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Es t ablish t h e Plan • Purpose °

eo

Process

Scope

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Docu ment High Level Bu . siness Direction Business Plan (Mis si o n ., V is i on . Values , Goals, Object i ves , Bus i ness Priorit i es)

B u s i ness Information (History , Description,

Fina n cial Summary, Industry Summary, Env ir onme n tal FactOC'S, Intc:mal Strengths

and Weaknesses) ° Environmental Requirements

" . E x ternal Requirements (Customers, Suppl i ers)

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I DocwnentDeWledLevel

Buslaess Directicn

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Information Needs

Business Processes

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~_0_ P!!Sl!t~~ui"!91E1~

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L, - - I

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Document CU1'TentIS Sit u ation - Int e rn al

• IS Environment

• Organizationa l Struc t ure

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° Expenditures

• BacJdog

• Other Locations I

Document Current IS Situa t ion - External

° IS Ind u stry Trends • . Competitor Profiles

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Determine IS Direction

Mission , Vision

e

Strategic Objectives'

Stra~es

[S and the Business Goals

Computing Architecture

Policies and Responsibili ties

°

Annual IS Object i ves

Service Architecture

. /

T

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Determine Gap from Current to Future Business Opera ti ng Vision Assessmen t

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Environmental R ~u •••.••iiremen t s A3sessmen t I · I nfonnation Needs Assessme nt

I · External Requiremen t s Assessment : ~ . Business Applicati o ¥ \ sseasment Bus i ness Requirements Assessment ~------------T----------- Technical Computing Architecture Assessment I

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.

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Determine Recommenda t ion Options (~st . Time, Resources , Benchmark Infonnat i on . Advan t ages, Di sadvantages) Recommenda t io n ROI Analysis

Exhibit 2.1 Table of Contents with Phases

Table of Contents

I Management Ove r vi e w

.

I The Plan

I .

I

I

I .

A. Purpose

B . P r oces s

C . Scope

High - Level Business Direction

A. Business PI(~m(Mission , Vision, Values , Goals, Objectives, Business Priorities )

B . Business Information (History , Description, Financial Summary, Industry Summary, Environmental Factors, Internal Strengths and Weaknesses)

C . Environmental Requirements s : •· ·

D. External Requirements

E. Operating Vision

IV

.

Detailed Business Direction

 

A. Information Needs

B . Business Processes

C . Business Requ i remen ts

v.

Current Information Systems Situation - Internal .

A.

Information Systems Environment

B.

Organizational Structure

C

. Expenditures

D.

Backlog

E

. Other Locations

VI

.

Current Information Systems Situation - External

A . Information Systems Industry Trends

VI

I .

B . Competitor Profile s

I n fo rmation Sy s tems D i r ection

A

B

. M i ss i on . V i sion

,

I

.

C . Strategic Objectives

D

E . Information Systems and the Business Goals

F . Computing Architectu r e

G . Information Architecture

H. Policies and Responsibilities

I . Annual Objectives

. Strategies

Phase 1,2,3 , 4 Phase 1 Phase 1 Ph ase 1 Phase 1 Phase 1 Phase 1,

Phase l

Phase 1

Phase 1

Phase 1

Phase 2

Phase 2

Phase 2

Phase 2

Phase 3

Phase 3

Phase 3

Phase 3

Phase 3

Phase 3

Phase 3

Phase 3

Phase 3

Phase -3

Phase 3

Phasf 3

Phase 3

Phase 3

Phase 3

Phase 3

Phase 3

Phase 3

Phase 3

Exhibit 2.1 Table of Contents with Phases (continued)

Table of Contents

Vllt . Gap Analysis

Phase 4

IX. Recomrnendation

Phase 4

 

A. Options

Phase 4

B . Recommendations -

Phase 4

C . Return "n I~vestment An2tys · is

Phase 4

X

.

Appendix

 

A

. Planning Groups

Phase 1

B.

Planning Process

Phase 1

C

. Business Direction

Phase 1

D

. Detailed Business Requirements

Phase 2

E.

