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安达信咨询方法与工具资料库PAPER
INDUSTRY ANALYSIS FRAMEWORK -- A Global PerspecivePaper and Forest Products Industry -- March 1995(Source:Daniel H. Wick, Forest Products Segment Director)PURPOSEThe purpose of the Industry Analysis Framework is to describe the fundamental forces driving an industry. It presents our auditors with a good framework with which to evaluate global industry risks and issues and, in turn, determine the applicability of these risks to specific clients. The Industry Analysis Framework accomplishes these objectives by:∙Presenting a brief description of the industry from a global perspective∙Discussing the critical elements of the Business Analysis Framework affecting the industry∙Presenting available global resourcesDESCRIPTION OF THE INDUSTRYThe Paper and Forest Products Industry consists of different companies that operate in two distinct segments: paper and pulp or forest products. Many of the largest diversified companies in the industry operate in both of these segments. The companies in this industry share the common characteristic of utilizing input materials that were originally derived from trees.Some specific Forest Product types are:∙Hardwood and Softwood Logs∙Wood Chips∙Lumber∙Structural and Non-structural Panels∙Specialty Products (doors, windows, moulding and millwork, etc.)The construction sector (primarily residential) is the main end-use market for most of this segment of the industry's products. Other end-use markets include furniture, cabinets and fixtures, and pallets and skids.The Paper and Pulp segment has two distinct subsegments: Primary Products and Converted Products. Primary Products encompasses pulp, paper and paperboard manufacturing. Some specific Primary Product types are:∙Market Pulp∙Printing and Writing Papers∙Sanitary Tissues∙Industrial-grade Papers∙Containerboard∙BoxboardCompanies in the Primary Products subsegment operate capital intensive mills that transform cellulose fibers from timberlands or purchased virgin and recycled fibers into the above products.The Converted Products subsegment uses Primary Paper Products as inputs to manufacture value-added finished goods. Some Converted Products are:∙Coated Paper∙Paper Bags∙Boxes∙Envelopes∙Sanitary Tissues∙Corrugated Shipping Containers∙Folding Cartons∙Flexible PackagingThe largest firms in the Converted Products subsegment are affiliated with Primary Products firms. These companies have a cost advantage over the more numerous, small independent shops due to the strength of the relationship with their largest vendor.INTRODUCTION TO THE FRAMEWORKThe Industry Analysis Framework for the Paper and Forest Products Industry is intended to assist us in thinking more strategically and operationally about a client. It has been developed to contribute to: (1) gaining an in-depth understanding of the client’s business as a whole and (2) identifying and evaluating critical business issues and changes affecting the company and industry. The framework is intended to focus on the external and internal influences that affect a client’s opportunity for success, and thus, to deal with the matterns of concern to the chief executive officer, the owners, the community and the employees. The Industry Analysis Framework for the Paper and Forest Products Industry is illustrated below:The elements of this framework are intended to be applicable to any Paper and Forest Products company anywhere in the world as they deal with the fundamentals of this industry. While these business elementsare common, the specific environment within which each of these elements operates will obviously vary significantly from country to country. Depending on the type of Paper and Forest Products company, its location and other factors, the specific environment will vary due to differences in factors such as the regulatory environment, the status of the overall economy, and the availability of qualified labor. OVERVIEW OF BUSINESS ELEMENTSThe purpose of this section is to identify and describe the basic business elements that are fundamental to the Paper and Forest Products Industry, using the framework described above.A. Environment1. Domestic and Global EconomyPaper and Forest Products companies have the ability to sell goods in both domestic and globalmarkets. The companies in most of the segments cited above have sales which are largelydependent on gross domestic product in served markets.The drivers of demand differ for the Paper segment and the Forest Products segment in otherrespects.Demand for forest products is linked closely to the health of the residential construction industry.Residential construction accounts for 70% of sales of wood products. New housing starts are very interest rate sensitive which causes wood product sales to share this sensitivity. Remodeling and rehabilitation activity can compensate for weak new home starts in times of high interest rates.Paper product demand is mostly independent of the level of interest rates because unit prices arelow to end users. Although sensitive to cycles in domestic GDP, the market for paper products is quite mature in the industrialized nations. Consequently, most companies are looking to exportmarkets as the best available growth opportunity.The export market is also a good method for Paper and Forest Product companies to insulate sales and profits from country specific business cycles. Foreign sales already comprise a sizablepercentage of sales for some of the larger companies (anywhere from 10-50%). However,exchange rate fluctuations, unless hedged against properly, can quickly destroy profits fromforeign sales.2. Government RegulationGovernment has a direct impact on many areas of Paper and Forest Products company operations.While regulation is a reality in every country, the details can vary significantly.Wood product companies can be subject to regulations about how, where and when they canharvest timber on both public and private lands. Harvesting regulations have tended to becomemore restrictive over time as society grows more environmentally conscious. Forest productscompanies are also subject to government regulations about the export of product and theavailability and cost of competing imported product.Paper and pulp primary product manufacturers have regulatory constraints similar to forestproducts firms to the extent they integrated into virgin fiber production. Other areas ofgovernment influence in this segment are environmental discharge regulations, import tariffs,export ceilings and specifications for recycled product sold to government offices.Paper and pulp converted product firms are the least affected by government of the three mainsegments of this industry. The impact of government has historically been limited to areas which apply to all companies: worker safety and taxes. Recently the European Community has begun an initiative to reduce solid waste from packaging materials, increase the amount of packagingmaterials that are recycled and minimize the amount of this type of waste going for final disposal.3. TechnologyTechnological advancements influence each segment of this industry in varying ways.Technology is most likely