咨询方法与工具资料库STATTECH【精品文档】
咨询方法与工具资料库HANDBOOK【精品文档】
The Butler Regionalization ProjectGuide to Supporting EmployeesThrough ChangeThe Butler CompanyIntroductionThis manual has been designed for The Butler Company to be a practical tool for managers to use in supporting employees through the Regionalization Project. Much of the material is helpful in dealing with all types of changes. The information presents in a condensed format many of the findings and suggestions outlined in books on change and is supported by extensive research. Change is a cyclical process that people respond to in different ways and at different rates. Many different changes are also going on at the same time. As a result the manual is organized by topic rather than by the time something occurs in the Regionalization project.District, Regional, and Branch Managers are encouraged to review the material and seek additional assistance from those listed in the Resources section. It is as critical to success, to plan for and work through employee issues dealing with change as it is to plan the technical part of a regionalization.The Butler Regionalization ProjectTable of ContentsSection Pages IntroductionIntroduction 2Index/Table of Contents 3 Planning for Change 4Define Branch Objectives, Goals, and Strategies 5Determine Staffing Needs at Regional Sites 6Morale and Employee Issues 7Communication 8Customers 9Evaluating and Measuring Effectiveness 10Guidelines for Communication 11Guidelines for Short Term Planning 12 Managing Change 13Supporting Employees Who are Relocating 14Dealing with Transitional Employees 15Managing Your Future Staff 16Demonstrating Leadership 17Maintaining Productivity 18Building Support 20 Employee Meetings 21Meeting Overview 23Company Wide Video Announcement 2425Regional Manager Visits and Individual Follow-UpMeetingOn-going Staff Meetings 26“Pulse Check”27Team Development 28 Overview of Losses 29Loss of Attachments 30Loss of Turf 31Loss of Structure 32Loss of Future 33Loss of Meaning 34Loss of Control 35 The Grief CycleCycle Stages 36Responding to Grief Stages 37 Stress Management 38Analyzing Stress 40Coping with Organizational Stress 41 Building TeamsBuilding Teams Overview 43Understanding Expectations 45Monitoring Team Performance 46Overview of Team Stages of Development 48Forming 49Storming 50Norming 51Performing 52The Butler Regionalization Project。
咨询方法与工具资料库_meth069【精品文档】
ObjectiveTo transmit the customer's requirements throughout the entire design, development and production system. The three key steps are:∙Having customers express requirements in their own words∙Translating those requirements into actionable steps∙Assigning responsibilities for meeting those requirements to specific departments or sections within an organization.DescriptionA house like diagram (see next page) with several brooms" of information such as: attributes valued by customers, engineering characteristics to meet the attributes, customer perceptions, and benchmarking.How To UseThe planning matrix is one of four key documents used in the process. It is sometimes known as the House of Quality" because of the shape of the graphic. There are several "rooms in this house into which a variety information is placed through the following steps:1. The first step is to list what customers believe are the important considerations regarding the productor service. These considerations are listed in the Customer Attributes section of the planning matrix. A Relative Importance weighting is listed next to each attribute - usually in terms of percentages. Acomplete list should total to 100%.2. List across the top horizontal row of the matrix what Engineering Characteristics should exist in orderto meet the Customer Attributes. These should relate directly to the Customer Attributes and must be deployed directly throughout a business design, assembly, manufacturing, and service process. It is important for these Engineering Characteristics to be measurable so they can be compared to objective targets.3. Fill out a Relationship Matrix between Customer Attributes and Engineering Characteristics. Developa legend of symbols to indicate varying degrees of relationship such as Strong, Medium or Weak Thisindexing of attributes X and requirements shows how well customer needs will be met by theEngineering Characteristics. If there are few relationships or all the relationships are weak, theEngineering Characteristics will not fulfill the desired Customer Attributes.4. Fill out the Customer Perceptions part of the matrix. Use a customer rating of each of the CustomerAttributes listed in Step 1. This can also include customer opinions of the competition, giving theorganization an idea of how they compare in the customer's eyes. It can reveal potential selling points as it highlights strengths as compared with the competition.5. Create a benchmark Use information acquired through in-house tests and evaluations. It shouldprovide objective measures on how a company's product actually compares with the competition.These objective and measurable evaluations can be compared with Customer Perceptions to pinpoint any inconsistencies between what the customer thinks and what a self evaluation reveals.6. Create Technical Targets for each of the Engineering Characteristics. These represent the numeric levelthat would provide the highest customer satisfaction for each of the Engineering Characteristics.7. Evaluate the relationships between the