Management Training for Effective
CAD/CAM/CAE/PDM Implementations
For CAD/CAM/CAE/PDM to be
successful...
Top Management must be Informed, Involved, and Accountable
WAMware -- and specifically its founder, Wayne McClelland -- is unique in its ability to train and mentor top managers in how to drive for successful implementation of CAD/CAM/CAE/PDM. This uniqueness stems from its neutrality (not wed to a specific CAD or PDM vendor) yet in-depth knowledge of the technologies, the challenges, and ultimately the path to a successful implementation. Beyond knowledge alone, Wayne (see biographical sketch) has an uncanny ability to make even the most complex technologies understandable by managers and to relate these technologies to daily management actions that will be critical to success.
Objectives
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Provide project managers, product line managers, engineering executives, and top-management an introduction to the technologies and applications for modern CAD/CAM/CAE/PDM. Remove the mystique and highlight the key management pressure points to monitor. |
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Assist top-management in monitoring the progress of the CAD/CAM/CAE/PDM implementation and identifying any required mid-course corrections. |
Approach
Our suggested approach is two fold:
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first, all managers should attend a two-day course on "Managing CAD/CAM/CAE/PDM for Strategic Business Benefits" conducted by Wayne or a WAMware-certified management consultant... |
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and then, we suggest quarterly management reviews on the progress of the implementation, with Wayne or the WAMware-certified management consultant participating in these reviews at least once per year. |
Our attention will be raised beyond just the automation of design and engineering tasks toward a broad process automation at the "enterprise" level.
Outline for "Managing CAD/CAM/CAE/PDM for Strategic Business Benefits" Course
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Suggested Content of Quarterly Reviews
Top management, e.g. chaired by the VP of Engineering, should hold a quarterly review to assess progress against plan for the CAD/CAM/CAE/PDM implementation. This should include an open and honest discussion of such things as:
| Degree of implementation -- number of projects completed last quarter with the new tools; number of project teams now ready to deploy the new tools on new projects; number of users trained, number of managers trained; amount of mentoring available; etc. |
| Benefits seen to date -- design problems uncovered earlier; reduced prototypes; improved supplier coordination and reduced delivery times; etc. |
| Bottlenecks to date -- resistance by user community; resistance by management; hardware/software/networking problems; resource problems; etc. |
| Actions required to accelerate implementation -- involvement by management; priorities; investments; attitude adjustments |
| Progress on achieving "opportunity $$$" (see Assuring Success...) |
We strongly suggest that WAMware or a WAMware-certified management consultant participate in these reviews at least once or twice per year as an adjunct member of the management team.
WAMware Involvement
Activity Wayne WAMware
ColleaguePre-visit Coordination and Class Customization ½ day 1 day Management Training Class 2 days 2 days Management Quarterly Reviews (assume 2/year) 2 days -- Total WAMware Involvement
(plus travel expenses at cost)4 ½ days 3 days
WAMware Qualifications
| On-going interaction with over 100 CAD/CAM/CAE/PDM implementations worldwide (USA, Germany, Japan) |
| Extensive experience with all technical and implementation aspects (design, analysis, manufacturing, team data management, open architecture) |
| Neutrality and objectivity |
| Comprehensive, expert services (training, projects, on-site support, customization, implementation assistance, implementation planning, executive advisor) via the WAMware implementation team |
… the experience, talent and drive to assure and accelerate successful CAD/CAM/CAE/PDM implementations.
