咨询方法与工具资料库IOPRINT【精品文档】

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咨询方法与工具资料库ADMAFES【精品文档】

Area Function Event Scenario for Oscar1. 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 windowArea Function Event Scenario for Oscar1.3.2. 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 enteredArea Function Event Scenario for Oscar1.5. 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 window。

咨询方法与工具资料库OPERLIST【精品文档】

Opportunity Assessment Checklist Tool Detail of Operational Performance ChecklistTransactions ProcessingAreas of Focus Cost  Collect Information/ Establish Baseline Perform cost analysis of transactionheavy processes in the company  Perform Analyses Determine if cost reduction opportunities exist in transactions processing Determine ways to improve validity/ accuracy of information throughout transaction processes Determine if time reduction opportunities exist by calculating time associated with transactions processingQualityDetermine if information collected/received throughout transactions processes is valid/ correct Map processes that are transactionheavy (See Process Mapping tool) Determine resources (human, information system, etc.) required to process transactions in each Operational Performance areaTime 1Opportunity Assessment Checklist Tool Detail of Operational Performance ChecklistReporting and ControlsAreas of Focus Cost Quality   Collect Information/ Establish Baseline Not directly applicable to this area Identify high level capability of management reporting/ information systems Map high-level reporting relationships throughout organization Ask interviewees or select group of employees from throughout company to find out if information/reports they receive are adequate/timely  Determine ability of management reporting/ information systems to meet needs of organization Determine management reporting improvement areas (e.g., access to information, timeliness, adequacy/ usefulness of information, etc.) Perform AnalysesQuality, Time 2Opportunity Assessment Checklist Tool Detail of Operational Performance ChecklistPlanningAreas of Focus Cost  Collect Information/ Establish Baseline Days of sales of finished goods inventory by SKU and associated stocking rules (reorder points, EOQs, safety stock, forecasting error rate, etc.) Identify frequency and method for forecasting, paying special attention to longer term “forecasting,” versus shorter term production “scheduling” Production orders launched by SKU by month Production output by SKU by month (e.g., FGs to stocking locations or customers) Finished goods inventory list by SKU with associated sales and quantity volumes (profitability by SKU is also desirable, but difficult to obtain) Returns and warranty history by SKU Customer list by sales volume by month Customer orders by SKU by month Customer shipments by SKU by month Customer backorders by SKU by month Customer order changes (within and outside the production lead time window) Returns and warranty history by customer  Perform Analyses Determine opportunities to reduce inventory levels due to mismatches in mathematical relationships between forecasting error, safety stock, EOQs and reorder points versus actual inventory and production results        Conduct ABC analysis of FG inventory listings (performed based on sales dollar, quantity and profitability to see if significant differences exist using different analysis parameters) Determine if lowest performing finished goods products are worth retaining (i.e., the „Ds‟ or lowest „Cs‟ may not be economically viable, or cause too much complexity) Conduct ABC analysis of customers (performed based on sales dollar, quantity and profitability to see if significant differences exist using different analysis parameters) Determine if lowest performing customers are worth retaining (i.e., the „Ds‟ or lowest „Cs‟ may not be economically viable, or cause too much complexity)3Opportunity Assessment Checklist Tool Detail of Operational Performance ChecklistPlanning (continued)Areas of Focus Quality  Collect Information/ Establish Baseline Identify information technology and/or current processes used for demand analysis  Perform Analyses Determine high level capability of current information technology and/or current processes used (transaction systems, use of modeling and decision support tools, access to customer level sales data, etc.) Determine if techniques might be used to decrease the lead time for gathering customer demand data and translating it (and other key data) into production schedules Determine opportunities to reduce cycle time by utilizing segmented forecasting, planning and scheduling rules by ABC classification (more rigorous and aggressive on „As‟ versus „Bs‟ versus „Cs‟)TimeMap existing processes (activities, sequence, lead time, responsibilities, information/ paper flows) and high level material flows through the plant(s) and stocking locations Document associated policies (approvals, cut off dates, decision points, etc.)4Opportunity Assessment Checklist Tool Detail of Operational Performance ChecklistFinanceAreas of Focus Overall Company    Collect Information/ Establish Baseline Review financial statements for overview of company financial health Use GBP‟s Financial Performance Review Diagnostic to compute key ratios (e.g., ROI, ROA, quick ratio, etc.) Obtain indicators of financial performance of similar companies Obtain Finance budget and actual spending   Perform Analyses Investigate problem areas revealed in financial statements and ratio analysis to determine root causes Compare financial performance to that of similar companiesCost Identify reasons for significant gaps between budgeted and actual spending Identify areas for potential cost reduction in Finance function Determine ability of information system to meet needs of finance organization and overall company Analyze results of diagnostic to determine improvement areasQualityIdentify high level capability of finance/ treasury information systemUse GBP‟s Finance and Accounting Diagnostic Tool to benchmark the finance function against other companies Map processes, including closing the books, budgeting, SEC reporting, annual report production, risk management, general ledger management, planning, etc.TimeDetermine opportunities to increase efficiency in finance function processes5Opportunity Assessment Checklist Tool Detail of Operational Performance ChecklistMISAreas of Focus  Collect Information/ Establish Baseline  Perform AnalysesOverall Company CostSee Information Technology Performance Checklist Review IS budget and actual spending Obtain comparable industry standardsSee Information Technology Performance Checklist Determine reasons for significant gaps in budgeted and actual spending Compare IS spending with industry standards Analyze reasons for variations in IS spending compared with industry norms Analyze user surveys and determine utilization of software and automation of tasks Analyze customer satisfaction levels and identify shortfall