PRODUCT LIFE CYCLE MANAGEMENT

1.1 INTRODUCTION

Product lifecycle management (PLM) is the process of managing the entire lifecycle of a

product from its conception, through design and manufacture, to service and disposal. PLM

integrates people, data, processes and business systems and provides a product information

backbone for companies and their extended enterprise.

'Product lifecycle management' (PLM) should be distinguished from 'Product life cycle

management (marketing)' (PLCM). PLM describes the engineering aspect of a product, from

managing descriptions and properties of a product through its development and useful life;

whereas, PLCM refers to the commercial management of life of a product in the business market

with respect to costs and sales measures.

Product lifecycle management is one of the four cornerstones of a corporation's information

technology structure. All companies need to manage communications and information with their

customers (CRM-Customer Relationship Management), their suppliers (SCM-Supply Chain

Management), their resources within the enterprise (ERP-Enterprise Resource Planning) and

their planning (SDLC-Systems Development Life Cycle). In addition, manufacturing

engineering companies must also develop, describe, manage and communicate information about

their products.

A form of PLM called people-centric PLM. While traditional PLM tools have been deployed

only on release or during the release phase, people-centric PLM targets the design phase.

Recent (as of 2009) ICT development (EU funded PROMISE project 2004-2008) has allowed

PLM to extend beyond traditional PLM and integrate sensor data and real time 'lifecycle event

data' into PLM, as well as allowing this information to be made available to different players in

the total lifecycle of an individual product (closing the information loop). This has resulted in the

extension of PLM into Closed Loop Lifecycle Management (CLLM).

Benefits

Documented benefits of product lifecycle management include:

Reduced time to market

Improved product quality

Reduced prototyping costs

More accurate and timely Request For Quote generation

Ability to quickly identify potential sales opportunities and revenue contributions

Savings through the re-use of original data

A framework for product optimization

Reduced waste

Savings through the complete integration of engineering workflows

Documentation that can assist in proving Compliance for RoHS or Title 21 CFR Part 11

Ability to provide Contract Manufacturers with access to a centralized product record

Areas of PLM

Within PLM there are five primary areas;

1. Systems Engineering (SE)

2. Product and Portfolio Management (PPM)

3. Product Design (PD)

4. Manufacturing Process Management (MPM)

5. Product Data Management (PDM)

Systems Engineering is focused on meeting all requirements, primary meeting customer needs,

and coordinating the Systems Design process by involving all relevant disciplines. Product and

Portfolio Management is focused on managing resource allocation, tracking progress vs. plan for

projects in the new product development projects that are in process (or in a holding status).

Portfolio management is a tool that assists management in tracking progress on new products and

making trade-off decisions when allocating scarce resources. Product Data Management is

focused on capturing and maintaining information on products and/or services through their

development and useful life.

Introduction to development process

The core of PLM (product lifecycle management) is in the creations and central management of

all product data and the technology used to access this information and knowledge. PLM as a

discipline emerged from tools such as CAD, CAM and PDM, but can be viewed as the

integration of these tools with methods, people and the processes through all stages of a

product’s life.[6] It is not just about software technology but is also a business strategy.

For simplicity the stages described are shown in a traditional sequential engineering workflow.

The exact order of event and tasks will vary according to the product and industry in question but

the main processes are:

Conceive

o Specification

o Concept design

Design

o Detailed design

o Validation and analysis (simulation)

o Tool design

Realize

o Plan manufacturing

o Manufacture

o Build/Assemble

o Test (quality check)

Service

o Sell and Deliver

o Use

o Maintain and Support

o Dispose

The major key point events are:

Order

Idea

Kick-off

Design freeze

Launch

The reality is however more complex, people and departments cannot perform their tasks in

isolation and one activity cannot simply finish and the next activity start. Design is an iterative

process, often designs need to be modified due to manufacturing constraints or conflicting

requirements. Where exactly a customer order fits into the time line depends on the industry

type, whether the products are for example Build to Order, Engineer to Order, or Assemble to

Order.

History

Inspiration for the burgeoning business process now known as PLM came when American

Motors Corporation (AMC) was looking for a way to speed up its product development process

to compete better against its larger competitors in 1985, according to François Castaing, Vice

President for Product Engineering and Development.[9] After introducing its compact Jeep

Cherokee (XJ), the vehicle that launched the modern sport utility vehicle (SUV) market, AMC

began development of a new model, that later came out as the Jeep Grand Cherokee. The first

part in its quest for faster product development was computer-aided design (CAD) software

system that make engineers more productive. The second part in this effort was the new

communication system that allowed conflicts to be resolved faster, as well as reducing costly

engineering changes because all drawings and documents were in a central database. The product

data management was so effective, that after AMC was purchased by Chrysler, the system was

expanded throughout the enterprise connecting everyone involved in designing and building

products. While an early adopter of PLM technology, Chrysler was able to become the auto

industry's lowest-cost producer, recording development costs that were half of the industry

average by the mid-1990s.

Phases of product lifecycle and corresponding technologies

Many software solutions have developed to organize and integrate the different phases of a

product’s lifecycle. PLM should not be seen as a single software product but a collection of

software tools and working methods integrated together to address either single stages of the

lifecycle or connect different tasks or manage the whole process. Some software providers cover

the whole PLM range while others a single niche application. Some applications can span many

fields of PLM with different modules within the same data model. An overview of the fields

within PLM is covered here. It should be noted however that the simple classifications do not

always fit exactly, many areas overlap and many software products cover more than one area or

do not fit easily into one category. It should also not be forgotten that one of the main goals of

PLM is to collect knowledge that can be reused for other projects and to coordinate simultaneous

concurrent development of many products. It is about business processes, people and methods as

much as software application solutions. Although PLM is mainly associated with engineering

tasks it also involves marketing activities such as Product Portfolio Management (PPM),

particularly with regards to New product introduction (NPI).