Roles and Responsibilities

Phase 3

F

. Information Systems Backlog

Phase 3

G.lnformation Systems lndustry Technologies

Phase 3

H

. Competitor Profiles '

Phase 3

I

. Business Application Assessment

"Phase - 4

Establish the Piau

• Purpose

• Process

• Sco e

Document High Level Business Direction

Exhibit 3.1 Summary of Business Drivers

The business plan identifies better operating effectiveness through the following key success factors :

• Creation of high performance customer-oriented organization

• Increased manufacturing efficiencies, ' consolidations, and outsourcing

• . Enhanced sales and customer-support processes

• Redefined financial and administrative processes tha! reduce cost ·

The key success factors that apply to information systems are :

• Improved operating efficiency

• Improved operating effectiveness

The following key strategic

issues.

.may have a significant impact >on business

syste~s and support architectures :

.

' - .

• Divestitures, . acquisitions, partnerships

• Investments in emerging markets

• Third-party distribution

• Automation of activities that connect the company with customers and

' suppliers

• Company initiatives

Following are the boundary conditions for informat i on systems:

• Implement the plan in segments; define each segment as a pro j ect

• Balance costs with benefits for each project

• Mtflimiie external customer disruption

• Adhere to ' predomi nant information technology industry standards

• Reiy on proven i nformat i on technology ., ( > roducts and processes

Table 3.1 Environmental Requirements

• Make-to . : . order

• Make-to-stock

• Configure-to-order

• . Process manufacturing

• Discrete manufactudng

• Repetitive manufacturing

• Job shoj .

• Discrete work orders

• Sell software

• Sell hardware

• Sell services

• Distributed processing

• Support of multiple divisions and locations

• plants, integrated~

Multiple

• Distribution

• locations in a warehouse

Multipfe

• Distribution

• Multiplecurrenty: sell, invoice, buy, pay, report

• Purchase non-stock products for re-sale

• Configure products for sale.

• Repair, recondition, or ' service our product

• Input to worldwide financial and sales reporting

• Blanket purchase orders

• Just-In-Time manufacturing capabilities

• Decimal inventory/Bill of Material quantities

• Back-flush inventory.and resources

• Finite capacity loading

• Computer Aided Design and Computer Aided Manufacturing interface

• Electronic Data Interchange interface .

• Interface to automated plant equipment

• Shelf life sensitive materials

• Use potency and grade - materials

• FDA and government reporting requirements (EPA, NRC, etc . )

• Free-stock capabilities

• Forecast demand

• Standard and actual costing

• Subcontract production

• Hazardous useand toxic materials

network, multi-level

.

°

• Lot control

• Serial number control

• Engineering change control

Table 3.2 Customer Requirements

• Electronic Data Interchange

• Electronic sales ;md cornpli~nc.e information

• Improved communication through the Internet (for example: home page)

• Worldwide corporate combined information for buying agreements

• Ability to interface with distributors and affil i ates

• Bar coding

• Enhanced switchboard and telecommunications

to more quickly get to the right

person

• Credit card capabilities

• Improved lead times

• Easier order entry

• Improved order information, availability, advise on late orders

"

• Ability to handle special orders and requests'

• Services subscriptions

• Better price and value

• High quality

• Easier to do business with

• Ability to provide electronic media and documentation (e.g., CD-ROM)

• Capabilities for providing data from bundling sales

• Warranty information

Table 3.3 Supplier Requirements

• Electronic Data Interchange

• Supplier certification, preferred vend ' Or i nformation

• Ability to link and integrate with outside services for materials and dependent services

• Supplier corrective action tnformation

• Ability to interchange drawings and specifications electronically

• Conformance history

• Product development information

Table 3.2 includes examples of possible customer requirements.

Table 3 . 3 identifies examples of possible requirements from suppliers

Table 3.4 Information Needs

Financial:

• Sales (domestic, export, inter-com~ny)

• Gross margin or profit (cost of sales), %

• Operating margin or profit

• Capital commitments and expenditures

• Days Sales Outstanding

• Cost reductions

• Incurred expenses

• Selling expenses, General & Administration

• Other income and expenses

• Interest expense

• Net income

• Balance sheet

• Cash flow

• Budget

• Forecast

• Ooerati r12 exoenses

Tab!e - 3.4 : ••fv; .r.ation Needs (continued)

• Prof i t s by custo m er III i ndustry

• Backl ( ") ~ (units ? n~ ~ 0 1 f 3rs) .