to improve capital intensive production processes.The forest products segment has experienced moderate technological advancement since theintroduction of the gas powered chain saw. Recent advances in genetic engineering capabilitieshave accelerated the rate of development of hybrids and genetically customized trees with disease, weather and pest resistant traits and shorter growing periods. Other advances include automated delimbers and harvesting machines.The converted paper products segment will need to adapt to the changing technological climate in several ways. Computers improve the ordering, production and distribution processes. Specificexamples include lighter weight, more colorful folding cartons and on-line customer orderfacilities.The main focuses for technological improvement in the primary paper and pulp segment is toward finding substitutes for chlorine in the fiber bleaching process, improvements in the brightness ofbleaching processes, efficient energy use and improved cleaning and processing of recycled fiber.4. Ecological ConcernsPaper and Forest Products is an industry with numerous issues related to ecological impact. This is apparent as these issues appear in quite a few of the sections of this document. Recycling hasgrown in popularity rapidly in the past 10 years. Environmental groups are pushing harder thanever to preserve the few remaining old growth forests in the world. Alternatives to chlorine in the bleaching of pulp fiber are sought with vigor. Ecologically friendly packaging design may bemandated by government. The biodegradability of disposable baby diapers is an issue as sanitary landfill space fills up in large urban areas. Government controls on emission levels continue totighten.B. OwnersThe two basic types of ownership in the Paper and Forest Products industry are:∙Publically Traded Companies- The publically held firms dominate the paper and pulp segment of the industry due to the capital requirements.∙Private Companies- Some companies are private and closely or family held. They tend to be more prevalent in forest and converted paper products.The o wners’ main goal is the generation of profits. Consistent profitability in this industry hasbeen acheived by firms which are best at managing their cost levels through valleys in thedomestic economic cycle.Although profits are the main goal of ownership, the company can not lose sight of its duty as acorporate citizen to temper the pursuit of profits with responsible behavior in the community.Sensitivity to ecological impacts from waste disposal practices is an example of corporateresponsibility that makes sense in business practice. Legislation in many industrialized nations ismaking the economic consequences of contaminating the environment costly to businesses.C. CustomersThe customers of Paper and Forest Products companies vary by segment. Although thesecustomers are a diverse group, they all have three basic needs, quality products supplemented witha high level of service at a reasonable cost.∙Forest products customers are primarily in the construction industry. Other customers served include furniture, cabinets, pallets and skids, and wood chips.∙Paper and pulp primary product manufacturers serve customers in need of printing and writing paper, sanitary tissue, industrial paper stocks, commodity grades of wood pulp,containerboard and boxboard. Obviously, other primary product manufacturers withoutadequate pulp supplies would be net purchasers of commodity pulp. Most of the otherproducts supplied are used primarily by the converted products segment. Finally, industrialusers, advertisers, printers and publishers make up the balance of large customer types.∙Paper and pulp converted product manufacturers sell product to industrial and consumer non-durable goods manufacturers for use as shipping and packaging material. In the case ofsanitary tissues, the consumer (or commercial firm) is the direct end user of the product.Durable goods customers’ share of industry output purchased has been in decline for fiveyears and now comprises about 20% compared to non-durables’ 80%. Consu mer non-durablecustomers are demanding more value added products with enhanced, multicolor graphics foruse in point of purchase displays and in product packaging.The outlook for each of these groups of potential customers varies widely from country to country.The more companies and countries served in its client base, the more a company’s revenue stream is insulated from a single industry or country business decline.D. CompetitorsCompetition in this industry is split between the two major segments, forest products and paperand pulp. Forest products require less capital in production than do primary paper and pulpproduct firms whose production process converts fiber into product. This lowers the capitalbarrier to entry and allows more small, private enterprises to operate in the forest productssegment. The converted paper product segment is not as capital intensive as primary products.These differences in capital needs impacts the basis on which firms in this industry compete.Forest ProductsCompetion in wood products takes place on two levels: securing supplies of logs and pricingproduct. Many of the old growth forests of the world have been logged and those that have nottend to be in remote, undeveloped areas and/or protected by government regulation. Supplies ofimported logs can compete against local supply only if available and at a favorable price. Accessto harvestable timber is a key determinant of a company’s ability to survive.Forest products do have the advantage of having relatively few substitutes, although steel andconcrete have had considerable success as building materials.Paper and Pulp- PrimaryWith the large amount of capital required for capacity growth and the focus on output volumeefficiencies in this segment, competition is on the basis of price. Capacity expansion can occursimultaneously and the excess supply created will bring prices to the level of marginal cost.New state of the art plants brought on line in Latin America and Africa have become factors in the competitive market for pulp. Plants in these countries enjoy several advantages. Supplies ofwood are fast growing and abundant. Labor, environmental and general overhead costs are lower than in more developed countries.The continuing rise in demand for recycled product has produced a race to introduce more types of primary paper stocks with recycled fiber content. Firms able to react quickly to this marketdevelopment have had a competitive advantage.Paper demand has also been impacted by the substitution of electronic media in the form oftelevision, radio and the growth of the trend towards a paperless office.Paper and Pulp- ConvertedCompetition in this sector is largely on the basis of price. This makes proximity to major markets an advantage by holding down transportation costs. Since the production process is more laborand less capital intense, price competitiveness is also dependent on the ability to hold down labor costs.Market share competition in the sanitary tissue segment is intense and firms are spending heavily on advertising new and existing products to