咨询方法与工具资料库invsteps【精品文档】
咨询方法与工具资料库invsteps【精品文档】
☐Print Warehouse XREF table from CONVWHSE menu☐Verify xreferences are correct☐Verify forward and/or consignment warehouses contain “**” in the Building column☐Verify that there is one location per forward warehouse in the LOCMAS file.Location Name = Forward warehouse number + “STOCK”, e.g. 31STOCKRun File List Option --> MI40, Option 7Set LimitsWarehouse = 20 to 20Location = 30 to 90STOCK☐Verify the following resources are not in S/38 Locator (these should be absent according to Larry Smith and no x-reference has been set up for these):CVC Product Codes97100499710140971014997404409740449974084997532499786049☐Verify the user profile to run these programs has the following security:☐ Transaction security for MR, MI, IA (MI10-18)☐ Security to all options noted in the procedure (MZ40-10)☐ Class/Sub-class security for all (MI10-21)☐ Warehouse security for all warehouses (MI100-7)Revised: 2018/5/12 - 4:17 AM Page 1 of 6 Revised: 479074129.doc☐Signon to USERTEST PROD entity (Tests are run in USERTEST)☐Go to User Menu CONVWHSE☐Select option 14 (Update Inventory Conversion Default Parms) - Verify that files and libraries are correct for the PRISM entity that you are running. Transaction Date must be the General Ledger Posting Date. LIBRARY PARAMETERS MUST BE SET TO THE PRODUCTION ENTITY.☐Select Option 15 (Build Inventory Extract File) - No changes should be necessary to be made on screen.☐Select 17 (Pallet Number Conversion Edit) - No changes should be necessary to be made on screen.Errors reported by this program will be re-checked at step 6, You may either stop here and correct the errors or continue on to step 6.☐Select 18 (Generate PRISM Inventory Transactions) - Run once per forward warehouse Enter S/38 warehouse # as listed below.☐Print Detail Report. This must be sent to Stephanie with the labels on Nov 9. Review summary reports generated from previous to verify that all records have been processed.☐Save copy of the following files in TEST1 library (Menu Option 13)☐OPCLOT (Lot Number Control File)☐PPTREB (Inventory Transactions)☐RFPALH (Pallet Header File)☐RFPALD (Pallet Detail File)Revised: 2018/5/12 - 4:17 AM Page 2 of 6 Revised: 479074129.docPost Transactions:☐Select 19 (Process SIPSKIT Transactions)i.☐Print PRISM Transaction Batch Error Report.∙Select PRISM Menu Option MI50-9∙Retrieve SAVE Key = OPCINVERR☐Distribute copies of error report:∙ 1 - Conversion Coordinator (Modesto)∙ 1 - Stephanie Padilla (Suisun)☐Run QC Readings load and PRISM sublotting. (Refer to QMPROC.DOC)☐Go to CONVWHSE menu☐Select 8, Update Pallets with new lot #This program updates the pallet detail files with the new graded lot #.☐Generate Forward Warehouse Labels< Insert Print procedure here>i User must have PRISM authority for the transaction type(s) being processed, all class codes and all warehouses being updated.Revised: 2018/5/12 - 4:17 AM Page 3 of 6 Revised: 479074129.doc。
咨询方法与工具资料库7is_org1【精品文档】
Overall IS Organizational AssessmentSuccessful systems require a partnership between IS, users and management, as well as a clear understanding of the roles and responsibilities of the groups. After a review of HD VEST's systems and IS organizational structure, Arthur Andersen has made the following observations:●Historically, there has not been a long-term IS strategy integrated with, and supportive of the business strategy. IS has developedinto a department which tends to concentrate on the day-to-day support of existing applications, putting out fires and addressing new systems development by "perceived" priorities.●IS is directly involved in transaction processing to support the various business areas. For example, Advisory Services (specificallyVest Flex), Accounting (specifically the Commission system) heavily depend on IS in order to conduct and process business. These backoffice functions are not typically handled by IS.●There does not seem to be a strong business relationship between IS and system users. IS has historically been a reactive, internallyfocused department with limited user involvement and management of user expectations.●IS projects and associated costs are not allocated or "charged-back" to user departments, thus lessening the users "stake" in theevaluation, design and implementation of systems projects.●The priority-setting process has resulted in the greatest user needs not being met.●An overall lack of planning and integration among applications has led to "islands of automation."●Several "specialty" applications, as well as most packaged software applications are not supported or maintained by IS, includingthe Advent portfolio management system, ABRA payroll system, Macola accounting system, Treasury Q&A database, Operations Analysis Alpha IV database and National Sales Portfolio Analyst application. Support for packaged software applications in most organizations is provided by the IS department.●Help desk personnel and Reps are not adequately trained in existing Rep desktop applications leading to excessive help desk calls.