management With PLM solutions From IBM and Dassault Systèmes | killexams.com Real Questions and Pass4sure dumps

source: IBM

March 21, 2005 02:00 ET

enterprise Leverages SMARTEAM in enterprise amenities management and Design Collaboration

PARIS -- (MARKET WIRE) -- March 21, 2005 -- IBM and Dassault Systèmes (NASDAQ: DASTY) (Euronext Paris: #13065, DSY.PA) these days introduced that Alcoa has chosen their Product Lifecycle management solutions (PLM) to enhance collaboration efficiency and raise integration between engineering and construction. Alcoa could be providing its collaborative facilities administration answer on the COE Annual clients conference in Phoenix this week.

Alcoa is a number one producer and manager of aluminum products and components. The company is active in the aerospace, commercial transportation and car industry, amongst others. It has skilled the benefits of SMARTEAM in two of its subsidiaries.

Alcoa's capital engineering for Cleveland Works deployed SMARTEAM for amenities management throughout 4 locations. The company is assembly the world challenges of a disbursed commercial enterprise by streamlining trade administration and presenting unified entry to the greater than 60,000 AutoCAD and TIF drawings of presses, constructions, and aid programs at its 30-acre Cleveland site, as well as at construction websites in Virginia, Hungary, and Mexico.

"developing an commercial enterprise PLM gadget will permit us to extend our capabilities," stated Dora Tripp, gadget administrator, Design Engineering functions, Alcoa Cleveland. "SMARTEAM's flexible records model has enabled us to build a complex, scalable competencies constitution for gaining access to and taking part with in our organization."

In a successful two-yr pilot application, the different subsidiary, Alcoa Wheel products' industrial car Wheel Division -- which serves the category 8 truck and automobile OEM industries -- implemented SMARTEAM to vault and manage all its CATIA V5 product design facts. Upon a a success creation launch, the solution will be prolonged by using introducing extra optimized techniques throughout extra locations, together with multi-CAD legacy facts, CATIA V4, SolidWorks and professional/ENGINEER®, and attaining gateway interconnectivity with the company's ERP gadget.

"SMARTEAM has the most beneficial integration with CATIA V5 for managing complicated file structure interrelationships," noted Jim Black, wheel tooling coordinator for commercial vehicle Wheels at Alcoa. "The engineers who work with this present day in and day trip consider here's key for our future."

"whereas offering day by day advantage to individual users and groups, SMARTEAM empowers Alcoa with a strategic enterprise asset for business-wide collaboration and premiere leveraging of product highbrow property," pointed out Avinoam Nowogrodski, CEO, SMARTEAM. "For Alcoa, the rewards are already evident these days, with future company value guaranteed because the scope of its PLM program expands."

About Alcoa

Alcoa is the realm's main producer and supervisor of simple aluminum, fabricated aluminum and alumina facilities, and is active in all primary aspects of the industry. Alcoa serves the aerospace, automotive, packaging, constructing and building, business transportation and industrial markets, bringing design, engineering, production and different capabilities of Alcoa's organizations to consumers. apart from aluminum products and components, Alcoa also markets purchaser manufacturers together with Reynolds Wrap® foils and plastic wraps, Alcoa® wheels, and Baco® family unit wraps. amongst its different companies are vinyl siding, closures, fastening systems, precision castings, and electrical distribution techniques for automobiles and trucks. The company has 131,000 employees in 43 nations and has been a member of the Dow Jones Industrial ordinary for 45 years and the Dow Jones Sustainability Indexes seeing that 2001. greater tips can also be found at www.alcoa.com

About IBM

IBM is the world's greatest technological enterprise, proposing leadership and innovation during the world for more than eighty years. IBM is the greatest employer of "hardware," "utility" and assistance technology functions, and pioneered the building and implementation of "e-enterprise" options. IBM sales & Distribution, which supports greater than a dozen key industries global, works with groups of all sizes all over to installation the whole range of IBM applied sciences. The quickest option to get greater suggestions about IBM is in the course of the IBM domestic page at http://www.ibm.com

About SmarTeam agency Ltd.

