megacom capability statement english

35 El‐ Obour Buildings – Salah Salem St. – Nasr City Tel# (202) 24048995/6/7 E‐mail: megacom@megacom‐int.com Website: www.megacom‐int.com

MEGACOM CAPABILITY STATEMENT

2

Table of Contents

Megacom, Committed to Excellence .............................................................................................. 3 Our Vision and Mission .............................................................................................................................................. 3 Our Scope of Services .................................................................................................................................................. 3 Our Teams .................................................................................................................................................................... 4

Business Management Systems ..................................................................................................... 5 Strategic Planning ........................................................................................................................................................ 5 Balanced Scorecards .................................................................................................................................................... 6 Marketing and Export Systems .................................................................................................................................. 7

ERP Consultation and Business Processes Management ......................................................... 8 Process Mapping and Re‐engineering ...................................................................................................................... 8 Automation Plans and Implementation ................................................................................................................... 9

Megacom Human Capital ............................................................................................................. 12 Organizational Development (OD) ......................................................................................................................... 12 Human Resources Management .............................................................................................................................. 12

Lean Manufacturing and Quality Systems ............................................................................... 14 Lean Manufacturing and Six Sigma ...................................................................... Error! Bookmark not defined. Total Quality Management (TQM) ........................................................................ Error! Bookmark not defined. Production Optimization ........................................................................................ Error! Bookmark not defined.

Our Methodology ............................................................................................................................ 14 Basic Features ............................................................................................................................................................. 22 Assess, Recommend, Implement and Institutionalize (ARII) .............................................................................. 22 Industry/Discipline Mixture (IDM) ......................................................................................................................... 25

Megacom Relevant References ...................................................................................................... 26 Governmental Entities and NGOs ........................................................................................................................ 26 Business Management Systems ............................................................................................................................. 30 IT Consultation and Business Processes Management ..................................................................................... 34 Megacom Human Capital ....................................................................................................................................... 35 Quality Management & Lean Manufacturing ..................................................................................................... 39

3

Megacom, Committed to Excellence Megacom was established by mid‐1997 as a shareholding company to provide consultation services. From the very beginning, Megacom has committed itself to “Excellence” in providing its services. In a world of rapid changes, only the best‐organized companies would prevail. As the need for change grows more and more every day, the need for high calibre expertise grows in the same manner. Megacom has engaged the activities of highly qualified professionals who possess proven long track of experience in each field it provides consultation for.

Through the past years of activities, Megacom has successfully fulfilled numerous assignments for companies and organizations of different sizes and in different industries. It has conducted more than 350 consultation projects utilizing 200 Egyptian consultants of top calibre in addition to 70 of the best experienced European consultants.

Our Vision and Mission

In Megacom, our vision is “To be the first choice in providing consultation and training services for public authorities and private sector enterprises.” To achieve this vision, we made it our mission to “provide our clients with the optimum solution to their needs, utilizing a pool of highly qualified experts, and equip them with the necessary tools to take ownership of the improvements, so that the improved processes become A way of life rather than merely A way of doing the job”.

Our Scope of Services

As the previous illustration shows, Megacom is providing its services in many disciplines. Theses could be listed as follows:

4

• Business Management Systems

o Strategic Planning and Management Systems o Balanced Scorecards o Marketing, Sales and Export Development

• IT Consultations and Business Processes Management

o ERP Consultations (Microsoft Dynamics AX) and Business Processes Management .

o Automation Plans and Implementation o Process Mapping and Re‐engineering

• Organizational Development and Human Capital

o Organizational Development o Human Resources Management Systems o Assessment Centers o Psychometric Tests

• Quality Systems and Lean Manufacturing

o Production Systems & Industry Specialists o TQM and CMMI o Lean Manufacturing o Six Sigma

Our Teams

The services of each discipline are delivered by a team of highly qualified experts. Each of these teams is headed by a senior consultant how enjoys long track record of successful consultation projects. Megacom stipulates a certain level of calibre for its associated and project based consultants:

• Theoretical and Practical Experience: all our experts enjoy both the theoretical and practical experience, as we believe that any associate of Megacom MUST have both wings.

• International Best Practices: most of our consultants had a career with international/ multinational companies. This experience provided them with a profound and practical experience of the best practices in each discipline.

The following sections discuss different disciplines in Megacom and the detailed scope of services each of them is providing.

5

Business Management Systems Today’s management is all about “Strategies”. In a world of rapid and constant change, an organization needs strategy to define itself, set its directions, focus its efforts and achieve its expectation.

Whether it is profit‐making, not‐for‐profit or a governmental organization, strategy and planning are the most fundamental and crucial elements in every organization. While the objectives state “What” will be done, the strategies define “How” this will be done.

For example, an objective of the company might be “to penetrate the XXX market and achieve 1% market share within 2 years”. The strategy to achieve the objective would be “Develop and implement market testing scheme for 8 months, apply refinements to the product based on the testing results then apply an aggressive penetration”.

Megacom Management provides several management consultancy services, which are grouped into three main categories, namely Strategic Management Gap Analysis, Strategic Planning and Management Systems.

Strategic Planning

The process for developing a strategic plan involves several activities, where Megacom works in close collaboration with its client throughout the whole process.

• Vision, Mission and Core Values • Strategic Direction • Goals and Action Plans

o Who will do what, when, where, how, and with what intent? o How it will be measured? o Is it ambitious enough to be challenging and how the results will be tracked? o How does this plan support the realization of the institutionʹs mission and

strategic directions?

