安达信咨询方法与工具资料库MAIL_SK
安达信咨询方法与工具资料库PLANNING
1.4
CREAR EL PLAN DE PROYECTO.
1 Crear el Plan de Trabajo del Proyecto. 2 Asignar fechas de realizaci髇 de las tareas. 3 Asignar responsables a las tareas.
4 Preparar los datos. 5 Preparar la documentaci髇 para los usuarios. 6 Mostrar el prototipo a usuarios y direcci髇. 7 Revisar la lista de puntos de calidad de la fase de Dise駉
FASE 2: DISE袿 DETALLADO Y PARAMETRIZACI覰
SD DISE袿 DETALLADO SD Dise馻r modelo de organizaci髇 Determinar datos b醩icos Dise馻r modelo de procedimientos Identificar procesos recurrentes Implementar interfases Configurar formularios Configurar reporting Determinar autorizaciones
安达信咨询方法与工具资料库MISSION
I. SERVICE DEFINITI ON
New Product Development is the process of creating, developing and commercializing new products/services, including generation of the initial idea, investigation of the product/service concept and its market feasibility, screening and select of the highest potential product/service development projects, design and development of the product (including all technical, operational, manufacturing, marketing, sales, distribution, financial, service and warranty plans) through launc of the new product/service in the marketplace. It begins with formulation of a product strategy (driven by the overall corporate strategy) and includes management of the entire product portfolio.
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安达信咨询方法与工具资料库compctr1
REENGINEERINGLeaders / Key Staff: Gail Steinel / Tom BendertObjective: To foster, develop and maintain the thought leadership, marketimage and framework/methodology of our generic reengineeringservices.1995-96 High Priority Focus Areas: ∙Widespread rollout to Europe∙Development of revenue reengineering capability with assistanceof Customer Satisfaction team∙Development of “to be” reengineering model with AdvancedCost Management∙Conduct worldwide market assessment to properly plan futuredirection and investment.Institute knowledge sharing approach through integration ofvirtual team members into the Competence Center.How local practice can best interface with the Competence Center: After utilizing the Business Consulting Knowledge Sharing Network to research specific requests, the local office can use Lotus Notes to communicate directly with the core team members of the CC. The CC will use AA Online and the BCKB CD- Rom for distributing material to the local offices.SOFTWARE SELECTION & IMPLEMENTATIONLeaders / Key Staff:Robert Westheimer, Tim DaigleObjective: To develop and maintain the thought leadership, knowledgebase and framework/methodology of software selection andimplementation. Also to integrate Process Design with ITsystems design.1995-96 High Priority Focus Areas:∙Development of in-depth software intelligence in Finance,Human Resources, Executive Information Systems, Budgetingand Planning, Manufacturing and Wholesale Distribution∙Develop a standard integrated methodology and get it into ourmainline training.Use AAOnline to review and comment.How local practice can best interfacewith the Competence Center:MIDDLE MARKET ORGANIZATIONAL EFFECTIVENESSLeaders / Key Staff: Kathy Iversen, Gary Zegiestowsky / Amy Adams Objective: To formalize the means to most profitably sell and deliver awide range of organizational effectiveness measures, includingmarket and technology planning, services, organizationalalignment consulting and related process redesign and changemanagement consulting, for middle market ($150 million to $1billion) companies.1995-96 High Priority Focus Areas:∙Development of BC-wide teaming approach and resulting toolsand methodologies to ensure profitable middle market servicedeliveryHow local practice can best interface with the Competence Center: ∙Assist Competence Center team with information gathering to clearly define needs of middle market companies and tocommunicate suggestions to effectively identify and deliverneeded services to target companies∙Access Competence Center resources for advice and proposal support materials to translate presenting opportunities intobroader based consulting opportunities that cross the expanded range of process and technologyPERFORMANCE MEASUREMENTLeaders / Key Staff: Steve Hronec, Leng Eng, George Dunne (PED), HolbrookHankinsonObjective: To develop and improve the approach to implement performancemeasurement systems in companies and the correspondingperformance measures at the organization, process and job levelsthat each of the Competence Centers can integrate into theirmethodologies.1995-96 High Priority Focus Areas:∙Work with industry leaders to customize Performance Measurementmodels to five industries∙Develop “impact of change” measures∙Work with Advanced Cost Management and Advanced Technologyteams to develop a Performance Measurement System sellingmodel and technical design guide∙Develop and enhance market image as the leader in PerformanceMeasurementHow local practice can best interface with the Competence Center:Firmwide knowledge creation and sharing of Performance Measurement tools, experiences and engagements through: ∙AA OnLine∙Consultant’s Advisor∙BC Knowledge Base / EDGE∙Vital NewsCommunication and coordination with BC practice leaders firmwideAttendance at PM training courses worldwideINFORMATION & SYSTEMS PLANNINGMembers of the ISP Competence Center:Sari Scheer, New York (leader)Tom Bendert, New YorkJim Schuchard, DallasLaurie Hicks, TorontoMark Phillips, AtlantaBrad Goverman, BostonMike Hooley, PhoenixTony Treccapelli, New YorkSimon Bryan, London (Binder Hamlyn Fry)Gerard Vesseur, AmstelveenStephen Brant, DenverJohn Kogan, BostonLeaders / Key Staff: Sari Scheer / staff to be determinedObjective:To raise our front-end assessment and planning practice to a level ofexcellence that excite our people and our clients and generate exponentialgrowth in this segment of practice. This will pull through a majorincrease in our technology and process change work..1995-96 High Priority FocusAreas: ∙Expansion of front-end assessment methodologies together with theReengineering Competence Center∙Revision of ISP and SAM methodologies to include both technology andprocess and increase the change management emphasis (and update theConsultant’s Advisor)∙Modify the training school∙Develop a process whereby current knowledge and experience can beshared with practitioners throughout the firm.How local practice can best interface with the Competence Center: In initial phases of meetings (2 have been held) and we have not determined how to most effectively liase with the offices.ADVANCED TECHNOLOGY GROUP (ATG)Leader / Key Staff: Jim Rumora / Chris Andrus, Sterling Stoudenmire Objective: To provide thought leadership in, application, support andconceptualization of new technologies.1995-96 High Priority Focus Areas: ∙Establish Technical Innovation Center (TIC)∙Hire experts in key technology areas which support FFoF, HR, Performance Measurement, and Cost Management (e.g. Client/Server, Groupware/Workflow Automation, Network/ConnectivityTechnologies.