various Engineering Characteristics and identify anyconflicting objectives. Resolve conflicts through optimization to achieve the highest level of customer satisfaction. This involves completing the Correlation Matrix, the roof of the "House of Quality." Itidentifies characteristics that have negative correlations with each other.8. The final step is to take action. Identify which issues are most critical to improving the customer'soverall satisfaction with the product or service, based on the data arranged in the chart.The following "House of Quality" example is for the automobile industry and examines attributes of car doors. The matrix shows that customers especially value a car door that is easy to close from the outside. The engineering characteristics which need to be considered to fulfill this attribute are the energy to close the door, the peak closing force, and door seal resistance. Customers perceive this company's car doors as being much harder to close than both competitors' doors. The bottom of the matrix documents the technical measurements of each engineering characteristic and the company's targets, based on the importance to customers, the technical difficulty, and the estimated cost. The company has set a target of 7.5 ft-lb for the amount of energy needed to close the door, which is lower than both the competitor's and the company's current door.When To UseUse the QFD or "House of Quality" to integrate a horizontal perspective, a potent way of ingraining the "view of the customer," into the very structure of the organization. For further information on QFD, please consult "Horizontal Management," by D. Keith Denton or tithe House of Quality," by John R Hauser and Don Clausing, Harvard Business Review - Reprint 88307.Advantages∙Provides a powerful graphical assessment tool for developing a closer link between customer requirements and design considerations.∙Highlights weaknesses in the customer design production network.∙Provides a way to focus on, and solve problems between, the functional areas of a business.∙Promotes preventive rather than reactive product development. Product design changes are reduced and occur much earlier in the design process, when they are less expensive to corrects∙Significantly shorter development times are realized.Disadvantages∙Initially, somewhat complex and confusing to construct and interpret.。
咨询方法与工具资料库ready_1【精品文档】
The objective of the User Readiness Test is to ensure the functional team leaders are confident the members of the user community can individually execute business critical functions in an effective mannerIdentify Critical Procedures now - 9/11 The team leaders must identify the critical procedures for their business function. A critical procedure involves a business critical function that must be performed frequently in a timely manner. Exercises will be developed based on these critical procedures. The critical procedures should be listed in the User Performance Survey Roster.The template for the User Performance Survey Roster is located inm:\phase2\proc_trn\ready\ros_temp.xls. The team leader should make a copy of this file in the same directory with the following naming convention: ros_(module).xls. (Example: ros_ar.xls, ros_prod.xls ,ros_cost.xls, ros_com.xls.)Create User Readiness Survey now - 9/15 The purpose of the User Readiness Survey is to capture the users’ comfort level with the content of the procedures taught in training and to evaluate their ability to effectively execute these procedures. The users will be given a survey after every course in which they participate. The first portion of the survey will give the user an opportunity to evaluate the presentation and content of the course. The second portion of the survey will allow the users to indicate their level of comfort with the procedures taught in that particular course. This information may indicate the possible need for additional training and identify areas requiring additional assistance during Post Conversion Support. This feedback will also prove beneficial for improving subsequent training efforts.The template for the User Training Survey is located inm:\phase2\proc_trn\ready\transurv\survtemp.xls. The training coordinator should make a copyof this file and save it in the appropriate subdirectory for each team. A survey should be created by team, by course, listing all procedures taught during the course. The results of the survey are based on four questions:In addition to this portion of the survey, the users will also be asked to evaluate the effectiveness of each course. The questions will be focused on the course instructor, the course content, and the course materials. The training coordinator will be responsible for the distribution and analysis of the surveys.Provide Technical Team with Hardware Requirements 8/28 - 9/8The team leaders must work with the technical team to ensure the necessary hardware is in place for any exercises that must be performed as part of the training effort. Meetings with the team leader and the technical team should be scheduled in the early part of this phase to discuss high level requirements. For this meeting, the team leader must provide the technical team with a list of equipment (printers, terminals, pc’s, rf equipment, etc.) that must be deployed. This list o f deployed equipment should be close to our final list of equipment for conversion.Perform User Training and Survey Users 9/13 - 10/25 