areas   QualityConduct workshop/ interviews with IS department management and selected users to brainstorm service delivered and levels reached Perform IS Customer Satisfaction/ User Survey Collect IS Helpdesk statistics Determine comparable Helpdesk statistics Determine adequacy/effectiveness of service level agreements provided by internal IS department and outsourcing companies  Identify trends within Helpdesk calls to identify areas causing most user requests Compare service levels provided by AS department or outsourcing company with expected levels Identify areas where service level agreements are not sufficient or not present Determine IS ability to work to schedule Identify factors that cause IS department to fall behind in project schedules TimeReview IS adherence to project schedules Note: Gartner Group and Computer Economics statistics are good sources of data about software, hardware, IS trends in specific industries, etc., that can be used in the above analyses6Opportunity Assessment Checklist Tool Detail of Operational Performance ChecklistHuman Resource Management & DevelopmentAreas of Focus Overall Company        Collect Information/ Establish Baseline Obtain employee turnover statistics Obtain average cost of training new employees Obtain industry turnover benchmarks, if available Inquire about reasons employees leave Obtain employee absenteeism statistics Obtain industry absenteeism benchmarks, if available Inquire about reasons employees are absent    Perform Analyses Compare company turnover to industry statistics Determine if company needs to improve employee retention efforts Determine potential root causes of turnover Compare company absenteeism to industry statistics Determine if company needs to improve attendance efforts Determine potential root causes of absenteeism Compute lost time due to on-the-job accidents Determine if company needs to improve safety efforts Determine potential root causes for employee satisfaction/ dissatisfaction     Obtain statistics of on-the-job accidents,  including time lost due to accidents and workers‟ compensation claims  Review safety efforts and policies Obtain company information concerning employee satisfaction Inquire about reasons for employee satisfaction/ dissatisfaction 7Opportunity Assessment Checklist Tool Detail of Operational Performance ChecklistHuman Resource Management & Development (continued)Areas of Focus Cost   Collect Information/ Establish Baseline Review HR budget and actual spending Obtain HR expenses as a percent of total company expenses Review cost of training and training investment per employee   Perform Analyses Identify reasons for significant gaps between budgeted and actual spending Identify areas for potential cost reduction in HR function Determine if training expenditures are too high or too low, given training provided Determine if recruiting expenditures are too high or too low, given current recruiting program Determine overall effectiveness of company training effortsReview cost of recruiting and investment per recruitQuality Obtain information about company training efforts (e.g., goals, subjects, plans, etc.) Determine how company measures effectiveness of training Obtain information about company recruiting efforts (e.g., goals, methods used to recruit, company materials provided, etc.) Determine how company measures effectiveness of recruiting Obtain HR department strategy Obtain HR department goalsDetermine overall effectiveness of company recruiting efforts  Evaluate alignment of HR strategy with overall company strategy Evaluate effectiveness of HR in achieving established department goals Determine high level capability of current information system used for HR and identify performance gaps Determine opportunities to streamline/ improve HR processesIdentify information system for HR department processesTimeMap HR department processes (e.g.,  benefits administration, performance appraisal, compliance with government programs, new employee set-up/ termination, 401K administration, etc.)8Opportunity Assessment Checklist Tool Detail of Operational Performance ChecklistResearch and DevelopmentAreas of Focus Overall Company   Collect Information/ Establish Baseline Obtain revenue and profitability by product/ service and date of market entry Obtain new product development project listing including project description, time frame, cost and responsibilities  Perform Analyses Analyze new development success and failure rates (e.g., revenues derived from products/ services introduced in the last 2-3 years, ex post accuracy of project targets: project cost, quality, market entry data/ development lead time; achievement of initial business plan: market share, revenues, profitability) Determine effectiveness of new product development team (e.g., effective structure, innovative, risk taking, etc.) Identify responsibility structure for success and failure of new product development projects as well as the position of the typical project leader in the hierarchy of the company Determine the corporate culture for innovation and openness to new ventures Understand the management attitude to risk and problem solving Review R&D budget and actual spendingCost Identify reasons for significant gaps between budgeted and actual spending Identify areas for potential cost reduction in R&D function Determine effectiveness of financial justification calculation method for new product/ servicesObtain method of calculating financial impact of new products/ services9Opportunity Assessment Checklist Tool Detail of Operational Performance ChecklistResearch and Development (continued)Areas of Focus Quality  Collect Information/ Establish Baseline Identify the existing process related performance measures (e.g., time to market, activity based cost and product/ service risk detection through quality reviews) Identify crossfunctional relationships and flow of information Determine the integration of customers and suppliers in the process (if possible based on limited interviews with customers and suppliers) Identify the use of existing information technology (e.g., CAD, CAM, digital prototyping)  Perform Analyses Determine ability of new product/ service development to meet/ exceed performance measures  Determine effectiveness of crossfunctional relationships and information flow Determine effectiveness of incorporation of customer/suppliers in the process Determine if current information technology meets the needs of new product/ service development Assess the use of information technology applications to improve cycle time and quality Compare existing product/ service development process with Best Practices (e.g., automotive, computer industries) Prepare value added versus non-value added direct labor activity analysis Determine alternatives for reducing cycle time TimeMap the existing high level end-to-end development process from defining market/customer needs to market entry (build on existing project management policies/ handbooks) 10。