∙Establish Alliances with key technology partners∙Fulfill advisory role to other C C’s and training development group∙Develop technology research function to support line practices and CC’s∙Advise offices on enhancing technology skillsHow local practice can best interfacewith the Competence Center: ∙Use ATG experts on front end of project in sales mode to demonstrate expertise and assist with proper scoping of project∙Use ATG experts to in knowledge areas where local office lacks expertise∙Send local office personnel to ATG group for “Tour of Duty” to transfer knowledge and expertise∙Report innovative uses of technology or applications of new technology in KSN, EDGE, AA OnLine in order to leverage the expertise gained by local offices and provide ATG with a view of the technical direction of the practice as a whole.∙Complete specialized ATG service evaluation form on timely basis∙Invest time with local representatives of our Alliance Partners to ensure good, fruitful relationshipsCUSTOMER SATISFACTIONLeaders / Key Staff: Howard Barrett, Joe O’Leary, Chris Beard (knowledgemanager)Objective: Provide thought leadership to help organizations becomemore successful through more effective focus on their keystakeholders -- customers, suppliers and employees.Enabling these organization to grow new products andservices profitably.Establish frameworks, methodologies and share experienceswhich will help our practice personnel effectively deliver CSservices in the marketplace.1995-96 High Priority Focus Areas: ∙Methodology/service line development (reengineering therevenue line and customer value creation)∙External/internal market image --- communicate that we are inthis game∙Skill building and knowledge sharing (credentials, knowledgeaccumulation and sharing)How local practice can best interface with the Competence Center: 1.Identify a person in your market who will take ownership of thecustomer satisfaction marketing initiative in your market. This individual may be in your existing practice or could be hiredfrom outside the firm.2.Share customer satisfaction experiences with the competencecenter personnel. Let us know what you are doing and provide input to our service line development efforts.3.Develop a targeted local marketing strategy which includescustomer satisfaction services.4.Call on Competence Centers leaders to provide marketingsupport and engagement support until sufficient skills areresident locally.QUALITY MANAGEMENT SERVICESLeaders / Key Staff: Edgardo Pappacena, Barry Lubin, Effie CokinosObjective: ∙To sell, perform and oversee quality management engagements.∙Disseminate knowledge related to quality management trends.∙Share QMS marketing and engagement information on a globalbasis.∙Develop firmwide research, marketing and education initiatives.∙Have access to a global network of experts.Scope of Competence Center Services: ∙Design, implementation, and facilitation of quality management &continuous improvement programs and systems.∙Support in specific areas of quality programs: leadership, strategicquality planning, communication strategy, customer & marketresearch, process improvement, performance measurement,benchmarking, employee involvement, team building, andtraining.∙Quality programs evaluation (e.g. Malcolm Baldrige Awardcriteria).ISO 9000 consulting: assessment, training, implementation, pre-registration audit.1995-96 High Priority Focus Areas:∙Develop “Return on Quality” approach (with CustomerSatisfaction, Performance Measurement and Reengineering teams)Continue strengthening our ISO 9000 market presence.How local practice can best interfacewith the Competence Center: ∙Communication is the vehicle that will allow us to successfullyknowledge share as a practice. One of the QMS CompetenceCenter's continuous initiatives is to provide knowledgedevelopment and sharing regarding QMS to practitioners at thelocal office level. Effie Cokinos, QMS Knowledge Manager, isresponsible for managing our communication strategy.∙AA-On-line is our primary communication vehicle. Thisis a real time, up to date firmwide database that BusinessConsultant’s can access. Practitioners can discuss anyissues, concerns, requests in relation to QualityManagement Services. The following categories havebeen assigned to the database under the QMS CompetenceCenter Category: General; Tools; Training; Proposals;Requests; and Current Engagements.∙Our second communication vehicle is a reference databasethat is updated quarterly, the Business ConsultingKnowledge Base. All QMS specific information,including proposals, references, engagement information,selected training and marketing information is housed inthe BC Knowledge Base. The Competence Center willmaintain all knowledge housed on the Knowledge Baseand encourage all practitioners to utilize the database inorder to obtain information.∙All Competence Center members and participating officeshave received copies of the QMS CD-Rom developed lastyear. All the information developed for the QMS CD-Rom (methodologies, tools & techniques, trainingmaterials, marketing presentations, sample proposals, etc.) has already been included in the new BC Consultant’sAdvisor CD-Rom to formally integrate all our servicelines.∙Competence Center members are responsible for completing the QMS Quarterly Information Exchangereport to share information on QMS engagements,proposals, and marketing trends.What the QMS Competence Center has done so far to support the local offices:∙Developed QMS CD-Rom, which includes acomprehensive methodology to perform qualityengagements, including tools, techniques, sampleengagement practice aids, client training materials,marketing materials, etc.∙Developed QMS section of Consultant’s Advisor database. ∙Developed an ISO 9000 credentials package. Information available in the credentials package includes our ISO 9000 consulting methodology, up to date case studies, vitalfactors differentiating Arthur Andersen from ourcompetitors and a list of clients as credentials. Thispackage has been developed for all local offices,worldwide.∙Developed the ISO 9000 Implementation and Marketing Aids binder, which includes overview presentations onISO 9000, a detailed ISO 9000 consulting workplan,sample documentation and tools for performing anengagement.∙Established regional networks (e.g. Europe, Asia/Pacific) to maximize knowledge sharing and transfer acrossregional local practices.∙The QMS team is currently compiling and updating all engagement information. We have recently distributed our quarterly results, along with a report of marketing efforts collected from all of our Competence Center members.This information will be integrated with existingengagement information and housed in one source, the BC Knowledge Base.Worked with local offices in development and qualitycontrol of numerous QMS proposals and engagements.What the QMS Competence Center will be doing in the future: ∙We have recently established a joint venture with Underwriters Laboratories, the largest ISO 9000 registrar in the U.S., to provide joint consultant and registrarservices. We will be promoting this relationship byproviding joint seminars and publishing articles.∙We are revising our current marketing brochures (ISO 9000, TQM Simulation) to adapt them to our overall BCmarketing strategy.