黄腐酸钾项目申请报告(可编辑案例).doc

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黄腐酸钾 项目 申请报告 编辑 案例
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awareness, and confidence. Training is essential for a successful implementation of new processes and systems. A positive training experience will provide users with skills and knowledge needed to do their jobs effectively and will help them view the changes as necessary and valuable. When planning a training effort, it is critical to make the training relevant to the business’ objectives. Doing so ensures that the training is designed to equip employees with the skills needed to take the organization in the direction desired. While preparing this Curriculum Plan, the Training Team gathered information about the goals of each process area from the process teams. The following chart links the course objectives to the Finance process goals for Company DDD. Process: General Accounting Process Goals Course Objectives Course # 1. Elimination of low value transactions Describe the new General Accounting process Discuss the impact of the new General Accounting process on their daily activities and on those of others in The Company GL01 2. Centralized maintenance of common chart of accounts and associated code block Describe the new General Accounting process Discuss the impact of the new General Accounting process on their daily activities and on those of others in The Company GL01 3. Consolidated transaction processing and financial reporting Create/define journal entries and schedules Review proposed entries by the Operating Units for consistency with specific criteria Check for accurate entry information (account, department, etc.) Mark and schedule journal entries for posting Inquire on journal entry status Describe their roles in the journal entry process Describe the role of the Operating Units in the journal entry process GL02 Use the G/L journal entry to: Enter standard journal entries Enter manual journal entries Enter inter-company journal entries Inquire on journal entry status Describe his/her role in the journal entry process Describe the role of the SSC in the journal entry process GL03 4. Reduced time, effort, and cost of gathering financial data Inquire on ledger balances using several views based on specific ChartField combinations Identify the library of reports available to them each month, week, year Access the reports available to them Know what information is contained in the reports Describe the process for requesting custom reports and queries Be aware of vendor course on PSnVision & PSQuery offered for creating advanced custom reports GL04 4. Reduced time, effort, and cost of gathering financial data (cont.) Use the basic components of PSnVision Use nPlosion to display and print summary and detail amounts Use automatic labeling feature on both rows and columns Create custom queries using PSQuery Create custom Crystal reports PS01 5. Easy access to detailed and relevant financial information for decision support Inquire on ledger balances using several views based on specific ChartField combinations Identify the library of reports available to them each month, week, year Access the reports available to them Know what information is contained in the reports Describe the process for requesting custom reports and queries Be aware of vendor course on PSnVision & PSQuery offered for creating advanced custom reports GL04 Use standard reports and queries to review monthly and year-end results and identify extreme trend variations GL05 Use the basic components of PSnVision Use nPlosion to display and print summary and detail amounts Use automatic labeling feature on both rows and columns Create custom queries using PSQuery Create custom Crystal reports PS01 6. Soft closes on non-quarter month ends Check that all system-generated reconciliations are performed and accurate Describe the process for following up with Operating Units regarding exceptions or inconsistencies with reconciliations Monitor direct interface transactions Describe the process for investigating and resolving any exceptions from direct interface transactions Run Corporate consolidations and allocations for all Operating Units Describe the process for investigating and resolving any exceptions with consolidations and allocations Trigger and monitor closing procedures Complete all tasks in accordance with closing procedures Describe the process for investigating and resolving any exceptions or inconsistencies with closings GL05 7. Consolidated transaction processing and financial reporting Check that all system-generated reconciliations are performed and accurate Describe the process for following up with Operating Units regarding exceptions or inconsistencies with reconciliations Monitor direct interface transactions Describe the process for investigating