【正文】 on ? Conduct interviews and group work sessions ? Interpret business strategy ? Quickmap processes ? Assess process value ? Assess resource utilization ? Assess information technology environment ? Assess change management techniques Sample Tools Techniques ? Pareto analysis ? Market segmentation ? Inperson interviews and focus groups ? “White board” process maps ? Value analysis ? Value chain analysis ? SummitS ? Activity based management Results ? Strategic vision statement ? Process maps ? Critical success factors and strategic linkages ? Assessment of strategic importance and valueaddition of processes ? Process/anizational matrix ? Current IT assessment ? Shortterm action plan ? Enterprisewide change capacity assessment Resources ? PwC strategy, technology, and process consultants ? Selected Novartis’ senior executives and midlevel managers ? Selected sales managers and key customers ? PwC and Novartis research analysts Module 2 Assess Objective Understand the current status of Novartis Seeds’ distribution channel strategy and initiatives and the need for change Engage Select Assess Mobilize Communicate and Manage Change Module 1 Module 2 Module 3 Module 4 Statement of Work GANTT Chart Illustrate for the client a rough timeline for the proposed engagement ? Determine the approximate duration for each task. ? Understand the prospective client39。s financial performance if one or more of its key financial ratios equaled that of the bestinclass or bestinindustry. ? Collect financial data on the pany and its publiclyheld petitors. ? Calculate an asis financial tree. ? Identify the pany39。 consequently, the absolute value of the financial improvements generated from the model may be unrealistically high. % % ROA Legend metric units CouldBe AsIs Operating Profit Margin 10% 18% Total Asset Performance Net Profit After Tax 4% 7% 8% 16% ROE A/R DSO 61 50 Inventory Turns Other Assets 12% 11% PPE Turns times days times of Net Sales Cash 1% 5% of Net Sales Financial Leverage Tax Rate 40% Lean Producer Chart Assess opportunities to create value by changing production strategies, using publicly available data about inventory in a given manufacturing industry. ? Identify the parison set of similar panies within a given industry or family of industries. ? Gather the following data for each pany: InventoryRaw, InventoryWorkinprogress, InventoryFinished goods, and Inventory turns. ? Calculate and graph the final variables: Inventory turns vs. (Raw+WiP)/Fin. goods. ? Note: Ten or more data points should generate the data cloud necessary for analysis. ? If the data points cluster around a positively sloping line, then that generally indicates the parison between panies is meaningful. ? Lean producing panies, ., those with high inventory turns and low inventories of finished goods will lie in the upper right quadrant of the graph. ? Companies positioned to the upper left likely suffer from plex product portfolios and billsofmaterials. ? Companies to the lower left likely need a strategic transformation from mass producers to lean producers. ? Companies to the lower right could benefit from selling more valueadded products and services. Alcoholic Beverage Producers Inventory Turns Raw + WIP Finished Goods Grand Met Genesee Corp. Canadigua Wine Brown Forman Anheuser Busch Adolph Coors 0 5 10 15 20 Lean Producers Traditional Manufacturers Job Shops Distributors 0 1 2 3 Value Tree Develop a prehensive list of potential value creation drivers. ? Begin with a standard value tree consisting of benefit type, firstorder drivers, and secondorder drivers. ? Determine thirdorder drivers, ., those specific activities which constitute the secondorder drivers, based on one39。 data analysis 16d 1d 2d 28d 4/5/93 4/27/93 5/6/93 4/28/93 4/26/93 4/27/93 5/7/93 6/4/93 Dan Kastelman 4th Quarter ID Name 1 2 3 4 Prepare training materials CS Training Workshop 4/27 USGP Workshop 1 Track divisions39。 specific lessons taught include: – breakthrough performance improvement is possible – there is no ideal solution。s needs. ? It illustrates the different tracks within the job and the tasks which prise those tracks. ? It can also illustrate any dependencies within tasks and the project?s critical path and can be used to highlight for the client the most critical areas and timeperiods for their involvement. ? By itself, it does not indicate resource requirements. ID Name Scheduled Finish 3/14 3/21 3/28 4/4 4/11 4/18 4/25 Mar Apr 1 2 3 4 5 6 7 8 9 10 11 12 3/26/93 3/26/93 4/23/93 4/12/93 3/30/93 4/1/93 4/5/93 4/7/93 4/8/93 4/9/93 4/12/93 4/19/93 Mobilization PwC Mobilization SCM Mobilization Design customer service process Map munication Model economic decisions Identify cost drivers Identify value drivers Specify CS activities Specify CS information needs Specify CS resource Prepare training materials Project Management Software Tool Help schedule tasks, manage resources, and budget costs for an engagement ? Select an appropriate project management software tool, such as MSProject. ? Using the software manual as a reference, take the work plan and enter the phase, module and task information into the tool. ? Add additional information if necessary。s financials to generate a couldbe financial tree. ? The analysis helps to estimate the financial improvement a pany might experience by improving various aspects of its operation. ? It also pinpoints the areas which would have the greates