Internal Project Review by KPMG Consultants

Based on the feedback from all of you on your estimate of UAT (User Acceptance Testing) completion schedule, I have prepared the draft plan and circulating it for your review. I will request each of you to review the dates for your respective modules and let me know if there are any challenges that you foresee.



I will have the following special requests :


1.  OPM Financial Consultants:

a. Please review the AP module UAT scenarios and give the dates.

b. OPM Financial Consultants to discuss freeze the dates. I have already requested both of you to freeze the dates yesterday.

2. OPM Production and Cost Consultants

c. Please review the Costing module UAT scenarios and give me your analysis of the challenges that you foresee

3. Oracle GL and Accounts Payable Consultants

d. Please review the PF, WPPF, LOANS and give your feedback on the dates when you can complete the UAT

e. We also need to finalize the dates when the reports dependent on the above modules can be completed

4. Oracle HR Consultants:

f. Please give me your feedback on the Plant HR scenarios

g. Please give me your feedback on Leave, Absence Management

5. Oracle Supply Chain Consultants

h. Please give me the feedback on Data Master / Open Transactions interface & upload into Validation and Production instances

i. Load testing

j. Cut-over & Backlog timelines


Also please note that client has special request for the following :



At the beginning of any UAT scenario, all the system specific setups, configurations, reports, customization & alerts should be complete. This will speed up the completion of UAT scenarios.

Five stages that many teams and groups go through in their developmental sequence

The five stage developmental sequence that many groups and teams go through is forming, storming, norming, performing, and adjourning. During the forming stage, members focus their efforts on defining goals and developing procedures for performing their tasks. Members need to get acquainted and come to understand leadership and other member roles. 

 

During the storming stage, conflicts emerge over task behaviors, relative priorities of goals, who is to be responsible for what, and the task-related guidance and direction from the leader. The key is to manage conflict during this stage, not to suppress it or withdraw from it. During the norming stage, the group sets the rules by which it will operate. Cooperation and a sense of shared responsibility develop among team members. 

 

During the performing stage, the group or team shows how effectively or efficiently it can achieve results. The roles of individual members are accepted and understood. Finally, the adjourning stage involves the termination of task behaviors and disengagement from relations-oriented behaviors. One of the major challenges for a group or team at every stage is the successful traversing of that stage, since failure can occur at any time.

Powers of the Court in case of Voluntary Winding Up

Powers of the Court in case of Voluntary Winding Up

1. It may appoint the Official Liquidator or any other person as liquidator where the appointed liquidator is not acting.

2. It may remove the liquidator and appoint the Official Liquidator or any other person as liquidator on justifiable cause being shown.

3. It may determine the remuneration of the liquidator when the Official Liquidator is appointed as a liquidator

4. It may amend, vary, confirm or set aside the arrangement entered into between a company and its creditors on an appeal made by any creditor or contributory within 3 weeks of the completion of the arrangement

5. On an application of the Liquidator or contributory or creditor, it may determine any question arising in the winding up of a company and it may exercise, as respects the enforcing of calls, the staying of suits or other legal proceedings or any other matter, all or any of the powers which the Court might exercise if the company were being wound up by the Court.

6. It may set aside any attachment, distress or execution started against the assets of the company after the commencement of the winding up on such terms as it thinks fit on an application made by the liquidator, creditor or contributory if the Court thinks fit.

7. It may order a public examination of any person connected with the promotion or formation of the company or any officer connected with the company.

Benefits of JIT System

Benefits of JIT System are the following:

1. Inventories are reduced. In addition to releasing funds tied up in financing inventories, smaller inventories reduce the risk of potential losses due to obsolescence.

2. Space is freed up. Areas that were previously devoted to storing inventories are made available for more productive uses.

3. Throughput time is reduced. This makes it easier to respond to customer demands and can be a very significant competitive advantage.

4. Defect rates are reduced. Operating without large work in process inventories makes it much easier to quickly identify and correct production problems. This latter point cannot be overemphasized. Excessive work in process inventories make it very difficult to detect and diagnose problems. 

When a facility operates without significant inventories, it is running “naked.” Problems become quickly apparent and can be dealt with in a timely manner.

What are the Key Elements of JIT?

A successful JIT production control systems usually have the following four key characteristics:

1. Improved plant layout. The layout of the plant must be improved to curtail distances work in process must travel. In conventional plant layouts, all of the machines of a similar class are assembled together in one location. For example, all of the milling machines are usually in one location and all of the drilling machines in another. Consequently, work in process should often move long distances between operations. There are a number of problems with this. First, moving components around the plant results in unnecessary costs. Second, moving introduces waiting time. The components sit around waiting to be moved and then it takes time to actually move them. Third, it is difficult to keep track of individual items when the inventory is scattered all over the factory floor. 

2. Reduced setup time. Reduced setup time provides the capability to respond quickly to customer orders and reduces the need for safety stocks. 

3. Low defect rates. A company should constantly strive to reduce the defects. Large numbers of defects require that excess work in process be put into production to ensure that there will be sufficient defect-free output to meet customer orders. Therefore, defects should be eliminated as much as possible in a JIT program.

4. Flexible workforce. Workers should be multi-skilled in a JIT environment, which is often organized into small “cells” that contain all of the equipment required to carry out many steps in the production process. Workers need to be able to use all of the various pieces of equipment in the work cell. Also, workers are typically expected to perform maintenance tasks on their own equipment and to do their own quality inspections.

What are FMSs and CIMs?

Flexible Manufacturing Systems and Computer-Integrated Manufacturing

Many manufacturers have changed their basic manufacturing philosophy in the past few decades. Causes of  change  include:  (1) automated equipment and a  cellularplant layout, (2) computer hardware and software technology, and (3) new manufacturing systems and philosophies such as JIT and activity-based management.

Traditionally, most manufacturing firms employed long production runs to make thousands of identical models of the same products; this process was encouragedby the idea of economies of scale. After each run, the machines would be stoppedand a slow and expensive setup would be made for the next massive production run to begin. Now, an entirely new generation of manufacturing known as flexible manufacturing systems (FMSs) is being developed.

An FMS involves a network of robots and material conveyance devices monitored  and  controlled by  computers  that  allows  for  rapid production  and  responsiveness  to  changes  in production needs. Two or more FMSs  connected  via  a host computer and an information networking system are generally referred to as computer-integrated manufacturing (CIM). The dimensions  of  a  traditional manufacturing  system with  an  FMS. Although  an  FMS  is typically associated with short-volume production runs, many companies  have also begun to use CIM  for high-volume  lines.