咨询的工具与方法

咨询的经典方法（3）
5，熟练掌握最简单的管理工具（最常识、最简单的管理工具是最有效的管理咨询工具） • 鱼刺图（Cause and effect analysis） • 问题树法 • 价值树
• 关键路径法
• 平衡计分卡（Balanced Scorecard） • 雷达图分析（Radar chart）
问题陈述
问题/假设 2
子问题
子问题子问题子问题
– 职责可以分解到个人 2、确保解决问题的完整性 – 解决问题的不同部分将最终解决整个问题
问题/假设 3
– 各个部分既独立又互相支持，构
成一个完整问题 3、在解决问题的团队中建立共识 4、帮助聚合组织构架和理论
第三步：忽视非本质问题
• 在不断反复提炼过程中完成第一步
• 在新的资料面前不要固执
• 与团队分享好的主意 • 对困难有心理准备
• 不要害怕创新
第六步：综合结果，建立论点
使用形式、复杂、解决 And/or 金字塔结构主论点形式
陈述问题的条件
分论点复杂
分论点
找出使形式变动的困难所在
支持资料
或选择树
支持资料
支持资料
Yes
支持资料
行动1 行动2 行动3 行动4
•
《孙子兵法》的作者孙武（公元前六世纪）最初在吴国的职位就相当于现代的战略
计划（STRATEGY PLANNING）顾问，他是战略管理的古代奠基人，也是世界上较早的管理顾问。
•
据史书记载，春秋战国时期（公元770——221）四大贵族孟尝君、平原君、春申君、信陵君每家都蓄有名为“养士”或“食客”，达到成百上千人规模的顾问团。历代皇帝在宫廷中设置了“谏臣”、“谏议大夫”的职位，各级官吏用自己的俸禄延