SmarTeam develops, markets, and helps abruptly carried out, yet absolutely customizable, product lifecycle collaboration solutions that force effectivity, exceptional and responsiveness for customer-centric organizations and their value chains. situated in 1995, SmarTeam is one of the quickest-transforming into corporations within the PLM market, with greater than three,100 purchasers worldwide. Its extensive solutions portfolio makes it possible for manufacturing agencies and their suppliers and consumers to effectively manipulate and leverage product potential and business processes from idea through maintenance. SMARTEAM solutions aid companies of all sizes gain advancements in product satisfactory, cut back charges, expedite task turnaround, conform to business standards, and shorten time-to-market. SMARTEAM is a Dassault Systèmes and IBM PLM answer and is delivered by way of world-type resellers on every continent. For extra suggestions, discuss with http://www.smarteam.com.

About Dassault Systèmes

As world leader in 3D and PLM (Product Lifecycle administration) solutions, the Dassault Systèmes neighborhood brings price to more than eighty,000 valued clientele in eighty nations. A pioneer in the 3D utility market considering 1981, Dassault Systèmes develops and markets PLM application utility and functions that guide industrial methods and provide a 3D imaginative and prescient of the entire lifestyles cycle of items from conception to upkeep. Its providing contains built-in PLM options for product construction (CATIA®, DELMIA®, ENOVIA®, SMARTEAM®), mainstream 3D design equipment (SolidWorks®), and 3D add-ons (Spatial/ACIS®). Dassault Systèmes is listed on the Nasdaq (DASTY) and Euronext Paris (#13065, DSY.PA) stock exchanges. For extra assistance, talk over with http://www.3ds.com


Rational CLM a collection of up to date legacy IBM equipment | killexams.com Real Questions and Pass4sure dumps

IBM's utility lifecycle management (ALM) suite is a group of products known as IBM Rational collaborative lifecycle administration (CLM). IBM Rational CLM covers requirements management, pleasant management, trade and configuration management, task planning and tracking all on one platform.

The IBM Rational ALM suite goals to raise productiveness with the aid of getting rid of working in silos, that may commonly cause undertaking delays, reduce excellent results and cause budget overruns. This device additionally presents in-context crew collaboration, lifecycle traceability throughout disciplines, real-time planning and construction intelligence that makes it possible for developers and venture managers to make truth-based selections. The IBM Rational CLM items are compatible with several operating methods, together with windows, Mac OS, Linux, Solaris, AIX, IBM I and z/OS.

IBM Rational CLM is a collection of three integrated tools: Rational crew concert, Rational high-quality manager and Rational doorways next generation.

Rational group concert

Rational crew live performance (RTC) integrates project monitoring, source control and Agile planning with continual builds and a configurable method to adapt to various work patterns. RTC also offers collaborative change management capabilities and built-in points including work-item, build and software configuration management.

RTC offers visibility into actions and development with multilevel dashboards and reporting points, and enables planning and execution of projects with planning equipment and templates, together with a new Scaled Agile Framework template. moreover, RTC presents superior source control, which helps dispensed groups communicate and collaborate. Pricing for RTC is flexible and licensing is role-based with varied platform help in a single free up, permitting the implementation of particular person components at purchase or sooner or later.

Rational quality supervisor

Rational satisfactory supervisor (RQM) provides capabilities for look at various administration including examine planning, advent and execution. RQM helps groups share information and use automation to accelerate challenge schedules. It helps quality assurance teams share project counsel and standing updates, in the reduction of labor-intensive actions and document on mission metrics extra reliably. It makes it possible for clients to create and control check plans that describe assignment nice dreams and exit standards, whereas tracking responsibilities and prioritized objects for verification and validation.