6

Balanced Scorecards

The “Balanced Scorecard (BSC)” is a relatively new approach to strategic management that was developed in the early 1990ʹs by Drs. Robert Kaplan (Harvard Business School) and David Norton. The BSC approach provides a clear prescription as to what companies should measure in order to ʹbalanceʹ the financial perspective.

The BSC suggests that we view the organization from four perspectives, and develop metrics, collect and analyze data related to each of these perspectives:

• learning and growth perspective; • business process perspective;

Customer perspective; and

Financial perspective

BSC is a multidimensional framework for describing, implementing and managing strategy at all levels of an enterprise or an organization by linking objectives, initiatives and measures to an organization’s strategy. It provides an enterprise view of an organization’s overall performance by integrating financial measures with other key performance indicators (KPIs) around customer perspectives, internal business processes, organizational growth, learning and innovation. The Balanced Scorecard is not a static list of measures, but a framework for implementing complex programmes of change and indeed, for managing strategy‐focused organizations.

In this context, Megacom works in close collaboration with its clients’ teams (Corporate and Departmental teams) to develop the corporate and departments balanced scorecards. This would be achieved in 5 distinct steps;

• Build the Strategic Linkages; or building the strategy maps. This activity captures the currently existing strategies and documents them. A strategy map describes what the organization needs to do to be successful.

• Determine the Indicators of Success; a successful scorecard would start with indicators and not measures. For example, how many litres of fuel a car consumes each 100 KM could be considered as an indicator of the car shape, not a measure, as indicators may cover a wide range of causes (poor engine performance, soft tires, etc.)

• Identify Processes, Projects and Measures; to define the core processes in the organization and decide which of them is critical to the strategic objectives on the strategy map. This would enable the organization to learn the strategic impact of each process.

7

• Build the Scorecard Process; and integrate it with other existing processes (e.g. financial analysis, budgeting, etc.)

• Launch the Scorecard; it is most important that the scorecard would be in the hands of the organization as soon as possible. Launching the scorecard should involve public presentation, management open support and building a consensus for the next steps.

Marketing and Export Systems

One of the most fundamental factors in the success of any organization is its capability to develop and deploy the right marketing mix.

In the recent decade, a fifth “P” has been added to the “4Ps” of the traditional marketing mix (Product, Price, Promotion and Placement/ Distribution), which is “People”. Customer (people) service and care is becoming more and more of importance to any organization, whether it is involved in manufacturing or in service delivery. In this discipline, Megacom Marketing offers its clients different services in Marketing, Sales and Export Development as follows.

• Strategic Marketing Plans • Marketing and Export Readiness Audits • Establishment and Processes of Marketing and Sales Departments • Sales Management and Monitoring Systems • Local/International Market Researches/Surveys • Competition Analysis • Customer Needs and Customer Satisfaction Analysis • Customer Management Systems • Integrated Marketing Communications (IMC) • Product Positioning and Pricing • Image Building and Promotion Plans • Export Development Strategic Plans • Business Matchmaking and Alliances Building

8

ERP Consultation and Business Processes Management In the area of systems and automation, Megacom is quite resourceful, engaging the talents of experts with long track record of successful achievement in all aspects of this field. The services that Megacom offers cover Business Processes Mapping and Re‐engineering, Automation Plans and Implementation and ERP Consultation.

Process Mapping and Re‐engineering

The term ʺProcessʺ denotes a set of activities conducted by actor(s) with a certain sequence to change the status of an entity with the purpose of fulfilling one of the organizationʹs goals.

ʺBusiness Process Engineering (BPE)ʺ is the operation of capturing existing business processes or designing new ones. The main objective of BPE is to improve the performance of an organization by improving its processes.

There are two main techniques to improve business processes; Continuous Process Improvement (CPI) and Business Process Re‐engineering (BPR).

The decision to adopt either technique depends on the business case. While CPI provides the organization with gradual and incremental process improvements, BPR presents fundamental rethinking and radical redesign.

Recently, a newer technique has emerged, which is ʺBusiness Processes Management (BPM)ʺ, combining both CPI and BPR. BPM is usually aided by software tools, thus it became synonym with the term ʺBusiness Processes Management Systems (BPMS)ʺ.

To better manage the organizationʹs processes, they must be modeled. ʺBusiness Processes Modelingʺ is the graphical representation of the organizationʹs processes. Modeling is done using specially developed software packages (e.g. Rational Rose, Oracle BPEL Process Manager, etc.)

Business Processes Modeling provides the organization with means to:

• Better understand of the business • Visualize the Workflow • Continuously improve the processes

To provide a premium service in the field of Process Mapping and Re‐engineering, Megacom ensures that both top management and different actors are involved. This would ensure a comprehensive understanding of the business vision and goals as well as

9

achieving a collective commitment to the successful implementation of the new processes. Megacom adopts a methodology that targets creating ʺGoodʺ processes that:

• Achieve business goals; • Are clear, simple and fully understandable; • Short with a high portion of autonomy; • Consistent and integrated, where every input is correctly admitted and every output is

used; • Easily measured and updated.

Automation Plans and Implementation

Automating an organization’s processes and activities would ensure that the daily work is conducted in a standard matter in addition to saving the time usually wasted in manual and redundant operations. The services that Megacom offers in this area are:

• Company Assessment using Megacom gap analysis methods and forms, to identify user requirements and develop the plan for acquisition and implementation.