●IS personnel are not adequately equipped with the requisite technical skills to progress to newer technologies.Future IS Organizational StructureRESPONSIBILITIES BY GROUP:IS Management and Support Infrastructure Technology Solutions Business Liaisons∙Internal training∙IS budgeting/planning ∙Security administration∙Network administration∙Programming,development and support∙Relationship managers to endusers/external parties∙Performance measurement ∙Hardware maintenance ∙Middleware development ∙Project managers∙Internal quality management ∙Contingency planning∙Backup/restore dataand support∙End-user tools support∙Attend/lead user focus group sessions∙Define requirements/design systems ∙Data communications∙Databaseadministration∙Packaged softwareexperts/maintenance/support∙Software selections∙Budget/cost justifications for projects∙Change management∙Help desk support ∙Help desk support ∙Help desk management/supportHD VEST's Information Systems Vision SummaryHD VEST has many system requirements by functional and departmental area within the organization. These requirements are covered in section III for your review. The information and systems vision outline below will provide HD VEST personnel with the information tools needed in order to be fully functional in meeting their job requirements and successful in meeting the firm's goals and objectives:●Open systems environment running packaged software that is easily integrated and scaleable as the company grows.●Representatives armed with the appropriate information access and order processing capabilities to enhance and expand theirclient's base and satisfaction with VEST.●Processing and access to meaningful information at the user's fingertips, with no or limited IS intervention.●Good documentation, training and support for both VEST and the representative community.●Flexible and easily adapted to the changing needs of the organization.●On-line, real-time processing.● Integrated systems from trading sources to VEST to the representatives.●EDI capabilities with representatives and suppliers of the firm.●Workflow automation.。
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PHASE1【精品文档】
Phase Overview and Objectives.
Show Overview as block text; show objectives as a dashed list.
The key activities of this stage include: Establish a focal point Identify idea sources Accessing idea sources Define idea Screen idea
2018/5/12
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REF
GUIDELINES
YOUR CONTENT being supportive, respectful and non-intrusive. Company should encourage collaborative idea generation amongst all stakeholders, i.e., engineering and marketing, employees and customers. In generating product ideas, ensure the company is focused on anticipating and solving customers’ emerging problems. The company should acknowledge quality of effort regardless of whether or not an idea proceeds beyond the initial screen.
REF P
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.。
咨询方法与工具资料库_trai112【精品文档】
I. Our Quality Training ApproachQuality-related education and training introduces the language and concepts associated with TQM. These include fundamental issues such as:∙Internal and external customers∙Cost of quality∙Employee empowerment∙Management-by-factsLanguage and concepts ideally move down through the organization. The philosophy behind this "trickle-down" training is that to effectively teach material, the instructor must be very familiar with the subject. The value in using this approach with TQM is that the context in which the material is delivered reinforces the perception that TQM is for everyone, at all levels throughout the organization.The effective use of the organization's continuous improvement process, and problem identification and analysis skills, should be taught to everyone within the organization. Training includes activities to learn process mapping, quality tools and techniques, team building, and effective communication.Training needs are generally identified once the TQM process is underway. Process evaluation often reveals that performance can be enhanced with improved understanding of the job's role in the overall process. Effective TQM requires that each individual receives the training required to perform his/her job competently. It is also critical that each person has an understanding of his/her job's value in relation to others as a supplier of customer goods or services. As levels of performance are raised, education and training continue to reinforce familiar skills and import new ones.Visioning training, which includes administering our ABO leadership tool (see Leadership section for more information on this tool), should be provided very early in our quality engagements. Additional training, which we customize to our clients needs and deliver on a just-in-time basis should be provided throughout the engagement.Our approach to delivering QMS training is significantly different than that of our competitors. Most competitors offer a quality curriculum that is taught to a large number of company employees at the front end of and engagement. In fact, many competitors provide training only. Our approach is to provide customized training to the people within an organization that specifically need training to complete specified tasks (tasks usually associated with pilot projects).The training is provided just-in-time (i.e. just before to completion of specified tasks) and is very task oriented to ensure that maximum learning takes place Quality-related education and training introduces the language and concepts associated with TQM. The training includes fundamental issues such as internal and external customers, the cost of quality, employee empowerment, and management-by-facts.It is important that training include not only lecture, but practice in the concepts and support (ensuring that concepts that were practiced are applied on the job as soon as possible after they are learned). This leads to ultimate training effectiveness as shown in the diagram below.。
咨询方法与工具资料库eat1122p【精品文档】