consumers. Competition has been particularly keen in the disposable diaper segment which does have significant capital cost and proprietary technology barriers to entry. The race to discover a new biodegradable disposable diaper is commanding a lot of resources from firms in this market.Substitute plastic products are a factor in the box, carton and bag segments. Firms have sought to replace demand lost to plastic alternatives by expanding end use applications. For example,cartons traditionally used to package milk have found use as packages for fruit juices, nondairyflavored drinks, dry pet foods, laundry detergents and hardware.E. ResourcesThe most significant resources used and challenges faced by Paper and Forest Product companymanagement include:∙Labor - A competitive factor in the forest products segment which is less capital intense. Labor makes up 10-20% of the operating costs of firms across the industry. Labor unions are wellorganized as evidenced by the United Paper Workers International in the U.S. As the automation of production equipment and processes advances, the computer skill levels required of theworkforce will need to increase.∙Raw Materials - Includes logs, virgin and recycled pulp fiber sources and primary paper products for the converting segment. Depending on the product mix, raw material costs can be verysignificant to all firms in the industry and run from 40% of sales to as high as 70%. Holding down raw material costs while maintaining steady supplies is a challenge.∙Energy - Energy sources such as electricity are essential to the production process and can be a significant component of the cost structure. The goal is managing utility costs by conserving and negotiating with suppliers. Severe problems can be caused by disruptions to the supply of energy or massive price increases which have occurred from time to time in worldwide and local markets.∙Capital - A more significant issue in primary paper and pulp production where marginal capacity comes in large volume and is expensive. Debt comprises 40-60% of capital for these companiesand most of them have tapped the public equity market. Other sources of capital needs includeplant upgrades to handle recycled fiber and pollution control equipment.∙Plant and Equipment - Paper and pulp primary product manufacturers need to successfully upgrade production lines to handle the increasing use of recycled fiber, meet environmentalemissions regulations and increase productivity. Some firms are realizing significant savings byrebuilding or adding onto existing machinery and equipment rather than purchasing new.F. OperationsThe essence of Paper and Forest Products operations is conversion of raw or primary materialsinto end product to fill orders. This process can be divided into distinct areas such as--purchasing, production, sales and marketing, research and development, quality control, andshipping and receiving. Continuous improvement is necessary in all aspects of operations toenhance quality, improve productivity and financial performance, meet established workplace and environmental regulations, meet product specification requirements and meet just-in-time delivery schedules.Key challenges for operations management across the industry include:∙Modernizing Manufacturing Systems - Both segments of paper and pulp need to consider adapting “Just in Time” production processes with shorter runs and sophi sticated machinery with minimal set-up times and high quality output. Upgrades by primary paper and pulp companies forenvironmental compliance and to convert recycled fibers are a growing use of capitalexpenditures.∙Implementation of Total Quality Management (TQM) - TQM programs have total customer satisfaction as their goal. This includes on-time delivery and competitive pricing, much more than the typical quality measures of compliance with product design and specifications. Leadershipfrom management is necessary to effective implementation of TQM.∙Improvement of the Product Development Process - Rapid new product development can be used to gain new business and retain existing clients. Converting firms can utilize cross-functionalteams, computer-aided design and manufacturing (CAD/CAM), design for manufacturing (DFM) and concurrent engineering (suppliers’ assistance) to speed development and lower costs.∙Reinforcing Vendor Relationships - The concurrent engineering and design for manufacturing movements depend upon the participation and support from key suppliers. Leveraging tradedollars spent with suppliers is becoming more common.Some of the above considerations are more relevant to specific segments of the industry than toothers. For example, the product development process for forest products companies is not socomplex as to require CAD/CAM.G. ManagementManagement must steer operations through the challenges cited above in competitors, resources, operations and other areas.Management priorities include:∙Strategic Planning - Management must establish a strategic planning process that includes monitoring and evaluating the environment and other external forces, organize keymanagement positions to support the process, direct operations responsibility and authoritytoward achieving the goals set by the strategic plan and monitor results.∙Customer and Supplier Relationship Management- Very important in the context of Just-in-Time, Design for Manufacturing and concurrent engineering.∙Provide Leadership- Management’s effectiveness is linked closely to establishment of a role as leader. Management must have the ability to assume and manage business and financialrisk, particularly with respect to potential changes in government regulation and thecompetitive environment. Management must also have the ability to recognize strategicopportunities, not just risks.H. ValueA successful organization determines the values of its stakeholders and sets about satisfying those values. The various stakeholders and some basic value considerations are:∙Owners - Providing a reasonable rate of return on investment to ownership.∙Workers - Providing secure jobs with decent pay, benefits and working conditions.∙Customers -Providing the “right product at the right place at the right time at the right price”.∙Vendors - Providing the opportunity to establish long-term healthy relationships that are “win-win”.∙Community - Providing jobs, a tax base and economic stimulus in a non-obtrusive manner. ADDITIONAL RESOURCESPersonnel ReferencesWorldwide Manufacturing Industry Director: Steven M. Hronec, Los Angeles (213) 614-8512Deputy Manufacturing Industry Director: James M. Eberle, Washington, D.C. (202) 862-6440Paper and Forest Products Segment Director: Daniel H. Wick, Seattle (206) 386-8674Area Industry Directors:Americas Steven M. Hronec, Los Angeles (213) 614-8512EMEIA Steven M. Hronec, Los Angeles (213) 614-8512Asia/Pacific Alfonso (Tito) Aliga, Manila (2) 812-8166Manufacturing Industry Audit Practice Directors:Americas Gary N. McKinley, San Francisco (415) 546-8767EMEIA Claus-Peter Weber, Hamburg (40) 35-60-7100Asia/Pacific T.M. Chung, Taipei (2) 545-9988For additional industry personnel, consult the Directory of Industry Teams Additional Reference SourcesU.S. Industrial Outlook, 1994, the U.S. Commerce Department Amadeus company reports, Bureau Van Dyck, January 1995 discINDUSTRY BUSINESS ENVIRONMENT -- A U.S. PerspectivePaper & Forest Products Industry -- March 1995(Source: Daniel H. Wick, Forest Products Segment Director)PURPOSEThe purpose of the Industry Business Environment is to describe the critical forces driving an industry domestically. It presents our auditors with a good framework with which to evaluate industry risks and issues and, in turn, determine the applicability of these risks to specific clients. The Industry Business Environment accomplishes these objectives by:∙Presenting a brief description of the industry, current performance information and a future outlook from a U.S. perspective.