• Outlining the Automation System where the expert identifies the processes and recommends the automation solution for the company. Megacom assists the client in developing the Request for Proposals (RfP) that would be disseminated among vendors.

• Planning and Team Formation according to the size and needs of the company, as Megacom assists the company to develop the implementation plan, providing it with necessary tools to ensure a smooth and successful implementation.

• Implementation Project Management handling the management tasks for implementing the automation outline; delivery, deployment, training and pilot operation of the new system.

• Post Implementation Assessment to provide the company with tangible indicators on the impact of the automation system and to assure that the company has achieved a measurable return against its investment.

10

Microsoft Dynamics Axapta 2009 Strategic Benefits of using Axapta 2009 from Megacom Megacom and Microsoft are Dynamic Partners for ERP implementation. With Megacom implementing Axapta is implementing exactly your business and your specific requirements that may arise according to your company business processes and the roles that guide it Besides the business consulting capabilities of Megacom, Axapta provides you from day one with the following benefits:‐

• Axapta is a complete business process solution (ERP) compatible with various business models and developed specifically for manufacturing organizations with multisite, multi‐store and multi‐production locations.

• Help your people work faster and smarter. Streamline access to critical information and processes through Role Centers that help people organize and better manage individual work. A familiar, intuitive user experience helps people navigate, communicate, and complete tasks.

• Manage growth and change. Enhance collaboration throughout the organization

and the entire supply chain. Build more profitable partnerships and respond swiftly to change by integrating processes and sharing information and documents.

• Manage the complexities of a global organization and gain insight across multiple sites. Centralize and standardize processes, collaborate effectively across your organization, and manage your business across geographies and locations.

• Help comply with regulations and customer initiatives. Help reduce the risk,

liability, and cost associated with corporate governance, regulatory compliance, and customer initiatives, including financial, legal, and environmental initiatives.

• Streamline business processes across locations and countries Provide support for shared service centers for greater standardization across the organization and take

11

advantage of economies of scale to reduce redundancy and operational costs. Integrated, Web‐based expense management helps ensure people follow your company’s best practices. In addition, new multi‐site capabilities enable your growing organization to plan and allocate materials and resources smoothly across facilities. Internal sales representatives can provide accurate delivery dates using available‐to‐promise (ATP) and capable‐to‐promise (CTP) functionality.

12

Megacom Human Capital The qualifications, knowledge and experience, potential of innovation and talents and also the knowledge of employees and managers are all factors that when combined creatively will optimize all kind of achievement for the customers and therefore optimize company success. Human Capital adds also all company’s values, culture and philosophy.

The development and management of human capital starts at two points. On one hand the development of the employee’s knowledge and qualifications, which are essential for his/her job. On the other hand there is the company, which has to be stimulated, to use more of the employees’ knowledge to be

successful.

In this area, Megacom excels in providing its services for Organizational Development and Human Resources Development and Management.

Organizational Development (OD)

The key premise of organizational development is that organizations are social systems. The goal is to increase the long‐term health and performance of the organization, while enriching the lives of its members.

The OD approach emphasizes organizational culture, which influences the way people work, using change based on research and action.

Megacom assists its clients through Organizational Development to transform the organizational culture (loosely, shared beliefs, values, and behaviors) by working with social and technical systems such as:

• Develop strategies for an efficient Human Capital System • Develop Corporate Culture/ Culture Change Management System

Human Resources Management

The weakness or lack of Human Resources management is not too bizarre; in fact, it is a common problem facing most of the companies working in the Egyptian market, especially companies who are transiting from a small to a medium or large size business. It becomes more and more crucial as the company moves to more advanced and complex type

13

of business. The only way to resolve such a problem is to develop a systematic way to institutionalize the Human Resources management, and ensure continuous development of adequate policies to attract and retain talented personnel, and to motivate them in their careers.

Exploiting the experience of Consultants whom enjoy a long and successful career in Human Resources middle and high management positions, Megacom HR Consultation services include:

• Alignment with Company Strategies • Organization Restructuring and Job Profiling • Establishment of HR Department • Training Needs Assessment and Training Plans • Performance Appraisal and Improvement Plans • Compensation and Benefits Programs • Incentive Schemes • Salary and Grading Programs • Recruitment Process • Communication Programs • Human Resources Policies and Procedures Manual

14

Lean Manufacturing and Quality Systems

Our Scope of Services

o Lean manufacturing o Supply Chain o Six Sigma

1st Lean Manufacturing

Lean manufacturing is a manufacturing strategy that endless pursuits of eliminating waste. Waste is everything that adds cost, but not value, to a product or service to the customer. In general, there are seven wastes in manufacturing, which include: Transportation, excess

Inventory, Motion, Waiting, over processing, over production, and Defects.

Lean manufacturing implementation system is equipped by essential principles that enable organizations to accomplish the Lean journey successfully and effectively. It includes: Customer Define Value, Customer Establishes Pull for the Production Schedule, Empower the People Adding Value, Eliminate in the Value Stream, and Use Total System Cost to Drive

Performance.

In a lean manufacturing system, in order to achieve a significant progress, all activities should focus and work on the main elements of the organization which are Leadership Vision and Commitment, Change Management, Organizational Structure and Support System, Corporate Culture/Workplace Climate, Operational Stability, Built‐In Quality, Just‐In‐Time, and Information Management. During the Lean manufacturing implementation process, people are trained on the essential Lean tools to ensure that they are empowered to achieve significant results by themselves and to drive them to sustain the progress and continuous improvement. Megacom has been adopting Lean Manufacturing Tools for more than two years in its Industrial Services, to help its customers achieve better material flow with shorter paths and less waste while keeping end quality as a given.