咨询方法与工具资料库_dps【精品文档】

Title Page Second Level TitleOur ExperienceThis section describes the experience Arthur Andersen has had with public education.Our clients include public school systems; colleges and universities; federal, state, and local government agencies; industrial enterprises; and service businesses.We are thoroughly experienced in analyzing organizational structures and staffing and management processes, in both the private and public sectors, and have significant expertise in assessing administrative and functional requirements. In the field of public education administration, our experience is extensive, recent and varied. It includes successful completion of numerous projects in urban, suburban, and rural environments and encompasses considerable work performed for several large school systemsOur projects have ranged from comprehensive organizational and policy analyses to specific studies of management, transportation, data processing, purchasing, accounting, budgeting, job classification, faculty utilization, and program evaluation. In recent years, a particular emphasis has been on studies to improve the efficiency of all areas of school system operations while maintaining quality service.Our professional staff embody diverse skills ranging from the broad perspective of general management to specialized expertise in the fields of planning, accounting, management systems, administrative procedures, financial analysis, purchasing and materials management, budgeting and cost control, marketing, data processing, personnel administration, and operations research, among others. For client engagements in the education field, our consultants are sensitive to the particular factors that condition successful educational administration. At the same time, we draw on a range of professional skills which are essential in planning and administering increasingly complex educational systems and institutions.Previous projects for school districts have included all aspects of organization, management, and cost analysis.A number of representative studies, intended to indicate the range of our capabilities in this area, are outlined below.The State adopted a budget that incorporated many of the initiatives that we recommended.School of the FutureArthur Andersen's "School of the Future" project represents a major commitment to public education. This project, initiated about three years ago, has as its aim the development of a "quality and productivity breakthrough" in public education. We undertook the project because we noted that little progress had been made since the "Nation at Risk" report in 1983.We have recently completed the following:❑Definition of a "new education paradigm" for the 21st century.❑Development of a "systems approach" to education, designed to assure a process of continuous improvement in productivity so that the system averts periodic crises and continuously "restructures"itself.❑Development of a "conceptual framework" for the information requirements at each level of the system (student's desk, teacher, school, school district, state house, and U.S. Department of Education).❑Research of experimental sites to observe students learning in innovative situations.❑Training teachers in cooperative learning.❑Training administrators, teachers and students in Total Quality Management principles.❑Training teachers in new technologies and student assessment techniques.❑Installing a technology supported classroom that integrates math, science and physics curricular in a "discovery learning" environment.Hudson Institute Modern Red SchoolhouseHudson Institute's Modern Red Schoolhouse is one of eleven plans funded by the New American Schools Development Corporation, the purpose of which is to design "break-the-mold" schools that will revitalize American education. Together with the Hudson Institute, we worked with eight school districts in Indiana, North Carolina, Arizona and New York in the design process. The eight districts have a student body in excess of 168,000 students in 259 schools. Each district is organized in various ways in terms of roles and responsibilities (i.e., district/school/school relationships).Our responsibilities for Hudson Institute's Modern Red Schoolhouse design included:❑Reviewing and creating a "governance and roles" model❑Developing an organization plan addressing autonomy, staffing and other organizational issues❑Designing management information systems❑Evaluating outsourcing opportunities❑Developing training programs❑Assessing cost of the redesigned system, providing services to 645,000 students。

咨询方法与工具资料库appddx【精品文档】

H.B. Zachry Company Heavy Division Estimating and Bidding
Appendix
APPENDIX I
DEFINITIONS, INPUTS, AND OUTPUTS
Arthur Andersen LLP
Page 192
H.B. Zachry Company Heavy Division Estimating and Bidding
INPUTS
Best Interest of HBZ Field Experience Estimating Skills Purchasing Skills Vendors/Subcontractors Statistical Skills Statistical Software Estimating Software/hardware Scheduling Software/hardware Risk Assessment Software Graphical Simulation Software (AUTOCAD, Animation) Standard Takeoff Methodology Standard Takeoff Methodology Vendor/Subcontractor Partners Standard Codes Historical Database Supplier Database Knowledge Champion
INPUTS
Management Philosophy “Manage the division as a project” Ability to understand the financial implications of pricing the Heavy Division’s products Ability to understand and adapt to the statistical models in place to model and price the Heavy Division’s products Statistical Software Economic (Time Value of Money) Software Graphical Simulation Software Bid Strategy Models Rating Model (Go, No Go Criteria) Probability of Success Model Market/Industry information Competitor profiles Strategic Plan Supplier profiles Assumptions (Synergy’s with other work) Industry/Economic Input (Future Work)