Phase 1: Conceive

Imagine, specify, plan, innovate

The first stage in idea is the definition of its requirements based on customer, company, market

and regulatory bodies’ viewpoints. From this specification of the products major technical

parameters can be defined. Parallel to the requirements specification the initial concept design

work is carried out defining the visual aesthetics of the product together with its main functional

aspects. For the Industrial Design, Styling, work many different media are used from pencil and

paper, clay models to 3D CAID Computer-aided industrial design software.

In some concepts, the investment of resources into research or analysis-of-options may be

included in the conception phase - e.g. bringing the technology to a level of maturity sufficent to

move to the next phase. However, life-cycle engineering is iterative. It is always possible that

something doesn't work well in any phase enough to back up into a prior phase - perhaps all the

way back to conception or research. There are many examples to draw from.

Phase 2: Design

Describe, define, develop, test, analyze and validate

This is where the detailed design and development of the product’s form starts, progressing to

prototype testing, through pilot release to full product launch. It can also involve redesign and

ramp for improvement to existing products as well as planned obsolescence. The main tool used

for design and development is CAD Computer-aided design. This can be simple 2D Drawing /

Drafting or 3D Parametric Feature Based Solid/Surface Modeling. Such software includes

technology such as Hybrid Modeling, Reverse Engineering, KBE (Knowledge-Based

Engineering), NDT (Nondestructive testing), Assembly construction.

This step covers many engineering disciplines including: Mechanical, Electrical, Electronic,

Software (embedded), and domain-specific, such as Architectural, Aerospace, Automotive, ...

Along with the actual creation of geometry there is the analysis of the components and product

assemblies. Simulation, validation and optimization tasks are carried out using CAE (Computer-

aided engineering) software either integrated in the CAD package or stand-alone. These are used

to perform tasks such as:- Stress analysis, FEA (Finite Element Analysis); Kinematics;

Computational fluid dynamics (CFD); and mechanical event simulation (MES). CAQ

(Computer-aided quality) is used for tasks such as Dimensional Tolerance (engineering)

Analysis. Another task performed at this stage is the sourcing of bought out components,

possibly with the aid of Procurement systems.

Phase 3: Realize

Manufacture, make, build, procure, produce, sell and deliver

Once the design of the product’s components is complete the method of manufacturing is

defined. This includes CAD tasks such as tool design; creation of CNC Machining instructions

for the product’s parts as well as tools to manufacture those parts, using integrated or separate

CAM Computer-aided manufacturing software. This will also involve analysis tools for process

simulation for operations such as casting, molding, and die press forming. Once the

manufacturing method has been identified CPM comes into play. This involves CAPE

(Computer-aided Production Engineering) or CAP/CAPP – (Production Planning) tools for

carrying out Factory, Plant and Facility Layout and Production Simulation. For example: Press-

Line Simulation; and Industrial Ergonomics; as well as tool selection management. Once

components are manufactured their geometrical form and size can be checked against the

original CAD data with the use of Computer Aided Inspection equipment and software. Parallel

to the engineering tasks, sales product configuration and marketing documentation work will be

taking place. This could include transferring engineering data (geometry and part list data) to a

web based sales configurator and other Desktop Publishing systems.

Phase 4: Service

Use, operate, maintain, support, sustain, phase-out, retire, recycle and disposal

The final phase of the lifecycle involves managing of in service information. Providing

customers and service engineers with support information for repair and maintenance, as well as

waste management/recycling information. This involves using such tools as Maintenance, Repair

and Operations Management (MRO) software.

All phases: product lifecycle

Communicate, manage and collaborate

None of the above phases can be seen in isolation. In reality a project does not run sequentially

or in isolation of other product development projects. Information is flowing between different

people and systems. A major part of PLM is the co-ordination of and management of product

definition data. This includes managing engineering changes and release status of components;

configuration product variations; document management; planning project resources and

timescale and risk assessment.

For these tasks graphical, text and metadata such as product bills of materials (BOMs) needs to

be managed. At the engineering departments level this is the domain of PDM – (Product Data

Management) software, at the corporate level EDM (Enterprise Data Management) software,

these two definitions tend to blur however but it is typical to see two or more data management

systems within an organization. These systems are also linked to other corporate systems such as

SCM, CRM, and ERP. Associated with these system are Project Management Systems for

Project/Program Planning.

This central role is covered by numerous Collaborative Product Development tools which run

throughout the whole lifecycle and across organizations. This requires many technology tools in

the areas of Conferencing, Data Sharing and Data Translation. The field being Product

visualization which includes technologies such as DMU (Digital Mock-Up), Immersive Virtual

Digital Prototyping (virtual reality) and Photo realistic Imaging.

User skills

The broad array of solutions that make up the tools used within a PLM solution-set (e.g., CAD,

CAM, CAx...) were initially used by dedicated practitioners who invested time and effort to gain

the required skills. Designers and engineers worked wonders with CAD systems, manufacturing

engineers became highly skilled CAM users while analysts, administrators and managers fully

mastered their support technologies. However, achieving the full advantages of PLM requires the

participation of many people of various skills from throughout an extended enterprise, each

requiring the ability to access and operate on the inputs and output of other participants.

Despite the increased ease of use of PLM tools, cross-training all personnel on the entire PLM

tool-set has not proven to be practical. Now, however, advances are being made to address ease

of use for all participants within the PLM arena. One such advance is the availability of “role”

specific user interfaces. Through Tailorable UIs, the commands that are presented to users are

appropriate to their function and expertise.

Product development processes and methodologies

A number of established methodologies have been adopted by PLM and been further advanced.

Together with PLM digital engineering techniques, they have been advanced to meet company

goals such as reduced time to market and lower production costs. Reducing lead times is a major

factor as getting a product to market quicker than the competition will help with higher revenue

and profit margins and increase market share.