Our services include

1. Value Stream Mapping The value stream is all the steps and processes required to bring a specific Service from first step to last one to be in the hands of the customer. Analyzing the entire flow of a Service will almost always reveal enormous amounts of waste and non value‐added sequences. Value Stream Mapping is used to illustrate the flow and relationship between work processes.

15

Current state

• Shows the value stream or process map as it is operating right now.

• Illustrate significant differences between how things are in reality and the documented processes and procedures.

• Used as a springboard for creating an "Ideal State Map" this removes wasteful practices from the value stream.

The Future State

• Create a vision for the implementation of Lean Manufacturing.

• Show opportunities for improvement. 2. Building Business Case

Megacom reviewed what drivers you should consider for your business case, and what baseline measures to consider showing improvement. Having data to show improvements helps take out some of the politics. The data will show why you need to continue to invest. As we determine what changes are required and the level of investment

3. Implementing Lean Tools Our focus here is on a modular, low‐cost approach to lean and the implementation of lean tools. Especially in today's economic environment

ESTABLISHMENT ON LEAN KPI’S/ METRICS

• Establish lean Metrics (KPI's) in terms of targets figures.

• Establish data collection and reporting format of Lean Metrics.

• Establish visual display of lean Metrics across the factory (build Safety, Quality,

Cost, Delivery, Morale, and Productivity Board).

• Monitor results on weekly and monthly basis.

WORKPLACE ORGANIZATION (6'S )

• 1st S ‐ Sort & Separate what item are needed/not

• 2nd S ‐ Set in order‐organize

• 3rd S ‐ Shine ‐ Clean (Sets the Standard)

• 4th S ‐ Standardize ‐ (Maintain/Repeat 1st 3'S)

16

• 5th S ‐ Sustain ‐ develop /Implement 5s sustain system Management

• 6th S ‐ Safety ‐ Ensuring a safe work environment for all people

STANDARDIZED WORK

• Standardize work sheet created for selected critical processes & area

• Start implementation to write the STW Formats/ Sheets.

• Standardize work sheet posted and followed.

BUILD AWARENESS AND VISUAL FACTORY

• Conduct awareness sessions

• Create Visual Factory

ESTABLISH PROJECT REVIEW AND REPORTING SYSTEM

• WEEKLY, MONTHLY , QUARTERLY

DEVELOP TOTAL PRODUCTIVE MAINTENANCE SYSTEM:

TPM seeks to engage all levels and functions in an organization to maximize the

overall effectiveness of production equipment. This method further tunes up

existing processes and equipment by reducing mistakes and accidents. Whereas

maintenance departments are the traditional center of preventive maintenance

programs, TPM seeks to involve workers in all departments and levels, from the

plant‐floor to senior executives, to ensure effective equipment operation. It

includes:

• Corrective

• preventative

• Autonomous

17

PDCA (PLAN, DO, CHECK, ACT) PROBLEM SOLVING

• Problem Solving Process

• Problem Solving Tools (Cause & Effect Diagram /Fishbone‐ 5why’s‐ Perato

Chart.)

• Using PDCA Format

QUICK CHANGE OVER :ORGANIZED PROCESS THAT

• Reduces time required for set‐up

• Improves consistency of operations

• Improves confidence in quality

• Supports the principle of continuous improvement

DELIVERY SUPPLY CHAIN ISSUES

• Planning Systems

• Purchasing Management

• Stores Management

• Inventory Control – Financials Figures

• Material / Delivery management system

IMPROVE QUALITY MISTAKE/ ERROR PROOFING

• Building quality into the process

• Error Proofing Techniques

• Error Proofing Devices

• Error Proof Design Checking Method

MATERIAL DELIVERY SYSTEM TO LINE – PULL SYSTEM (HANDLING KANBAN SUPERMARKET)

18

• in a PULL SYSTEM, each process will withdraw the parts it needs from the

proceeding process

• Tools of the Pull System

• Kanban: The word Kanban means "card" in Japanese and the word "ban"

means "signal". So Kanban refers to "signal cards". Kanban is a system of

continuous supply of components, parts and supplies, such that workers

have what they need, where they need it, when they need it.

• KAIZAEN: The word Kaizen means "continuous improvement". It comes from the

Japanese words "Kai" meaning school and "Zen" meaning wisdom. & it’s based

on making little changes on a regular basis ‐ always improving productivity,

safety and effectiveness, and reducing waste. Kaizen is a system that involves

every employee ‐ from upper management to the cleaning crew.

Would like to say that the lean journey has many phases to implement during implementation

and the commitment of the senior management of the organization is the key for successful

and continuous improvement.

2nd Supply Chain

Supply Chain Management has many definitions such as :

• An integrated philosophy to manage the total flow of a distribution channel from

supplier to the ultimate customer.

• SCM is a system approach to managing the entire flow of information, materials, and

services from raw materials suppliers through factories and warehouses to the end

customer.

• SCM is the systematic, strategic coordination of the traditional business functions

within a particular company and across business within the supply chains, for the

purpose of improving the long‐term performance of the individual companies and the

supply chain as a whole.