• Royalty in c ome and expense

Human Resources:

JIll Employee information , includin g background , experience , demograph i c , persona l

.

Number of employe es: Man - ufacturing , Product Support, Sales, Marketing , General & Administrative , R&D , by location

Salary, increase , and . pensi on data

• Training courses taken ill Employee survey data '

• Turnover rate

• E£O measurements and government reporting

• Organizational reporting relationships

• Workers comp i nc i dents, costs

• Healthcare costs

• Benefit informat i on

• Salary market data by geography , type

Manufacturing Operations:

• Variances (overhead spending , volume , manufacturing, purchases , wor k order, purchase pri c e , other)

• Scrap (product ch a ng es , exp i rat ion)

• Overdue

• Throughput ti m e

• Rework (percentage, hours)

• Scrap (dollars,units)

• Reserve for potentially ' obsolete material

• Shrinkage and inventory adjustments

• Scrap arid obsolesc e nce % to standard r ;, ¢ce i pt s

• Labor hours by sy s t e m and operat i ons (tracking run average of actua l v ersu s standard, labor tracking by part number)

• Variances (rework, work order, scrap , obsolescence) by product

• Inventory (turns , dollars , Days Inventory On Hand) • Allocation and backlog , average throughput time versus stated lead t i me b y part number -

• Direct material, di r ect labor cO~ J percent

• System cost roll - u p

• Cost of revisions (Des i g n Change Orders : scrap , rework , standard increase) '

• DCa throughput and volume by distinction code

• F i xed costs

• Batch size costs • . S~C and work ord er act i vity

Table 3 . 4 Information Needs (continued)

• Correct i ve action status (internal and external)

• S i mulation capability (what in '

• % on time, on quality of work orders

• Capacity levels (shop floor, facilities)

• Inventory accuracy

• Excess and slow moving inventory

• Facility and equipment utilization ratio

• Forecast versus actual units produced

, . Pending changes - ' 80M, standard cost, routings

• Customer service level

• Standard receipts to inventory

• Summary of shipments (dollars, units by zone)

• First-pass yield by assembly

• Supplier cost, quality and delivery performance

• Reporting 0[\ vendor activity ' - .

• Conformance and acceptance (Incoming, In-process, Final te*1g)

• Volume produced by commodity

Field Service and Support:

• Total service costs per product (labor, travel, other field, in -- n.se, . parts)

• Number of installations completed (net, cumulative, average)

• Number of preventive maintenance calls

• Product support costs

• Number of repair service calls

• Service contracts

• Warranty obligations

• Cost and time to repair

• Reliability measurements

Quality:

First-pass access yield I

Warranty cost

Ii

Installation success

Number of complaints

Unscheduled service calls pee product

,

Calls per instrument for key accounts

Mean time to repair

.

Mean time between service calls

Average number of calls per service rep

Total scrap and obsolescence

Volume produced

Service level

Corrective actions , and recalls

Total cost of recalls

Customer survey resu Its

Table3.4 Information Needs (continued)

• Number of return s

• Mean t i me bet w een failure

• Num,ber of Desi g n Change Or de r s

Regulatory:

• Shipment control

• ISO requ i rement s and d C~: Jn : tentat i on

• Export cornrnod i tr reporting

• EPA, NRC, hazardous wa s te i nf o

• FDA informat i o n

Marketing:

 

Customer placements

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Sales by zone, re g ion, terr it ory , r e presentat i ve , c u s tomer , product g r ou p a nd class ; a c count , product

 

Market share dat a : gains , . losse s by produc t and location

Gross profit by account and product

Competitive activity

Customer membership data, including sales and administrative fees

Placements by location

Data won and lo s t

Pricing , discount

Comm i ssion s

Forecast (units )

Revenue by business segment, product class , etc .

Integration of buying group da ta

Engineering and R&D :

• R&D expen s e s

• New product sal es

• Time to market

• Number of releas es

• Patents , a ward s

• Infringem e nt s costs

I t ) :

; '

• IS costs as % o f sales.

• Backlog and completed hours (project, support maintenance)

• Average time f or request completion

• Process elapsed time for complet i on

• Sales - per emp l o y ee

• System ava i lab i l i t y

• System response t i me

• Cost of processing a transaction

• Value-added ration pe r . p r o c e ss