These techniques include:-

Concurrent engineering workflow

Industrial Design

Bottom-up design

Top-down design

Front loading design workflow

Design in context

Modular design

NPD New product development

DFSS Design for Six Sigma

DFMA Design for manufacture / assembly

Digital simulation engineering

Requirement driven design

Specification managed validation

Configuration Management

Concurrent engineering workflow

Concurrent engineering (British English: simultaneous engineering) is a workflow that,

instead of working sequentially through stages, carries out a number of tasks in parallel. For

example: starting tool design before the detailed designs of the product are finished, or starting

on detail design solid models before the concept design surfaces models are complete. Although

this does not necessarily reduce the amount of manpower required for a project, it does

drastically reduce lead times and thus time to market. Feature-based CAD systems have for

many years allowed the simultaneous work on 3D solid model and the 2D drawing by means of

two separate files, with the drawing looking at the data in the model; when the model changes

the drawing will associatively update. Some CAD packages also allow associative copying of

geometry between files. This allows, for example, the copying of a part design into the files used

by the tooling designer. The manufacturing engineer can then start work on tools before the final

design freeze; when a design changes size or shape the tool geometry will then update.

Concurrent engineering also has the added benefit of providing better and more immediate

communication between departments, reducing the chance of costly, late design changes. It

adopts a problem prevention method as compared to the problem solving and re-designing

method of traditional sequential engineering.

Bottom-up design

Bottom-up design (CAD Centric) occurs where the definition of 3D models of a product starts

with the construction of individual components. These are then virtually brought together in sub-

assemblies of more than one level until the full product is digitally defined. This is sometimes

known as the review structure showing what the product will look like. The BOM contains all of

the physical (solid) components; it may (but not also) contain other items required for the final

product BOM such as paint, glue, oil and other materials commonly described as 'bulk items'.

Bulk items typically have mass and quantities but are not usually modelled with geometry.

Bottom-up design tends to focus on the capabilities of available real-world physical technology,

implementing those solutions which this technology is most suited to. When these bottom-up

solutions have real-world value, bottom-up design can be much more efficient than top-down

design. The risk of bottom-up design is that it very efficiently provides solutions to low-value

problems. The focus of Bottom-Up design is "what can we most efficiently do with this

technology?" rather than the focus of Top-Down which is "What is the most valuable thing to

do?"

Top-down design

Top-Down design is focused on high-level functional requirements, with relatively less focus on

existing implementation technology. A top level spec is decomposed into lower and lower level

structures and specifications, until the physical implementation layer is reached. The risk of a

top-down design is that it will not take advantage of the most efficient applications of current

physical technology, especially with respect to hardware implementation. Top-Down design

sometimes results in excessive layers of lower-level abstraction and inefficient performance

when the Top-Down model has followed an abstraction path which does not efficiently fit

available physical-level technology. The positive value of Top-Down design is that it preserves a

focus on the optimum solution requirements.

A Part-Centric Top-down design may eliminate some of the risks of Top-Down design. This

starts with a layout model, often a simple 2D sketch defining basic sizes and some major

defining parameters. Industrial Design, brings creative ideas to product development. Geometry

from this is associatively copied down to the next level, which represents different sub-systems

of the product. The geometry in the sub-systems is then used to define more detail in levels

below. Depending on the complexity of the product, a number of levels of this assembly are

created until the basic definition of components can be identified, such as position and principal

dimensions. This information is then associatively copied to component files. In these files the

components are detailed; this is where the classic bottom-up assembly starts.

The top down assembly is sometime known as a control structure. If a single file is used to

define the layout and parameters for the review structure it is often known as a skeleton file.

Defense engineering traditionally develops the product structure from the top down. The system

engineering process[10] prescribes a functional decomposition of requirements and then physical

allocation of product structure to the functions. This top down approach would normally have

lower levels of the product structure developed from CAD data as a bottom up structure or

design.

Both-Ends-Against-The-Middle design

Both-Ends-Against-The-Middle (BEATM) design is a design process that endeavors to combine

the best features of Top-Down design, and Bottom-Up design into one process. A BEATM

design process flow may begin with an emergent technology which suggests solutions which

may have value, or it may begin with a top-down view of an important problem which needs a

solution. In either case the key attribute of BEATM design methodology is to immediately focus

at both ends of the design process flow: a top-down view of the solution requirements, and a

bottom-up view of the available technology which may offer promise of an efficient solution.

The BEATM design process proceeds from both ends in search of an optimum merging

somewhere between the top-down requirements, and bottom-up efficient implementation. In this

fashion, BEATM has been shown to genuinely offer the best of both methodologies. Indeed

some of the best success stories from either top-down or bottom-up have been successful because

of an intuitive, yet unconscious use of the BEATM methodology. When employed consciously,

BEATM offers even more powerful advantages.

Front loading design and workflow

Front loading is taking top-down design to the next stage. The complete control structure and

review structure, as well as downstream data such as drawings, tooling development and CAM

models, are constructed before the product has been defined or a project kick-off has been

authorized. These assemblies of files constitute a template from which a family of products can

be constructed. When the decision has been made to go with a new product, the parameters of

the product are entered into the template model and all the associated data is updated. Obviously

predefined associative models will not be able to predict all possibilities and will require

additional work. The main principle is that a lot of the experimental/investigative work has

already been completed. A lot of knowledge is built into these templates to be reused on new

products. This does require additional resources “up front” but can drastically reduce the time

between project kick-off and launch. Such methods do however require organizational changes,

as considerable engineering efforts are moved into “offline” development departments. It can be

seen as an analogy to creating a concept car to test new technology for future products, but in

this case the work is directly used for the next product generation.

Design in context

Individual components cannot be constructed in isolation. CAD; CAiD models of components

are designed within the context of part or all of the product being developed. This is achieved

using assembly modelling techniques. Other components’ geometry can be seen and referenced

within the CAD tool being used. The other components within the sub-assembly, may or may not

have been constructed in the same system, their geometry being translated from other CPD

formats. Some assembly checking such as DMU is also carried out using Product visualization

software.