• The SC encompasses all activities associated with the upstream and downstream flow

and transformation of goods and information from the raw materials stage

19

(extraction), through to the end user. SCM is the integration of these activities through

improved supply chain relationships, to obtain a sustainable competitive advantage.

• The SCM is the collaborative effort of multiple channel members to design, implement,

and manage great value‐ added process to meet the real needs of the end customer.

The development and integration of people and technological resources as well as the

coordinated management of materials, information, and financial flows underlie

successful SC integration.

Supply Chain Management Project :

Megacom manages its projects in terms of achieving the following activities:

Preparatory Phase: Including the following activities:

• Assessing and analyzing the BC current supply chain functions performance. • Assessing and analyzing the supply chain strategies/policies in place, the

organizational structure, and the procedures currently being followed. • Providing an assessment of the current measures and controls. • Providing an assessment of the material management procurement, logistics

functions and supportive reporting system. • Recommended best business solutions, equipment, tools, and methods to

upgrade the supply chain functions. Outputs/results of the Preparatory Phase:

• Assessment report developed for the company;

• Consolidated work plan approved by the client

• Implementation action plan developed for the participating company.

II. Implementation Phase: • Deliver the planned technical assistance program according to the approved

work plans for the company.

• The service provider shall carry out and complete the Services & Tasks as described below:

• Supply Chain Organization: • Beneficiary Company Supply Chain Organizational Structure • Supply Chain Framework, Roles and Responsibilities

Supply Chain Measures and Controls: • Supply Chain KPIs • Measures Tracking and Reporting

20

• Measures Display and Visual Controls Planning:

• Demand Planning • Material Planning and replenishment techniques • Resources planning

Procurement • Suppliers' management • Contracts management

Material Management • Material Utilization tracking and reporting System • Inventory management • Discrepant material handling

Warehouse Appearance, Hygiene and Housekeeping • Stores/warehouses management • Housekeeping and appearance • Material Flow and Storage • Distribution.

Outputs/results of the Implementation Phase: • Company assistance delivered in time‐frame agreed, milestones achieved as per

the implementation plan presented during the preparatory phase; • Expected outputs (as defined in the company plans and agreed during the

preparatory phase) achieved; • Full application of the “Supply chain management System” • The Company receives and sign off a continuation plan for upgrading.

III. Exit Phase:

• Carry out an assessment of learning and impact at the end of the program and submit this, together with recommendations for further support

• Evaluation of the entire program and follow‐up support related to it, as relevant to each company.

Outputs/results of the Exit Phase: The basic outputs of this phase is the final report showing outputs actually achieved, including the overall evaluation of the program. It should also include recommendations as to possible areas for further support both on a group basis and individually per company case.

21

3rd Six Sigma

Six sigma is a philosophy of doing business with a focus on eliminating defects through fundamental process knowledge. Six sigma methods integrate principles of business, statistics and engineering to achieve tangible results.

Benefits of Six Sigma

• Six sigma reduces costs by 50% or more through a self‐funded approach to improvement.

• Six sigma reduces the waste chain. • Six sigma affords a better understanding of customer requirements. • Six sigma improves delivery and quality performance. • Six sigma provides critical process inputs needed to respond to. changing customer

requirements. • Six sigma develops robust products and processes. • Six sigma drives improvements rapidly with internal resources.

22

Our Methodology Megacom has developed two methodologies in delivering its consultation services; the first methodology is called “ARII”. The initials stand for Assess, Recommend, Implement and Institutionalise. The second is “IDM”, or the Industry/Discipline Mixture methodology.

Basic Features

There are some basic features that Megacom depends on when applying its methodology. These features could be summarised as follows:

• Theoretical and Practical Experience: all our experts enjoy both the theoretical and practical experience, as we believe that any associate of Megacom MUST have both wings.

• Lead Consultant for Each Discipline: top calibre experts are our lead consultants leading expertʹs teams in different disciplines, e.g. strategic management, human resources development, marketing, etc.

• International Best Practices: most of our consultants had a career with international/ multinational companies. This experience provided them with a profound and practical experience of the best practices in each discipline.

• Strategic Alliances: Megacom had entered into several strategic alliances with international consultation firms. These alliances permit us to provide the international experience and know‐how through qualified experts to our clients.

Assess, Recommend, Implement and Institutionalize (ARII)

• Assess: a comprehensive and thorough assessment and benchmarking exercise

• Recommend: based on the assessment report, we move to the recommendation phase

• Implement: Developing the action plan with specific tasks, timelines and targets, and measuring the impact and fine tuning the plan.

• Institutionalize: This is an ongoing process to build the capacity of the enterprise so that it would take the ownership of the improvement.

Assess

Recommend

Implement

Institutionalize

23

Megacom Methodology

Literature Review

Local Status

Review Documentation

Field Study International Experience

International Comparative Study and Benchmarking

Recommendations

Action Plan

Experts’ Input

Field Survey

Focus Groups

Interviews

Impact Assessment

Measurement

ASSE

SSR

ecom

men

dIm

plem

ent

Inst

itutio

naliz

e

As it is shown in the figure above, Megacom methodology in practice could be described as follows:

• Assess;

This is the process of identifying the current status in terms of the performance of the enterprise in light of its strategic objectives and capabilities. Identify the current status is achieved through several tasks:

o Documents Review; where all the available literature is collected and reviewed, especially the strategic plan if available.

