Building Lifecycle Management Fosters a BIM Level 3 Approach for End-to-End AEC Collaboration [Whitepaper]

By Marty

Industrialization techniques have been commonly used in Manufacturing industries for decades. Now the use of Industrialized Construction in AEC is expanding to help improve planning, design, construction, and assembly for increased sustainability, optimized operations, lower costs, and greater safety.

Whitepaper

With the growing adoption of BIM, companies can further benefit by implementing a Building Lifecycle Management (BLM) system. BLM puts into practice a BIM Level 3 approach that enables a highly efficient Extended Collaboration model based on Product Lifecycle Management (PLM) and Manufacturing industry best practices.

Dassault Systèmes has just published an industry paper proposing an Extended Collaboration model for AEC, based on Manufacturing industry best practices.

Extended Collaboration Model for Design, Construction & OperationsClick to expand

The concepts covered include:

  • How a Design Review process helps connect architects and building product system manufacturers to reduce the number of issues that must be formally clarified by RFIs and submittals during project delivery
  • How Process Simulation can reveal even minor integration errors, illustrate which processes are the most cost- and time-effective, demonstrate how prefabrication will affect a project, and generate highly accurate sequence data
  • How collaborative processes and advanced technologies streamline operations and improve project outcomes, illustrated by examples and client case studies
  • How to unlock BIM data, making it “transactable” across the extended project team, to achieve BIM Level 3
  • The limitations of BIM Level 2 point solutions
  • BLM system benefits, and features of the Dassault Systèmes 3DEXPERIENCE® platform and applications
  • How to approach the implementation of a BLM system

… and more.

Download the paper: “End-to-End Collaboration Enabled by BIM Level 3: An Industry Approach Based on Best Practices from Manufacturing”

Tweet: Building Lifecycle Management Fosters #BIM L3 Approach for End-to-End #AEC Collaboration [Whitepaper] @Dassault3ds http://ctt.ec/B9X97+Click to Tweet this article


Can Technology Transform the Investment Management Industry?

By Rachel

Since 2008, technology has levelled the playing field. The sell side has access to the buy side, lenders are replacing banks that are more capital constrained and we’ve even seen changes in the peer-to-peer lending arena, with new online financial lending/ crowd funding communities sprouting up. Financial institutions are embracing digital technology and driving disruptive innovation. This has lowered the cost of access and changed the financial services landscape, providing easier access to capital, expertise and distribution. By embracing digital technology, from end-to-end product management, cloud computing, data management, mobile and even social media, financial institutions are better able to compete in an increasingly global, complex and regulated market place. They are also better placed to improve the customer experience of increasingly, discerning, digitally savvy customers and shareholders.

Financial services institutions are however, challenged to streamline operations and improve efficiencies to meet profound regulatory and infrastructure changes (eg the Dodd Frank Act, EMIR, Target 2 Securities and CSDR). Many institutions, in particular securities services firms active in clearing and asset servicing, still rely on manual processing, especially in non-transactional domains such as product development and management. The biggest securities services providers span multiple continents, making it a requisite to service clients not only across time zones but with local nuances in regulation and market practice, all of which are subject to change. Some say, due to these types of challenges, the only way forward, is for all participants to embrace technological innovation in order to for the Investment Management Industry to survive.

Philippe Ruault, Head of Clearing and Settlement at BNP Paribas Securities Services comments,

Philippe Ruault, BNP Paribas Securities ServicesIt is no surprise that innovation has become a key differentiator in our industry. Being the first to market with new products and solutions is often the difference between success and failure.

We have found a wealth of value in comparing the way we handle the complexities of the financial services industry with similar methods in, for example aerospace and industrial processes.” Ruault continues, “Take for example the design of an A380 Airbus which combines millions of components and 100,000 processes, integrates new technologies, and meets very high security constraints and so on. A surprising value can be found in applying similar innovation techniques to product development in both processes.”

This is why Dassault Systèmes, the 3DEXPERIENCE company, with a history of over 30 years of industry know-how in product life cycle management, collaboration and social intelligence applications has moved into Financial Services.

Kevin Pleiter, Dassault SystèmesBy combining the power of our 3DEXPERIENCE business platform with finance-industry best practices, we are empowering innovation and enabling financial institutions to replace many ad hoc, manual methods with automated processes,”

says Kevin Pleiter, Global Head of Financial Services, Dassault Systèmes.

Innovation is not only about generating new ideas, but efficiently converting ideas into marketable outcomes and services. It’s also about managing product initiatives and product portfolios in correlation with an overall business strategy.

Dassault Systèmes believes the time is right for it to help drive innovation in Financial Services, and specifically, in the Investment Management Industry. While some institutions have made a real effort to ingrain innovation into their corporate culture and taken encouraging steps, Dassault Systèmes believes it can bring value to the Industry by leveraging successes and innovation associated with product lifecycle management tools used in industries such as transportation, industrial equipment and consumer goods which are often as complex, as global and as regulated environments as financial services. Its solutions

As Professor Amin Rajan, CEO CREATE- Research stated in his 2013 asset management market study, “Future innovation success requires a rebalance: great emphasis is needed in the industry on skills and processes, coupled with client engagement” have helped businesses like Johnson & Johnson and Boeing increase digitization, drive collaboration globally and regionally and increase corporate memory. This has resulted in eliminating silos across teams, increased operational efficiencies, improved governance and automated operations and faster time to market. The knock on value means freeing up time for innovative thinking while reducing costs, improving organisational transparency and governance which also better places the organisation to meet regulatory requirements. This is why BNP Paribas Securities Services has partnered with Dassault Systèmes to implement Innovation Factory, designed to help organisations maximize efficiencies and empower innovation. The solution will be the catalyst for collaboration and innovation to help BNP Paribas accelerate time to market of innovative customer-centric solutions and strenghten their ability to meet regulatory changes.