The users will fill out a survey after completing each course. The users will rate their ability to perform each procedure, the completeness of each procedure, and if the training courses have presented the procedures required to perform their jobs. In addition, the users will evaluate the effectiveness of each course. The survey will indicate potential requirements for additional training, as well as areas on which to focus during Post Conversion Support. The evaluation portion of the survey will offer valuable information to assist the team leaders with future training efforts.Confirm Hardware Usability 10/2 - 10/6 The IS Team must confirm the equipment deployed will support the exercises distributed during training. Network functionality, keyboard mapping, and printer setup are examples of necessary functions. By executing these exercises and issuing the appropriate outputs, this portion of training will offer confirmation from the users that the hardware is at a suitable state for conversion.Create User Readiness Test Exercises 9/9-10/9At a minimum, exercises and supporting data must be completed for each team’s critical procedures. These exercises should present the business scenario, but not include the detailed steps necessary to complete the tasks.A template for the Exercises is located in m:\phase2\proc_trn\exertemp.doc. The team leader should make a copy of this file and save it in the appropriate subdirectory. The template includes questions that should be asked when creating the supporting data for your exercises.Confirm Data for Exercises 8/5 - 10/11The entity used for User Training will not be reset on a regular basis. Therefore, the amount of data required for each team will be significant. Team leaders must coordinate data requirements with other team leaders, as necessary. The Data Checkout Control Sheet is a tool that has been developed to assist with this coordination.The team leaders must verify the necessary data is in the proper entity to perform the Exercises. The Data Checkout Control Sheet (m:\phase2\proc_trn\ready\datacntl.xls) must be filled in for any data that the team leader wishes to control. The team leaders must fill out the data type (i.e. resource number, customer number), data, module, date signed out, and signed out by columns. With such a large volume of data being accessed in the training entity, it is critical that this control sheet be utilized to assist in preventing teams from manipulating the same data.Review User Readiness Test Results 10/25The team leaders must analyze the data to accurately assess their respective team’s ability to successfully convert. This data must be compiled and entered into the User Readiness Test Detail and Summary Results Slides in order to review for analysis. Templates for calculating course evaluations and users’ ability to perform procedures are evalcalc.xls and survcalc.xls, respectively. These templates are located in m:\phase2\proc_trn\ready\admin. The training coordinator will control this administrative process of tabulating the surveys and presenting a final analysis for each team leader to review. The training coordinator should make a copy of these files and save them in the appropriate subdirectory for each team.Executive Review 10/26The team leaders will present the User Readiness Test Detail and Summary Results to the Executive Team. The Executive Team will take into account recommendations and data presented by the team leaders in order to make a “Go No/ Go” Decision.∙User Performance Survey Roster∙Data Checkout Control Sheet。
咨询方法与工具资料库appddx【精品文档】
Appendix
APPENDIX I
DEFINITIONS, INPUTS, AND OUTPUTS
Arthur Andersen LLP
Page 192
H.B. Zachry Company Heavy Division Estimating and Bidding
INPUTS
Best Interest of HBZ Field Experience Estimating Skills Purchasing Skills Vendors/Subcontractors Statistical Skills Statistical Software Estimating Software/hardware Scheduling Software/hardware Risk Assessment Software Graphical Simulation Software (AUTOCAD, Animation) Standard Takeoff Methodology Standard Takeoff Methodology Vendor/Subcontractor Partners Standard Codes Historical Database Supplier Database Knowledge Champion
INPUTS
Management Philosophy “Manage the division as a project” Ability to understand the financial implications of pricing the Heavy Division’s products Ability to understand and adapt to the statistical models in place to model and price the Heavy Division’s products Statistical Software Economic (Time Value of Money) Software Graphical Simulation Software Bid Strategy Models Rating Model (Go, No Go Criteria) Probability of Success Model Market/Industry information Competitor profiles Strategic Plan Supplier profiles Assumptions (Synergy’s with other work) Industry/Economic Input (Future Work)
咨询方法与工具资料库_trai127【精品文档】