Product and process lifecycle management (PPLM)

Product and process lifecycle management (PPLM) is an alternate genre of PLM in which the

process by which the product is made is just as important as the product itself. Typically, this is

the life sciences and advanced specialty chemicals markets. The process behind the manufacture

of a given compound is a key element of the regulatory filing for a new drug application. As

such, PPLM seeks to manage information around the development of the process in a similar

fashion that baseline PLM talks about managing information around development of the product.

Market size

Total spending on PLM software and services was estimated in 2006 to be above $15 billion a

year, but it is difficult to find any two market analysis reports that agree on figures. [11][12] Market

growth estimates are in the 10% area.

1.2 INDUSTRY PROFILE

INDUSTRY PROFILE

The Consumer Durables industry consists of durable goods and appliances for domestic use such

as televisions, refrigerators, air conditioners and washing machines. Instruments such as cell

phones and kitchen appliances like microwave ovens were also included in this category. The

sector has been witnessing significant growth in recent years, helped by several drivers such as

the emerging retail boom, real estate and housing demand, greater disposable income and an

overall increase in the level of affluence of a significant section of the population. The industry is

represented by major international and local players such as BPL, Videocon, Voltas, Blue Star,

MIRC Electronics, Titan, Whirlpool, etc.

The consumer durables industry can be broadly classified into two segments: Consumer

Electronics and Consumer Appliances. Consumer Appliances can be further categorized into

Brown Goods and White Goods. The key product lines under each segment were as follows.

Industry Size, Growth, Trends

The consumer durables market in India was estimated to be around US$ 5 billion in 2007-08.

More than 7 million units of consumer durable appliances have been sold in the year 2006-07

with colour televisions (CTV) forming the bulk of the sales with 30 per cent share of volumes.

CTV, refrigerators and Air-conditioners together constitute more than 60 per cent of the sales in

terms of the number of units sold.

In the refrigerators market, the frost-free category has grown by 8.3 per cent while direct cool

segment has grown by 9 per cent. Companies like LG, Whirlpool and Samsung have registered

double-digit growth in the direct cool refrigerator market.

In the case of washing machines, the semi-automatic category with a higher base and fully-

automatic categories have grown by 4 per cent to 526,000 units and by 8 per cent to 229,000

units, respectively. In the air-conditioners segment, the sales of window ACs have grown by 32

per cent and that of split ACs by 97 per cent.

Since the penetration in the urban areas for these products is already quite high, the markets for

both C-TV and refrigerators were shifting to the semi-urban and rural areas. The growth across

product categories in different segments is assessed in the following sections.

Consumer Electronics

The CTV production was 15.10 million units in 2007-08 and is expected to grow by at least 25

per cent. At the disaggregated level, conventional CTV volumes have been falling while flat TVs

have grown strongly. Market sources indicate that most CTV majors have phased out

conventional TVs and have been instead focusing more on flat TVs. The flat segment of CTVs

now account for over60 per cent of the total domestic TV production and is likely to be around

65 per cent in 2007-08.High-end products such as liquid crystal display (LCD)and plasma

display CTV grew by 400 per cent and 150 per

Cent respectively in 2009–10 following a sharp decline in prices of these products and this trend

is expected to continue. The audio/video player market has seen significant growth rates in the

domestic market as prices have dropped. This trend is expected to continue through 2009- 2010,

as competition is likely to intensify to scale and capture the mass market.

1.3 INTRODUCTION TO THE COMPANY

SAMSUNG –   Introduction

Our Vision

Samsung is guided by a singular vision: to lead the digital convergence movement.

We believe that through technology innovation today, we will find the solutions we need to

address the challenges of tomorrow. From technology comes opportunity for businesses to grow,

for citizens in emerging markets to prosper by tapping into the digital economy, and for people

to invent new possibilities.

It’s our aim to develop innovative technologies and efficient processes that create new markets,

enrich people’s lives and continue to make Samsung a trusted market leader

Our Mission

Everything we do at Samsung is guided by our mission: to be the best “digital-Company”.

Samsung grew into a global corporation by facing challenges directly. In the years ahead, our

dedicated people will continue to embrace many challenges and come up with creative ideas to

develop products and services that lead in their markets. Their ingenuity will continue to chart

Samsung’s course as a profitable, responsible global corporation.

SAMSUNG HISTORY

2008

Named Yoon-Woo Lee as a Vice Chairman & CEO of

Samsung Electronics

Launched OMNIA phone 

Completed establishing TV manufactory in Russia Kaluga

Became the official sponsor of 2010 Guangzhou Asian

Game

Developed the world's first 2Gb 50 NANO

Samsung takes No. 1 spot in U.S. cellphone market

Opened Global Brand PR Centre ‘Samsung D'light'

No.1 worldwide market share position for TVs achieved for

the 9th quarter in a row

2007 No.1 worldwide market share position for TVs achieved for

the seventh quarter in a row

Developed the world's first 30nm-class 64Gb NAND

Flash™ memory

BlackJack bestowed the Best Smart Phone award at CTIA in

the U.S.

Attained No.1 worldwide market share position for LCD for

the sixth year in a row

2006 Developed the world's first real double-sided LCD

Developed the worlds' first 50nm 1G DRAM

Unveiled 10M pixel camera phone

Launched "Stealth Vacuum," a vacuum cleaner with the

world's lowest level of noises

Launched the worlds' first Blu-Ray Disc Player

Developed 1.72"Super-Reflective LCD Screen

September, 2005 The India Retail Forum has awarded Samsung as the Best Retailer of

the year 2005 in the consumer Durables category. James Damian,

SVP, Best Buy and his team handed over the award to Mr. Ravinder

Zutshi, Dy MD and Samsung India at the India Retail award function

held in Mumbai on 16th September.