咨询方法与工具资料库PHASE2【精品文档】

REF P
GUIDELINES Phase Title
Do not use full sentences. Use active voice.
YOUR CONTENT INVESTIGATE CONCEPT The objective of this stage is to identify opportunities and implement solutions that improve the effectiveness of the client’s concept investigation process. This stage represents a commitment by the client to further pursue an idea that has met the gate criteria for the Generate Idea stage. This stage typically offers a wealth of improvement opportunities. The consultant’s role will be to assess the opportunities for improving the client’s Concept Investigation process and reengineer the process. During the Investigate Concept stage, a multi-functional client team develops a “qualified” idea into a concept and tests it in the market. The client needs to ensure that a concept is developed to a sufficient level of detail to evaluate the potential for a successful, revenuegenerating product. The level of detail is constantly evolving as more detailed cost and revenue projections are generated for the concept. * This cross-functional team defines the new product, including its benefits, features, and competitive differentiation. Also, the team conducts research to verify market assumptions and tests the concept. Throughout this stage, the needs and wants of the customer (both articulated and unarticulated) are translated into specific functional requirements. All of this helps build the business case and forms the basis for the next stage, Design and Develop. The business case should include: Clear definition of the product concept Performance targets Financial projections (costs, pricing, margins, target costs) Fit with product strategy Target market Market potential Risk asnd Objectives.

咨询方法与工具资料库osprint

Methodology: OutsourcingOverviewOutsourcing is a potentially powerful strategy for a company. The cost to make a mistake in outsourcing can be enormous and sometimes impossible to reverse. Therefore, outsourcing decisions must be made on a professional/strategic basis - not reactive to short-term situations. The Contract Services group is a lead provider of innovative outsourcing solutions. These outsourced services are extensions of our core skills/competencies. We have the flexibility to meet new and unique client needs. We can help clients achieve real cost control and, perhaps cost reduction. We achieve this through converting fixed costs to variable costs. This approach brings the right resources to bear on problems at the right time, and through predictablecontract pricing.The overall objectives of the outsourcing methodology are to:- Provide a methodology which can be used by any company to implement any outsourcing solution.- Provide enough background on the AA outsourcing methodology to allow someone with no prior outsourcing experience to consult with a client on this matter.- Demonstrate AA's expertise in the field of outsourcing.Questions1. What are the company’s core activities/ competencies?ness challenges? How does it plan to address those 2. What are the company’s biggest busichallenges?3. What are the company’s goals and plans for the future? Growth plans?4. What is the strategy of the company related to outsourcing?5. What functions does the company currently outsource?6. What types of functions would the company consider outsourcing?Hints- Obtain buy-in from senior management throughout the process. Determine who the strategic decision makers are and their views on outsourcing.- Utilize Global Best Practices for benchmarking, best practices, performance measures and diagnostic reviews.- Identify human resource/ change management issues early in the process, and ensure the outsourcer and company HR Professionals are involved throughout the entire process. Issues- Are one of the Arthur Andersen Business Units going to be interested in providing the outsourced function? Are there related independence issues? Do the necessary outsourcing skills exist within the performing office? Are the appropriate experts involved?- Determine communication plan as early as feasible to prevent leakage of information and mixed messages to employees.- It is important for the company and the provider to have a mutual understanding of outsourcing principles, benefits, risks etc. This issue should be addressed in Phase I tomanage the client's expectations.- The company may perceive outsourcing as a decrease or loss of control. Proper internal control mechanisms must be established and enacted as control remains a fiduciaryresponsibility of management; it is not outsourced.- It is important to manage the client expectations relative to the pace of change which will be made by the outsourcer. Additionally, a continuous improvement mindset is critical toensure future process improvements (If the client perceives AA to be in a maintenancemode, they may feel they could lower costs by terminating the outsourcing arrangement). OtherA. Key elements of outsourcing- Throughout the five Phase outsourcing methodology, four key elements must be considered: scope, relationship, economics, and performance measurement. A briefdescription of these four elements follows:- Scope -depth, breadth and nature of outsourcing opportunities (process function, location, etc.).- Relationship - the provider relationship can range from that of a vendor to that of a partner.- Economics - the cost of the outsourcing solution will vary based on the elements discussed above and other issues.luated and - Performance Measurement - how will outsourcer’s performance be eva monitored.B. Types of Outsourcing Services- The ultimate deliverable is a company who has outsourced part of its organization to meet its strategic corporate objectives, resulting in the improved quality and service of the outsourced activity.- Specific deliverables that we can provide to achieve this include the following: - Outsourcing Consulting Project- Outsourcing Feasibility Study/Diagnostic Review- Outsourcing Contract to provide outsourced services。