RQM uses a browser-based mostly interface built on Java and web 2.0 technology that includes customizable dashboards crafted from a large set of predefined widgets. users can speak inside and among teams using features comparable to adventure feeds, built-in chat, evaluate and approval and automatic traceability.

It also contains a complete text editor that may capture textual look at various steps alongside embedded pictures for accelerating manual testing using prosperous-text, in-line photos, and assisted records entry and validation for text definition and execution. Testers can share regular steps between checks by means of key words, and the minimum variety of assessments required for a given level of environment insurance is instantly recognized.

RQM uses risk-primarily based trying out for prioritizing the points and features to be established in response to significance and probability or affect of failure, aiding risk management highest quality practices, as well as look at various lab management for tracking, scheduling and executing tests on physical and virtual lab belongings. visit the RQM product page for pricing tips.

Rational DNG

Rational doorways subsequent generation (DNG) captures, manages and traces necessities right through the application development lifecycle. via having all necessities available from a critical, obtainable and at ease area, this application is first rate for clients to gain transparency and enhance reusability. DNG offers a significant and purchasable region for requirements, concurrent modifying, automated versioning and prioritization.

DNG allows users to tune adjustments in textual content files or spreadsheets -- recording time, person and edit history -- and enables users to view heritage, reviews and discussion comments within the context of the document. DNG also lets users access requirements databases concurrently across multiple profiles devoid of battle or disruption, while ensuring that groups use constant terminology with an integrated word list.

clients can create distinct views that use filters and monitor settings for different roles and projects. documents and task templates have predefined and customizable options. Customizable dashboards and automatic reviews visualize guidance, and users can edit, author and analyze artifacts on a web customer that additionally supports commercial servers. DNG can additionally import files, CSVs, and ReqIF or work with the offered project and module templates.

DNG can be bought on a hard and fast-time period license, a certified person Single set up, or a Floating person Single deploy basis, together with a 12-month subscription to the aid capabilities. costs differ by using license class. Rational DNG is an upgrade to Rational doorways 9, unifying its facets right into a single-server or net-based requirements platform that permits for stronger collaboration amongst development teams.




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000-052 exam Dumps Source : Collaborative Lifecycle Management V4 Exam

Test Code : 000-052
Test Name : Collaborative Lifecycle Management V4 Exam
Vendor Name : IBM
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Collaborative Lifecycle Management V4 Exam

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Ran-tech Engineering and Aerospace Streamlines Design and Collaboration with Dassault Systèmes V6 Solutions | killexams.com real questions and Pass4sure dumps

WOODLAND HILLS, Calif.--(BUSINESS WIRE)--Dassault Systèmes (DS) (Euronext Paris: #13065, DSY.PA)(Paris:DSY), a world leader in 3D and Product Lifecycle Management (PLM) solutions, announced today that Ran-tech Engineering & Aerospace, an aerospace and defense part supplier, is utilizing Dassault Systèmes’ V6 platform to manufacture parts, design fixtures and collaborate throughout the company.

Ran-tech, a supplier to Airbus and Boeing, manufactures high tolerance aerospace parts. The company required a system to properly manage design data across various departments. Working with Idex Solutions, a leading Dassault Systèmes value-added reselling partner, Ran-tech is implementing solutions from Idex’s V6 Manufacturing Quick Start Program in order to create one reliable, accurate source of information throughout the company. Ran-tech will be utilizing DELMIA V6 Machining solutions to virtually create and control all production processes and CATIA V6 Design for innovative product authoring.

“We have an aggressive plan to deploy Dassault Systèmes solutions within one month of our purchase, which will enable us to quickly benefit from our investment,” said William Cannard, CEO of Ran-tech. “Idex has developed a deployment plan to build tool libraries, runner documents, NC posts, training and PLM deployment that ensures we fully benefit from our investment in this end-to-end solution.”