February 2005 Mr. S. H. Oh appointed as the President and Chief Executive Officer

of Samsung South West Asia.

November 2004 Samsung received the Golden Peacock Special commendation

Certificate for Corporate Social Responsibility (Private Sector) for

the year 2004 from Mr. Shivraj Patil, Union Home Minister.

February 2004 India made regional headquarters for Samsung Southwest Asia.

February 2004 Mr. K. S. Kim appointed as the First President and Chief Executive

Officer of Samsung South West Asia.

November 2003 Inaugurated Samsung's new, High-Tech, advanced Refrigerator

facility.

August 2003 Commencement of production at refrigerator facility in Noida.

June 2003 Merger of SIEL with SEIIT.

Software technology park set up at Noida

December 2002 Construction commences for 5,000,000 refrigerator plant in Noida

October 2002 Samsung unveils new technology for Consumer Home

Entertainment (DNIe™)

June 1996 Foundation Stone laid for CTV Factory at Noida, Uttar Pradesh.

May 1996 Launch in South

Home Appliances Launch

December 1995 Samsung India Electronics (SIEL) products launched in India.

August 1995 Certificate for commencement of business received by Samsung

GROWING TO BE THE BEST 

Samsung India aims to be the ‘Best Company’ in India by the Year 2006. ‘Best Company’ in

terms of both the internal workplace environment as well as the external context in which the

Company operates. Samsung aims to grow in India by contributing to the Indian economy and

making the lives of its consumers simpler, easier and richer through its superior quality products.

“Our aim is to gain technological leadership in the Indian marketplace even as our goal is to earn

the love and respect of more and more of our Indian consumers.” Mr. S.H. Oh, President & CEO

Samsung South-West Asia Regional Headquarters.

Samsung in India

Samsung India is the hub for Samsung’s South West Asia Regional operations. The South West

Asia Regional Headquarters looks after the Samsung business in Nepal, Sri Lanka, Bangladesh,

Maldives and Bhutan besides India. Samsung India, which commenced its operations in India in

December 1995, today enjoys a sales turnover of over US$ 1Bn in just a decade of operations in

the country.

Headquartered in New Delhi, Samsung India has a network of 19 Branch Offices located all over

the country. The Samsung manufacturing complex housing manufacturing facilities for Colour

Televisions, Colour Monitors,

Refrigerators and Washing Machines is located at Noida, near Delhi. Samsung ‘Made in India’

products like Colour Televisions, Colour Monitors and Refrigerators were being exported to

Middle East, CIS and SAARC countries from its Noida manufacturing complex. Samsung India

currently employs over 1600 employees, with around 18% of its employees working in Research

& Development. 

SAMSUNG GLOBAL

The DNA of Digital Innovation

Samsung Electronics is a global leader in semiconductors, telecommunications, digital media

and digital convergence technologies with 2004 parent company sales of US$55.2Bn and net

income of US$10.3Bn. Employing approx. 113,000 people in over 90 offices in 48 countries, the

company has of 5 main business units: Digital Appliance Business, Digital Media Business,

LCD Business, Semiconductor Business and Telecommunication Network Business. Recognized

as one of the fastest growing global brands, Samsung Electronics Corporation is the world’s

largest pro ducer of Colour Monitors, Colour TVs, Memory Chips and TFT LCD’s. 

 Customized products for Indian Consumers

Samsung understands the local cultural sensibilities to customize its products according to the

Indian market. It has set up a “usability lab” at the Indian Institute of Technology in New Delhi

to customize Samsung products to meet the specific needs of Indian consumers. This industry-

institute partnership is helping Samsung to study and analyze consumer response in aspects of

product design, including aesthetics, ergonomics and interface.

Through its research done on consumer preferences in India, Samsung has concluded that

Indian consumers want more sound oriented products. Thus, the Samsung televisions for India

have a higher sound capacity than their foreign counterparts.

For the semi-automatic segment of Samsung washing machines, Samsung has introduced for

the first time in India a feature called Super Dry. It is present in three of Samsung’s semi

automatic models and dries the clothes better than the rest.

Samsung washing machines have an additional menu that takes care of the local Indian

wardrobes. They also have a ‘memory re-start’ that takes care of the frequent power failures in

India.

PRODUCT PROFILE

650 Series Full HD LCD TV

Developed using our unique Crystal Design with a hint of rose-red color accentuating a

traditional piano-black bezel frame, the 650 Series LCD TV features Auto Motion Plus 120Hz,

an Ultra Clear Panel, DNIe Pro and Wide Color Enhancer Pro to provide perfect picture quality.

Wide Video MP3 Player (YP-P2) Equipped with Bluetooth and a touch screen interface, the YP-

P2 lets consumers enjoy vivid videos on a 3-inch wide LCD screen. Samsung’s proprietary

DNSe 2.0 technology with EmoTure™ UI enhances the ultimate multimedia experience.

VRT Front Loading Washer

Designed with Vibration Reduction TechnologyTM (VRT), our washer dramatically reduces

barrel vibration—even at the highest speed. It also reduces energy and water consumption to the

world’s lowest levels. Further, we’ve enhanced washing performance and eco-friendly

performance with a diamond-shaped embossing drum.

6-in-1 Steam Oven Simple, yet stylish, our 6-in-1 steam oven combines all of the features of a

conventional oven with advanced steam cooking technology to stimulate healthier eating.

Samsung’s versatile steam cooking solution adds a steam function to the conventional oven, grill

and microwave, as well as dry heat and fermenting.

Haptic Touch Screen Phones (SC H-W420/W4200) Built with TouchWiz UI software, our

Haptic model promises a unique user experience, one that touches all of the senses. The

Samsung Haptic features one-touch access, a widget for creating customized desktops and a G

sensor for automatic horizontal rotation of photos and videos. It is designed for the innovative,

‘on-the-go’ user who demands cutting-edge multimedia features, including a web browser.

