Scale Fsm

Home > Model Trains HO Scale > Scale Fsm

April 25th, 2008 admin Leave a comment Go to comments

Handing over from Projects to Services/ Facilities/ Maintenance

Handing over from Projects to Services/ Facilities/ Maintenance:

Projects to Service Handover Checklist

1. PROJECT INFORMATION (Filled out by PM)

Project Name :

Project No :

Site Address :

Initial Order Sales Date :

Variation Order sales Date:

Acceptance Date :

Warranty End Date :

Initial Contract Amount (€) :

Closing Contract Amount (€) :

Account Manager / Sales Engineer :

Project Manager / Engineer :

Site Engineer / Technician :

Ontime Delivery :

Notes :

2. CUSTOMER AND SUBCONTRACTOR INFORMATION (Filled out by PM)

Direct Customer (Company) :

Address :

Contact Person :

Title :

Tel/Fax :

GSM :

e-mail :

End User (Company) :

Address :

Contact Person :

Title :

Tel/Fax :

GSM :

e-mail :

General Contractor :

Electr. Subcontractor :

Mech. Subcontractor :

Consultant :

Project Execution Team Subcontractor :

Address :

Contact Person :

Title :

Tel/Fax :

GSM :

e-mail :

Notes :

3. SYSTEM INFORMATION (Filled out by PM)

Main System Type :

Other systems 1 :

Other systems 2 :

Other systems 3 :

Other systems 4 :

Systems Installed :

Notes :

4. HEALTH SAFETY & ENVIROMENT (Filled out by PM)

OHSE Classification :

Hazard and Risk assessment :

Site safetyplan :

Notes :

5. SITE VISIT INFORMATION (Filled out by FSL)

Site Visit Date with FSL :

Customer Contact Person(s) Visited :

Site Survey with FSL Done :

Full operatonal Overview :

Notes :

6. DOCUMENT CHECKLIST (Checked by FSM)

* : must be submitted during handover or within 30 days after handover ** : handover critical item (if missing project cannot be handed over)

Document

Description

Hardcopy

Softcopy

Project agreement
(contract or PO)

Contract signed with customer including complete CAP and Booking package

3rd party agreements
(if any)

Contract(s) signed with 3rd party suppliers including complete RFA and approval package, PO forms

Change/Variation Orders (if any)

Additional purchases done by customer or HW after the main contract

Sales Handover
Protocol

Sales to solution handover form signed by Sales Engineer, Sales Leader, PM and SSDL, including last agreed proposals and Page-1

Project Closing
Protocol

Project completion form signed by PM and SSDL, including actuals vs estimates

Service Contract Signed or Proposal
(if any)

In case service contract was signed together with the main contract or service contract proposal submitted

Acceptance Protocol

Protocol signed by authorized customer rep accepting Project Execution Teams system and documentation

Deficiency List
(if any)

List of system deficiencies fixed during
system acceptance, signed by PM and
customer rep, including name of owners and deadlines

Training Protocol

Training date(s) and topics, names, titles and signatures of attendees and trainer

Submittal Protocols

Software Installation CD's, Software/PC licenses, As-Built documents, User manuals, Equipment delivery protocols etc. signed by authorized customer rep

SLA

Software license agreement signed by
customer

Meeting Notes, Site Visit Reports

Decisions taken during the progress of the project (initially not found or not described in detail in the main contract)

Test Protocols

System installation, cabling and functional test forms signed by authorized customer rep

Project critical information which is usually not found in other documents i.e.:
* Software, hardware versions
* Software passwords (Power-On, Operating Systems.), IP addresses etc.
* PC's (Server, station, printer), supplied by Project Execution Team or not?
* other important subjects about the project which may be useful for service team (i.e. critical 3rd party products information)

System Summary
As-Built

Brief description of system and general operation, system components, locations and serving areas

Scenario
As-Built

Detailed (system by system) principles of operation approved by the customer

Riser, Block Diagram
As-Built

Riser diagram showing system structure, LAN (Server, stations), controllers, field equipment and (if any) integration with other systems

Large Scale Project Drawings (ACAD)
As-Built

Floor or site plans showing cable routes, system locations etc. (i.e. fire detector locations and cabling)

Principal Schematics
As-Built

Flow diagrams

Equipment List
As-Built

List of field components, and others

Point and Field Equipment Summary
As-Built

Cable Lists
As-Built

Indicating cable marking, connection terminals

Equipment Installation / Wiring Details
(if any)

Detailed installation and/or wiring details for field equipment (for example: pressure sensor installation drawing)

User Manuals
(if any)

In local and/or English language

Project Related Correspondence

Interoffice and external correspondence

Complete Project Backup
As-Built

Backup CD including program , central software and all other files related with the project.

Equipment Datasheets

Technical datasheets of the devices used in the project, especially 3rd party.

Authorization
Number Sheets

Authorization no, version, system no, database
size and options sold.

Customer Satisfaction Survey (VOC)

Customer feedback about overall HW performance

Special Tools or Training requirements

Misc. Items

ie keys, logbooks, points of interest, job pecularities or items to note by PM or FSL.

Letter to Customer
incl Warranty Letter
(of the Project Execution Team and its subcontractors)

Informing that project is now under service team responsibility, including service contact details
Start and end date of warranty terms, detailed description of warranty conditions and spare support.

Missing Items :

Owner

Deadline

Notes :

All open actions should be resolved within 30 days after handover.

7. PROJECT HANDOVER (PM, FSL and approval)

Handover Date :

Project Binders Location :

Project Backup :

Project Data :

Project Manager :

signature

Field Service/ Facility Manager :

signature

Solution&Service Delivery Leader(s) :

signature(s)

The warranty represents the process from the final acceptance by the customer including the hand-over of the installed base to the point, where the warranty will expire.