∙We are currently revising our TQM Simulation training to create an Implementation Workshop that incorporatesorganizational learning concepts.∙We will develop a QMS credentials package to be used by local offices in promoting quality management &continuous improvement services.∙We will update current client training to incorporate new tools and techniques developed in recent engagements.We will explore the possibility of developing a “quick and dirty” Quality Diagnostic Tool to conduct a high-levelassessment of client quality programs.In fiscal year 1996, we will develop our “Return onQuality” methodology.精品文档，值得拥有11 / 11 IMPLEMENTATION/LEARNINGLeaders / Key Staff:Terry Finerty, Christie Franchi / Rebecca Kouri Objective:To build our consultant capabilities in organizational learning and change both in service of our client projects and in managing our own business. 1995-96 High Priority Focus Areas:∙ R&D with systems dynamics modeling to create models of organizational dynamics ∙ Institutionalize what we know through courses, change framework and infrastructure like learning histories, bi-annual learning conference and BC Institute ∙ Raise reputation of learning/change capabilities through learning-based, competitive advantage image campaign How local practice can best interface with the Competence Center:Dedicate at least one practice consultant who has been through the learning course, If you do not have one, then send someone next year. - it will connect you to the people and resources - having a base in the concepts/tools and knowing/contacting the people that are actively using them with clients including Terry/Christie/Rebecca is a great way to find out new ways to implement them in your work,. Dedicate a resource type person and in your office who can organize a learning library for your office including recommended books, articles, presentations, workshop materials, etc. that your practice people can easily get their hands on. And we can then interface or include the resource person on any mailing, etc. Have them load a copy of the KSN library database on your office network where over 300 learning resources are cross-referenced and described. Can request resources from Atlanta or London or maintain own copies. Get hooked into AA on line and tap into the OC learning and implementation database Write to Christie and get on newsletter distribution list. (copy of latest addition is attached).。
安达信咨询方法与工具资料库FINALPRO
Our UnderstandingMagnequench International, Inc. (“MQI”) has experienced tremendous growth over the past two years. The growth has been fueled primarily by PC manufacturers in the Far East who have accounted for 58% of sales volume. Sales growth is expected to continue unabated into the next century.The Sextant Group, Inc. (“Sextant”) and other investors will complete the purchase of this General Motors division on September 30, 1995. Due to the change in ownership and requirement of accurate “real time” financial and manufacturing information, MQI has decided to implement its own financial and manufacturing systems. Released from having to follow GM protocol, the company will be defining its own set of business procedures as an independent organization. The financial system, the development of which will be guided by the newly defined procedures and protocols, must be operational by September 30 and manufacturing, human resource and payroll systems should be fully integrated by December 31, 1995. Sextant and MQI have immediate, short-term implementation needs. In order to meet these immediate needs and position the engagement team to assist with longer term system planning, the project will be organized into a three-phased approach. Phase I and Phase II, discussed in detail in the Approach section, will address the immediate system implementation needs. Planning sessions will be initiated for Phase III toward the end of Phase II to best leverage the intimate MQI knowledge developed by the engagement team during the implementation. This proposal addresses Phases I and II only.MQI is seeking a team of qualified professionals to ensure the success of this systems implementation. We understand the importance of this project to you and the investment you will be making to ensure its success. We respect management’s mandate that the financial systems be fully functional by its deadline of September 30.In addition to the critical skills and knowledge needed, including technical expertise in systems design and implementation, experience with start-up operations similar to MQI, and familiarity and experience in implementation of Fourth Shift systems, the project will require a strong working team and partnership between MQI and the outsideconsultant. More specifically, management will want the following assurances:❑Proven, flexible and easy-to-use systems. The last decade has seen rapid changes in both technology and business practices relating to the manufacturing industry. These changes will continue. MQImust have the flexibility to respond to changes in a timely manner.The system it implements must be able to meet MQI’s immediate and prospective needs.❑Fresh, independent perspective and counsel. MQI is at an exciting yet critical business juncture. To assure success, management will want to know that the solution developed is right for MQI.Because we neither sell nor endorse any specific products and we have noincentive to advocate a past solution, we bring to the project a fresh and creative business perspective.❑Pragmatic solutions and effective knowledge transfer. Project success depends on both effective implementation and the transfer of critical knowledge and capabilities to the internal staff, therebyensuring continuing success long after the consultant has left. We understand the value that management places on its resources; we support your mandate to empower your own people withknowledge and technology. We know the support and commitment of the MQI workforce will be critical to the success of this project and the company overall. A joint project team, composed of ArthurAndersen and MQI personnel, will provide MQI with a systemssolution that addresses MQI’s needs, meeting the unique needs ofMQI’s environment. Our approach incorporates a changemanagement program designed to facilitate employee education and commitment. When the implementation is completed, MQI will be established with users and technical personnel who are wellequipped to operate and maintain the system. They will not onlyunderstand how the system operates, but the value and benefits of its implementation.MQI wants to minimize the risks and disruption associated with implementing mission-critical applications by engaging a firm that can provide the level of understanding of potential pitfalls and issues that only successful implementation experience can bring. As important, MQI will wa nt the confidence and assurance that the organization’s immediate business objectives are always the primary focus — that the firm with which it embarks on this important undertaking is thoroughly