CASE STUDY INTRODUCTIONThis Case Study is an exercise that simulates a process improvement project that could be found in many Andersen offices. Participants will learn to work as a team applying problem solving tools and concepts in this simulated setting that encourages discussion.☐In this exercise, the participants will be called upon to:- Evaluate background information about a quality problem- Analyze the situation using a variety of tools- Recommend a course of action☐The simulation will provide the participants' with experience and practice in applying the critical skill they have learned.☐In many instances, it is lack of experience and skill in applying concepts and tools to vaguely defined problems, rather than lack of knowledge of the individual concepts and tools themselves, a major barrier to progress in quality.☐For example, the members of a continuous improvement team might be perfectly able to construct a histogram from a table of data that you give them in a workshop exercise. But, when faced with a real project:- Will they be able to recognize the need to construct a histogram?- Will they know what data they need?- Will they be able to discriminate between critically important and less important facts?- And, after they construct a histogram, will they know what to do?As a realistic exercise, the Case Study enables continuous improvement team members to deal with these issues in a controlled setting under the guidance of a knowledgeable coach.Case Study Instructor GuidePacket Time Activities Key Instruction Points1 20 ∙Identify the issue∙Determine who thecustomers are∙Identify a plan to determinecustomer vital requirements ∙Spend time defining team roles∙Discussion of issue, customers impacted by the issue∙Discussion of possible tools to use in identifying customer vital requirements2 20 ∙Identify and apply tool toprioritize customer wants ∙Identifying the prioritization matrix as an appropriate tool∙Working together to complete the prioritization matrix3 20 ∙Determine which customerrequirement is mostimportant∙Brainstorm the process(es)related to the number onecustomer vital requirement∙Write an improvementstatement∙List facts which need furtheranalysis ∙Interaction between participants. How have the roles changed? Is there equal participation among participants?∙Discussion of related processes∙Appropriateness of improvement statement. Is it specific, measurable, and nonsolution-oriented? ∙Completeness of points for analysisPacket Time Activities Key Instruction Points Packet Time Activities Key Instruction Points4 20 ∙Review problem statement∙Develop preliminary planfor Phase II - How are wedoing?∙Identify additionalinformation needed∙Teams should ask for dataon number of forms received11 or more weeks. ∙Discuss model improvement statement.∙Group should plan how they will gather data on the "as is" situation using check sheets, processmapping, cause and effect diagram, etc.∙State that the data and goal are not actual office information thus not necessarily realistic. Some points have been added to encourage discussion.Group should seek data of 11 weeks or more bypractice unit.5 15 ∙Develop a Pareto from dataof 11 or more days for eachunit∙Area to focus - OperationalConsulting -Manufacturing/ Retail ∙Participants should develop a Pareto chart.∙Operational Consulting - Manufacturing/ Retail.has largest number of evaluations more than 11 weeks.∙Emphasize the need for Pareto to visualize 80/20 rule concept (vital few) and focus efforts onattacking one/two areas. Some may focus onpercentage of errors to total evaluations. Thisdoes not result in focusing on most customerswho are disappointed.∙How well are team members listening to one another.6 20 ∙Review process map -brainstorm problem pointsin process map/phases∙Team should determineadditional data needed∙Team should request datafor evaluation 11 weeks ormore by size of project ∙Hand out completed Pareto to team∙Ask team to compare their Pareto chart to model solution∙Give process map to team - O.C. Mfg./Retail∙Process map is not all inclusive. It is for O.C.Mfg/Retail only. Actual office relationships may be different.。
咨询方法与工具资料库NYTIM1【精品文档】
ContentsProgram Overview 2Program Management 4Change Management 6SSC/OutsourcingEvaluation 10Software Selection 12Real Estate and Facility Management 14Application IntegrationDetailed Process Redesign 16Software Configuration, 20Testing and PilotData Warehouse 24Technical Infrastructure 26Outsourcing Approach 28Phase III-Rollout toBusiness Units 30Editorial: Making theBest Use of Consultants 32Program OverviewThe New York Times Company (NYT) is about to begin a journey that will transform the current business environment to a shared services business model for financial, human resources, and revenue business functions. The diagram below depicts your shared services journey.This journey will start with some critical decisions, which will become the foundation for planning the remainder of the journey. The road traveled will then lead into the design of the services performed by the Shared Services Center (SSC). This includes designing the business processes and organizational responsibilities to be performed by the business units and the SSC, as well as configuring and/or creating the application software and technology enablers to support those processes. At the same time, the technical infrastructure which will support the business applications will be designed and built, and the level of service needed from a technical operations organization will be determined. Also in this phase, the site to house the shared services organization must be selected in combination with any outsourcing approaches which have been chosen. This phase of the journey will end with the conversion of the pilot organizations into the new model.The journey will continue with the transformation of the shared service from pilot operations to full production through the rollout of the new business processes and systems at each of the business unit locations. The journey ends with the successful transformation of the shared services organization into a full