TABLE OF CONTENTS I. Who is Arthur AndersenII. Your NeedsIII. Industry Issues and Purchasing TrendsIV. Scope and ApproachV. Project Timeline and EconomicsVI. Project OrganizationVII. CredentialsWHO IS ARTHUR ANDERSEN Our prior contact with Eaton has been limited; however we have worked with a number ofautomotive suppliers and manufacturers and are extremely excited to have the chance to workwith you. While we have tailored this proposal to your needs and issues, we wanted to convey afew reasons why we would be a good fit to partner with you on this most important initiative.∙Arthur Andersen has grown to become one of the largest professional servicesorganizations in the world. Chicago is our flagship office with over 3600 professionals,50% of which are in consulting∙Manufacturing is the cornerstone of our worldwide practice representing a full 30% ofour firm’s worldwide revenues and 25% of our Chicago office∙World headquarters and support organizations, such as R&D and Training are based inChicago∙Each of our service lines has its largest practice unit in Chicago∙We have taken thought leadership positions to many of the complex business issuesfacing the automotive industry and manufacturers in general∙In 1994, we invested more than $350 million to continue the education of ourprofessionalsYOUR NEEDS ∙Respond to the changes that your customers are imposing on you--This involveschallenging all activities in the supply chain∙Reduce the cost of procurement by 20-30% over the next 2-3 years∙Reorganize the purchasing function to reflect the changes driven by vendor partnerships∙Incorporate Best Practices into your processes∙Re-evaluate skill requirements as you establish vendor partnerships。
咨询方法与工具资料库OLI_KMAT【精品文档】
Two New Knowledge Workshops/Tools to be PilotedWe would like to announce the launch of two Knowledge Management/ Organizational Learning tools -- the Knowledge Management Assessment Tool TM (KMAT TM) and the Organizational Learning Inventory (OLI) -- and their associated two day workshops. The workshops focus on extending the understanding of knowledge management practices and organizational learning capabilities that is started with the tools. They are being piloted during the next three months..The KMAT was originally developed by the Global Best Practices team as an external benchmarking diagnostic tool. The survey allows participants to rate their performance on twenty-four emerging knowledge management practices, as well as determine the importance of these practices to their organization. The benchmark group database consists of both companies and discrete units such as divisions, departments, or other “culturally bounded” entities. The KMAT survey and its related benchmarking software can be found on the current release of the GBP Knowledge Base (version 8.0) under process 15.7 - Knowledge Management. Since the first use of the KMAT tool in September at the Knowledge Imperative Symposium, many companies have expressed interest in using the tool to compare responses within their organizations rather than with those of the benchmark group. A workshop addressing these needs will soon be completed and piloted. The KMAT Workshop will allow companies to take action on knowledge management issues by creating one-time customized benchmarking results for small organizational groups. Following the pilot period the existing KMAT software will be adapted for use within (rather than across) organizations. For individuals interested in using the KMAT, you can order both the original KMAT questionnaires to compare your client to the benchmark group (order # 96-1045E) and the new "Internal KMAT” questionnaires for workshop use (order # 96-1045I) by contacting the Chicago Distribution Center at 312/507-3925. (See Appendix I for additional discussion on the KMAT.)In January, a group of twenty-five Business Consulting Partners and Managers were certified by representatives of the GKA Incorporated and the M.I.T. Organizational Learning Center to conduct the Assessing Organizational Learning Capability program. The program consists of conceptual inputs, team completion of a specialized assessment tool known as The Organizational Learning Inventory (OLI), and the development of an action plan for increasing the unit’s learning capability. It is conceived as a step in enhancing a unit’s approach to learning and for suggesting strategic choices for enhancing or changing this approach. Similar to the KMAT TM, the inventory is designed for use by groups of people who work together. The Inventory consists of two parts: Part I looks at the values and practices that determine an organization’s learning style; Part II looks at the structures and processes that influence the ease with which learning occurs and the amount of learning that take place within the unit. (See Appendix II for additional discussion on the DOLC program)Both workshops and tools are designed to engage an organizational unit in a dialogue around the areas of learning and knowledge management. Both workshops and tools offer insights into how the organization functions and provide data for our assisting the unit in the change process. Each of the workshops will be piloted over the next few months. For more information on the OLI Workshop, contact Rian M. Gorey (Atlanta) or David R. Dobat (Dallas)in the Competency Center . For more information on the KMAT TM workshop, contact Rian M. Gorey (Atlanta) in the Competency Center or Wendi R. Bukowitz/Ruth L. Williams in Global Best Practices (Chicago).Appendix I - The KMAT WorkshopsCreating the Internal