Ultra-messaging BlackJack II (SG H-i617) Microsoft’s Windows Mobile software-enabled

HSDPA smart phone boasts a bigger screen than the BlackJack I and includes a jog wheel. The

phone also has cuttingedge features such as a touch screen, Bluetooth, GPS and wireless LAN

Review of Literature

REVIEW OF LITERATURE

Following are the reviews of literature that were considered for the purpose of the study:

Dominic (2008) has conducted research and showed that preparation for full-scale

manufacturing of a product not previously offered by that marketer, including these activities:

conceptualization; concept testing and approval; research and development; prototype testing;

economic and market research; and decision making with regard to positioning, pricing,

packaging, distribution, and promotion. A new product may be a minor or great variation on an

existing brand, a true product innovation, or an imitation of a product already on the market.

New product development is necessary to maintain market share because demand for most

brands or products tends to decline over time. New product development is also a necessary

response to new technology and changing market conditions. New product development may be

handled by a dedicated department within the company or may be part of each brand manager's

responsibilities.

Nykodym (2008), according to him, product lifecycle management is the process of managing

the entire lifecycle of a product from its conception, through design and manufacture, to service

and disposal. PLM integrates people, data, processes and business systems and provides a

product information backbone for companies and their extended enterprise.

'Product lifecycle management' (PLM) should be distinguished from 'Product life cycle

management (marketing)' (PLCM). PLM describes the engineering aspect of a product, from

managing descriptions and properties of a product through its development and useful life;

whereas, PLCM refers to the commercial management of life of a product in the business market

with respect to costs and sales measures.

Aggarwal (2009) has conducted a research and concluded that Like human beings, products also

have life-cycle. From birth to death human beings pass through various stages e.g. birth, growth,

maturity, decline and death. A similar life-cycle is seen in the case of products. The product life

cycle goes through multiple phases, involves many professional disciplines, and requires many

skills, tools and processes. Product life cycle (PLC) has to do with the life of a product in the

market with respect to business/commercial costs and sales measures. To say that a product has a

life cycle is to assert four things: that products have a limited life, product sales pass through

distinct stages, each posing different challenges, opportunities, and problems to the seller,

products require different marketing, financial, manufacturing, purchasing, and human resource

strategies in each life cycle stage.

Barber (2009) this paper discusses emphasized that Performance appraisals have become vital to

a given company's success in establishing an appreciation for and mindfulness of employee

production. While there is no question as to their importance in overall productivity, they have

also been the subject of much criticism due to their impersonal approach. Humanistic

development reflecting current trends with regard to performance appraisal systems are twofold

in nature: 1) to realize the employee's production level and 2) establish a sense of personal

appreciation beyond today's automated business community."

Joshi (2010) has conducted a research and concluded that Product Lifecycle Design is the 2nd

step in the Development stage of Product Lifecycle Management. All products go through stages

as they age. These stages are called a product's "lifecycle" and usually include Development

Introduction. Growth, Maturity, Decline. The demand and profitability of a product changes as

it ages through these stages. As companies became more effective at marketing, Product

Lifecycle Management (PLM) became an important strategy to maximize profit and demand and

includes timing for product refreshes, discounting and of course new product development

(NPD) and new designs to replace those in the decline stage.

Irvine (2010) has conducted a research and concluded that every product has a life period, it is

launched, it grows, and at some point, may die. A fair comment is that - at least in the short term

- not all products or services die. Jeans may die, but clothes probably will not. Legal services or

medical services may die, but depending on the social and political climate, probably will not.

Even though its validity is questionable, it can offer a useful 'model' for managers to keep at the

back of their mind. Indeed, if their products are in the introductory or growth phases, or in that of

decline, it perhaps should be at the front of their mind; for the predominant features of these

phases may be those revolving around such life and death. Between these two extremes, it is

salutary for them to have that vision of mortality in front of them.

Need Scope & Objectives

NEED, SCOPE AND OBJECTIVES OF THE STUDY

3.1 Need

In modern product development, as the complexity and variety of products increase to satisfy

increasingly sophisticated customers, so does the need for knowledge and expertise for

developing products. Co-located and monolithic design teams can no longer efficiently manage

the product development effort in its entirety. In order to avoid lengthy product development

cycles, higher development costs and quality problems, collaboration across distributed and

multidisciplinary design teams has become a necessity. Today’s knowledge-intensive product

development environment requires a computational framework which effectively enables

capture, representation, retrieval and reuse of product knowledge. This is the essence of Product

Lifecycle Management (PLM).

3.2 Scope

The scope of the study was limited to samsung authorized companies, Jalandhar.

3.3 Objectives of the study:

The specific objectives of the study would include the following objectives:

To understand history, company profile and product offerings by samsung.

To analyse the importance of product lifecycle in samsung product.

To analyse the trends of usage of samsung product among the customers.

To analyse the feature of classified product of samsung.

To analyse the marketing strategies used by samsung.

To analyse the classified product life cycle of samsung.

Research Methodology

4.1 Research

Research is a procedure of logical and systematic application of the fundamentals of science to

the general and overall questions of a study and scientific technique, which provide precise tools,

specific procedures, and technical rather philosophical means for getting and ordering the data

prior to their logical analysis and manipulation different type of research designs is available

depending upon the nature of research project, availability of manpower and circumstances.

According to D. Slesinger and M. Stephenson research may be defined as” the manipulation of

things, concepts or symbols for the purpose of generalizing to extend, correct or verify

knowledge, whether that knowledge aids in the construction of theory or in the practice of an

art”. Thus it is original contribution to the existing stock of knowledge of making for its

advancement.