24

o Field Study; filed study targets achieving two main outcomes, which are collecting the public feedback, and validating the results of the documents review. Field study is conducted utilizing three main tools, which are Personal Interviews, Focus Groups and Field Surveys.

o International Experience Study; where the performance of similar enterprises in different countries is studied, and different drivers are analysed in order to present a comprehensive picture of developed and developing countries are performed

o International Comparison and Benchmarking; to formulate the outcomes of the international experience in comparison tables, benchmarking the performance and achievements of the local enterprise with those in other countries. This would lead to establishing a baseline to understand the current gap and pave the path for recommendations to bridge the identified pap.

• Recommend

Based on the assessment report, we move to the recommendation phase, where we present actionable and measureable recommendations based on the lessons learned from international experience. It is worth mentioning that our experts knowledge form a valuable source for recommendations to be integrated with the local context.

• Implement

Action plans are developed on the basis of agreed recommendations and strategies. The actions are stated and complemented with roles, owners, timeframes and expected outcomes. In addition, Key Performance Indicators are defined for each task in order to measure the progress and degree of success in delivering the said task.

An impact assessment study is conducted to ensure that defined tasks are on the right track and to provide a fine tune to the action plan.

• Institutionalise

Megacom believes that the improvements should be a product of the client enterprise. Thus, we make sure that everyone in the targeted area is involved in all the phases of the work, starting with Assessment through Implementation. Institutionalisation means that the Ownership of the improvement becomes of the client, and the improved processes become a “Way of Life” rather than just a “Way of doing the Job”.

We depend on the concepts of ʺContinuous Process Improvementʺ methodology. We believe that the responsibility for change should be shared both on the level of management as well as the level of employees.

To ensure the desired institutionalization, we assign a coordinator for each project to provide ʺreal‐timeʺ progress reports to the management of the company as well as to

25

Megacom. In the mean time, the project coordinator would ensure that the management fully appreciate the impact of their efforts on the overall performance of the team.

Industry/Discipline Mixture (IDM)

Megacom enjoys the expertise of highly qualified experts in different industries, i.e. Textile, Engineering, Electronics, IT, Furniture, Pharmaceutical, Construction,...

The pool of expert associates of Megacom makes it possible to create the Perfect Mix between Industry experts and Discipline experts. Thus when we target a certain area (e.g. HR, MIS, Marketing, etc.) for a company that works in a specific industry (e.g. Textile, Furniture, etc.), we utilise the expertise of the targeted discipline expert with the profound know‐how of the industry expert. This way we ensure that we deliver the perfect solution that specifically answers all the client’s needs.

Discipline Expertise

Industry Know‐how

Perfect Solution for the Targeted Industry

26

Megacom Relevant References

Governmental Entities and NGOs

Client Name Scope of services

Business Development Support Services Project (BDSSP)

Evaluate currently active One‐Stop‐Shops evolved in issuing operation licenses for newly established enterprises and develop a unified model for one stop shop

Health Insurance Organization

Organizational Development of HIOOrganizational Restructuring and Employees evaluation Mapping and Reengineering Service Delivery Processes

Egyptian Junior Business Association

Organizational Development & Full Human Resources Management System

Social Fund for Development

Study and evaluation of the Credit Centres of the Social Fund for Development

Ministry of Industry and Trade & Chamber of Leather Industries

Conduct a Feasibility Study to Relocate 1000 small leather production workshops

Ministry of Industry and Trade

A Study for Industrial Development Strategy at the Monoufeya Governorate

General Authority for Investment and Free Zones (GAFI)

Developing the Balanced Scorecards for GAFI Conduct Strategic Management Workshops Develop the Corporate and the Departments Strategy Maps Develop the Strategic initiatives for GAFI and define the Key Performance Indicators Finalize the Corporate and Departmental Balanced Scorecards

Ministry of State for Administrative Development

Organizational Development of the Suez Governorate HQ and related entities.

Ministry of Industry and Trade

A Study for Industrial Development Strategy at the Monoufeya Governorate

Social Fund for Development/ General Authority for Governmental Services

Conducting a Study on the governmental procurement and how to increase the share of M/SMEs of this procurement.

General Authority for Documentation of the current status and developing

27


Investment and Free Zones GAFI

recommendations for re‐engineering the internal processes of the Authority that are related to service delivery

Industrial Development Authority IDA

Documentation of the current status and developing recommendations for re‐engineering the internal processes of the Authority

Egyptian Mineral Resources Authority

Re‐engineering of the Administrative Registration processes for the Egyptian Mineral Resources Authority

Yemeni Mineral Resources Authority

Re‐engineering of the Administrative Registration processes for the Yemeni Mineral Resources Authority

Egyptian Mineral Resources Authority

Documentation of the current status relating Administrative Registration processes for the Egyptian Mineral Resources Authority

Ministry of Finance Updating the Study on Streamlining Laws and Regulations governing the Establishment, Operation, Export and Exit of SMEs in Egypt

Ministry of Finance Study on Environment as an Aspect of M/SME Policy Development in Egypt The specific objective of this project was to conduct a comprehensive study to assess the current status in Egypt in relation to M/SMEs environmental practices, and to identify necessary policies to be developed and/or reinforced in order to encourage and support M/SMEs in adopting practices that are more compliant to environmental standards.