∙Discussing the critical factors affecting the industry.∙Outlining additional resources available to our personnel.OVERVIEW AND OUTLOOKScope of the Industry: The paper and forest products industry comprises two broad segments: forest products, and pulp and paper. Forest products include logs, wood chips, lumber, structural and nonstructural panels, and specialty products (moulding and millwork, doors, windows, etc.) Most of the lumber and wood products industry is concentrated in the Pacific Northwest and the Southeast. Secondaryconcentrations are found across the Midwest and Northeast and in Appalachia. The construction sector (primarily residential) is the main end-use market for most of the industry's products. Other end-usemarkets include furniture, cabinets and fixtures, wood chips, and pallets and skids.The pulp and paper segment includes a number of sectors that process wood, wastepaper, other cellulose fiber, and plastic film into thousands of end products. The primary-products sector encompasses pulp, paper, and paperboard manufacturing. These capital-intensive industries obtain cellulose fibers fromtimberlands or from purchased virgin and recycled fibers. They produce commodity grades of wood pulp, printing and writing papers, sanitary tissue, industrial-type papers, containerboard, and boxboard. The more labor-intensive converting sector uses primary products, such as paper and paperboard, in the manufacture of coated papers, bags, boxes, and envelopes.Paper and forest products is one of the largest U.S. manufacturing industries, with yearly shipments of more than $200 billion.Key industry fundamentals are as follows:∙There is little industry concentration, with the result that many firms compete in each segment.∙With few exceptions, most of the industries' products are commodities, and prices are established within almost purely competitive markets (via the intersection of supply and demand). There isalmost no pricing power. Consequently, imbalances in supply and demand can lead to enormous price changes. Indeed, during periods of excess supply, prices can decline to the cash cost of the marginalproducer.∙In an attempt to escape somewhat the extreme price volatility to which commodity products are subjected, many smaller manufacturers have attempted to differentiate their products. This avenue isnot available to the larger firms. Value-added grades include premium coated free sheet, somerecycled grades, and premium grades of bristols and bleached board. Likewise, the establishment ofclose customer relationships through premium service helps alleviate some of the vagaries of finding markets for products.∙Substantial international trade affects the balance of supply and demand in certain products. For example, the U.S. is a net importer of softwood lumber and newsprint and a net exporter of logs,market pulp, and paperboard.∙The factors that affect supply and demand in paper are quite different from those that affect supply and demand in forest products. (The common element is dependence of demand growth on GDP.) Because of these differences, the performance of the two sectors can be quite divergent.∙Maintenance of a lean cost structure is of paramount importance for producers of commodities that compete on the basis of price. In this regard, the U.S. industry ranks as one of the most efficient in the world. Advantages include relatively low-cost fiber, access to capital, relatively advantageous labor costs, and management committed to maintaining the cost competitiveness of the industry.∙Growth in demand and capacity are each strongly cyclical. With respect to capacity growth, strong operating rates and prices are the market's cue for additional capacity. Indeed, strong periods of free cash flow are typically followed by a surge in capacity. However, increasing capital requirements to meet new environmental regulations could eat up a great deal of cash generated by operations. This could serve to restrain future capacity growth, which has implications for pricing and competitive positions.∙In the paper segment, substantial operating leverage further adds to the volatility of earnings. Indeed, the industry operates very costly equipment in the production of low-value products. Consequently, there are strong disincentives for reducing production, even during periods of excess supply. Current Performance: Aggregate shipments in 1994 were $140 billion for paper products and $103 billion for forest products, increases of 5% and 3%, respectively. Paper markets exploded as 1994 progressed due to strong growth in the U.S. economy combined with relatively healthy demand from overseas. These two factors boosted prices for the majority of paper products. The unexpected boom, which is likely to continue in 1995 as long as growth of GDP remains on track, follows several years of extremely depressed conditions for paper producers. On the wood products side, higher interest rates have contributed to a decline in lumber pricing, but wood markets continue to be fairly healthy despite a slowdown in profit growth for suppliers of building materials.Outlook: Following several years of depressed prices and weak or nonexistent profits, most paper producers are expected to report sharply higher earnings in 1995 as extremely tight supplies and strong demand continues to boost pricing. As of January 1, 1995, newsprint prices were about 30% higher than they were at the beginning of 1994, linerboard was 50% higher, corrugating medium was 60% more expensive, and most other paper categories were 10% to 30% higher in price than a year earlier. Assuming the Federal Reserve's monetary policy doesn't result in a recession in 1995, paper production should rise more than 3%. More importantly, due to the higher operating and financial leverage in the paper industry, profits are likely to surge.Capacity growth in the paper segment is projected to be rather modest (averaging only 1.9% annually over the 1994-1996 period). Historically, when the industry experienced strong demand and pricing, as it is currently, producers raced to add capacity, invariably making the next down cycle even more severe. In fact, in the last boom period for the industry in the late 1980s, most large, integrated paper manufacturers took on high levels of debt to support capacity expansion projects. The current expectation is that a few lessons were learned in the past several years, and the industry's plans to add capacity may be modified by memories of the most recent downturn in paper market conditions as well as by the need to spend available funds to upgrade papermaking equipment for environmental reasons.。