service operation that performs to the required service levels.Throughout the journey, program and change management functions need to be in place to ensure a smooth road and successful transition.A high-level diagram of the teams needed to complete this journey is shown on the right. It consists of three application integration teams to handle the three waves identified from your Phase I vision. In addition, there are six other teams which cross the three functional waves to:–Manage the change–Select the software–Evaluate the outsourcing alternatives–Choose the shared services site and manage the creation of the facility–Help establish the data warehouse vision–Create the technical infrastructure.Program management will ensure effective coordination of these efforts and be the link tothe Program Steering Committee.The remainder of this document discusses our approach and team structure in detail for each of the areas that you requested in the proposal. On the right is a chart showing the sections you requested and how we mapped them into the sections of the document. Insome cases we split them into finer detail or combined them to match our costing models.。
咨询方法与工具资料库_trai139【精品文档】
TABLE OF CONTENTS Prepare to TeachSection ............................................................................................................................................................................. P age Course Overview .. (2)Preparing to Teach (8)Conducting the School (11)Using Media (20)Agenda (24)Detailed Agenda (26)Sample Schedules (35)Materials and Equipment Requirements (38)Logistics (39)Course Background (40)COURSE OVERVIEWThis course was designed to provide Practice and Practice Management personnel with the basic tools, techniques, and skills to implement Continuous Improvement in their area.ObjectivesAt the end of the course, participants will be able to:❑Provide a "common language" to improve communication❑Provide framework to guide process improvement efforts❑Introduce problem-solving tools and techniques❑Use tools and techniques to help them identify ways to improve the processes in their areas.❑Create an "environment" in the classroom that mirrors that of a CI company❑Measure to determine that Continuous Improvement has improved in their areas.Module One: Continuous Improvement Overview 3.5 hoursThis module provides a high level overview of Continuous Improvement. Participants are introduces to the basic terms, concepts, history, and Quality Framework that are the foundation of CI. Videos and activities are included to support the instructional objectivesModule Two: PIM Overview .5 hourThis module gives a high level overview of the Process Improvement Model and describes how it correlates with the Quality Framework.Module Three: Process Improvement Phase I: What is our goal? 4.5 hoursThis module describes the first phase of the Process Improvement Model, What is our Goal? It teaches the steps and tasks of the phase through discussion, group activities, and a case study. Continuous Improvement tools are introduced here including the Nominal Group Technique (NGT), Stop-Start-Continue, Prioritization Matrix, and the development of an Improvement Statement.Module Four: Process Improvement Phase II 7 hoursThis module describes the second phase of the Process Improvement Model, How are we doing? The steps and tasks associated with this phase are taught using group activities and a continuation of the case study in the previous module. Additional CI tools are introduced here including Process Maps, Cause and Effect Diagram, Check Sheet, Histogram, Pareto Diagram, and Scatter Diagram.Module Five: Process Improvement Phase III 3.75 hoursThis module describes the third phase of the Process Improvement Model, How will we improve? The steps and tasks in this phase relate to identifying solutions and developing action plans to initiate CI in your office. Discussion and activities introduce participants to an Affinity Diagram, a Consensus Prioritization Matrix, and a Force Field Analysis.。
咨询方法与工具资料库a100_02【精品文档】
February 3, 1995Mr. Michael ChangSystems DirectorGE Capital - ResCom5757 W. Century BoulevardSuite 400Los Angeles, CA 90045Dear Michael:We are pleased to have the opportunity to provide the services of Arthur Andersen's (Andersen) Business Systems Consulting Group to assist you with the implementation of Lotus Notes for GE Capital - ResCom (GE). To facilitate your review, this proposal is broken out into the following sections:∙Background and Objectives∙Project Scope and Approach∙Project Assumptions∙Project Staffing∙Timing and FeesBackground and ObjectivesGE and Andersen have just completed a successful Lotus Notes prototyping project that provided the blue print for GE’s Lotus Notes environment. This initial phase involved extensive interviewing and business modeling for GE’s core business activities.A series of database prototypes were designed to demonstrate how Lotus Notes could assist GE in the management of new business opportunities from the initial identification of a prospect through installation and post conversion support. In addition, several other prototype databases were designed to enhance overall communication at GE. Based on these prototypes a tentative roll-out plan has been developed as follows:Core Business Functions Discussion General EnvironmentA Priority Marketing Analysis Database(for internal client list only)Sales in ProgressInstallation ProjectsCSR