KMATThe Knowledge Management Assessment Tool TM (KMAT TM) was originally conceived as an external benchmarking diagnostic tool. The benchmark group database consists of both companies and discrete units such as divisions, departments, or other “culturally bounded” entities. For example, the Business Consulting Practice of Arthur Andersen (AA) as well as the United Kingdom’s AA Office Practice are both valid entries into the benchma rk group database.This database of distinct entities permits benchmarking of the twenty-four emerging knowledge practices across a wide range of organizational types. Segmentation of the database is also possible, with groups such as “revenues under $300 million,” “fewer than 2,500 employees” and “manufacturing” among the segment types that can be examined.The Benchmark Results Report that participants receive allows them to see how they compare either to all KMAT participants or to a defined subgroup of organizations (culturally-bounded entities) on the twenty-four emerging knowledge management practices. They can draw a “picture” of the “state of the benchmark group” with respect to knowledge management practices and determine whether they are leading, trailing, or tracking the benchmark group.However, a company would not be able to take action based on the Benchmark Results Report alone. Additional research would need to take place to determine what organizations that give themselves high performance ratings are actually doing to implement the knowledge management practices and then to determine how valid those approaches might be to any specific organization. Some of the qualitative information that has been captured in the benchmark group database will help us to probe further in these areas, but even that will not be sufficient to lead to action.In addition, some organizations may believe they are not ready to join a benchmark group on knowledge management. Or, they may feel that no one person can speak for the group as a whole. Nevertheless, they may consider the issues that surface from reading and answering the KMAT questions to be critical ones that merit internal discussion prior to taking action.Helping Organizations Take ActionTo help companies move closer to taking action, we have adapted the Externa l KMAT for use with small groups that are only interested in one another's responses and views rather than those of the benchmark group as a whole. This involves creating a one-time customized benchmark group using the Internal KMAT (currently only Internal KMAT questionnaires are available; software will be developed during the first half of 1996). Following is a description and methodology for building a workshop around the KMAT results in which knowledge management practices are explored in some depth.。
咨询方法与工具资料库_trai126【精品文档】
Arthur Andersen and Co, SCCONTINUOUS IMPROVEMENT PREREADINTRODUCTIONThe purpose of this preread is to help prepare you for the Continuous Improvement Training. This preread provides you with a “common language” of definitions, terminology an d concepts that will be discussed in further detail in the training. When reading this preread material, and throughout the Continuous Improvement training, please think about and write down your thoughts on the following questions: ∙What are the key components of Continuous Improvement?∙How will I personally benefit from Continuous Improvement?∙How can I apply Continuous Improvement in my job?∙What concerns do I have about implementing Continuous Improvement in my office?© 1993 Arthur Andersen Co, SC All Rights Reserved.Continuous Improvement Training 218693 H-001 - 07/93Pre-Read - 1DEFINITION OF QUALITYAn organization needs a clear understanding of what Quality is before it can set goals, implement action plans and then measure progress in moving towards these goals.The key words used in the definition are identified as follows:o Understanding - In order to improve quality, you must understand your customers' needs. This information can be obtained through a number of techniques such as interviews, surveys, and focus groups. If you don’t know what your customers need, it will be difficult to meet or exceed their needs. o Clients - The buyers of Arthur Andersen's professional services are our clients. These are Arthur Andersen's external customers.o Stakeholders - The individuals, groups, or organizations affected by the processes, products, or services of an organization. Critical stakeholders include employees, partners, governments, andvarious regulators.o Exceeding - When we exceed customer (internal and external) expectations, we truly "delight" them and create loyalty.o Continuously - You must continuously go through understanding, accepting meeting, and exceeding customer needs and expectations. Its a never-ending process. This means putting managementsystems and continuous improvement systems in place to ensure that customers needs are met andexceeded with measured results.© 1993 Arthur Andersen Co, SC All Rights Reserved.Continuous Improvement Training 218693 H-001 - 07/93Pre-Read - 2。
咨询方法与工具资料库fin_rept1【精品文档】
Page
1
Project Methodology
Major Project Activities
Document Current Processes
Review Best Practices/ Establish Vision
Redesign Processes
Design Jobs/ Organization Structure
Develop Implement. Plans
The project team, composed of personnel from the City of Irving's Finance, Purchasing, and Information Services Departments, worked with Arthur Andersen through a 15 week process designed to evaluate and redesign all major aspects of the Financial Services organization.