安达信咨询方法与工具资料库IOWORK
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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ADMAFES
1.Patient Admission1.1.Determine Admission Type, Provider Type, and Identify Patient1.1.1.Enter Patient Search Criteria1.1.1.1.First Name, Last Name, Date of Birth, Social Security Number. See Issues1.1.2.Patient Exists in Patient Table - more than one patient returned1.1.2.1.1. System - Display result set, allow user to select desired patient1.1.3.Patient Exists in Patient Table - exactly one patient returned1.1.3.1.1. System - Retrieve patient information1.1.3.1.2. System - Verify required information (Admit Type, Provider Type, Signin-Time)1.1.3.1.3. System - Proceed to the Confirm Patient Demographics window1.1.4.Patient Does Not Exist in Patient Table1.1.4.1.1. System - Verify required information (Admit Type, Provider Type, Signin-Time)1.1.4.1.2. System - Confirm user response to enter new patient1.1.4.1.2.1.If YES, then store the patient information, proceed to the Patient Demographics window1.1.4.1.2.2.If NO, then remain on the Patient Search window and allow user to modify patient search criteria1.1.5.Continue Patient Admission Process (OK)1.1.5.1.1. System - Verify required information (Admit Type, Provider Type, Signin-Time)1.1.5.1.2. System - If Admit Type IS NOT Private, then store patient information, proceed to the Confirm Patient Demographics window1.1.5.1.3. System - If Admit Type IS Private, then proceed to the Private Practice Admission window1.1.6.Cancel Patient Admission Process (Cancel Admit)1.1.6.1.1. System - Confirm user response to Cancel Patient Admission process1.1.6.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.1.6.1.1.2.If NO, then remain on the Patient Search window1.2.IF ADMIT TYPE IS W/C NEW INJURY1.3.Confirm Patient Demographics Window1.3.1.Modify Patient Demographic Information (Modify Demographics)1.3.1.1.1. System - Proceed to the New/Modify Patient Demographics window1.3.2.Continue Patient Admission Process (OK)1.3.2.1.1. System - Proceed to the Confirm Employer Demographics window1.3.3.Cancel Patient Admission Process (Cancel Admit)1.3.3.1.1. System - Confirm user response to Cancel Patient Admission process1.3.3.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.3.3.1.1.2.If NO, then remain on the Confirm Patient Demographics window1.3.4.Returned from Confirm Employer Demographics Window1.3.4.1.1. System - Display updated patient demographic information1.4.Confirm Employer Demographics Window1.4.1.Enter Employer Demographics Information1.4.1.1.Hire Date1.4.2.Modify Case Employer (Select Employer)1.4.2.1.1. System - Store entered information1.4.2.1.2. System - Proceed to the Employer Search window1.4.3.Modify Occupation (Select Occupations)1.4.3.1.1. System - Store entered information1.4.3.1.2. System - Proceed to the Select Occupation window1.4.4.Return to Confirm Patient Demographics Window (Previous)1.4.4.1.1. System - Store entered information1.4.4.1.2. System - Return back to the Confirm Patient Demographics window1.4.5.Continue Patient Admission Process (OK)1.4.5.1.1. System - Verify required information. See Issues1.4.5.1.2. System - Store entered information1.4.5.1.3. System - Proceed to the New Injury window1.4.6.Cancel Patient Admission Process (Cancel Admit)1.4.6.1.1. System - Confirm user response to Cancel Patient Admission process1.4.6.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.4.6.1.1.2.If NO, then remain on the Confirm Employer Demographics window1.4.7.Returned from New Injury Window1.4.7.1.1. System - Display employer demographic information previously entered1.5.New Injury Window1.5.1.Enter New Injury Information1.5.1.1.Date of Injury, Time of Injury, Location, PO Number, Authorization, Injury Area, Patient Description1.5.2.Return to Confirm Employer Demographics Window (Previous)1.5.2.1.1. System - Store entered information1.5.2.1.2. System - Return back to the Confirm Employer Demographics window1.5.3.Continue Patient Admission Process (OK)1.5.3.1.1. System - Store entered information1.5.3.1.2. System - Verify required information (Date of Injury, Time of Injury, Authorization, Injury Area)1.5.3.1.3. System - Validate Date of Injury (Not to allow future injury date)1.5.3.1.4. System - If Provider Type is Physician then proceed to the Pre-Defined Injury Protocols window1.5.3.1.5. System - If Provider Type is Specialist then proceed to the Referring Specialist window1.5.3.1.6. System - If Provider Type is Therapist then proceed to the New Therapy Notes window1.5.4.Cancel Patient Admission Process (Cancel Admit)1.5.4.1.1. System - Confirm user response to Cancel Patient Admission process1.5.4.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.5.4.1.1.2.If NO, then remain on the New Injury window1.5.5.If Specialist - Returned from Referring Specialist Window1.5.5.1.1. System - Display new injury information previously entered1.5.6.If Therapist - Returned from New Therapy Notes Window1.5.6.1.1. System - Display new injury information previously entered1.5.7.If Physician - Returned from Pre-Defined Injury Protocols Window1.5.7.1.1. System - Display new injury information previously entered1.6.If Specialist - Referring Specialist Window1.6.1.Enter Referring Specialist Information1.6.1.1.Referring Specialist1.6.2.Return to New Injury Window (Previous)1.6.2.1.1. System - Store entered information1.6.2.1.2. System - Return back to the New Injury window1.6.3.Continue Patient Admission Process (OK)1.6.3.1.1. System - Store entered information1.6.3.1.2. System - Verify required information. See Issues1.6.3.1.3. System - Proceed to the Pre-Defined Injury Protocols window1.6.4.Cancel Patient Admission Process (Cancel)1.6.4.1.1. System - Confirm user response to Cancel Patient Admission process1.6.4.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.6.4.1.1.2.If NO, then remain on the Referring Specialist window1.6.5.Returned from Pre-Defined Injury Protocols Window1.6.5.1.1. System - Display the referring specialist information1.7.If Therapist - Collect Therapy Information Window1.7.1.Enter Therapy Information1.7.1.1.Prescription Received, Number of Visits, Referring Specialist1.7.2.Return to New Injury Window (Previous)1.7.2.1.1. System - Store entered information1.7.2.1.2. System - Return back to the New Injury window1.7.3.Continue Patient Admission Process (OK)1.7.3.1.1. System - Store entered information1.7.3.1.2. System - Verify Required Information. See Issues1.7.3.1.3. System - Proceed to the Pre-Defined Injury Protocols window1.7.4.Cancel Patient Admission Process (Cancel Admit)1.7.4.1.1. System - Confirm user response to Cancel Patient Admission process1.7.4.