Figure below shows that while directing the innovation effort at meeting client needs, asset managers need to strike a balance between two opposing forces:

  • Product push – where product success mainly rests on the prevailing market sentiment and deft marketing (southwest box)
  • Product pull – where success rests mainly on knowing the client’s needs and the quality of skills and processes aimed at meeting them (north east box). Since 2008 and the extreme market volatility, product push has exceeded product. According to Professor Rajan, when markets have headed south, many investors have left the money on the table and gone after the next fad. On asset managers’ part, the innovation disciplines needed to promote product pull are taking time to embed into the corporate culture.

Current approaches to current innovation lack balance - click to enlarge

Click on the picture to enlarge. Source: CREATE-Research Upping the Innovation Game in a Winner Takes All World, 2013

Dassault Systèmes is also spearheading innovation in Financial Services through its technology challenge, 3D FinTech Challenge.  In its second year, and currently focused on business problems in the Investment Management industry, the Challenge specifically looks at how to empower the investment customer through technology innovation. The 7 week programme brings together entrepreneurial, young FinTech businesses with experienced industry mentors and domain experts.  It showcases how technology innovation has the revolutionary potential to increase operational efficiencies and transform the entire investment journey for all stakeholders.

By embracing technology, the investment industry has the potential to build respect and trust where it has for too long, been broken.  By delivering diversity and personalization to an increasingly demanding customer base, technology will improve the customer experience. And by leveraging the full potential of technological innovation, we can help to demystify the art of investment, enabling the end customer to be master of their own financial destiny.

Sibos 2014 Boston

 

To find out more, join Dassault Systemes and BNP Paribas Securities Services at Sibos 2014 on Thursday 2nd October at 10.45-11.15, Open Theatre 2.

 


Foamy Headphones and Smelly Clothes: Designing for the Second Moment of Truth

By Estelle

This post originally appeared at Core 77

High tech products

News about a bad product experience travels quickly. Maybe it’s because of the fact, according to a white paper “Designing for the User Experience,” that five times as many people will tell a friend about a bad experience than a good one, or that social media makes it easier than ever to share that negative message, but news of design shortcomings and failures spread fast.

If I’m buying a pair of headphones and the sound is good, but they’re not comfortable, they’re too small for my head, they are too foamy… I’m not going to have a good Second Moment of Truth with that,” explains Stuart Karten, Principal and Founder of Karten Design.

The same goes for a bottle of laundry detergent you may have purchased for its swanky packaging: if your clothes don’t come out smelling clean, you probably won’t buy it again. That Second Moment of Truth (SMOT) often relies on the user experience, what happens when a consumer actually uses the product. As more and more of those products move towards the digital space, that experience comes down to a digital interface, the intuitiveness of those interactions and ease of use. Karten elaborates:

In general, there are multiple trends that are happening in the consumer electronics arena. One is that things are becoming rectangular boxes with user interfaces. The “stickiness” and the appeal and the connection are moving into the digital space. That puts a lot of challenge on—not only the overall form factor of the product on that first level—but the second level of that digital engagement”.

There are other challenges as well when it comes to designing high-tech consumer electronics. “With High-Tech, the technology is usually brand new, so this thing that you are designing is actually morphing as you move down the development cycle because, as time is changing, the technology is advancing,” explains Rob Brady, CEO and Design Director at ROBRADY, which focuses on consumer, industrial, marine and medical products.

Both Karten and Brady agree that designing for that second level requires a user-centric approach, spending time with the target audience to anticipate and better meet their needs. For electronics and other high-tech goods, that means understanding the incentives behind why a consumer would want this product and the motivation behind their purchases. “People make a conscious decision that they want a new pair of headphones, a new laptop,” says Karten. “They want it to define who they are and the person they want to be.”

Watches rendering

Designing with a broadly aspirational approach often means putting a series of virtual prototypes in front of focus groups, simulating interaction and providing a realistic rendering that can then be iterated upon before even printing out a physical prototype. Once the limits of virtual prototyping have been reached, focus groups can be brought in and products are placed in their hands. As these products move into the digital space, however, so do those focus groups and companies like Dassault Systèmes are creating solutions that virtually emulate the product development process from coming up with a concept to testing it in a online retail or working setting.

Ideation & Concept Design

You build a model and you test it. You do an alpha and you test it. You do a beta and you test it. You prototype early and often,” says Brady. “At the end of the day, it’s all about humans interacting with products and designers making these different products approachable and accessible.”

Do not miss the new edition of MADEin3D contest “Cup of IoT”, featuring the theme of Internet of Things! Register to the MadeIn3D community to enter the contest now! Also, you will want to check out our white paper titled “Designing the User Experience”.

Enter the Cup of IoT contest!



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Beyond PLM (Product Lifecycle Management), Dassault Systèmes, the 3D Experience Company, provides business and people with virtual universes to imagine sustainable innovations. 3DSWYM, 3D VIA, CATIA, DELMIA, ENOVIA, EXALEAD, NETVIBES, SIMULIA and SOLIDWORKS are registered trademarks of Dassault Systèmes or its subsidiaries in the US and/or other countries.