• Steenberg Churchill posted an update 8 months, 4 weeks ago

    Siemens Servisi

    Dr. Daniel Spindler, Director of Siemens Health care Diagnostics Providers, has been liable for the Siemens Finance and Accounting Shared Support Heart in Brussels considering that 1st Could, 2009. He very first joined Siemens in 1994. His places of obligation lined numerous Managing capabilities for Sector in Regensburg as well as for World-wide Procurement and Logistics in Munich. Two stays overseas in China and Canada enabled intercultural experience. In 2004 he was granted a doctorate by the University of Regensburg for his analysis in the field of Honest Value Accounting below IFRS. From 2005 to 2007 he was responsible for the implementation of IFRS at the Siemens Energy Team Power Transmission and Distribution in Erlangen as effectively as for the Automotive Group SiemensVDO in Frankfurt. In addition he was involved in the preparation of the IPO for SiemensVDO.

    Prior to his appointment at Siemens Healthcare, he worked for more than two years for Audi in Ingolstadt, the place he took more than responsibilities in external Group Reporting. Additionally he was in cost of the group-wide implementation of an SAP BCS consolidation technique.

    SSON: Siemens Healthcare Diagnostic Providers (SHDS) has gone by means of a great deal of alter, specially with the put up-merger integration. Could you elaborate on the change programme?

    Dr. Daniel Spindler: Siemens in basic have really higher expectations and extensive recommendations on Compliance and Corporate reporting. There are extremely intense demands which have to be adopted with regard to the regular monthly Company reporting to our HQ in Munich. Siemens also have detailed publish-merger tips that permit new entities to get acquainted with the Siemens landscape there is a checklist of about sixteen internet pages outlining what each entity has to apply and to fulfil. When all guidelines are executed and adopted then an entity is suit to turn into portion of the Siemens world.

    Right after a merger, the individuals also require to be brought on keep track of. To achieve this we conducted numerous meetings, like welcome times for newcomers or Town Hall meetings for the total staff. In addition, it was crucial for the understanding of the Siemens tradition and its values to move to the Siemens Regional Company facility in Brussels. Just before the transfer, we have been aside from Siemens and still felt and behaved like different companies. Now we can easily get in contact with all our colleagues, e.g. the company departments of Siemens Belgium like Authorized, Tax or Actual Estate.

    SSON: Daniel, what are the crucial drivers in the adjust programme, and how did Capgemini Consulting support this?

    DS: The key driver of the adjust programme was the change of frame of mind. It was a modify in the direction of the Siemens entire world and its IT methods, in which we benefitted significantly from the assistance by Capgemini Consulting. 1 huge venture was for occasion the implementation of the Siemens Chart of Accounts (CoA). Ahead of we experienced the Dade Behring CoA, but mid October 2009 was the go-dwell for the Siemens CoA. We now also have in our neighborhood SAP system the Siemens CoA and we will not have to change any longer from the previous Dade Behring accounts to the Siemens accounts. This was 1 really essential phase in fulfilling the central needs, as Siemens asks all entities throughout the world to use the same Corporate CoA.

    Additionally we are running by way of the 3D programme, which indicates that all the firm acquisitions that Siemens manufactured over the final three several years, in get to construct up the Diagnostics company, are migrated into one entities. In each impacted nation the 3 previous entities – DPC, Bayer Diagnostics and Dade Behring – have to be merged. In this context not only are there several authorized mergers that need to be performed, but also on the Finance side the entities need to be merged. We have also obtained a lot assist from Capgemini Consulting on this task.

    SSON: What processes ended up standardized by means of Capgemini Consulting when Siemens obtained Bayer’s diagnostic division, Dade Behring and DPC?

    DS: A higher degree of standardisation was carried out on the Finance and Accounting side, like applying the Siemens CoA and by way of the 3D programme, where Capgemini Consulting worked with us to make this a success.

    SSON: How long did it just take to combine and to standardize the two existing shared service centers, in legacy place routines?

    DS: The change of the routines from the International Shared Services (GSS) Centre of Siemens is still ongoing. The previous Bayer Diagnostics component, which is at present serviced by GSS, will be carved out by mid 2010.

    SSON: Can you clarify the established up that was there, and how prolonged did it get to integrate and standardize that?

    DS: As described previously mentioned, Siemens obtained the a few entities DPC, Bayer Diagnostics and Dade Behring up to the stop of 2007. Soon after the acquisition, the Bayer Diagnostics portion was serviced by GSS even though the previous Dade Behring entities belong to the Shared Provider Centre in Brussels. Now virtually two a long time later, we are nevertheless in the method of migration and integration. However, in the commencing in basic the most essential factor to do was to integrate, but this also gives the possibility to standardise and we are getting the opportunity to do so now.

    SSON: How long did it consider to combine the shared support centre and legacy agreement pursuits proceedings?

    DS: To date we have worked on this for approximately two many years and it will be finished in 2010. When the 3D programme is finished all entities will operate on 1 SAP system. Moreover, all Siemens compliance specifications and SOA requirements are already in area.

    SSON: I feel this is most likely to be totally concluded by the middle of 2010 – is that appropriate?

    DS: Of course, the 3D software is nonetheless ongoing, but there are just a handful of a lot more countries which still need to have to be migrated. We strategy to finalise the migrations in June 2010. We migrate region by place and this takes time, due to the fact every single migration should be prepared and carried out precisely. In total it will get around two and a half several years.

    SSON: What ended up the main difficulties in performing so, and how did Capgemini Consulting support?

    DS: The main issues were IT and Finance diversifications, and next the associated ramp up of Headcount. As previously pointed out, it is crucial to fulfil all needs which Siemens demands, but the obtained entities did not fulfil all these requirements in the previous (e.g. really in depth and stringent Compliance principles). Siemens has a whole lot of certain needs related to Compliance as nicely as SOX404 and, as is typically recognized, Siemens was heading via a really tough time of bribery and corruption. In this context Siemens has now mounted extremely higher barriers in get to avoid bribery and corruption in potential. This indicates that a good deal of processes are very rigorous and require a whole lot of paperwork and a good deal of signature authorisations. To put into action all these will take time and Capgemini Consulting was supporting us in carrying out so, e.g. within the 3D programme.

    SSON: Would you say that the problems had been predominantly technical or individuals-connected (when I say "people-related", I indicate change administration)?

    DS: I would say that the issues ended up initial of all really technically relevant, but the alterations experienced to be driven by the people, so the issues ended up also extremely considerably individuals connected. Men and women need to have to recognize all new technological needs, which specifically in the SAP techniques can be quite difficult and complicated. In the initial several years we are utilizing the so referred to as eConverter instrument as a guide interface between our local SAP system and the Siemens SAP Business Consolidation Technique (BCS particularly Esprit in Siemens). As a end result of these specialized changes, the individuals experienced of training course to be educated and well prepared, i.e. it was crucial to give the essential knowledge and history. It was a large process to prepare a lot of new individuals coming from many various nations. As a consequence the huge specialized modifications also had a higher effect on the folks included. One is connected to the other.