4.2 Research Design

Research Design is an arrangement of conditions for collection and analysis of data in a manner

that aims to combine relevance to the research purpose with economy on procedure. The

research problem having been formulated in clear-cut term helps the researcher to prepare a

research design. The preparation of such a design facilitates in conducting it in an efficient

manner as possible. It is a blue print for the fulfillment of objectives and answering questions.

This research is:

4.2A Descriptive Research:

Present research is descriptive research because in this research it has been described that which

method of product lifecycle is being followed in samsung authorized organization in jalandhar

area and various factors considered for the same.

4.2B Conclusion oriented research:

Present research is conclusion oriented because from the research it has been concluded that

product lifecycle is very much effective in producing better results because of knowledge

respondents about product lifecycle management.

4.3 Sampling Design

The following factors have to decide within the scope of sample design:

i) Sample Size: A sample of minimum respondents was selected from various area

in Jalandhar. An effort has been made to select respondents evenly. The survey

was carried out on 100 respondents.

ii) Sample Unit: It indicates who is to be surveyed. The researcher must define the

target population that will be sampled.

iii) Sampling Technique: For the purpose of research convenient sampling is used.

Respondents from different areas of Jalandhar have been approached to get the

questionnaire filled.

4.4 Data Collection

There are two types of data sources. :

i) Secondary data:

It includes information which had already been collected by someone else and which

had already been passed through the statistical process. In this case one is not

confronted with the problems that are usually associated with the collection of

original data. Secondary data either is published data or unpublished data. Secondary

data was collected through internet and by using company’s manuals.

ii) Primary data:

It includes information collected afresh and for the first time, and thus happen to be

original in character. It is the backbone of any study. It was obtained from

respondents that are executives of each department with the help of widely used and

well-known method of survey, through a well-structured questionnaire.

4.5 Limitations of the study

The study may have the following limitations:

The study is to be limited in Jalandhar city only because of limited time and financial

resources. So results of the study may not be generalized for India as a whole.

The sample size is limited to 100 respondents, so complete knowledge about subject is not

possible.

Another factor could be the existence of biasness in the respondents mind. Many times these

biasness have greater bearing on the response put forward by respondents.

Human weaknesses such as inattentiveness cannot be ignored.

Output may be inaccurate: This study will base on the assumption that responses are true and

factual although at times that may not be the case.

Data Analysis

DATA ANALYSIS AND INTERPRETATION

The data has been processed and analyzed by tabulation interpretation so that findings can be

communicated and can be easily understood. The findings are presented in the best possible way.

Tables and graphs had been used for illustration of findings of the research.

Q .1 Are you a Samsung user?

Table 5.1: Samsung user or not

Response No. of Respondents

Yes 90

No 10

Figure 5.1: Samsung user or not

YES NO0

10

20

30

40

50

60

70

80

90

100

RESPONSE

RESPONSE

Analysis and interpretation:

From the above table it is clear that the majority of respondents are Samsung uers while 10% are

not Samsung user.

Q 2: Have you ever used any Samsung product?

Table 5.2: Ever used any Samsung product

Responce No.of Respondents

Yes 79

No 21

Figure 5.2: Ever used any Samsung product

YES NO0

10

20

30

40

50

60

70

80

90

RESPONSE

RESPONSE

Analysis and interpretation:

From the above table and graph it is quiet clear that 79% of the respondents have used Samsung

products and remaining 21% respondents have not ever used Samsung products.

Q:3 Are you satisfied with your Samsung product?

Table:5.3 Satisfied with your Samsung product.

ResponceNo. of

Respondents

Yes 77

No 23

Figure 5.3: Satisfied with your Samsung user.

YES NO0

10

20

30

40

50

60

70

80

90

RESPONSE

RESPONSE

Analysis and interpretation:

The above question is asked to respondents to know their satisfaction level regarding your

samsung product. From the table and graph it is quiet cleat that 77% of the respondents are

satisfied with their current samsung product while 23% of the respondents are not satisfied with

their current samsung product.

Q4. Which product of Samsung you are using?

Table 5.4: Product of samsung you are using.

Product No. of Response

Lcd TV 7

Washing Machine 31

Steam Oven 24

Mobile 38

Note: All purchases are taken as credit sales.

Figure 5.4: Product of samsung you are using.

LCD TV WASHING MACHINE

STEAM OVEN MOBILE0

5

10

15

20

25

30

35

40

NO. OF RESPONDENTS

NO. OF RESPONDENTS

Analysis and interpretation:

From the above table and graph it is clear that 7% of the respondents are using lcd tv while 31%

are using washing machine followed by 24% are using steam oven. Rest 38% respondents are

using samsung mobile phone.

Q 5: Do you wish continue with the same Samsung product brand in the future?

Table:5.5 Samsung product brand in the future.

Responce No.of Respondent

Yes 60

No 40

Figure:5.5 Samsung product brand in the future.

YES NO0

10

20

30

40

50

60

70

RESPONSE

RESPONSE

Figure 5.4:

Analysis and interpretation:

From the above table and graph it is clear that 60% respondents are brand loyal and they are

satisfied with their current brand of their samsung. So 60% respondents wish to continue with the

same samsung product brand in future while 40% do not want to continue with the same

samsung product brand.

Q 6: According to you Samsung product are useful for long term?

Table 5.5: Samsung product are useful for long term.

Responce No.of Respondents

Yes 80

No 20

Note: All sales are taken as credit sales.

Figure 5.5: Samsung product are useful for long term.

YES NO0

10

20

30

40

50

60

70

80

90

RESPONSE

RESPONSE

Analysis and interpretation:

From the above table and graph it is clear that 80% respondents think that samsung product are

useful for long term while 20% think that samsung product are not useful for long term.

Q7: For how much time do you wish to use your samsung product?

Table 5.7: Wish to use your samsung product.

Response No. of Respondents

1-6 months 26

I year 38

2 years 21

More than 2 years 15

Figure 5.7: Wish to use your samsung product.