Ministry of Health Business Processes Re‐engineering for the Pharmaceutical registration procedures

Egyptian Mineral Resources Authorization

Business Processes Mapping and Re‐engineering Recommendations for the Administrative registration procedures

Ministry of Social Solidarity

Organizational Development and Processes MappingConduct a complete assessment and field analysis for the organization and service delivery in 3 governorates (1 Urban; 1 Rural and 1 Remote). Conduct a customer/ stakeholder analysis concerning the service delivery mechanism Develop service‐delivery process maps and workflows (As‐Is) Develop the new service delivery processes and process

28


maps that will reflect being service and customer oriented. Develop the new organization structure for the delivery of different Social Solidarity services. Develop the job descriptions associated with the new organization structure Develop the final organizational structure, job descriptions and processes for the service delivery organization.

Ministry of Finance Study on Applying Regulatory Impact Analysis The specific objective of this project was to conduct a comprehensive study that examines measures through which the “Regulatory Impact Analysis (RIA)” could be introduced and incorporated within the Egyptian regulatory environment.

Ministry of Investment (MoI)

Designing the Outline for Automation of the Alexandria Business One Stop Shop The project targets automating the new companies registration process at GAFI OSS in Alexandria

Ministry of Tourism (MoT) Business Processes Re‐Engineering and Automation Outline Collect high‐level data/information regarding the current Organization, Function, Government to Business (G2B) Services and Processes of MoT, Assessment and analysis of said scope and sizing of the business process to be re‐engineered. Based on the sizing, the experts would then model and document the re‐engineered business processes (recommended to‐be). Assess the IT infrastructure and develop an automation outline and implementation plan.

Ministry of Finance (MoF) Develop a Patent Tax system targeting the Micro and Small Enterprises in Egypt. The project entailed applying the suggested system on sample establishments located in small cities.

Ministry of Finance (MoF) Analyse the current framework governing the taxation of M/SMEs in Egypt. Develop a comprehensive tax system for Small and Micro Enterprises in Egypt

Ministry of Finance (MoF) Research Study on Streamlining the Egyptian Laws, Regulations and Procedures for Property registration.

29


Analysis of the Business Processes applied in property registration and recommendation of re‐engineering solutions

Ministry of Foreign Trade (MoFT)

Research Study on Streamlining the Egyptian Laws, Regulations and Procedures Governing SMEs Establishment, Growth, Export and Exit Analysis of the business processes applied on establishment, growth, export and exit of SMEs and recommendations for re‐engineering solutions.

Ministry of Foreign Trade (MoFT)

Strategic Evaluation of the Commodity Councils: Review the Current Status Survey International Experience Recommend alternatives for service portfolios Conduct Focus Groups Sessions Recommend improvements and service portfolios for the commodity councils. Develop the implementation action plans

Chamber for Printing Industries

Institutional Development Analysis and Re‐engineering the business processes of the IT department Analysing and documenting the current business processes of the chamber. Developing the Policies and Procedures Manual of the chamber

30

Business Management Systems


Egyptian Group for Development

Conduct a comprehensive Assessment and Gap Analysis of the company and develop the Business Development Path with recommended improvement programs.

Soft Linen Group Conduct a comprehensive Assessment and Gap Analysis of the company and develop the Business Development Path with recommended improvement programs.

Gamma International Conduct a comprehensive Assessment and Gap Analysis of the company and develop the Business Development Path with recommended improvement programs.

Giant for Paper and Carton Conduct a scoop study of the current situation Conduct a market and product study Conduct SWOT analysis for the company Develop the Strategic Business Plan for the company

50 ICT companies Capacity Building Programme The programme provided 50 participating ICT companies with different management and technical upgrading modules including Business Planning, Business Management Models and Project Management. 18 companies were assisted during the programme to develop their Business Plans. 8 companies developed their Management Systems. This development covered company management plan, business model and company organization. 3 companies developed their Balanced Scorecards during the programme. In addition to 7 companies that were assisted by developing their Project Management Methodology.

Egyptian for Pasteurized Eggs

Balanced ScorecardThis project covered the following tasks during the time period of 6 months: • Assess of the company current vision, mission and

strategic goals, and validate the company strategy.

• Develop and validate the corporate‐level strategy map

• Develop the corporate‐level Balanced Scorecard

31


ALKAN Telecom, QSIT and OMS (3 ICT Companies)

Balanced ScorecardThis project covered the following tasks during the time period of 6 months: • Assess of the company current vision, mission and

strategic goals, and validate the company strategy.

• Develop and validate the corporate‐level strategy map

• Develop the corporate‐level Balanced Scorecard

• Develop and validate of units‐level strategy maps

• Develop the company targets and measures

• Finalization of the balanced scorecards and sign‐off

GAMA Building and Construction

Development of the company Business Plan and Strategy Maps

Olympic Group for Investment

Development of the company Business Plan

19 Industrial and Services Companies

Company Assessment and Development of improvement Action Plan Assignment

49 Industrial Companies Management Gap Analysis (MGA)Conducting Management Gap Analysis for 49 companies in addition to a benchmarking practice. This practice benchmarks the management practices and performance results in the company with International companies The analysis covers different functions of the company: Strategic Directions, Management, Marketing, Sales, Export, Products and Services, Production and Quality, IT and MIS and Human Resources

50 Software Development Companies

Strategic Marketing Group (SMG) Management The “Private Sector Development Programme (PSDP)” and the “Industrial Modernisation Centre (IMC)” formulated strategic marketing groups targeting different industry sectors. The objective of the Software Strategic Marketing Group (SW SMG) was to assist a group of 50 software development companies to increase their export capabilities and opportunities. As the company managing the SW SMG, Megacom was

32


responsible for designing and supervising the implementation of different capacity building activities that would assist the participating companies to upgrade their capabilities with the ultimate goal of increasing their exports and/or penetrating new export markets.