General Ledger: Reconciliations Budget Projections Investments Fixed Assets other
Billing/AR/Cash Receipts
-
Payroll/Expense Reimbursement
-
Project personnel were organized into four cross-functional design teams that addressed the major operating processes within the Financial Services organization. Each design team worked together throughout the project to ensure that all process activities were considered and end-to-end solutions were defined.
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☐Print Warehouse XREF table from CONVWHSE menu
☐Verify xreferences are correct
☐Verify forward and/or consignment warehouses contain “**” in the Building column
☐Verify that there is one location per forward warehouse in the LOCMAS file.
Location Name = Forward warehouse number + “STOCK”, e.g. 31STOCK
Run File List Option --> MI40, Option 7
Set Limits
Warehouse = 20 to 20
Location = 30 to 90STOCK
☐Verify the following resources are not in S/38 Locator (these should be absent according to Larry Smith and no x-reference has been set up for these):
CVC Product Codes
9710049
9710140
9710149
9740440
9740449
9740849
9753249
9786049
☐Verify the user profile to run these programs has the following security:
☐ Transaction security for MR, MI, IA (MI10-18)
☐ Security to all options noted in the procedure (MZ40-10)
☐ Class/Sub-class security for all (MI10-21)
☐ Warehouse security for all warehouses (MI100-7)
Revised: 2018/5/12 - 4:17 AM Page 1 of 6 Revised: 479074129.doc
☐Signon to USERTEST PROD entity (Tests are run in USERTEST)
☐Go to User Menu CONVWHSE
☐Select option 14 (Update Inventory Conversion Default Parms) - Verify that files and libraries are correct for the PRISM entity that you are running. Transaction Date must be the General Ledger Posting Date. LIBRARY PARAMETERS MUST BE SET TO THE PRODUCTION ENTITY.
☐Select Option 15 (Build Inventory Extract File) - No changes should be necessary to be made on screen.
☐Select 17 (Pallet Number Conversion Edit) - No changes should be necessary to be made on screen.
Errors reported by this program will be re-checked at step 6, You may either stop here and correct the errors or continue on to step 6.
☐Select 18 (Generate PRISM Inventory Transactions) - Run once per forward warehouse Enter S/38 warehouse # as listed below.
☐Print Detail Report. This must be sent to Stephanie with the labels on Nov 9. Review summary reports generated from previous to verify that all records have been processed.
☐Save copy of the following files in TEST1 library (Menu Option 13)
☐OPCLOT (Lot Number Control File)
☐PPTREB (Inventory Transactions)
☐RFPALH (Pallet Header File)
☐RFPALD (Pallet Detail File)
Revised: 2018/5/12 - 4:17 AM Page 2 of 6 Revised: 479074129.doc
Post Transactions:
☐Select 19 (Process SIPSKIT Transactions)i.
☐Print PRISM Transaction Batch Error Report.
∙Select PRISM Menu Option MI50-9
∙Retrieve SAVE Key = OPCINVERR
☐Distribute copies of error report:
∙ 1 - Conversion Coordinator (Modesto)
∙ 1 - Stephanie Padilla (Suisun)
☐Run QC Readings load and PRISM sublotting. (Refer to QMPROC.DOC)
☐Go to CONVWHSE menu
☐Select 8, Update Pallets with new lot #
This program updates the pallet detail files with the new graded lot #.
☐Generate Forward Warehouse Labels
< Insert Print procedure here>
i User must have PRISM authority for the transaction type(s) being processed, all class codes and all warehouses being updated.
Revised: 2018/5/12 - 4:17 AM Page 3 of 6 Revised: 479074129.doc。