committed to the project’s success. We are!Arthur Andersen can provide a full range of services and expertise to MQI. Our experience with Fourth Shift and in the manufacturingindustry allows us to conduct this project in a manner that helps ensure implementation of a valid, useful solution. From a strategic perspective, we will assist MQI in setting the new systems environment, as well as focus on how to maximize the benefits of implementing the new system. Our approach is based on many years of business and systems development and implementation experience in a myriad of environments and a track record of success. At the center of our approach is building a relationship with MQI and its people to promote teamwork among your people and ours right from the start.Because of the structure of your organization and the nature of your client base and how you conduct business, we believe that there could be substantial advantages to building new procedures from the ground-up versus implementing a conversion strategy based on GM’s procedures, many of which are irrel evant to your needs. In this regard, Andersen’s independent perspective, coupled with our broad base of experience with and knowledge of finance and accounting procedures, gives us a decided advantage in our ability to “fast-track” the project. Our approach and workplan reflect the desire of MQI to implement the financial system by September 30, 1995 and the integrated manufacturing and payroll systems by January 1, 1996.Our proposal focuses primarily on MQI’s immediate system implementation needs. Near the completion of Phase II, we will discuss additional opportunities within MQI. Through our previous meeting and our visit to your manufacturing facilities, we have identified a number of areas in which we may provide assistance to further streamline your operations. These are highlighted throughout our proposal.This is a major undertaking for MQI and the individuals who are spearheading the initiative. There are many challenges, both technical and organizational, surrounding this change initiative. We want to assure you that the enthusiasm and commitment to help you succeed in this project extend throughout Arthur Andersen. This includes hands-on involvement at all phases by the partner leading the engagement, Sari Scheer, and direct access to a team of technical advisors on an as-needed basis. All of our resources are and will continue to be at your disposal.ApproachBased on our understanding of your requirements and on our experience in assisting other manufacturing and start-up companies, we believe that our approach will be most effective for MQI.Key Success FactorsIn order to ensure success of the project, Arthur Andersen has identified the following critical success factors:❑Sextant and MQI management must be committed to the project by dedicating resources and making decisions on a timely basis.❑MQI must identify project teams and empower the teams to successfully complete the implementation.❑MQI must develop in-house staff capable of operating and maintaining the new technology platform and systems.❑MQI must participate in the majority of the implementation tasks to thoroughly understand how the new systems were built andoperate.In short, we expect to work closely with MQI management and personnel throughout the project. We understand that the ultimate decision makers and owners of the system are MQI and that our responsibility is to provide guidance and expertise along the way.The following Gantt chart depicts our recommended phased implementation approach. Phase I focuses on the financial systems and Phase II focuses on the manufacturing and payroll/human resources systems. As previously stated, we will work with you near the completion of Phase II to define the approach for Phase III — Develop Long-Term Systems Integration Plan.GANTT CHART HEREDesign the System❑The objectives of this segment in Phase I and Phase II are to clearly define and prioritize all of the requirements of MQI users and todevelop a strategy for setting up the Fourth Shift system. The project team will interview the user community to determine requirements for each of the modules.Phase I: Financial Systems Implementation and Human Resources and Payroll Strategy❑The project team will design the financial statements and key performance reports and the Chart of Accounts needed to support these reports.❑During this segment, we will concentrate on the revenue cycle including the design of the integration between the Customer Order Entry and Accounts Receivable function. In addition, the project team will concentrate on the expense cycle and the design of the integration between the Accounts Payable and Purchasing functions.❑We will firm up the scope of the inventory accounting levels early in the process so the design is compatible over the long term. Thisincludes determining how the labor costs will be reported, how to capture costs (by product line, by manufacturing cell, by machine) and book variances to standard cost.❑Due to the commodity-like price aspects of MQI’s raw materials, especially cobalt, and its impact on general ledger and item master setup, the project team will determine whether to apply purchaseprice variances at the subassembly level or to track them through to the finished goods level.❑In this segment, we will select the Fixed Asset system and design the interface with the other financial modules.❑The project team will define the alternatives for processing Payroll and Human Resources and select the best solution. This will alsobegin concurrently with the financials in order to ensure time forimplementation and testing.❑Once the Payroll and Human Resources strategy is determined, we will work with MQI to develop an implementation and testingapproach for the selected strategy. The implementation estimateswere not included in this proposal because the effort variessignificantly based on the selected approach.Phase II: Manufacturing Systems❑Designing the system for the manufacturing modules will begin concurrently with the financials in order to ensure seamlessintegration between modules. For example, the Bill of Materialsstructure, item master consolidation and work center developmentcould impact the financials and, therefore, should be reviewed early in the engagement. The phase begins by defining the manufacturingdatabase including the parts master, Bill of Materials and partroutings.❑The engagement team will begin a review of MQI’s parts master to determine the optimal inventory configuration. Currently, MQI has over 600 part numbers. An intuitive setup of the Bill of Materialscould reduce this level to as low as 30–50 part numbers.❑The Fourth Shift scheduling system has been setup to manage only the production of the M3 magnets. The engagement team willreview the operations of the other product lines to determine theoptimal configuration of all products in the Fourth Shift package.❑By defining Bills of Materials and part routings, product costing and variance analysis can be tracked for part numbers.