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.7.4.1.1.2.If NO, then remain on the New Therapy Notes window1.7.5.Returned from Pre-Defined Injury Protocols Window1.7.5.1.1. System - Display the therapy information previously entered1.8.Pre-Defined Injury Protocols Window1.8.1.Select Protocol1.8.2.Return to New Injury Window (Previous)1.8.2.1.1. System - Return back to New Injury window1.8.3.Build Custom Protocol (Build)1.8.3.1.1. System - Proceed to Components To Be Performed window1.8.4.Continue Patient Admission Process (OK)1.8.4.1.1. System - Store selected protocol1.8.4.1.2. System - Proceed to Patient History Recap window1.8.5.Cancel Patient Admission Process (Cancel Admit)1.8.5.1.1. System - Confirm user response to Cancel Patient Admission process1.8.5.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.8.5.1.1.2.If NO, then remain on the Pre-Defined Injury Protocols window1.8.6.If Custom Protocol - Returned from Components To Be Performed Window1.8.6.1.1. System - Restore pre-defined protocol information1.9.Patient History Recap Window1.9.1.Modify Patient Demographics (Demographics)1.9.1.1.1. System - Return back to the New/Modify Patient Demographics window1.9.2.Modify Injury Area (Injury Area)1.9.2.1.1. System - Return back to the New Injury window1.9.3.Continue Patient Admission Process (Admit)1.9.3.1.1. System - Proceed to the Patient Admission Recap window1.9.4.Cancel Patient Admission Process (Cancel Admit)1.9.4.1.1. System - Confirm user response to Cancel Patient Admission process1.9.4.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.9.4.1.1.2.If NO, then remain on the Patient History Recap window1.10.Patient Admission Recap Window1.10.1.Display Recap of Patient Admission Information1.10.1.1.1.System - Displays Patient Name, Case Employer, Admittance Type, Injury Area, Case Date, Service Date, Authorization, ProviderType1.10.2.Continue Patient Admission Process (OK)1.10.2.1.1.System - Save Patient Admission Information1.10.2.1.2.System - Create new service and case record1.10.3.Cancel Patient Admission Process (Cancel)1.10.3.1.1.System - Return back to the Patient History Recap window1.11.IF ADMIT TYPE IS W/C ESTABLISHED INJURY1.12.Confirm Patient Demographics Window1.12.1.Modify Patient Demographic Information (Modify Demographics)1.12.1.1.1.System - Proceed to the Patient Demographics window1.12.2.Continue Patient Admission Process (OK)1.12.2.1.1.System - Proceed to the Confirm Employer Demographics window1.12.3.Cancel Patient Admission Process (Cancel Admit)1.12.3.1.1.System - Confirm user response to Cancel Patient Admission process1.12.3.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.12.3.1.1.2.If NO, then remain on the Confirm Patient Demographics window1.12.4.Returned from Confirm Employer Demographics Window1.12.4.1.1.System - Display Patient Demographics information previously entered1.13.Confirm Employer Demographics Window1.13.1.Modify Case Employer (Select Employer)1.13.1.1.1.System - Proceed to the Employer Search window1.13.2.Modify Occupation (Select Occupations)1.13.2.1.1.System - Proceed to the Select Occupation window1.13.3.Return to Confirm Patient Demographics Window (Previous)1.13.3.1.1.System - Store entered information1.13.3.1.2.System - Return back to the Confirm Patient Demographics window1.13.4.Continue Patient Admission Process (OK)1.13.4.1.1.System - Store entered information1.13.4.1.2.System - Verify required information. See Issues1.13.4.1.3.System - Proceed to the Patient History Recap window1.13.5.Cancel Patient Admission Process (Cancel Admit)1.13.5.1.1.System - Confirm user response to Cancel Patient Admission process1.13.5.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.13.5.1.1.2.If NO, then remain on the Confirm Employer Demographics window1.13.6.Returned from New Injury Window1.13.6.1.1.System - Display employer demographic information previously entered1.14.Patient History Recap Window1.14.1.Select Case for Established Injury1.14.1.1.1.System - Validate Case Record. Only cases with the same Admittance Type can be open/reopened1.14.1.1.2.System - Open Case1.14.1.1.2.1.A new service record is generated1.14.1.1.3.System - Closed Case1.14.1.1.3.1.Alert user case is closed1.14.1.1.3.2.Get Authorization to reopen closed case1.14.2.Modify Patient Demographics (Demographics)1.14.2.1.1.System - Return back to the New/Modify Patient Demographics window1.14.3.Modify Injury Area (Injury Area)1.14.3.1.1.System - Return back to the New Injury window1.14.4.Continue Patient Admission Process (Admit)1.14.4.1.1.System - Proceed to the Patient Admission Recap window1.14.5.Cancel Patient Admission Process (Cancel Admit)1.14.5.1.1.System - Confirm user response to Cancel Patient Admission process1.14.5.1.1.1.If Yes, then discard all collected information, and return to the Main Menu1.14.5.1.1.2.If NO, then remain on the Patient History Recap window1.15.Patient Admission Recap Window1.15.1.Display Recap of Patient Admission Information1.15.1.1.1.System - Displays Patient Name, Case Employer, Admittance Type, Injury Area, Case Date, Service Date, Authorization, ProviderType1.15.2.Continue Patient Admission Process (OK)1.15.2.1.1.System - Save Patient Admission information1.15.2.1.2.System - Create new service record1.15.3.Cancel Patient Admission Process (Cancel Admit)1.15.3.1.1.System - Return back to Patient History Recap window1.16.IF ADMIT TYPE IS NON-INJURY1.17.Confirm Patient Demographics Window1.17.1.Modify Patient Demographic Information (Modify Demographics)1.17.1.1.1.System - Proceed to the Patient Demographics window1.17.2.Continue Patient Admission Process (OK)1.17.2.1.1.System - Proceed to the Confirm Employer Demographics window1.17.3.Cancel Patient Admission Process (Cancel Admit)1.17.3.1.1.System - Confirm user response to Cancel Patient Admission process1.17.3.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.17.3.1.1.2.If NO, then remain on the Confirm Patient Demographics window1.17.4.Returned from Confirm Employer Demographics Window1.17.4.1.1.System - Display patient demographic information1.18.Confirm Employer Demographics Window1.18.1.Modify Case Employer (Select Employer)1.18.1.1.1.System - Store entered information1.18.1.1.2.System - Proceed to the Employer Search window1.18.2.Modify Occupation (Select Occupations)1.18.2.1.1.System - Store entered information1.18.2.1.2.System - Proceed to the Select Occupation window1.18.3.Return to Confirm Patient Demographics Window (Previous)1.18.3.1.1.System - Store entered information1.18.3.1.2.System - Return back to the Confirm Patient Demographics window1.18.4.Continue Patient Admission Process (OK)1.18.4.1.1.System - Store entered information1.18.4.1.2.System - Verify required information. See Issues1.18.4.1.3.System - Proceed to the Non-Injury Protocols window1.18.5.Cancel Patient Admission Process (Cancel Admit)1.18.5.1.1.System - Confirm user response to Cancel Patient Admission process1.18.5.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.18.5.1.1.2.If NO, then remain on the Confirm Employer Demographics window1.18.6.Returned from Non-Injury Protocols Window1.18.6.1.1.System - Display employer demographic information1.19.Non Injury Protocol Window1.19.1.Select Protocol1.19.2.Return to Confirm Employer Demographics (Previous)1.19.2.1.1.System - Store selected information1.19.2.1.2.System - Return back to Confirm Employer Demographics window1.19.3.Build Custom Protocol (Build)1.19.3.1.1.System - Proceed to Protocol Maintenance window1.19.4.Continue Patient Admission Process (OK)1.19.4.1.1.System - Store selected protocol1.19.4.1.2.System - Proceed to Patient History Recap window1.19.5.Cancel Patient Admission Process (Cancel Admit)1.19.5.1.1.System - Confirm user response to Cancel Patient Admission process1.19.5.