咨询方法与工具资料库INTAUPRO【精品文档】

1. DOCUMENT HISTORY:Global Internal Quality Audits - 5/12/18ISO - 1Quality Procedure2018/5/12 4:16 AM2. Purpose:2.1 The purpose of this procedure is to carry out a comprehensive system of planned and documented internal qualityaudits to verify whether quality activities comply with the documented quality system.3. Scope:3.1 This procedure is mandatory for all personnel assigned and authorized to perform internal quality audits.4. Procedure Interfaces:4.1 Inputs:4.1.1 None4.2 Outputs:4.2.1 None5. Reference documents:5.1 ABCQS 4.15.2 ABCQS 4.25.3 ABCQS 4.175.4 ABC 9000 Quality System Policy Manual6. Authorities and Responsibilities:6.1 Changes to this document must be approved by the Vice President of Corporate Quality, or designee.6.2 The Director of Internal Audit is responsible for the implementation and use of this procedure.7. Definitions and Terminology:Global Internal Quality Audits - 5/12/18 2 - ISOQuality Procedure2018/5/12 4:16 AMGlobal Internal Quality Audits - 5/12/18ISO - 3Quality Procedure 2018/5/12 4:16 AM8. Description:Responsibility Task/StepReference Business Unit/Department8.1 Provide at least one individual to the auditor pool.This individual has attended either internal audit training or lead assessor training Training records Corporate Quality 8.2 Maintain and retain list of qualified internal auditors Internal Auditor List Internal Audit8.3 Develop annual comprehensive internal auditschedule for Business Units/Departments pursuing or having an ISO 9000 certification. The schedule should be based on status and importance of the activity. Ensure coverage of all sections of the appropriate ISO 9000 standard Audit Schedule"8.4 Assign lead auditor to each scheduled auditLead Auditor8.5 Develop program for the assigned audit, preparequestions and checklist, and notify organization(s) of upcoming audit Audit Program"8.6 Select and assign auditors from available audit pool. Audit team 8.7 Conduct internal quality audit according to the auditprogram, checklist and questions"8.8 Document nonconformities, if any, on the non-compliance report forms Non-compliance Report forms "8.9 Create audit report including findings andsuggestions and submit to management of the organization(s) being audited and Internal AuditAudit ReportManagement of organization being audited8.10 Initiate corrective action procedures, as appropriate Global Corrective Action procedure Lead Auditor8.11 Follow up to determine if effective corrective actionhas been implemented. Close out noncompliance report forms when there is evidence that the corrective action is effective. Non-compliance Report forms Lead Auditor 8.12 Submit updated audit report to Internal Audit Audit Report Internal Audit 8.13 File audit report。

