Change, as the saying goes, is the only constant. This also applies to changes to product or process. Regardless of industry— whether automotive, medical, or food for example—there eventually comes a need for change. As different as these industries may be, a drive for continuous improvement is the common denominator that initiates the need for a change. Inevitably, an organization will need to change a process or product at some point in its lifecycle in order to keep up with growing market demand and to keep pace with the competition.

While the reasons driving a need for change may vary—whether to offer the latest product upgrade or to correct a defect—the process leading up to change execution is often complicated and needs to be managed properly in order to result in an effective outcome. The process of Change Management is often complex—involving employees, equipment, various departments, suppliers, and more. Add globalization to the equation, which increases complexity, and the result is a process that may be ineffective if not properly managed at every necessary aspect. An organization cannot simply change the blueprints and hope for the best. The Change Management process involves various levels of planning and sourcing, and collaborating with not only internal sources, but external sources as well. The bottom line is, increasing speed and complexity within the change management process demands more effective process management.

Product Lifecycle Management (PLM) has always been considered as the driver for change because it manages product data and design processes. The PLM system contains design documentation and new product design, such as Advanced Product Quality Planning (APQP); controls and manages changes to production, sources, and product; and is capable of monitoring and tracking customer complaints. However, the change process requires much more functionality. In what areas is PLM lacking?