The checklist for site handing over / customer acceptance is as below:

The project account (respectively the warranty accounts, if available) must be closed by the end of the warranty period and after the final acceptance certificate is signed by the customer. This ensures that all warranty costs can be charged to the applicable project account. The Project Controlling monitors;

The total project costs, including possible warranty costs.
The invoicing and cash collection of the final payments, following the contract.

If required, further costs as of unsatisfying performance of the delivered solution or system occurring after the project account was closed (after the warranty period), a specific claim order respectively variation order must be opened.

Service:

The service phase follows after the project execution phase. Immediately after the final acceptance by the customer, the technical hand-over of the solution from the Project Manager tothe Service Department takes place. This hand-over is to be confirmed with a protocol.

A specific Service Cost Account has to be opened for all the three different service types:

Maintenance Contracts: all costs and revenues of each individual contract have to be booked into an individual account. The revenues have to be recognized linearly.
Time and Material Order (on call): all costs and revenues of each individual order have to be booked into an individual account.
Migration and Retrofit Orders: all costs and revenues of each individual order have to be booked into an individual account. The bigger orders are executed like a project by a specific project manager.

If possible and with regard to a lifecycle controlling, it would be useful to have a link between the service account and the initial project account.

In cases where the service costs are frozen by the customer while signing the contract the service order should be booked in the system and copy of the contract should be marked to the concerned service person in regions.

Cash Sale Invoicing for service calls:

It is to ensure correct process if followed when invoicing cash sale customers and to define the Inputs, responsibilities and information flow to achieve accuracy invoicing

Note #

Who

Details

Service

The job will be logged via Service call and forwarded to a Technician to complete work. Service PMIS will obtain the PO upfront if the job is during business hours. If the job is after business hours and a PO cannot be obtained we need written confirmation to proceed with the job from the customer – email will do.

Technician

Technician will attend site and cost the job. If job is under x amount, suppose here it is $5,000 the technician can commence work. If job estimate exceeds $5,000 they need to advise their Team Leader that job exceeds the specified amount. In the event that the job exceeds the $5K limit the Team Leader will need to give his approval for the job to commence.

Technician completes necessary paperwork and obtains PO if not obtained by Service PMIS. The paperwork is submitted when they next attend the office.

SBU Team Leader

Check the paperwork for accuracy and completeness. This will also ensure that Credit approval has been obtained for jobs exceeding $5,000. If credit approval is not given they will contact the customer for an upfront payment prior to work commencing.

If they need to obtain credit approval they need to submit an email. The application will be assessed within two working days.

Assuming all is in order they will then approve the paperwork and forward to the Branch Administrator.

Branch Administrator

The Branch Administrator will raise the invoice and makes it final in ERP on the branch cash sale account. They then forward a copy of invoice to the customer.

The invoice must show the customer contact details, which include;

1. Who requested the work

2. Contact phone number

3. PO number

4. Billing address

5. Site address where work was carried out

The paperwork scanned into ERP and filed.

Credit Department

Credit will assess all credit requests exceeding $5K within two working days.

Credit monitors and reviews cash sale accounts on a weekly basis. Any final invoices appearing on the cash sale accounts will be followed up for collection per the Credit SLA.

Once payment is received cash receipting process will apply.

Credit will review the SBU branch cash sale accounts monthly with the branch manager and administrator to ensure that jobs and customers are in line with this process. This should occur by the 2nd week of every month.

This is to ensure that repeat cash sale customers are converted to trade AR accounts.

Risk Management

If there have been more than two spots jobs for a customer within the same month then a new credit account should be established in for the customer in accordance with the Credit SLA.

This should be picked up in the monthly review with the branch manager.

There should be only one cash sale account per branch per SBU. For example, there will be one cash sale account for PROJECT Sydney and one for PROJECT Newcastle.

This will help control and monitor credit limits, cash sales, and invoicing and cash application. This will also reduce administration costs.

About the Author

GAUTAM KOPPALA, With over a decade, track record of successful leadership, excellent results through strategic skills in driving revenue and profit growth. Demonstrated ability to identify and trouble shoot critical issues impacting productivity, cost, distribution, marketing, Strategic positioning, sales and financial operations, with innate ability to build and maintain strong client relationships in operations. Expert in distilling and managing processes, enhancing internal structures, and promoting multi-skilled team competencies via nurturing mentorship and inspirational leadership. Engagements have spanned operational, strategic, technological and change management roles. Academically, I am a cum laude graduate with a Bachelor of Technology degree in Electrical and Electronics Engineering (B-Tech E.E.E.) and a post graduate in Masters in Human Resources Management (M.H.R.M.) and Masters of Foreign Trade (M.F.T.). As you will see my Post Graduation's were been studied part-time, as well as working full-time as an Engineer. I feel that this demonstrates my ability to maintain dedication, motivation and enthusiasm for a project management over a long period of time. In addition, balancing full-time work with study has perfected my time-management and organizational skills. I believe that my college degrees and gamut certifications in combination with my extensive broad-based work experience along with my drive, resourcefulness and determination, would make me an excellent candidate for a senior management position with any company. Highlights of my background include Operations related Commercial, Supply chain, Sales with a magnificent experience in Project management, technically oriented towards Automation and Security Systems in Industrial and Building sectors. Presently, writing a book on Projects and Operations Management (comprise of 12 volumes, 6K pages), and awaited for the reputed publications. These books can be checked in Google books and other search engines too.

Scale Fsm