• Steenberg Churchill posted an update 9 months ago

    Bosch Servisi

    Dr. Daniel Spindler, Director of Siemens Health care Diagnostics Providers, has been responsible for the Siemens Finance and Accounting Shared Service Middle in Brussels considering that 1st Could, 2009. He initial joined Siemens in 1994. His places of duty coated different Managing capabilities for Sector in Regensburg as nicely as for International Procurement and Logistics in Munich. Two stays overseas in China and Canada enabled intercultural knowledge. In 2004 he was granted a doctorate by the College of Regensburg for his analysis in the discipline of Honest Worth Accounting underneath IFRS. From 2005 to 2007 he was responsible for the implementation of IFRS at the Siemens Power Team Energy Transmission and Distribution in Erlangen as nicely as for the Automotive Team SiemensVDO in Frankfurt. Additionally he was associated in the preparing of the IPO for SiemensVDO.

    Prior to his appointment at Siemens Health care, he worked for above two many years for Audi in Ingolstadt, where he took in excess of tasks in exterior Team Reporting. Additionally he was in charge of the team-extensive implementation of an SAP BCS consolidation system.

    SSON: Siemens Healthcare Diagnostic Providers (SHDS) has gone by means of a good deal of alter, especially with the publish-merger integration. Could you elaborate on the alter programme?

    Dr. Daniel Spindler: Siemens in common have very substantial requirements and comprehensive suggestions on Compliance and Company reporting. There are extremely intensive demands which have to be adopted with regard to the month to month Company reporting to our HQ in Munich. Siemens also have comprehensive post-merger suggestions that enable new entities to get acquainted with the Siemens landscape there is a list of about 16 webpages outlining what each and every entity has to employ and to fulfil. When all instructions are carried out and adopted then an entity is suit to become component of the Siemens globe.

    Right after a merger, the folks also need to be introduced on monitor. To accomplish this we performed many meetings, like welcome times for newcomers or Town Hall conferences for the complete group. In addition, it was essential for the comprehending of the Siemens tradition and its values to shift to the Siemens Regional Firm facility in Brussels. Before the go, we had been apart from Siemens and even now felt and behaved like diverse companies. Now we can simply get in touch with all our colleagues, e.g. the corporate departments of Siemens Belgium like Authorized, Tax or Real Estate.

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

    DS: The key driver of the modify programme was the change of frame of mind. It was a alter in direction of the Siemens world and its IT programs, in which we benefitted drastically from the assistance by Capgemini Consulting. One particular big project was for instance the implementation of the Siemens Chart of Accounts (CoA). Prior to we had the Dade Behring CoA, but mid Oct 2009 was the go-reside for the Siemens CoA. We now also have in our nearby SAP program the Siemens CoA and we don’t have to change any more from the previous Dade Behring accounts to the Siemens accounts. This was 1 very crucial stage in fulfilling the central specifications, as Siemens asks all entities throughout the world to use the very same Corporate CoA.

    Moreover we are operating through the 3D programme, which implies that all the firm acquisitions that Siemens produced above the final a few a long time, in purchase to create up the Diagnostics organization, are migrated into one entities. In every single impacted place the three former entities – DPC, Bayer Diagnostics and Dade Behring – have to be merged. In this context not only are there several legal mergers that need to have to be executed, but also on the Finance facet the entities need to be merged. We have also gained a lot support from Capgemini Consulting on this project.

    SSON: What processes were standardized via Capgemini Consulting when Siemens acquired Bayer’s diagnostic division, Dade Behring and DPC?

    DS: A large diploma of standardisation was carried out on the Finance and Accounting facet, like utilizing the Siemens CoA and by means of the 3D programme, the place Capgemini Consulting labored with us to make this a accomplishment.

    SSON: How lengthy did it get to combine and to standardize the two current shared services facilities, in legacy place activities?

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

    SSON: Can you explain the set up that was there, and how extended did it take to integrate and standardize that?

    DS: As described previously mentioned, Siemens acquired the three entities DPC, Bayer Diagnostics and Dade Behring up to the conclude of 2007. Following the acquisition, the Bayer Diagnostics part was serviced by GSS even though the former Dade Behring entities belong to the Shared Services Centre in Brussels. Now almost two a long time later, we are still in the procedure of migration and integration. Nonetheless, in the starting in general the most essential factor to do was to integrate, but this also offers the prospect to standardise and we are using the likelihood to do so now.

    SSON: How prolonged did it take to integrate the shared support centre and legacy agreement actions proceedings?

    DS: To date we have labored on this for around two several years and it will be concluded in 2010. When the 3D programme is completed all entities will run on one particular SAP platform. Moreover, all Siemens compliance specifications and SOA requirements are currently in spot.

    SSON: I imagine this is probably to be entirely completed by the center of 2010 – is that proper?

    DS: Of course, the 3D program is even now ongoing, but there are just a couple of much more nations which still need to have to be migrated. We program to finalise the migrations in June 2010. We migrate place by country and this requires time, due to the fact each and every migration should be prepared and performed precisely. In total it will get about two and a half a long time.

    SSON: What ended up the principal challenges in doing so, and how did Capgemini Consulting aid?

    DS: The primary problems have been IT and Finance adaptations, and secondly the associated ramp up of Headcount. As currently pointed out, it is critical to fulfil all specifications which Siemens needs, but the obtained entities did not fulfil all these requirements in the past (e.g. really in depth and rigid Compliance principles). Siemens has a whole lot of distinct requirements associated to Compliance as nicely as SOX404 and, as is generally known, Siemens was going by way of a very rough time of bribery and corruption. In this context Siemens has now put in very high boundaries in get to prevent bribery and corruption in future. This signifies that a lot of processes are very stringent and need a whole lot of paperwork and a good deal of signature authorisations. To employ all these will take time and Capgemini Consulting was supporting us in performing so, e.g. inside of the 3D programme.

    SSON: Would you say that the problems had been predominantly specialized or people-relevant (when I say "individuals-associated", I indicate alter management)?

    DS: I would say that the issues were first of all extremely technically associated, but the changes experienced to be pushed by the men and women, so the issues were also extremely much individuals relevant. Individuals need to comprehend all new technological specifications, which especially in the SAP programs can be very difficult and intricate. In the initial several years we are utilizing the so known as eConverter instrument as a handbook interface between our nearby SAP technique and the Siemens SAP Enterprise Consolidation Method (BCS particularly Esprit in Siemens). As a result of these specialized modifications, the individuals experienced of training course to be qualified and geared up, i.e. it was crucial to supply the needed expertise and background. It was a huge activity to prepare a whole lot of new folks coming from a lot of various nations. As a end result the massive technological changes also experienced a high impact on the men and women associated. One particular is linked to the other.