and resolving any exceptions from direct interface transactions Run Corporate consolidations and allocations for all Operating Units Describe the process for investigating and resolving any exceptions with consolidations and allocations Trigger and monitor closing procedures Complete all tasks in accordance with closing procedures Describe the process for investigating and resolving any exceptions or inconsistencies with closings Initiate the reporting package to Corporate and Operating Units GL05 Process: Purchase to Payment Process Goals Course Objectives Course # 1. Pay on receipt (Evaluated Receipt Settlement - ERS) Describe the new Purchase to Payment process Discuss the impact of the new Purchase to Payment process on their daily activities and on those of others in The Company AP01 Create on-line receiving reports to properly record receipt of goods AP02 2. EFT payments to Describe the new Purchase to Payment process AP01 strategic vendors Process A/P transactions through the PeopleSoft system AP03 3. No manual checks printed at locations Describe the new Purchase to Payment process Discuss the impact of the new Purchase to Payment process on their daily activities and on those of others in The Company AP01 Process A/P transactions through the PeopleSoft system Describe their roles and responsibilities in the new A/P process AP03 4. Image invoices to reduce paper flow Describe the new Purchase to Payment process Discuss the impact of the new Purchase to Payment process on their daily activities and on those of others in The Company AP01 Process A/P transactions through the PeopleSoft system Describe their roles and responsibilities in the new A/P process AP03 5. On-line requisitions, purchase orders, and payment requests Create on-line requisitions through the PeopleSoft system Select items and obtain information from the on-line catalog Approve or modify requisitions on-line Create on-line receiving reports to properly record receipt of goods AP02 6. Centralized negotiation for frequently used items Identify the library of reports available to them each month, week, and year Access the reports available to them Recognize the information contained in the reports Describe the process for generating custom reports and queries Be aware of the PeopleSoft course on PSnVision & PSQuery offered for creating advanced custom reports AP04 6. Centralized negotiation for frequently used items (cont.) Build and maintain the vendor master files Build and maintain the on-line item master catalog Identify the types of vendor and item information available in the new Purchase to Payment process AP05 7. Consolidated company-wide vendor master file Identify the library of reports available to them each month, week, and year Access the reports available to them Recognize the information contained in the reports Describe the process for generating custom reports and queries Be aware of the PeopleSoft course on PSnVision & PSQuery offered for creating advanced custom reports AP04 Build and maintain the vendor master files Identify the types of vendor and item information available in the new Purchase to Payment process AP05 8. Procurement Card for small dollar purchases Define the Procurement Card Program Discuss the objectives of the Procurement Card Program: Reduce volume of low dollar transactions (i.e., POs, invoices, payments) Increase turnaround time from order to receipt Perform their Procurement Card Program roles and administrative duties: Maintain issuance and cancellation of cards Communicate with the card company, Operating Unit managers, A/P, Purchasing, Accounting, card holders, and tax professionals about the program Maintain dollar transaction limits Administer training for card holders Maintain administrator and cardholder manuals Access applicable reports Resolve high - level disputes AP06 The first step toward planning training is to conduct a training needs assessment. By identifying target audience groups and the skills necessary to perform their jobs, training can be catered to their needs. The Project FAST Training Team conducted a needs assessment by interviewing Finance process team members and reviewing process flows and new Shared Service Center (SSC) job descriptions. As a result of the assessment, the following target audience groups were identified for Finance training: Target Audience Group * Location Controllers Operating Units / Corporate / SSC Financial Analyst Operating Units / Corporate / SSC Department Managers and Supervisors Operating Units / Corporate / SSC Buyers Operating Units / Corporate System Requesters Operating Units / Corporate / SSC System Receivers Operating Units / Corporate / SSC Tax Representatives Corporate / SSC Controller/Facilities Director SSC Finance Director SSC General Accounting Supervisor SSC Staff Accountant SSC