With DELMIA V6 Machining Integrated Programming with Simulation solutions, Ran-tech will benefit from the powerful machining operation algorithms that will enable them to reduce their programming lead time significantly. ENOVIA V6 infrastructure will manage the lifecycle of all machining deliverables, which will enable Ran-tech to meet all government regulations and build and harness a unique machining IP that can be shared across the extended enterprise. CATIA V6’s innovative authoring capabilities, coupled with its native integration with DELMIA V6’s machining solutions, will allow Ran-Tech to develop cutting edge tooling and fixtures for an industry that is nearly standardized on Dassault Systèmes V4 and V5 design solutions.

“Dassault Systèmes' V6 platform enables enterprise collaboration from engineering to manufacturing,” said Patrick Michel, vice president, DELMIA Solutions and Marketing, Dassault Systèmes. “Utilizing V6 solutions, Ran-tech has the ability to create a single version of the truth for all of its product and manufacturing information, allowing stronger collaboration across all departments.”

Dassault Systèmes’ V6 platform empowers users to create, share and experience products in 3D with real-time seamless collaboration across the extended enterprise. V6 online-enabled, design-anywhere solutions are ready-to-use and engineered for rapid deployment.

About Idex Solutions

Idex Solutions has been providing engineering services to companies since 1996. Idex began providing CATIA solid modeling and drafting services to the automotive and aerospace fields, as well as contract labor to help engineering departments during peak manpower requirements. These services are now complimented with a world class PLM Organization. Idex is a leading Dassault Systemes partner representing the ENOVIA, CATIA, DELMIA, SIMULIA, 3DVIA and Exalead brands. For more information, visit http://www.idexsolutions.com.

About Dassault Systèmes

As a world leader in 3D and Product Lifecycle Management (PLM) solutions, Dassault Systèmes brings value to more than 115,000 customers in 80 countries. A pioneer in the 3D software market since 1981, Dassault Systèmes applications provide a 3D vision of the entire lifecycle of products from conception to maintenance to recycling. The Dassault Systèmes portfolio consists of CATIA for designing the virtual product - SolidWorks for 3D mechanical design - DELMIA for virtual production - SIMULIA for virtual testing - ENOVIA for global collaborative lifecycle management, and 3DVIA for online 3D lifelike experiences. For more information, visit http://www.3ds.com.

CATIA, DELMIA, ENOVIA, SIMULIA, SolidWorks and 3D VIA are registered trademarks of Dassault Systèmes or its subsidiaries in the US and/or other countries.


Why the Psychology of Pain Matters for Injured Worker Recovery | killexams.com real questions and Pass4sure dumps

Tailoring treatment to a patient’s individual reaction to pain can yield better outcomes for injured workers and payers.

The path to recovery from a work-related injury is not often linear; treatment, rehabilitation and return-to-work is not always simple. Injuries are about much more than a physical insult to the body. Dealing with pain involves psychological and social components as well.

Mismanaging these components could significantly lengthen a patient’s recovery, adding both time and cost to a claim.

“Approximately 20 percent of injured workers experiencing acute lower back pain never fully recover, instead developing a chronic pain condition that can extend the life of a claim for years,” said Kim Radcliffe, senior vice president, clinical operations, One Call.

The key to improving outcomes for both injured workers and workers’ comp payers is addressing all of the biopsychosocial factors that contribute to the experience of pain — both qualitative and quantifiable.

“This clinical approach considers all of an individual’s biological, social and psychological factors, and how each of those factors work individually and in tandem to impact perception of pain, coping mechanisms, and risk of recovery failure,” said Sean Sullivan, senior director of product management, One Call.

In this Q&A, Sullivan and Radcliffe describe what’s involved in a biopsychosocial approach to pain management, and how identifying risk factors early can translate to faster return-to-work and lower total claim costs.

R&I: What makes claims involving chronic pain so costly and complex?

Radcliffe: The amount of time off work for chronic pain can be anywhere from six months to four years. That’s obviously an extreme variation, but someone who does not develop chronic pain could be fully back to work in three to four months, maximum.