1 -6 months 1 year 2 year More than 2 years0

5

10

15

20

25

30

35

40

RESPONSE

RESPONSE

Analysis and interpretation:

From the above table and graph it is clear that 38% of respondents wish to use samsung product

for the time period of 1 year while 26% want to use it for less than one year followed by 21%

want to use it for 2 years and remaining 15% wish to use samsung product for more than 2 years.

Findings of the study

FINDINGS OF THE STUDY

After conducting the study on “Product Lifecycle Management of Samsung” the findings were as

follows.

It clear that the majority of respondents are Samsung uers while 10% of the respondents are

using other companies product.

From the study it has been found that 79% of the respondents have used Samsung products

and remaining 21% respondents have not ever used Samsung products.

It has been found that 77% of the respondents are satisfied with their current samsung

product while 23% of the respondents are not satisfied with their current samsung product.

The question is asked to respondents to know their satisfaction level regarding your samsung

product.

It has been found that 7% of the respondents are using lcd tv while 31% are using washing

machine followed by 24% are using steam oven. Rest 38% respondents are using samsung

mobile phone.

It is clear that 60% respondents are brand loyal and they are satisfied with their current brand

of their samsung. So 60% respondents wish to continue with the same samsung product

brand in future while 40% do not want to continue with the same samsung product brand.

It is clear that 80% respondents think that samsung product are useful for long term while

20% think that samsung product are not useful for long term.

It is clear that 38% of respondents wish to use samsung product for the time period of 1 year

while 26% want to use it for less than one year followed by 21% want to use it for 2 years

and remaining 15% wish to use samsung product for more than 2 years.

Conclusion and recommendations

7.1 CONCLUSION

This research study is made on the topic entitle, “Product lifecycle management of Samsung”

which aims to understand history, company profile and product offering by Samsung and to

analyze the importance of product life cycle.

The quality and reliability of Samsung products and services are among the most important

factors driving customer satisfaction and loyalty. The products are designed with best quality and

the best user experience. The whole chain, impacts the end-result-everybody in the chain has a

role to play in achieving quality.

7.2 RECOMMENDATIONS

References

REFERENCES

ARC Advisory Group Whitepaper, PLM Strategy, Key to Future Manufacturing Success,

October 2001

Bohn, R. E., Measuring and Managing Technical Knowledge, Sloan Management Review,

36(1): 61-73, 1994

Brown, C., D. DeHayes, et al., Managing Information Technology: What Managers need to

know, New Jersey,

Prentice-Hall Inc. 1994

Christensen, C. M., Exploring the Limits of the Technology S-Curve. Part I: Component

Technologies.

Production and Operations Management 1(4): 334-357, 1992

CIMdata Whitepaper, PLM: Improving Top Line Performance of Industrial Equipment

Manufacturers, 2003

Dutta, D., and Wolowicz, J., An Introduction to Product Lifecycle Management, Proceedings

of the 12th ISPE

International Conference on Concurrent Engineering: Research and Applications, Ft

Worth/Dallas, USA, 25 - 29

July, 2005

Hauser, J ., Challenges and Visions for Marketing’s Role in Product Development Processes,

Marketing Science

Hayes, R. H. and G. P. Pisano, Beyond World-Class - the New Manufacturing Strategy,

Harvard Business

Review 72(1): 77-86, 1994

Joshi.N., Dutta.D., Enhanced Life Cycle Assessment under the PLM framework, Proceedings

of IMS Forum,

Kessler, E. H., I. Paul E. Bierly, et al., Vasa Syndrome: Insights from a 17th-Century New-

Product Disaster,

Lee, K., Principles of CAD/CAM/CAE systems. Reading, Mass., Addison-Wesley, 1999

Newman, B., An Open Discussion of Knowledge Management, The Knowledge

Management Forum,

Porter, M. E., Competitive advantage: creating and sustaining superior performance, New

York Press, 1998

Ragatz, G. L., R. B. Handfield, et al., Success Factors for Integrating Suppliers into New

Product Development.

Journal of Product Innovation Management, 14(3): 190-202, 1997

Rasmus, D., Collaboration, Contents and Communities: An update, Giga Information Group

Inc., May 2002

Romer,P. , Idea gaps and object gaps in economic development, Journal of Monetary

Economics, Vol. 32, pp. 543-573, 1993

Smith,D. , Visnic, B. , Chrysler’s Minivan Metamorphosis, Ward’s Auto World, March 1,

1995

Ward, A., J. K. Liker, et al., The Second Toyota Paradox: How Delaying Decisions Can

Make Bett

Questionnaire

QUESTIONNAIRE

Dear respondent,

I, Jyoti , BBA student of ‘APEEJAY Institute of Management, Jalandhar is

conducting a survey on the topic “Product Life Cycle Management of Samsung” as a part of

our curriculum. Your cooperation is required in this endeavor and we assure that the following

questionnaire will not take much of your time.

DEMOGRAPHIC PROFILE

Name_______________________________

Age

Less than 20 years 20-40 years

40-60 years More than 60 years

Gender

Male Female

Designation:

Manager Executive Supervisor

Q1 Are you a Samsung user?

Yes No

Q2 Have you ever used any Samsung’s product?

Yes No

Q3 Which product of Samsung you are using?

LCD TV Washing Machine

Steam Oven Mobile

Q4Are you satisfied with Samsung product?

Yes No

Q5According to you Samsung products are useful for long term?

Yes No

Q6 For how much time do you wish to use your Samsung product?

1-6 months 1 year

1-2 year More than 2 yrs

Q7 Do you wish to continue with the same Samsung brand in the future?

Yes No

Q8 Select the feature of your Samsung product while purchasing the product.

Cost Good Look

Quality Brand Name

Other

Q9. Please give suggestions

………………………………………………………………………………………..

………………………………………………………………………………………..

…………………………………………………………………………………………

Thank you.