On-line ReferenceExisting Installs ReferenceRed Alert Notification General CorporateSenior ManagementSalesPost Implementation ReviewQuality Circlee-MailName and Address bookPersonal Information ManagerSales Presentation LibraryMr. Michael ChangPage 2February 3, 1995Core Business Functions General EnvironmentB Priority Marketing Analysis Database(incorporating external prospects)business environment databasecompetitor information Human Resources on-line book job postingscompany formsGeneral EnvironmentC Priority Wall Street Journal on-lineOther Telcom specific news feeds from third party services to be determinedGE would like to proceed with the detailed design and roll-out of the applications identified as "A" priorities. This arrangement letter addresses the "A" priority databases only. Timing and fees for the remaining applications can be addressed and estimated upon your request.Project Scope and ApproachDuring this phase, we will perform the following tasks:☑Project Planning: We will work with you to finalize the project plan and confirm expectations about the timing and delivery of the Local Area Network, the Lotus Notes Environment, and each Notes application. This centralized planning will ensure that all vendors and resources are working together to deliver a highly integrated, coordinated solution in the most efficient way possible.☑Detailed Database Design & Development: We will work with key users for each application to confirm and expand upon the high level prototypes that have already been developed. We will complete all of the database programming and workflow design necessary to turn each prototype into a full production application.☑User Procedures and Training: We will prepare detailed, on-line help for each database that is rolled out which will also serve as printed documentation for user training. With your assistance, we will coordinate and hold user training for 2-3 key users for each application that is rolled out. These key users would then be responsible for training the remaining users. We are assuming that no formal training will be required for discussion databases or remaining applications. Training users in the Windows and Lotus Notes Environments (i.e.connecting to the server, remote access, etc.) will be GE’s responsibility.☑System Testing: We will prepare a system test plan, testing environment, and test data to be used in a thorough system testing to ensure that all databases are functioning as designed and are ready for general use.Mr. Michael ChangPage 3February 3, 1995Roll-out: Prior to conversion, we will assess your readiness to implement each application.We will monitor and fine tune the system and document any enhancements identifiedduring conversion.Key deliverables for this phase include:∙Project Timeline∙User Procedures∙Production Databases to be selected and refined during this phase of effortProject AssumptionsGE ParticipationOur fee estimate assumes that GE will make appropriate personnel available on a timely basis for scheduled interviews and assistance. In addition, we also assume that GE management will participate on a timely basis for key decisions, strategic direction, and deliverable review and feedback.GE Project LeaderOur fee estimate assumes that GE will designate a project leader who will be responsible for coordinating company and project resources, as appropriate.Lotus Notes EnvironmentOur fee estimates do not include the purchase cost of any additional hardware or software for the new system. Our fee estimate assumes that any hardware, including the local area network, that GE may acquire for this project has been certified by Lotus for use with Notes, and IBM for use with OS/2, if appropriate. Furthermore, we assume that any equipment or other software used on this project is in good working order. The installation, configuration and testing of the Lotus Notes environment will be the responsibililty of GE.Change OrdersProject fee estimates, included in the Timing and Fees section, are based on our best experience with similar engagements and organizations. However, every engagement has unique requirements and if the project assumptions or scope changes and our original estimates are not adequate, we will notify you immediately before proceeding.。
咨询方法与工具资料库INTERVW1【精品文档】
Sample Interview QuestionsOrganizationWhat is the "mission" of Company? Does you believe that the Company accomplishes its "mission"?Are most of the workers in this organization aware of the Company mission?What are the products/services provided by Company? Is the scope ofproducts/services expected to change?What is the established strategic direction of Company? Are any specific changes to this direction anticipated? Does the strategic direction of Company fully reflect the requirements of the operating environment?Does Company have quantified goals and/or objectives to ensure accomplishment of its "mission"? What type of statistical performance data is available with regard to these?Should Company seek alternative providers for certain functions currently being performed? For which functions should alternative providers be sought? How will the decision on the alternative provider be made?How effective is downward communication in this organization? Upward communication?DepartmentWhat is the "mission" of your department? How does this "mission" support the mission of the organization? How well does your department accomplish its "mission"? What