The longer a claim is open, the more the employment and indemnity costs pile up. The 20 percent of injured workers that develop chronic pain end up accounting for upwards of 85 percent of the costs associated with treating lower back injuries.

The 20 percent of injured workers that develop chronic pain end up accounting for upwards of 85 percent of the costs associated with treating lower back injuries.

Chronic pain patients are receiving more therapy and more medications, which increases the risk of abuse or misuse. Eventually, unnecessary surgical procedures may be performed to address that pain. The utilization of surgery to resolve chronic pain conditions and the failure rates of those surgeries are pretty high.

R&I: What are the psychological and social factors that contribute to the development of chronic pain from an acute injury?

Radcliffe: A person’s temperament is a big factor. Are they optimistic or pessimistic? Do they drive themselves to high levels of work focus, or do they lack motivation?

Kim Radcliffe, Senior Vice President, Clinical Operations, One Call

There are also psychological components in an individual’s perception of pain. One person might stub their toe and say the pain is a level two out of 10 and go about their day. Another person might say it’s an eight and sit on the couch because they’re afraid of making it worse. That’s not always a conscious choice … that person may just be prone to catastrophizing.

Catastrophizing and fear avoidance can impair a person’s ability to perform normal daily functions even when the injury itself is not severe. Everyone’s response to pain is different.

R&I: In workers’ compensation, what barriers exist to identifying and addressing biopsychosocial factors?

Sullivan: It comes down to compensability and a clear understanding of the inflection points in a claim lifecycle that drive costs. When you’re dealing with a specific physical injury incurred on the job, the impact to the musculoskeletal system can be black and white. But when you get into comorbidities, chronic conditions and the psychosocial components that aren’t as directly related to the injury event, it’s not as clear.

Addressing these types of cost drivers, however, is critical to any program that is advancing a clinically-driven and value-based model of care. I think people in the industry understand this, but may be hesitant to spend more money upfront, even when it means saving as much as 30-40 percent over the long run in appropriately identified claims.

Catastrophizing and fear avoidance can impair a person’s ability to perform normal daily functions even when the injury itself is not severe. Everyone’s response to pain is different.

Radcliffe: I think it’s important to recognize that addressing the psychological or behavioral components of a claim doesn’t mean we’re seeking out other illnesses to treat. People have a fear that digging into those factors will open up a whole other can of worms.

The goal is not to diagnose patients with a psychological condition. We’re addressing the psychological factors that are associated with healing.

R&I: How do you identify these factors in the first place for each patient?

Sullivan: At One Call, we have a broad biopsychosocial solution that consists of two core components — analytics and product diversity. That boils down to first identifying patients at higher risk and then providing them with the right solution to mitigate identified risk. The first component involves stand-alone tools that we’ve continued to refine, in part through collaborations with our analytics partners, like High Line Health. We are also uniquely positioned in the marketplace to tackle population-level risk identification in partnership with health plan administrators and risk managers.

Radcliffe: We use data analytics to look for trends in patient demographics or injury characteristics to identify at-risk patients at a population level. Then, on a case-by-case basis, we use individual screening tools like questionnaires that assess that person’s psychological predisposition as well as their social environment.

The surveys evaluate tendencies like fear avoidance and include a pain catastrophizing scale. Based on the patient’s responses, we look for the specific psychosocial components that could complicate their recovery. Now we can start implementing an approach that takes those factors into consideration.

Sullivan: While surveys just scratch the surface, they provide a host of information to providers who then make small, supplemental changes to the care plan that make a big difference.

R&I: Do providers know what changes to make in their approach to a patient with a psychosocial red flag?

Sullivan: Quality providers often identify and document these types of flags in their treatment notes as variables that may be impacting progress. On one end of the spectrum of providing a holistic solution is provider engagement. This is as simple as calling up the provider when we see red flags on a patient’s file and offering them coaching and support to drive improved injured worker interactions.