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.19.5.1.1.2.If NO, then remain on the Non- Injury Protocol window1.19.6.If Custom Protocol - Returned from Components To Be Performed Window1.19.6.1.1.System - Restore non-injury protocol information1.20.Patient History Recap Window1.20.1.Modify Patient Demographics (Demographics)1.20.1.1.1.System - Return back to the New/Modify Patient Demographics window1.20.2.Modify Injury Area (Injury Area)1.20.2.1.1.System - Return back to the New Injury window1.20.3.Continue Patient Admission Process (Admit)1.20.3.1.1.System - Proceed to the Patient Admission Recap window1.20.4.Cancel Patient Admission Process (Cancel Admit)1.20.4.1.1.System - Confirm user response to Cancel Patient Admission process1.20.4.1.1.1.If Yes, then discard all collected information, and return to the Main Menu1.20.4.1.1.2.If NO, then remain on the Patient History Recap window1.21.Patient Admission Recap Window1.21.1.Display Recap of Patient Admission Information1.21.1.1.1.System - Displays Patient Name, Case Employer, Admittance Type, Injury Area, Case Date, Service Date, Authorization, ProviderType1.21.2.Continue Patient Admission Process (OK)1.21.2.1.1.System - Save Patient Admission information1.21.2.1.2.System - Create service record1.21.3.Cancel Patient Admission Process (Cancel Admit)1.21.3.1.1.System - Return back to Patient History Recap window1.22.IF ADMIT TYPE IS PRIVATE PRACTICE1.23.Determine Admission Type, Provider Type And Method Of Payment1.24.IF PRIVATE ADMIT TYPE IS NEW INJURY - CASH1.25.Confirm Patient Demographics Window1.25.1.Modify Patient Demographic Information (Modify Demographics)1.25.1.1.1.System - Proceed to the Patient Demographics window1.25.2.Continue Patient Admission Process (OK)1.25.2.1.1.System - Proceed to the Private New Injury window1.25.3.Cancel Patient Admission Process (Cancel Admit)1.25.3.1.1.System - Confirm user response to Cancel Patient Admission process1.25.3.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.25.3.1.1.2.If NO, then remain on the Confirm Patient Demographics window1.25.4.Returned from Private New Injury Window1.25.4.1.1.System - Display patient demographics information1.26.Private New Injury Window1.26.1.Enter New Injury Information1.26.1.1.Date of Injury, Time of Injury, Injury Area, Patient Description1.26.2.Return to Confirm Patient Demographics Window (Previous)1.26.2.1.1.System - Store entered information1.26.2.1.2.System - Return back to the Confirm Patient Demographics window1.26.3.Continue Patient Admission Process (OK)1.26.3.1.1.System - Store entered information1.26.3.1.2.System - Verify required information (Date of Injury, Time of Injury, Injury Area)1.26.3.1.3.System - Validate Date of Injury (Not to allow future injury date)1.26.3.1.4.System - If Provider Type is Physician, then proceed to the Patient History Recap window1.26.3.1.5.System - If Provider Type is Specialist, then proceed to the Referring Specialist window1.26.3.1.6.System - If Provider Type is Therapist, then proceed to the New Therapy Notes window1.26.4.Cancel Patient Admission Process (Cancel Admit)1.26.4.1.1.System - Confirm user response to Cancel Patient Admission process1.26.4.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.26.4.1.1.2.If NO, then remain on the Private New Injury window1.26.5.If Specialist - Returned from Referring Specialist Window1.26.5.1.1.System - Display new injury information previously entered1.26.6.If Therapist - Returned from New Therapy Notes Window1.26.6.1.1.System - Display new injury information previously entered1.27.If Specialist - Referring Specialist Window1.27.1.Enter Referring Specialist Information1.27.1.1.Referring Specialist1.27.2.Return to New Injury Window (Previous)1.27.2.1.1.System - Store entered information1.27.2.1.2.System - Return back to the Private New Injury window1.27.3.Continue Patient Admission Process (OK)1.27.3.1.1.System - Store entered information1.27.3.1.2.System - Verify required information. See Issues1.27.3.1.3.System - Proceed to the Patient History Recap window1.27.4.Cancel Patient Admission Process (Cancel)1.27.4.1.1.System - Confirm user response to Cancel Patient Admission process1.27.4.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.27.4.1.1.2.If NO, then remain on the Referring Specialist window1.28.If Therapist - New Therapy Notes Window1.28.1.Enter Therapy Information1.28.1.1.Prescription Received, Number of Visits, Referring Specialist1.28.2.Return to New Injury Window (Previous)1.28.2.1.1.System - Store entered information1.28.2.1.2.System - Return back to the Private New Injury window1.28.3.Continue Patient Admission Process (OK)1.28.3.1.1.System - Store entered information1.28.3.1.2.System - Verify required information. See Issues1.28.3.1.3.System - Proceed to the Patient History Recap window1.28.4.Cancel Patient Admission Process (Cancel Admit)1.28.4.1.1.System - Confirm user response to Cancel Patient Admission process1.28.4.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.28.4.1.1.2.If NO, then remain on the New Therapy Notes window1.29.Patient History Recap Window1.29.1.Modify Patient Demographics (Demographics)1.29.1.1.1.System - Return back to the New/Modify Patient Demographics window1.29.2.Modify Injury Area (Injury Area)1.29.2.1.1.System - Return back to the Private New Injury window1.29.3.Continue Patient Admission Process (Admit)1.29.3.1.1.System - Proceed to the Patient Admission Recap window1.29.4.Cancel Patient Admission Process (Cancel Admit)1.29.4.1.1.System - Confirm user response to Cancel Patient Admission process1.29.4.1.1.1.If Yes, then discard all collected information, and return to the Main Menu1.29.4.1.1.2.If NO, then remain on the Patient History Recap window1.30.Patient Admission Recap Window1.30.1.Display Recap of Patient Admission Information1.30.1.1.1.System - Displays Patient Name, Case Employer, Admittance Type, Injury Area, Case Date, Service Date, Authorization, ProviderType1.30.2.Continue Patient Admission Process (OK)1.30.2.1.1.System - Save Patient Admission information1.30.2.1.2.System - Create case and service record1.30.3.Cancel Patient Admission Process (Cancel)1.30.3.1.1.System - Return back to Patient History Recap window1.31.IF PRIVATE ADMIT TYPE IS NEW INJURY/INSURANCE1.32.Insurance Carrier Window1.32.1.Insurance Carrier Exists in Rolodex Table - more than one insurance company returned1.32.1.1.1.System - Display result set, allow user to select desired insurance company1.32.2.Insurance Carrier Exists in Rolodex Table - exactly one insurance carrier returned1.32.2.1.1.System - Collect Insurance Carrier information, proceed to Patient Demographics window1.32.3.Insurance Carrier Does Not Exist in Rolodex Table1.32.3.1.Not Defined - See Issues1.32.4.Continue Patient Admission Process (OK)1.32.4.1.1.System - Retrieve Insurance Carrier Information, and proceed to the Confirm Patient Demographics window1.32.5.Cancel Patient Admission Process (Cancel)1.32.5.1.1.System - Confirm user response to Cancel Patient Admission process1.32.5.