Financial Systems Administrator SSC Purchasing Director SSC Certified Purchasing Manager SSC Purchasing Administration Supervisor SSC Purchasing Administrator SSC A/P Supervisor SSC A/P Clerks SSC * Target Audience Groups reflect job roles, not job titles. This section contains a matrix for each target audience group. The header of each matrix identifies the process, audience group, audience size, and audience location. It also specifies whether the job position will be new or existing. The first column of each matrix contains the inventory of job skills / tasks required of the audience group. For each skill/task, an “X” appears to the right in either the second or third column. If the audience group is expected to have the skill/task, an “X” appears in the second column, entitled “Current or Recruited Skills.” In this case, training will not be necessary. Otherwise, an “X” appears in the third column, entitled “Training Needs.” Training will be developed to address the skills/tasks identified by an “X” in this column. Process: General Accounting Audience: Controllers Audience Size: Approximately 40-ᄒሡℑᄒሡℑဓ賞醬ሡℑᄒሡℑ케게↑ᄒሡㄑᄒ!鲸醬ቁℑᄒሡℑᄒሡ�겜䆑ᄒሱℑꨀ겜㆑ᄒሡ겜↑ᄒሡ꬐겜↑ᄒሡℑᄒጡℑ밀겜↑ᄒሡℑ贀겜↑ᄒሡ촐겜↑ᄒሡℑᄒሡℑ�겜↑ᄒሡℑᄒሡℑᄒሡℑဒ겸醬ሡℑᄒሡℑᄒ!곉醬A곙醬ሡㄑ言견↑ᄒሡℑᄒሡℑᄓሱℑ�견↑ᄒ!게醬ሡℑᄒሡℑﰀ견↑贀견↑ᄒሡㄑ�견↑ᄒ!겎醬ሱℑᄒ!곞醬ሡℑᄒሡℑᄒሡℑᄒሡ䐐蠀찀က吁ఁ븂氂䈃氄ᨅଆ腐؆अ倠בࠅ鈐ည灰Іညۑ؇܆」঑灀ઑꈠԆ؄ԇԆဍڑ܄ဏ䁠恐偠ۢ܄《ۣ܄Ї܆ఇ鄠ဉ퍐܆ଆ눐 ડ倠࢒怐퉐Ѕညဎ腰ည鉀༅脠ဏං툰ࠄ瀐쉀 ֢इ倰৒ꄠ怀ྂ舐؅ 텰అ怠灐ࢁ茐怀恠ޱ܆Ԇ瀀鉐؅ဍ༇瀐״ԇ倀념ࠆ怐灐܆஡倠䁰恐恀酰ਅ茠ࠇ瀀偠ҁဋ鉠܆偐偠偰恐鍰؅בࠆ怐঑倐ු倐恐酰इ䀠ꄰ܅؃؆ԇڂ؆І灐ށԅ倀߱ဎ倰恠ց܇ԇ܄ဋ“䁰偀偰‘恀灰ڲڵ܆ࠇ턐ആ널됀ဌ֢ဈࢢ怐셠܆恠ࣁ怠셰䀈¡ဉ灐腰܄䀀灠偰ڂ؅䀀偰灰ӑІ؆Ԇ 偠ޡԅ؅¤ۑ 腐Ԇ؅Ԇఅ눠਄଄섐ԅ؄Ԇ倀ꅠ؆‎֡ဉۂဍ֡倀腐ဋ恐ҡဋ恰酐0_¾ñŢǎȦʤ͐Ψਡ䈢ꍃ*鎇⦦肭ꚰ쌨ȁᐁЃ벸醬ሡℑᄒሡℑᄓሡℑᄒጡℑᄓሱ�겼↑ᄓቁ鬐겼↑ᄓሡℑᄒ!벌醬ሡℑᄒሡ겼㆑ᄒሡℑᄒ!볝醬ሱﴐ겼↑ᄒሡℑᄒሱℑᄒ1벯醬ሡℑᄓሡℑᄒ1첸醬ሡ�곌↑ᄒሡℑဒ첹醬ሡㄑᄒሡℑᄒሡℑᄒሡℑᄒሡℑဒ쳻醬ሡℑᄒሡℑဓ쳼醬ሡℑᄒሡ�곌↑ᄒሡℑᄒሡ�곌↑ᄒጡℑᄒሡℑᄒቁℑᄓ!�醬ሡℑᄒቁℑဒ�醬ሡ곜䆑豈곜↑ᄒሡℑᄒሡㄑᄒሱℑᄒጡℑᄔ1�醬ሡℑᄒሡℑဒ�醬!�醬ሡℑᄒጡℑ글곜↑ᄓሡℑᄒሱㄑᄒሡ곜↑ᄒሡℑᄒሡℑ곬↑ᄒሡℑᄒሡℑ言곬↑ᄓ!醬ሡℑᄔሡℑ꬀곬↑ᄒጡㄑᄒሡ감곬↑ᄒሡℑᄓጡℑ봀곬↑ᄒ!¶Űɼ͌鄄 偠灰덐ဉޡࠆఆ덠個腐‏灠偰䁐ۡဎ灐ඃ倐ҡԇ恐֡Ԇ》ۡဈ³ۑဈླ널ԇ‎偰灠ۑఅ怐ꈰဏ酰ࠅ脐؆ဍ腐Ԇࠇ䀐එ怐ہఇ怐Ò灀灰恐恐灐鉰܆怀߁ ؅ࠆဉ퍠ဉ腰܆䀌灠腐´恐灠ւ܇〈뉀؅ԇ䀈할‏偐ڱࠇ瀐Ñ恐腰आ댐ಡԄଅ倰ઢ舐酐इ鈐؄І怀偐恐鉠 䁠߂䀀념䀌酠ဍ偐뉰​偠偠஡怐荐ဈׂ鄀ԅ渀蘀℀℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡Assessing Customer Satisfaction IS meets the application delivery needs of the customer base • Assess how satisfied the customer base is with the level of service being provided by IS • Identify opportunities for improving service by comparing customer perceptions of importance with their degree of satisfaction How Customer Satisfaction Supports the Business Case Customer Satisfaction scores are a qualitative assessment based on customer perceptions of how well their needs are being met. Building a business case requires these scores to be supplemented by other quantitative data to more clearly identify opportunities for reducing cost. For example: information from Brown Papers of project development activities can show bottlenecks and points where communications break down, information from Detail Project Probes can show productivity opportunities, and information from the Strategic Alignment Assessment can show how activities do not meet user needs. Possibilities for supporting a business case could come from: • Improving productivity by improving the testing and implementation processes and the quality of documentation • Improving user productivity by increasing the reliability and/or availability of data and system support How to Administer the Customer Satisfaction Diagnostic This section provides hands on guidance needed to successfully use this diagnostic with specific emphasis on: scope of diagnostic, preferred method of collection, and recommended tasks, responsibilities, and time frame. Scope of Diagnostic- Who and How Many? Selecting a representative customer base for the survey is important. The survey population should cover all of the significant business areas receiving support from IS. Selecting the right managers to complete the survey is also important. They should be those "users" who rely upon computer applications and data to make business decisions and complete their daily activities. Also make sure that these are true "users" and not only IS liaisons who represent the business. You must also decide how many surveys to send out. This is driven by two factors- the size of the applications inventory and the size of the customer base. In general, 10% to 20% of the customer base should be sufficient for reliable survey results. It is recommended that the survey be anonymous to encourage honest responses and useful comments. Ask for the name of the customers organization to allow the ability to observe trends in particular areas of the organization. Preferred Method of Collection Working with the IS organization, representative users should be identified. The surveys, along with an explanatory letter and an instruction page, should be distributed using intercompany mail or other similar method the client may have available. Make provisions for those who wish to return
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