Sean Sullivan, senior director of product management, One Call

Further down the spectrum, we make biopsychosocial solutions recommendations for at-risk patients that help physical therapy or home health providers achieve better outcomes.

Radcliffe: We are training our physical therapists, for example, to communicate differently and make sure we focus on function versus pain. Physical therapists can help patients move beyond fear avoidance and understand that they can still move even if they have pain. So we start there.

With no early interventions, only 60 percent of chronic pain patients are back at work one year after injury. When you do bring in the psychological and behavioral services early, that percentage goes up to 90 percent.

Sullivan: For more complex claims, we move into direct patient engagement, so we’re checking in with the injured worker, providing them educational materials on chronic pain and safe use of opioids, or possibly setting up weekly telehealth visits with a behavioral specialist who can help them develop clear recovery and return-to-work goals.

In the most serious cases, we can coordinate cognitive behavioral therapy or in-patient functional restoration programs, but our goal is to identify these issues early enough to prevent utilization of these services.

R&I: How prominent or effective are telehealth services in addressing psychosocial factors?

Sullivan: Telehealth is a really important part of this solution because it allows patients to see a behavioral health specialist from the comfort and privacy of their own home. There is still a stigma attached to receiving help for psychological or behavioral health issues. The telehealth ‘service from anywhere’ model offers convenience, reduces stigma, and can increase engagement.

R&I: Others have used predictive analytics and telehealth services in workers’ comp claims. What makes One Call’s biopsychosocial solution unique?

Radcliffe: The big differentiator of our program is that it combines prediction and prevention. The traditional approach to treating work-related injuries is just biological in nature. So for chronic pain, that means chronic pharmacological intervention in the form of opioids.

That has resulted in a portion of the population with opioid dependency still struggling with chronic pain. That biomedical approach is just not enough.

We’re trying to get to patients before they become part of that population. By identifying the psychosocial factors that put injured workers at-risk, and taking it one step further to connect them with the right services, we’re proactively mitigating the development of chronic pain.

R&I: How do you measure the success of using a full biopsychosocial solution? What improvement in claim outcomes have you seen?

Radcliffe: With no early interventions, only 60 percent of chronic pain patients are back at work one year after injury. When you do bring in the psychological and behavioral services early, that percentage goes up to 90 percent. That also means reduced health care utilization and fewer missed work days, meaning reduced medical and indemnity spend.

Sullivan: We will measure success by objective spend outcomes and qualitative injured worker experience.

As an example, a 2014 JAMA study reported employers spend about $15,000 more for each covered individual who abuses opioids. Some of the One Call solutions on the less-complex side of the spectrum — like provider engagement or using a health coach — cost less than $1,000. You can see how spending a little more on early interventions saves a significant amount over the life of the claim. &

Katie Dwyer is an associate editor at Risk & Insurance®. She can be reached at [email protected]

Boeing's 7E7 Project Pushes PLM Boundaries | killexams.com real questions and Pass4sure dumps

1 Apr, 2004 By: Arnie Williams DIGITAL BEHAVIOR MODELING From Concept Through Lifecycle

In 1990, Boeing ( www.boeing.com) stunned the design world with the launch of its Boeing 777 project. Using CATIA V4 from Dassault Systémes ( www.3ds.com), the company's engineering group modeled the 777's parts as 3D solids, simulated the geometry of the airplane's design on a computer, and thereby avoided the time-consuming and costly investment in physical mockups. The final assembly line included more than 10,000 parts. Boeing reports that using digital 3D models in the design phase helped reduce the number of changes, errors, and rework by more than 50%. That's an astounding figure-that and other benefits realized by Boeing in this bold digital project made the 777 the design story of the decade and garnered the company the top manufacturing prize in 1995 in the annual Computerworld Smithsonian Awards.