are the major activities performed within each functional area of this department? What products does your department produce?What services are provided by your department?How has productivity changed during the past 5 years for this department?What changes have been implemented as a result of customer feedback?What are the policies that drive the efforts and costs of this function?Would changing the departments' organization structure reduce activities and costs?What operational rule or procedure generates the most activities in this department?Does your department have specific goals and objectives (e.g., service level goals)? What are these?Do you have historical performance data (statistics) with regard to these?If your department does not have specific service level goals established, what might be the most appropriate measure(s)? What range of service levels would be appropriate based on this measure(s)?Are your department's goals and objectives consistent with the organization's goals and objectives ?What methods are used to develop, communicate, and implement the department's goals and objectives?Do you have a feel for how your services are meeting customer requirements? How do you know?What products or services do you believe should be evaluated in detail?How well do the qualifications of current personnel fulfill the requirements of each key position within the department?What are the primary cost drivers (structural, policy and operational decisions) in your department?What changes have occurred in the staffing levels for this organization?Does your function receive sufficient support from other functional areas in order to accomplish the goals and objectives in a timely manner?Is the skill mix of human resources in your function appropriate?What additional information would enable this function to be more effective?Are the staffing levels in your department linked to any specific or high-level workload factors? If not, how do you know your staffing levels are appropriate?ActivitiesWhat activities do you perform during a routine day? Which activities are the most difficult or complex?For each activity, how is the work initiated?What are the frequencies and durations of the activities?What activities do you consider the most important? Why?What activities that you perform would you consider the least important?Is there any type of formal training related to your activities? Should there be?Are there any activities that you perform that should either be eliminated or be the responsibility of another person or department?How would you change and improve the critical activities in your area?Do any of your activities overlap with activities in other functions or departments? Are the overlaps necessary?Are any of the activities in this department considered non-value added by your customers?Do you perform any activities that are not clearly mission supporting activities?How are your activities prioritized?Who performs your duties in your absence? Are the specific steps of your activities documented in a policy/procedure manual?ProcessesWhat are the major business processes that are performed in this department?Which of these processes are cross-functional? What other functions are involved? How do your activities support these processes?Who are the customers (internal and external) of this process? Have you received any feedback from customers regarding their requirements that are not being met?What are the key performance measures or indicators of this process ? What do your customers consider to be performance deficiencies?How do you rate the quality of the inputs received from other functions?How much time is spent reworking or repairing the key inputs to this business process? What process bottlenecks exist in your department?∙Preceding departments?∙Succeeding departments?How does technology currently support this process?How might the use of new/different technology enable process improvement?。
咨询方法与工具资料库po【精品文档】
BELL SYGMA INC. : SOFTWARE SELECTION 1995Saturday, May 12, 2018PURCHASE ORDER REQUIREMENTSOVERALL REQUIREMENTS (3)Integration (3)Migration (3)V ENDOR T ABLE (4)Q UOTATION E NTRY (4)P URCHASE O RDER E NTRY (5)Validation (5)Processes on Purchase Order Entry (6)Tax Processes (7)Receipts (7)Inventory Features (7)Advanced Purchase Order Features (8)Advanced Foreign Currency Features (9)REPORTING FEATURES (9)Standard Features (9)Vendor Reports (9)Transaction Reports (10)Financial Reports (11)Advanced Reporting Features (12)System Reports (12)CASH FORECASTING (12)POSTING&CLOSING PROCEDURES (13)FIELDS AVAILABLE (13)PURCHASE ORDER REQUIREMENTSReference Information (13)Transaction Dates (14)Descriptive Information (15)Shipping Detailed Information (16)Numeric Information (16)Discount Information (17)Transaction Type Identifier (17)PURCHASE ORDER REQUIREMENTSOVERALL REQUIREMENTSPurchase orders result from/in legal agreements with vendors. There are standard service “products” that Bell Sygma purchases. These require standard descriptions. Support for this in purchase order entry should be described. Tax calculations are a key area for system processing improvements. Taxes should be calculated by the system on a line item basis. EDI is a long term objective.The system needs to include flexibility for the future products inventory that business may create. Details for this have been included under accounts receivable functional requirements.Depending on the architecture of the new system, some of these requirements may be handled differently. Please describe how it would work with your product’s architecture.IntegrationMigration。