咨询方法与工具资料库BCISSUE1【精品文档】

Business Process ReengineeringMethodology and Practice DevelopmentIssues ChecklistI. SellingA. Globally1. Who are our competitors?2. What are our competitors doing?3. How do we differ from our competitors?4. How does our price structure compare with the competition?5. What approach do we take in selling projects?B. How do we obtain leads?1. Business developer2. Networking with audit partners and managers3. Previous engagement referrals4. Other service line referralsC. What should happen at the initial meeting with the potential client?1. Set the objectives for the meeting2. Who from Arthur Andersen should attend?a. partner?b. manager?c. senior?3. Identify what is driving the need for the project?a. market conditions1. growth2. declining revenue streamb. upper management pushing down projectc. poor or declining financial resultsd. project management's desire to improvee. system enhancementsf. commitment to be on the leading edge4. What is the scope of the work being requested?a. departments of company affectedb. analysis phasec. redesign phased. implementation phase5. What does management see as the benefits of this project?a. streamlined proceduresb. improved customer servicec. reduced payroll costsd. better cycle timese. cash flow savings6. How does management intend to handle these benefits?a. reduced payroll through attritionb. layoff of personnelc. savings with no personnel reduction7. What kind of change management issues may be faced on this job?a. long-time employeesb. low-skilled versus highly-skilled employeesc. effects from previous consulting projectsd. legal restrictions (i.e. EEOC)e. company history7. Why does the company believe an outside consultant is needed?8. Who are the competing firms?9. Is our contact a decision maker or is another approval required? If so, then who delivers the message?10. Does the company have a budget for the project?11. Does the company believe the solution is process or technology driven?12. What criteria will the company use to select a consultant?13. What resources can the company bring to the table?a. full-time project leaderb. steering committee participantsc. other project team members14. What is the perceived timing of the project?15. Review the company's organization chart16. Obtain background information on the client for engagement acceptancea. is it an existing audit or tax client?b. what is the status of other Andersen fees, if any?c. what is the company's financial condition?d. what kind of experience has Andersen had with this company?17. Should a diagnostic be performed?D. Complete the Arthur Andersen engagement acceptance questionnaire, form AP-100E. Is a follow up meeting needed with the client?1. Is the company serious about hiring someone or is it shopping for ideas?2. Resolve new or unanswered questions3. Follow up on any additional research requirements4. Develop a specific timetable for work to be performeda. diagnosticb. proposalc. acceptance of proposald. engagement timetable5. Identify potential project leaders, steering committee and other client participants6. Develop the communication tools to the employees regarding the project or diagnostica. why is a project needed?b. what will result from this project?c. what is expected of the employees?d. who will be performing the work?F. Perform a diagnostic analysis of the company1. Which employees should be included in the diagnostic?2. What should be performed as part of the diagnostic?a. employee interviews1. how many?2. with whom?3. how long should they last?4. who should interview the people?5. what do we need to learn from the interviews?a. headachesb. process flowc. bottlenecksb. process flow chartc. review of data1. financial information2. headcount3. processing statistics3. Who should perform the diagnostic?a. partner?b. manager?c. senior?d. staff?4. What should be learned from the diagnostic?a. barriers to change or issues / problems we will need to overcomeb. basic process flowc. number of redundancies in tasksd. volume of reworke. approximate time spent resolving problemsf. excessive internal controls2g. potential savings1. what positions appear non-value added?2. what are the dollar savings associated with those positions?3. any non-payroll savings?4. leadtime compression opportunitiesh. estimate of time required to perform the projecti. number of interviews to conductj. number of processes & departments involvedk. systems or software tools currently utilized in the process(es)l. determine resource committments from the companyG. Develop a proposal1. Determine the proposal's structurea. what message needs to be delivered by the proposal?1. what are the deliverables?2. what is required of the company?b. who will be reviewing the proposal?c. who is making the yes/no decision?d. are the people familiar with other consulting projects or Arthur Andersen?e. is this a formal proposal or a letter?f. what are the contents of the proposal?1. summarya. what is the need for the project?2. why use Arthur Andersen?3. what are the issues & objectives?4. what are the benefits?5. what is the approach?6. what is the scope?7. what are the deliverables?8. who is the project team?9. timing & fees10. credentials2. Accumulate material for the proposala. complete pieces of the outline1. refer to previous proposals for examples2. incorporate information obtained from the diagnostic3. calculate the cost of the projecta. what is the scope of the project?b. project duration1. number of departments2. number of employees3. geography of locations; amount of travel4. how much planning is needed?5. what holidays or other time constraints exist?6. how many company personnel can be utilized?7. who will work on the engagement?c. should out-of-pocket expenses be incorporated in the analysis?d. over what timeframe will the company earn its benefits?1. time value of money2. payroll reductions3. higher sales dollars4. reduced costse. are the benefits an annuity or one-time savings?f. calculate a payback timelineb. compare the proposal to original structure for completeness3. Have material reviewed by appropriate levels of the project team4. Have material formally prepared in a presentation format3。