❑At the completion of this segments the high-level configuration will be presented to top management to ensure that the setup of theFourth Shift system supports management’s vision.❑The project team will design procedures for return goods processing and scrap recording.❑The team will develop a strategy for procuring and managing non-productive inventory.Segment Activities Major Deliverables Design the SystemDocuments the system requirements and initiates the setup of the Fourth Shift system. • Interview users• Document systemrequirements• Design optimal systemconfiguration• Initiate setup o f the FourthShift system• Review with management• Defined modules• Defined Fixed Assetssystem• Selected approach to HRand Payroll• Initial setup of the FourthShift system completed• Detailed workplan forimplementationDevelop Conversion Approach❑The objective of this segment is to determine the extent of data that must be converted or populated prior to “going live” anddeveloping a plan to populate the data efficiently and accurately.❑Based on our preliminary understanding, most if not all data for finance and manufacturing can be manually entered with the possible exception of Fixed Asset information. Payroll and Human Resource data will need to be converted from existing General Motors systems. ❑Phase I of the implementation will consist primarily of a manual conversion effort for the financial modules. Because of the smallnumber of vendors and customers, manual methods of conversionwill be planned to convert customer and vendor information forAccounts Receivable and Accounts Payable. In addition, becausecustomer and vendor balances will not be transferred to MQI, vendor and customer histories do not need to be initially converted intoFourth Shift. Quality control checkpoints and reports will bedeveloped to ensure a high degree of accuracy for this conversionprocess. The project team will determine whether fixed asset balances will be converted prog-ramatically or manually depending on thequantity of assets tracked.❑Phase II conversion planning will differ due to the increased amount of data to be converted for these systems. This includes theconversion of Payroll, Human Resources and part cost data. Due to the higher volumes of information to be converted, the conversionplan includes steps to develop conversion programs and testing steps that will be required to ensure the accurate conversion of the data. It is assumed that conversion files will be made available by GeneralMotors.Segment Activities Major Deliverables Develop ConversionApproachThe project team develops a detailed conversion plan based on the requirements and on an evaluation of the current system data accuracy.• Define ConversionApproach• Define Conversion Files• Define Conversion Process• Develop ImplementationPlan• Define ConversionResource Requirements• Develop Conversion Test• Conversion approachmemorandum• Conversion process flow• System test andconversion hardwarerequirements• System test andconversion personnelrequirementsPlan• Establish Personnel Requirements• Build/convert master files • Detailed workplan • Converted/populated master filesFinalize User Procedures and Training❑The objective of this segment is to document the procedures necessary for users to utilize and maintain the system. Phase I user procedure development will also include overall accountingdepartmental operating procedures such as defining controlpractices.❑The project team will document user procedures at each stage of the implementation and incorporate them into the user trainingmaterials.❑During this segment, the project team will communicate with Fourth Shift to develop a comprehensive user training session based on user operating procedures and the Fourth Shift and third-party system requirements. The engagement team will schedule training sessions in each phase close to the time that the modules will be tested and implemented so that MQI personnel can be involved in the system testing.❑The engagement team will present the operating procedures to management for review. As the implementation progresses, userprocedures will be updated to reflect the changing businessconditions.Segment Activities Major Deliverables Finalize User proceduresand Training • Document user procedures• Develop training approachand schedule • Documented operating procedures manuals • User training approach精品文档，值得拥有Establish the PC Network Environment This phase of the project involves installing the selected hardware,network software and installing the Fourth Shift software on the network. Security for the network and the Fourth Shift applications will be implemented. A backup scheme for the new implementation environment will be developed. Arthur Andersen will assist MQI and Fourth Shift by using our experience to anticipate and proactively address issues that may arise during activities, especially since they rely on the implementation environment. The project team will connect users to the network based on theirneed to use the Fourth Shift system. The initial configuration in Phase I will only include financial users. The project team will define the immediate and longer termrequirements for a LAN and database administrator role.SegmentEstablish PC Network Environment The project team will identify hardware and software standards, identify the technical environment and implement the network.Activities• Determine technical architecture requirements• Implement new architectureMajor Deliverables• Technical architecture requirements• Bill of Materials for network installation• Technical architecture design• Network configuration • Trained database andnetwork administrator11 / 52精品文档，值得拥有Conduct User Training The primary objective of this segment is to prepare users to useindependently (without assistance) the financial and manufacturing systems after cutover. The secondary objective is to train users to test the Fourth Shift and third-party systems. Arthur Andersen utilizes the “train the trainer” approach. Thisapproach demands user involvement and buy-in early in the process. This user participation is critical to successful implementations. Due to the small number of users at MQI, it is imperative that all users are integrally involved in this stage. They must use the knowledge gained in this stage to test the system prior to implementation as well as train new staff at MQI as they are hired. MQI’s management team will become the core group of users or “system experts” on which MQI can rely upon after the departure of the engagement team.SegmentConduct User Training This segment focuses on ensuring that users are adequately trained in their primary responsibilities within the system.ActivitiesMajor Deliverables• Develop training materials • Train the primary user foreach area of the system • Cross-train users ondifferent modules of the system • Review testing scripts to ensure that users are adequately trained to conduct system tests • Initiate development of system test plan• Training documentation • Trained user community • System test plan12 / 52精品文档，值得拥有Perform System Test Perform System Test’s main objective is to determine the ability ofthe users to perform