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.32.5.1.1.2.If NO, then remain on the Insurance Carrier search window1.33.Confirm Patient Demographics Window1.33.1.Modify Patient Demographic Information (Modify Demographics)1.33.1.1.1.System - Proceed to the Patient Demographics window1.33.2.Continue Patient Admission Process (OK)1.33.2.1.1.System - Proceed to the Insurance Guarantor window1.33.3.Cancel Patient Admission Process (Cancel Admit)1.33.3.1.1.System - Confirm user response to Cancel Patient Admission process1.33.3.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.33.3.1.1.2.If NO, then remain on the Confirm Patient Demographics window1.33.4.Returned from Insurance Guarantor Window1.33.4.1.1.System - Display Patient Demographics information previously entered1.34.Insurance Guarantor Window1.34.1.Enter Guarantor Information1.34.1.1.1.System - If patient is responsible party, then patient demographics will automatically be filled in1.34.2.Return to the Confirm Patient Demographics Window (Previous)1.34.2.1.1.System - Store the entered information1.34.2.1.2.System - Return back to the Confirm Patient Demographics window1.34.3.Continue Patient Admission Process (OK)1.34.3.1.1.System - Store entered information1.34.3.1.2.System - Verify required information. See Issues1.34.3.1.3.System - Proceed to the Private New Injury window1.34.4.Cancel Patient Admission Process (Cancel Admit)1.34.4.1.1.System - Confirm user response to Cancel Patient Admission process1.34.4.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.34.4.1.1.2.If NO, then remain on the Insurance Guarantor window1.34.5.Returned from Private New Injury Window1.34.5.1.1.System - Display Insurance Guarantor information previously entered1.35.Private New Injury Window1.35.1.Enter New Injury Information1.35.1.1.Date of Injury, Time of Injury, Injury Area, Patient Description1.35.2.Return to Insurance Guarantor Window (Previous)1.35.2.1.1.System - Store entered information1.35.2.1.2.System - Return back to the Insurance Guarantor window1.35.3.Continue Patient Admission Process (OK)1.35.3.1.1.System - Store entered information1.35.3.1.2.System - Verify required information (Date of Injury, Time of Injury, Injury Area)1.35.3.1.3.System - Validate Date of Injury (Not to allow future injury date)1.35.3.1.4.System - If Provider Type is Physician, then proceed to the Patient History Recap window1.35.3.1.5.System - If Provider Type is Specialist, then proceed to the Referring Specialist window1.35.3.1.6.System - If Provider Type is Therapist, then proceed to the New Therapy Notes window1.35.4.1.1.System - Confirm user response to Cancel Patient Admission process1.35.4.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.35.4.1.1.2.If NO, then remain on the New Injury window1.35.5.If Specialist - Returned from Referring Specialist Window1.35.5.1.1.System - Display new injury information previously entered1.35.6.If Therapist - Returned from New Therapy Notes Window1.35.6.1.1.System - Display new injury information previously entered1.36.If Specialist - Referring Specialist Window1.36.1.Enter Referring Specialist Information1.36.1.1.Referring Specialist1.36.2.Return to Private New Injury Window (Previous)1.36.2.1.1.System - Store entered information1.36.2.1.2.System - Return back to the Private New Injury window1.36.3.Continue Patient Admission Process (OK)1.36.3.1.1.System - Store entered information1.36.3.1.2.System - Verify required information. See Issues1.36.3.1.3.System - Proceed to the Patient History Recap window1.36.4.Cancel Patient Admission Process (Cancel)1.36.4.1.1.System - Confirm user response to Cancel Patient Admission process1.36.4.1.1.1.If YES, then discard all collected information, and return to the Main Menu1.36.4.1.1.2.If NO, then remain on the Referring Specialist window1.37.If Therapist - Collect Therapy Information Window1.37.1.Enter Therapy Information1.37.1.1.Prescription Received, Number of Visits, Referring Specialist1.37.2.Return to Private New Injury Window (Previous)1.37.2.1.1.System - Store entered information1.37.2.1.2.System - Return back to the Private New Injury window1.37.3.Continue Patient Admission Process (OK)1.37.3.1.1.System - Store entered information1.37.3.1.2.System - Verify required information. See Issues1.37.3.1.3.System - Proceed to the Patient History Recap window。
安达信咨询方法与工具资料库REPMTX
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T e c h ni c al E x p er ti s e
CRP "War Room" Setup/Support RF & Bar Coding Design & Implementation EDI Design & Implementation Prism Programming Modifications Custom Report Development System Interfaces Development Conversion Program Development Proprietary Program Development (if any) AS/400 and Operating System Network and Peripherals DB2/400 Admin. & Support
1627773124.xls
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M o di fi c at io n A c c e pt a n c e T e st in g C h a n g e M a n a g e m e nt M et h o d ol o g y
1627773124.xls
A B C, In c. Sy st e m s I m pl e m en ta ti on Pr oj ec t
Project Team Responsibilities Matrix
AHale Waihona Puke CSTeamk
安达信咨询方法与工具资料库BENRESUM
Process Description Sell to customers through a field sales force Facilitate information sharing and communication Manage customer orders Measure organizational performance Miscellaneous Develop, deliver and maintain customer billing Select and certify suppliers Purchase materials and supplies Process accounts payable Manage information services Assure product quality Handle warranties and claims Develop advertising and promotion strategy Manage inventories Manage facilities and network operations Invoice the customer Respond to customer inquiries Plan for information resources management Close the books Process finance and accounting transaction (general) Warehouse or store product Move materials and resources Provide internal financial information Manage the tax function Arrange product shipment Manage information storage and retrieval Process accounts receivable, credit and collection Provide external financial information Develop and train employees Manage cash flow Ensure compliance with regulations Develop sales forecast Document and monitor order status Develop and deploy enterprise support systems Schedule production Conduct internal audits Monitor the external environment Manage legal and ethical issues Develop community relations Manage travel and entertainment expenses Develop new product/service concept and plans Build lender relationships Cascade strategy to work level Develop and adjust production delivery process Manage government relationships Ensure employment involvement Design, build, and evaluate prototype products or services Refine existing products/services Respond to billing inquiries Measure customer satisfaction Monitor changes in the market or customer expectations Sell to customers via alternative channels Develop budget Select channels of distribution Manage physical resources Manage deployment of personnel Process benefits and retiree information Sell to customers through retail outlets Interface with board of directors Provide post-sales service Grand Total
安达信咨询方法与工具资料库QMWORK
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