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Methodology: ISO 9000OverviewMany companies are now finding ISO 9000 certification to be a requirement to compete in the global marketplace. In most cases, ISO 9000 certification is viewed as a competitive advantage, not a legislated requirement. Therefore, many companies are now choosing to become ISO 9000 certified to ensure their products and services remain competitive.The number of ISO 9000 certified sites is growing exponentially throughout the world in response to market demand. As of June 1994, 70,517 companies worldwide were ISO registered. In the United States, 5,100 companies had adopted the standards as of December 1994. Several industries are driving the trend. For example, the Big Three automotive companies in the United States -- Chrysler, Ford and General Motors -- are requiring their first-tier suppliers (approximately 13,000 companies) to become certified to QS-9000 (an automotive adaptation of the ISO standards). Other major manufacturers in the electronics and chemical industries are encouraging suppliers to become ISO 9000 certified. As a result, suppliers to these industries are accelerating their pursuit of ISO 9000 registration . The certification process was initiated from Europe and started with certification of manufacturing companies, but now more service companies are seeking ISO 9000 compliance.The ISO 9000 standards were developed in 1987 by the International Organization for Standardization in Geneva (ISO) and updated in 1994. The European Community (EC) adopted the standards in 1987. By the end of 1994, these standards had been adopted by 91 countries throughout the world. The objective of the ISO 9000 standards is to help a company implement a quality system that is able to consistently meet the requirements of its customers. ISO 9000 certification applies to the quality system, not to an individual product or service. The ISO 9000 standards consist of the following set of 5 international standards/guidelines for quality management and quality assurance.- ISO 9000: Guidelines for using the standards.- ISO 9001: Model for quality assurance in design, production, installation, and servicing (engineering groups with design functions).- ISO 9002: Model for the quality assurance in production and installation.- ISO 9003: Model for the quality assurance in final inspection and test.- ISO 9004: Quality management and quality systems guidelines.The expectations are that ISO will release a new set of standards in 1996. The ISO 14000 standards will focus on the environmental policy and should be considered as the link between environmental systems and quality systems. The main drivers behind the ISO 14000 standards are the public scrutiny of environmental programs, and the EC directive on environmental management and auditing.Arthur Andersen's services relating to ISO 9000 involve consulting with the client and assisting the client in implementing a quality system that complies with the standards. Our services include technical expertise in applying the guidelines to the company's business, assistance in developing the documentation of policies and procedures, training of employees, a pre-assessment review of the system, and project management assistance. Arthur Andersen is not an accredited registrar and does not issue ISO 9000 certification.To help clients achieve their ISO 9000 certification, Arthur Andersen has developed an ISO framework and approach, using our experience with ISO 9000 certification and quality implementation engagements. Our clients on these engagements varied from $5 million to $750 million in annual revenue.The ISO 9000 framework can be summarized as follows:- The certification can only work if the right "drivers"are in place: the CEO’s commitment to and his/her enthusiasm for the certification is key to the success of the engagement.- There is a five-phased process to implement ISO 9000 standards during which certain critical activities should take place. These phases, however, are not necessarily discrete; they may overlap. Our main involvement with the client is during the first three phases. The final two phases are supportive, in which the client can use us primarily as a resource.- There are a number of enablers which should be used to facilitate the transition to the ISO processes and procedures: for example, facilitation, training and communication, applause and appreciation.- The driving force behind the ISO certification are the customer requirements, the competition, marketing issues, and general quality/process improvement.The benefits of ISO 9000 are:- ISO certification is a great foundation for a broader quality initiative that the client may want to pursue.- Certification can provide a competitive advantage and marketing credential.- The certification can help to improve customer satisfaction and efficiency by reducing product defects.- Certification can reduce costs for companies that are subject to supplier quality audits.- The certification process enables management by facts through critical process measurement.- The registration process requires that the company thinks through, documents and communicates their direction, vision and goals to all the employees. This provides the employees with consistent information.- The certification process requires the involvement of employees throughout the different phases. This will most likely increase their sense of ownership and motivation.- Certification improves communication among the functions and groups in the client's organization.The involvement of Arthur Andersen in the registration process is beneficial to clients, because of:- Our experience and expertise with ISO 9000 registration.- Our dedicated resources and project management skills.- Our effective approach to documentation, regarding the level of detail and structure.- Our training experience, necessary for the transfer of skills and knowledge.- Our relationship with registrars, and government accreditation bodies (in Europe). Overall, our involvement will provide the client with a reduced time-effort and a faster way to achieve ISO 9000 certification. When the client becomes registered, we then have the opportunity to sell additional projects to help the client progress in its quality journey.Questions1. Why do you want to be ISO 9000 registered? What are you trying to achieve?2. What resources are available throughout our involvement in the ISO 9000 registrationprocess?3. What other quality initiatives take place in the organization? How does ISO 9000 relate tothe total quality system of the organization?Hints- The commitment of top management is vitally important for successful achievement of ISO 9000 certification.- The certification process affords Arthur Andersen an outstanding opportunity to learn about all aspects of the company and to develop relationships with people in all of the functional groups. We can capitalize on the opportunity by identifying other client service needs during the process.- Our role in the registration process is primarily to facilitate a change management process within the company. Accordingly, we need to work directly with the teams assigned to implement the quality system.。