their daily tasks using the system. The engagement team will organize and facilitate the testing processenforcing a structured approach and providing technical help to users. The final major task prior to conversion of the system is performinga system test. With the MQI test data determined, the objective of the system test is to perform a comprehensive test of the new system and user understanding of MQI procedures and workflow processing environment. MQI’s data will be grouped into test cycles to verify that the new procedures work as expected for the maintenance, posting and end-of-period processing functions. MQI users will execute the test scripts and be responsible forreporting any system errors that occur during the test. MQI staff will utilize test scripts that will be based on daily activities of MQI staff and the system features of Fourth Shift. This process will complete the buy-in and reinforce concepts learned during the User Training segment. In order to ensure that the system is adequately tested, the projectteam will incorporate one month of past activity into a test cycle. We will also identify processes that were not performed during the month’s activities and develop test conditions to test the ability of Fourth Shift to perform. At the completion of this segment, MQI users will make the finalcutover decision.SegmentPerform System Test MQI Users will execute this segment.Activities• Test each module in the Fourth Shift system• Test the interfaces with external system• Validate the accuracy of the systems output• Make final cutover decisionMajor Deliverables• Tested system • Listing of program errors • Cutover Recommendation13 / 52精品文档，值得拥有Convert Systems and Cutover The objective in this segment is to smoothly transition from the GMand manual systems to the utilization of the Fourth Shift and thirdparty systems. The systems will be implemented in two stages. At the end of PhaseI, September 30, the Fourth Shift financials and a third-party fixed asset will be converted and cutover. After this point, MQI users will enter financial information and track fixed assets into these systems. The selected manufacturing modules of Fourth Shift will beconverted and integrated by December 31, 1995. The selected HR/Payroll strategy will be implemented on December 31, 1995. On the system conversion dates, final conversion procedures will beexecuted and MQI personnel will begin using the new system and procedures to perform daily production functions. The conversion to a new system always results in minor problems and user questions, so Arthur Andersen time is scheduled for a one-month period after the financial systems, as well as the manufacturing systems, are cutover. Arthur Andersen's role will closely monitor the conversion process.SegmentConvert Systems and CutoverActivitiesMajor Deliverables• Review setup of the system • Perform dry run of cutoverprior to cutover date • Monitor cutover tasks • Prepare user to cutover• Implemented system • Self-sufficient users14 / 52精品文档，值得拥有Perform Postproduction Support Assist in the smooth transition of full systems responsibility to MQIusers and MIS staff. Troubleshoot system issues that may occur after system cutover.System issues include previously undetected system bugs and enhancements requested by MQI users. This task will involve working closely with MQI users and Fourth Shift to determine the nature of the system issues and the best solution. Due to the short implementation timeline, system modificationscannot be developed and incorporated into the Fourth Shift system prior to implementation. The project team will help identify critical system needs that are not met by Fourth Shift and help management to prioritize these issues. Develop procedures for identifying and reporting system issues thatMQI users and MIS staff can follow after the completion of this segment.SegmentPerform Postconversion SupportThe project team will support users and MQI’s MIS staff after implementation.Activities• Complete transfer of systems responsibility to MQI users• Troubleshoot system issuesMajor Deliverables• Implemented system and self-sufficient users• Procedures for handling systems issues and documenting system enhancements• Prioritized list of system issuesDiagrams on the following pages graphically display the conceptual design of MQI’s network for each phase of the engagement.15 / 52精品文档，值得拥有Phase I ? Financial System Implementation and Payroll StrategyApplication and Technical ArchitectureApplication ServerData ServerFinance UsersHubApplications System Control GL AP AR Fixed AssetsPrinterOffice Automation Word ExcelStand Alone ManufacturingApplicationsSystem Control System Data ExportPurchasingInventory ControlBill of MaterialsMaterial Requirements PlanningManufacturing Order ManagementShop Floor Tracking and ReportingOrder EntryShippingStand Alone Engineering Magnetic FEAStand Alone Mars Electronic Data Collection Non-ProductiveInventory ControlStand Alone EngineeringAutocad16 / 52精品文档，值得拥有P h ase II ? M anufacturin g Im plem entationA p p licatio n and Tech nical A rch itectu rePayroll and Hum an ResourceU se rsFinance U sersP rin te rA pplication S e rv e rD ata S e rv e rP rin te rHubA pplicationsO ffice A utom ation System C ontrol System D ata E x p o rt W ord Excel P urchasing Inventory C ontrol B ill of M aterials M aterial R equirem ents P lanning M anufacturing O rder M anagem ent S hop Floor Tracking and R eporting O rder Entry S hippingHubS tand A lone M agnetic F E A S y s te mS tand A lone M ars E lectronic D ata C ollection N on-P roductive Inventory C ontrolS tand A lone E ngineering A utocadM anufacturing U sers17 / 52精品文档，值得拥有Phase III ? Long Term Systems Integration PlanPotential Application and Technical ArchitectureHuman Resource UsersEngineering & Operating UsersFinance UsersPrinterApplication ServerEDI DataServerPrinterHubApplicationsOffice Automation System Control Word System Data Export Purchasing Inventory Control ExcelShop Floor Automation Barcoding Bill of Materials Material Requirements Planning Manufacturing Order Management Shop Floor Tracking and Reporting Order Entry ShippingHubComputerized Maintenance Management SystemBridgeAutocad ServerHubManufacturing UsersMars Data Collection Non-Productive Inventory ControlAutocad18 / 52精品文档，值得拥有Consulting InvestmentBased on the scope and approach described in this proposal, the information provided to us by Chong Man Lee and insights developed during our site visit on August 1, we are confident that we can implement Fourth Shift financials by September 30 and the Fourth Shift manufacturing modules by December 31.We will bill for professional fees and out-of-pocket expenses, including travel and lodging. Our fee estimates are based on the actual time to be spent by our personnel on the project. The following chart provides a breakdown of estimated consulting fees by major segment:Design Phase Financial System Design Payroll/HR System Strategy Manufacturing DesignDesign Subtotal Implementation Phase Financial System Manufacturing Network Systems Postproduction SupportImplementation Subtotal Total FeesAA Workdays 44 34 70148AA Fees $ 42,00054,000 95,000 $191,00045$86,000133225,0001014,0002034,000208$359,000356$550,000We will confirm the estimate for the implementations after completion of the design for each phase.We have built a 15% contingency into our estimate based on our experience with implementation projects. The fee estimate represents a reduction from our standard rates and is our investment in building a long-term business relationship with MQI. If there is a need to change the scope that will impact on our estimates, then we will promptly discuss this with you before proceeding.We understand that you have worked with other consultants throughout the year. In selecting Arthur Andersen, MQI will be utilizing consultants that have quickly implemented systems for start-up operations. You will19 / 52。
