Name:
Cesar
Augusto Herrera Murillo
Position: Administrative
Manager
Enterprise:
Integrando Limitada
Country: Colombia
Date: 28
May 2004
1. Average company turnover per month?
163,400 USD
2. Average net profit per month?
13.072 USD
3. Total number of persons in the company? 101
4. Industrial sector of the company
operations? Metal
works
5. Number of clients for the last year?
800
6. Could you describe how PHAROS software had
been used in your company after its initial installations?
The use of the
software required us to convert accounting codes in order to group
accounts according to the requirements of Pharos. The most important
contribution is the possibility to continuously diagnose critical
areas of competitiveness, costs, quality, contribution, cash
availability and productivity.
7. When the software was installed?
June 2002
8. What your experience in using Pharos
software? (please describe in detail all
issues you consider important including positive and negative ones)
·
Positive: the ability to translate financial and operative reports
into causes and effects, which allow us to take immediate corrective
actions on financial and capital resources.
·
Negative: the software does not include an evaluation of investment,
which is a very necessary competitiveness concept.
9. How Pharos and your participation in the
Programme changed your business life and culture?
·
Establishing the concept of achievement
·
Implementation of management indicators
·
Retribution associated to results
·
Awareness of objectives
10. Why do you think it happened?
Because the system
facilitates the integration of financial information in key and
understandable results at every level, providing objectiveness in
every level of management.
11. How you evaluate the results of the
enterprises improvements achieved after the end of the Programme?
The ability to monitor
and diagnose allows us to measure, evaluate, manage, and develop
competitiveness variables. This process has allowed us to maintain our
net margin with a reappraising currency, 7% inflation, and low
interest rates.
With regard to costs,
the basic contribution has been the identification of cost drivers and
the control and identification of indirect costs, leading to the
development of an activities costing program, identifying the real
cost per product.
Customer service,
based on the concept of contribution has allowed us to develop a
differentiation strategy based on added value, speed and opportunity.
12. Can you describe any other improvements or
changes which took place after your participation in the Programme?
·
A system
of retribution by objectives was established
·
A
strategic map was designed, and strategic objectives, processes,
activities and tasks were deployed, supported by indicators and
improvement actions as a result of using Pharos.
13. Please describe most important training
issues and continuous improvement practices which need to be provided
in addition to Pharos when such Training Programme is developed?
·
The
structure,
interpretation and combination of indicators
·
The
conversion of indicators into actions related to resource management
14. What are additional improvements you and
your colleagues could propose to be introduced into Training Programme
and development of best practices?
·
Design of
indicators
·
Development of a Balanced Scorecard
·
Management by processes
15. What are additional improvements you
consider important to introduce into future PHAROS software upgrades?
(Please kindly to provide all details you may have in any desirable
content and format).
Inclusion of inventory
costing and investment evaluation to determine the flow of funds and
return rates.
We highly appreciate your contribution and
time. Thank you very much!
