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ITT originally purchased Windchill (before it was even a product) based on a PowerPoint presentation from PTC. We immediately recognized that Windchill relies on the very same vision as our single-source product data objective. The question then became whether PTC could deliver on the technology side, and whether we could deliver on the implementation side. If I could point to any single moment in time, this was when our relationship with PTC went from that of a vendor/customer to a partner, with plenty of risk-sharing between us.
It wasn’t until early 2000 when we put our combined vision to the test. The mission of our pilot project was to develop a global electronic vault, engineering change procedure, and integration with our business systems that can be seamlessly integrated with all business units. Sound like a lot? Yes, but we were only out to prove it out, which means we would only have 10-20% of a production system in the end.
We choose Windchill to do this because we felt it had many of the basic features and functions important for a global and scalable implementation, namely:
- Out-of-the-box document management (revision/access control)
- Structured document management, coupled with Object Link and Embedding (OLE)
- Workflow process automation and monitoring
- Fully web-based (not web-enabled)
- Enhanced search capabilities
- Process participation via e-mail
- Electronic review, markup and digital signature.
The pilot project was spearheaded by ITT Bell & Gossett (a pump company), with partners ITT Engineered Valves (primarily a valve company) and ITT Fluid Handling Systems (an automotive supplier). The significance of working with such diverse companies is that it further proves that the technology is flexible enough to adapt to many types of businesses.
We initially estimated that the pilot would take 18 months and a lot of money, We were instead given 3 months and a small amount of resources. Nevertheless, we took even less time and accomplished even more than we planned. We proved out every item we set out to, including something thought impossible—real-time integration with our oldest and most obsolete ERP system!
When it was time to demonstrate the pilot to our senior management (the ones who paid the bills), we chose not to do it in Chicago where the project was developed and hosted. No, that would be too easy and would not show the global nature of our accomplishments. We selected one of our businesses in Italy, located just an hour’s drive from Venice. During the demonstration, we walked through all the capabilities and even brought up a 20-MB Pro/ENGINEER assembly published in ProductView in under two minutes across the WAN (Wide Area Network)!
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| Bell & Gossett brand pump displayed using ProductView |
OK, there’s bad news, too. We failed to set the right expectations for management and potential users. We heard comments like "what’s is the big deal about that?" Look back to 2000 and try to remember that real-time integration between product data and ERP was considered nearly utopian. In addition, the pilot system looked so good that some managers questioned why it would take a considerably more funding to make it a production application. Lastly, we failed to properly measure the "as is" process vs. the "to be." Unfortunately, the individuals controlling the money concentrated on the cost rather than on the value this program would bring to their respective businesses.
- All of our implementations are only approved or scaled back to meet the benchmark three-month window.
- Set proper expectations and get sign-off before proceeding.
- Have metrics in place, however imperfect, so you can accurately assess results.
The pilot Windchill project completed in 2000 led to several production applications later that year and in 2001. The Global Engineering Change System began in mid-2001 and was led by ITT Engineered Valves, which was confronting a problem that many large and growing global companies face—the same products are collaboratively engineered and manufactured at multiple locations. Because engineering changes are communicated informally between sites, product offerings can be inconsistent and therefore confusing to customers, and cost-reducing changes are delayed. This slows the implementation of product improvements and can have a negative impact on competitive position, customer perceptions, and warranty cost. It can also result in Inventory changes that are not well-coordinated, while the lack of an adequate approval mechanism across multiple sites can add cycle time.
This implementation of Windchill for Global Change System has now expanded out to other businesses. It has already demonstrated savings equal to the cost of implementation and will continue to generate value and be enhanced. The key to this success is not just the technology but rather that the business process is the first priority and that common requirements must be developed and fundamental needs understood.
There is no doubt we will continue to generate value out of our investment in Pro/ENGINEER and associated modules. Our rapid implementation of Windchill applications to provide solutions will accelerate. Some of the Windchill solutions that are completed, in progress, or planned include:
- Global Vault
- Global Engineering Change System
- Request for Quote System
- Purchase Acquisition Requisition (PAR) System
- Program/Project Management (ProjectLink)
- Global Parts Library (PartsLink)
- Windchill–Pro/INTRALINK integration
We still have a long journey ahead, with more challenges than any of us care to contemplate. One thing we do know, however, is that we are resolute and ready to face them. Although some may still consider a well thought-out and documented vision and strategy a luxury they cannot afford, we hope that our experience demonstrates how invaluable they are as a map to move toward the world of single-source product data. 
Ronald Watson is Global Product Data Manager at ITT Fluid Technology / ITT Motion and Flow Control. He can be reached by email at rwatson@fluids.ittind.com.
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