安达信咨询方法与工具资料库OVERPLAN
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Design and implement service concepts, operating and delivery processes, and infrastructure BOTTOM UP ?Assess gap between customer needs and service offer ?Assess current processes, technology, behaviors and structures ACTION PLANNING ?Prioritize Initiatives - develop transition plans ?Implement Quick Wins TOP DOWN ?See re-engineering methodology ?Design and implement core processes and technology ?Design and implement employee behaviors, roles, groupings and structures ?Design and implement performance measures
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安达信咨询方法与工具资料库CUST
CUSTOMER SATISFACTION DIAGNOSTICObjective¥Determi ne how well IS meets the applicati on delivery n eeds of the customer base¥Assess how satisfied the customer base is with the level of service being provided by IS¥Identify opportunities for improving service by comparing customer perceptions of importance with their degree of satisfactionHow Customer Satisfaction Supports the Business CaseCustomer Satisfaction scores are a qualitative assessment based on customer perceptions of how well their needs are being met. Building a business case requires these scores to be supplemented by other quantitative data to more clearly identify opportunities for reducing cost. For example: information from Brown Papers of project development activities can show bottlenecks and points where communications break down, information from Detail Project Probes can show productivity opportunities, and information from the Strategic Alignment Assessment can show how activities do not meet user needs.Possibilities for supporting a business case could come from:¥Improving productivity by improving the testing and implementation processes and the quality of documentation¥Improving user productivity by increasing the reliability and/or availability of data and system supportHow to Administer the Customer Satisfaction DiagnosticThis section provides hands on guidance needed to successfully use this diagnostic with specific emphasis on: scope of diagnostic, preferred method of collection, and recommended tasks, responsibilities, and time frame.Scope of Diag no Stic- Who and How Many?Selecting a representative customer base for the survey is important. The survey population should cover all of the sig nifica nt bus in ess areas receiv ing support from IS. Select ing the right man agers to complete the survey is also important. They should be those "users" who rely upon computer applications and data to make bus in ess decisi ons and complete their daily activities. Also make sure that these are true "users" and not only IS liais ons who represe nt the bus in ess.You must also decide how many surveys to send out. This is drive n by two factors- the size of the applicati ons inven tory and the size of the customer base. In gen eral, 10% to 20% of the customer base should be sufficie nt for reliable survey results. It is recomme nded that the survey be anonym ous to encourage honest responses and useful comments. Ask for the name of the customer's organization to allow the ability to observe trends in particular areas of the organization.Preferred Method of Collecti onWorking with the IS organization, representative users should be identified. The surveys, along with an expla natory letter and an in structi on page, should be distributed using in tercompa ny mail or other similar method the clie nt may have available. Make provisi ons for those who wish to retur n their resp onse by fax.The Diag no Stic ToolThis secti on contains the Customer Satisfacti on survey form. The survey in cludes the cha nges recomme nded by the compa ny project team at the end of the en gageme nt.。
安达信咨询方法与工具资料库refsun1
The references contacted are:1.Monarch Resources, Louis Klotz, Antonio Roca2.GTECH, Ron RegoIMPLEMENTATION:How did you staff your implementation? (i.e., internal vs. external resources)1. 2 MIS personnel, 3 Accounting Division Managers, 3 Ernst & Young Consultants2.100% internal; Project team consisted of personnel from IS, corporate accounting, internationalfinance and site end-usersHow long did you plan for the implementation to take? Did you meet your deadline?1. 3 months for GL, AP and Fixed Assets; It took 6 months to install the system and train the users.2.Phase I - Pilot site - 2 months; Phase 2 - Conversion - 3 months; Roll out to sites with no existingsystem - 3 monthsWere you given a realistic perspective on the time required for implementation?1.Yes2.YesHow did the software supplier assist you in the implementation?1.Systems Union was not asked to assist in the implementation, they merely provided hotline support;If we had it to do over, we would use a Systems Union consultant2.Technical support, report customization, training; if we had it to do over, we still would not use aSystems Union consultantDid they meet your expectations?1.Yes2.YesWhat types of problems did you encounter during the conversion / implementation process?1.No policies and procedures were clearly defined prior to installing Sun Systems, therefore no cleardirection was provided on how to set up the software. An MIS and Accounting infrastructure was not in place to support the new systems. Technical infrastructure was not in place to supportsophisticated telecommunications between plantsmunication with non-english-speaking employees and employees’ unwillingness to change CURRENT SOFTWARE PERFORMANCE:Does the software perform as expected in processing your transactions?1.Yes2.YesHow well does this software handle security administrative levels (e.g., restricting access to data at various levels)?1.very well2.good when using Sun Systems software; not good at the database level - i.e., can access raw datawith editors and programming languagesDoes the software meet you country specific report requirements?1.Yes2.YesHow are changes to your statutory reporting requirements handled? (e.g., vendor vs. internal)1.Either by Sun Systems or Antonio uses Sun Query or the report writer to develop the reports2.Some are made by internal IS department, others by local agentsAre you satisfied with the current system response time?1.Yes2.YesCURRENT SOFTWARE PERFORMANCE continued:What do you consider this software’s core stre ngths?1.The