As amazing as the 777 project was-and still is-Boeing and Dassault Syst%s are about two years into a new project that could very well make it pale by comparison. Drawing on lessons learned during the design and manufacture of the Boeing 777 and on other projects during the past decade, the companies are partnering on the next-generation aircraft project-the 7E7. If PLM (product lifecycle management) has been a murky term for many in recent years, the 7E7 project promises to clarify its meaning once and for all.

Digital Modeling on a Global Scale "We broke new ground with the 777 around digital mockup and 3D presentation," says Marcelo Lemos, president of Dassault Syst%s of America. "The 7E7 project is very different in terms of the technology being used. We will be modeling the full behavior of the plane, not just the geometry of parts. We're moving beyond the digital modeling of static parts and geometry to the behavior of the plane throughout its lifecycle, including its operations and maintenance."

Moving from part modeling to behavior modeling means that Boeing must rely on a much more comprehensive set of design tools. In addition to CATIA V5, the project team will employ a full suite of PLM tools from Dassault Syst%s, says Lemos, including ENOVIA for lifecycle applications, DELMIA for digital manufacturing, and SMARTEAM for collaborative product data and lifecycle management.

But a digital project of this scale means more than just an adjustment in the suite of design tools used. Boeing is also revolutionizing the way it works with its partners with this project. Instead of some 10,000 items being assembled by Boeing at project's end, as was the case with the 777, Lemos reports that Boeing will assemble only 13 to 17 units at the end. Many of these subassemblies will be wholly designed by partners hailing from various parts of the United States and from around the world.

Boeing will supply 35% of the structure of the aircraft, but even here different parts will come from other areas within the United States. The vertical fin will come from Boeing's Frederickson, Washington, facilities; the fixed and movable leading edges of the wings from Tulsa, Oklahoma; the flight deck and forward fuselage section from Wichita, Kansas; the movable trailing edges from facilities in Australia; and the wing-to-body fairing from Winnipeg, Canada. Partners working on other aspects of the 7E7 structure include Japan's Fuji Heavy Industries, Kawasaki Heavy Industries, and Mitsubishi Heavy Industries. Vought Aircraft Industries of Dallas and Alenia Aeronautica of Italy are also involved.

To address the many technological and human challenges of bringing together such a diverse team of designers and manufacturers, Boeing and Dassault Syst%s have created something called the GCE (Global Collaborative Environment). Through the GCE, all of the partners on the project will use the same set of PLM tools from Dassault Syst%s, and all of the appropriate project data will reside in the GCE.

Sharing and Protecting Vital Data In the past, collaboration of this magnitude has often snagged on the same hurdle-the need to share partner data in a central repository without compromising proprietary design methods and processes.

"We faced this challenge early on," says Lemos. "This project needs collaboration at the deepest level, and for that to be successful, we have to find the right mix of how much knowledge gets segregated as proprietary and how much will be shared."

Making that kind of decision for the many partners involved has become easier because of Dassault Systémes' role in the project. Boeing has brought them in not only as a consulting and services partner to Boeing, but also to all of the other partners. That lets Dassault Syst%s work on an ongoing basis with partners to fully use the project's standard PLM tools so that the right mix of data is shared through the GCE.

The Full Impact A number of technological aspects of the project will impact the industry. One involves the actual materials used in plane construction. Boeing will extensively use composites throughout the 7E7, reducing weight and cost. Another is the use of sophisticated knowledgeware to capture and reuse knowledge gained on the project. But the biggest impact is likely to be a sociological one. The small number of partners made responsible for large discrete elements of the plane could change the way large manufacturers bring projects to market and will doubtless lay bare the many challenges in taking such a holistic approach to lifecycle management.

Despite the inherent challenges, this approach is one that Boeing believes in and is determined to stand behind. The company has standardized on Dassault Systémes' suite of PLM tools for its projects going forward and will apply the lessons learned in its GCE-centric approach to all of its future design projects.



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