咨询方法与工具资料库E0521-02【精品文档】
AutomotiveBest PracticesForumKey IssuesBest practices companies simultaneously manage quality, cost and time(QCT) during product development (PD) to achieve customer satisfactionand profitability goals; however, time is the driver of the overall process.Long development leadtimes increase the risk that competitor actions orchanges in customer wants will cause a product to be “out-of-date” whenit is introduced. Time is also the driver of eliminating waste in thedevelopment process and improving productivity.Considering the need to continually develop new products with shortleadtimes and competitive development costs, elimination of waste in theproduct development system is a high priority for both auto makers andsuppliers. Reducing leadtimes is not enough -- development costs needto be simultaneously reduced to cope with profit pressures that exist inthe industry.The table opposite identifies the kinds of waste that exist in productdevelopment. Eliminating these kinds of waste is the best way tosimultaneously reduce product development leadtimes and cost.Common Product Development ProcessA common process that is understood and used by all participants is aprerequisite to reducing leadtimes and eliminating waste in productdevelopment. As Deming observed, it is difficult to improve a processthat is not understood or is unstable.Best practices companies typically have a schematic diagram that is usedto communicate their common product development process throughoutthe company. In most cases the schematic identifies major process steps,defines roles and responsibilities and highlights key standards orinformation that are used at various points in the process. The commonprocess, however, is not rigidly applied in the same manner to allproduct development projects. It is adjusted to meet the unique needs ofeach project and takes into account the degree of product change.Further, common product development processes are usually notdescribed in massive procedure manuals that attempt to define everydetail. Instead, detailed process descriptions and procedures aremaintained on a decentralized basis by the organizations that areresponsible for the various parts of the process. Operating in thismanner allows the common product development system to becontinuously improved on an incremental basis. It also createsownership of the various sub-processes by organizations that have toexecute them.January 1997Elimination ofWaste inProductDevelopmentBy Peter C. Van Hull,James R. Delnick,Eoin M. Comerford© 1996 Arthur Andersen Andersen Worldwide, SCAll rights reserved. C:\Data\QCT\Autobp\E0521-02.docManagement personnel in best practices companies use “go and see” approaches to annually assess how effectively the overall product development process and its sub-processes are operating and to identify problems that need to be solved. Based on the management reviews, improvements are planned and implemented by the responsible organizations . Doing so quickly eliminates waste in various sub-processes which, in turn, improves the productivity of the overall process and reduces leadtime. Resource Planning and Schedule Control In best practice companies, the product introduction date rarely changes because, if timing targets are allowed to slip, discipline in the system will be lost and quality and cost targets will likely be missed as well. When timing targets are missed, product development resource utilization decreases resulting in increased product development cost. Best practice companies do not allow engineers to determine their own target completion dates for key deliverables because of the large number of cross-functional interdependencies that exist in the development process. They apply just-in-time production system concepts to product development resource planning and scheduling , shown opposite. The motivation system for meeting timing targets is simple -- missing timing targets can be detrimental to careers or future supplier business. Management in best practice companies understand the need to establish a stable and predictable product development system in order to achieve timing targets and continuously improve development productivity. Accordingly, they do not often take action that abruptly changes direction of a product development project. Instead, top level cross-function management meetings are conducted at key points to approve product plans, review prototypes, etc. Stated another way, management involvement in product development at best practice companies is structured in a way that adds value to the process and contributes to creating a stable and highly productive environment. ConclusionEstablishing a common top-level development process that is understood by all participating cross-functional organizations is a prerequisite for maximum elimination of waste. However, that is not enough. Management must also establish schedule stability and discipline in order for the productivity of the entire system to be optimized. Timing discipline is required in order to make waste problems visible and create organizational pressure for eliminating the waste. The objective for management is to create and continually improve a system that eliminates waste -- not manage the details of product development.。