software is very flexible; The support is excellent (especially hot-line support); Sun has a largeclient base, therefore they have lots of experience;2.Overall functionality, multi-lingual capabilities, multi-currency capabilitiesWhat do y ou consider this software’s primary weaknesses?plex to set up, but if done correctly, it is very flexible; Prior to the re-issuance of softwaremanuals, they were very difficult to read; The software is high priced2.Report writer is not very user-friendly, nor is it easy to learn; Poor Graphical user interface SUPPORT:TrainingHow much time was scheduled for initial training? Was it sufficient?1.One week. Since we did not have our accounting standards set up at the time we were trained, thecouse was not as effective as it could have been.2.One week, per module, per site; No. The end-users think two weeks were necessaryWho provided the initial training? How would you rate it?1.Systems Union. Very good. We should have involved the vendor more than we did in the on-goingtraining.2.Systems Union. The training provided to corporate personnel was outstanding. The end users feltlike the trainers should have been more familiar with the statutory requirements.Comment on the usefulness of the manuals, documentation and on-line help?1.The first set of manuals were not good. Several revisions have been released and the manuals arepretty good now. They are very helpful for a knowledgeable user and are considered as well-developed as the Microsoft Word and Excel manuals.2.Average, or slightly below average - have consistently improved over the years and are expected tocontinue to improveModificationsHave you made any custom modifications to the software? If so, what modifications were made?1.none2.some reports have been customized and some utilities have been used to access the dataWho programmed the modifications? Were deadlines met?1.none2.IS personnel; Yes.Have problems arisen with upgrades and support due to the modifications of the software?1.not applicable2.noGeneral SupportHow pleased are you with overall software supplier support?1.Very pleased2.Very pleasedWhat has been your experience with the software supplier's response time to your problems/questions?1.Very good; most calls are resolved or responeded to within an hour2.GoodHow would you rate the supplier’s telephone support?1.Very good; most calls are resolved or responeded to within an hour2.GoodAre the manuals easy to use and do they eliminate or mitigate the need to contact the software supplier?1.They are easy to use2.Most end users find the manuals cumbersome to use and difficult to followHave you experienced any down time on the system? If yes, how was the problem resolved and by whom?1.No2.NoHow do you internally handle problems with the software? (e.g., who contacts the vendor / support person, how do they report, escalate and resolve?)1.Antonio serves as a clearing house for all questions, when he can’t resolve something, he calls the SunSystems2.IS is the clearing house for all questions. Systems Union is contacted, if they cannot be resolved by IS.If time is an issue, sometimes users contact local agentsHave you had any problems with bugs or serious errors during processing? If so, what was the nature of the bug?1.No2.NoHave you found any areas in which the software supplier said the software would perform a certain task, but it does not meet your requirements?1.no2.Yes, the salesperson though a report was going to be easy to modify, but it was not. However,Systems Union programmed the changes at no chargeWould you recommend this software (Y/N, Why)?1.Yes, it’s an A+2.Yes, overall it performs well and meets our corporate objectives。
安达信咨询方法与工具资料库transfer
Marketing - 5%/20%
general processing
difficulty sending invoices to accounting for Back the Future” processing
Communication and timely payment of loans may become more difficult
H
Sales Audit
current error fixing
training people how to perform current error fixing would be a cost
H
MIS
POS systems support
the expertise on the Cutting Edge and Helikon may be lost in the transfer. May want to keep knowledge experts around in San Fran
L
Bank Reconciliation
general processing
no problems anticipated
L
Accounting - 5% fund
general processing
training people on the current systems would be a cost
M
Accounts Payable
Vouchering
Check Cutting
difficulty verifying invoices received from departments - could be alleviated by having a purchasing/requisition system
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Utilities/ Energy Retail/ Consumer Products
Financial Institutions/ Insurance
Logistics/ Transportation Supply Chain Mgmt Healthcare
1
11
1
1
11
1
1
1
1
Newspaper and printing Shared services costing
1
1 Product line relocation analysis
1
Printing company
1
ቤተ መጻሕፍቲ ባይዱ
1
1
Production reorganisation based on cost analysis
BELGIUM BELGIUM BELGIUM
Brussels Brussels Brussels
BELGIUM France France France
Germany
Germany Germany Germany
Brussels Paris Paris Paris
Frankfurt
Frankfurt Frankfurt Frankfurt
MTU
Benchmarking study Foundation of science and politics
Lufthansa
German Ministry of
May 1996 ongoing Jan 1996 ongoing Aug 1994 ongoing Aug 1995 ongoing
Jun 1994 ongoing
VAP66810 Roel Smets
VOL04210 Roel Smets
SCX56810 Roel Smets
proposal Roel Smets
THE07410 Roel Smets
propoal
Roel Smets
BUC67210 Roel Smets
ESS08610 Roel Smets
1
1
1
1
Farm installations manaufacturer
DEG67510 Roel Smets
THE???10 Roel Smets PAC34910 Roel Smets KEM15423 Stephane Verdood
propasal
VAI66706 DAI67210 BMF66701 LUF6670103
Stephane Verdood
H. Tcheng H. Tcheng O. Doye Marcus Pack, HansMartin Schneider
Proje ct Skills
European Cost Management Skill Inventory - Projects
Industry
Project Type
Please specify the project with a cross
Manufacturing Pharma/ Chemicals
Date
Job
Fees in
Client Name
Started
Completed Number Project resp.
USD
Remarks
VAPO meat deboneing V.C.S.T. automotiva parts ( CadburrySchweppes Belgium VUM Publishing CP Clare International N.V. Federa N.V Buchmann Optical Industries Esselte Monti N.V De Geyndt - window engineering Theuma deuren industrie Packo Inox Kempense Steenkoolmijnen Flemisch governement Usinor - SAFE TDF Cr閐it Lyonnais Vaillant Logistics Controlling
110,000 1 150,000 1 850,000 1
20,000 1 200,000 200,000 200,000 1 250,000 1 350,000 600,000
2,300,000
1 1
1
11
1
Meat processing
1
Operational process review - cost efficiency analysis
Profit variance analysis Other (Please specify)
Country BELGIUM
Office Brussels
BELGIUM Brussels
BELGIUM BELGIUM BELGIUM BELGIUM BELGIUM BELGIUM BELGIUM
Brussels Brussels Brussels Brussels Brussels Brussels Brussels
Other (Please specify) ABC/ABM ABB
Target Costing Transfer Pricing
SVA/EVA Value chain analysis Traditional Costing
Benchmarking Competitive cost analysis Performance Mgmt/KPI
Heribert Pabst
Willy G. Hartung Willy G. Hartung, Marc Schomann Willy G. Hartung, HansMartin Schneider H.J. Weiss, Heino v.
30,000
50,000 1
60,000 1 60,000 1 65,000 1 65,000 80,000 1 95,000 1 95,000 1
Germany Frankfurt
Germany
Italy Italy Italy Italy
Italy
Italy
Italy
Italy Italy Italy
Frankfurt
Bologna Bologna Milan Milan
Milan
Milan
Milan
Rome Rome Treviso
Date