Export Readiness Audit The project targeted conducting a management audit for 12 Egyptian Software Development Companies. The main objective of the audit was to identify different management gaps that hinder the company ability to penetrate export markets and to recommend required management upgrading activities. The audit covered different management functions of the companies in addition to assessment of the company product/service.

Marina Platform Conduct a company export readiness audit 10 Software Development Companies

Software Export Development Programme The objective of the programme was to develop exports for participating Egyptian software development/services companies. The scope of the programme covered Europe and the Gulf region. A business matchmaking activity was conducted during the programme, where 5 companies were provided with validated business leads in Kuwait and Saudi Arabia. The said companies were negotiating potential business with a value summing up to approximately US$ 14 Millions. As for Europe, the programme provided validated business leads for 7 Egyptian companies, were they started negotiating with their European counterparts potential business with a value that sum up to US$ 8 Millions. 3 companies were provided with Market Intelligence that covered UK, Benelux, Italy, Poland, Germany and Ireland.

50 ICT companies Capacity Building Programme The programme provided 50 participating ICT companies with different management and technical upgrading modules including Marketing and Sales 16 companies were assisted through the programme by developing their marketing strategies and marketing and

33


sales plans. 14 companies participated in the “Market Intelligence & Pricing” module that covered market analysis, development of the marketing mix, competition analysis and pricing strategies. 12 companies participated in the “Relationship Marketing, CRM & Strategic Partnerships”. This module covered Customer relation plan, developing Direct and indirect sales channels.

MINAR (Engineering Services)

Implementing a previously developed Action plan to upgrade the Marketing Function of the company


Trade Matchmaking activity in Dubai All the 8 companies were provided with validate business opportunities, where they 3 of them signed agreements during the activity, and 5 were negotiating potential partnerships. The activity included assisting the Egyptian companies to participate in GITEX Dubai exhibition. As well, marketing material were designed and developed for the companies to be used during the activity.

Alfa Electronics Developing a Marketing Plan and a Sales Management System and Controls

Industrial Modernisation Centre

Assist the TFDI component of the IMC in investigating and identifying the potentials for attracting Foreign Direct investments (FDI) in the software industry, whether from Europe or the Gulf region.


Trade Matchmaking activity in Kuwait The Egyptian companies were introduced to potential business partners where they started negotiating initial agreements with a value that sums up to US$ 300,000.

34

ERP Consultation and Business Processes Management


Federation of Egyptian Industries (FEI)

Assisting the management of the FEI in restructuring the institutional and administrative processes. The project included re‐engineering the currently running business processes and engineering new business processes that achieve new strategic goals of the FEI

5 companies in the Textile sector

Conduct ERP diagnostic StudyERP diagnostic study for 4 textile manufacturers to outline and specify the required ERP modules and sub modules for each of the companies

ACG (Trade Fairs Service company)

Developing the company IT Strategic Plan.

Business Facilitation Centre (One Stop Shop) – Mansoura City

Analysis of the Business Processes:Analysis of the BPs for Human Resources and MIS Recommendations for improving the business processes of the centre.

Ghabbour (Auto Industry) Develop the company IT plan

Alameya for Pipe manufacturing

Develop the company IT plan

Hesni ‐ Textile Company Develop the Management Information System plan for the company

Hesni Dyeing and Finishing

Develop the company’s Information Technology Plan

Military Production Factory

Implementing MIS projects Integrating IT and communication solutions IT training

35

Megacom Human Capital


Energya Specialty Cables - Establish Full HR Function

Edge Construction & Industry

- Establish Full HR Function

Diamond Food Machines - Establish Full HR Function

Gama Trade & Industries - Develop the organizational structure, a complete HR management system and the manual of Policies and Procedures

Misr Sons Development [Hassan Allam Sons]

- Develop the organizational structure, a complete HR management system and the manual of Policies and Procedures

La Poire - Develop the organizational structure, a complete HR management system and the manual of Policies and Procedures

Pachin - Organisational Restructuring and Change Management Plan

Riadco office furniture - Organisation restructuring - Policies and procedures manual - HR system - training plan

Cladex (Welco group) - organisation restructuring - TNA and performance & appraisal system

Etesalat innovations - organisation restructuring - performance appraisal system & improvement plan - salary administration system - policies and procedures manual

Pens and Plastic industries (Sicep)

- organisation restructuring - policies and procedures manual - HR system - training plan

Egyptian garments‐ jet - organisation restructuring - job development - salary administration system - performance appraisal system - policies and procedures manual - training needs assessment

36


Taki - Salary administration system

Al‐Fardos for Ready Made Garment

Develop the organizational structure, a complete HR management system and the manual of Policies and Procedures

50 ICT companies Capacity Building ProgrammeThe programme provided 50 participating ICT companies with different management and technical upgrading modules including Human Resources Management 12 companies were assisted through the programme by having Organization Restructuring and line management job descriptions. Performance Appraisal systems were developed for 14 companies and were complemented with salary and incentives schemes. HR departments were established for 10 companies. 7 companies were assisted by developing their recruitment process. The process included interview templates and selection process.

Venus International Review and conduct an organisation structure Develop Job Descriptions. Develop an Appraisal Performance System Conduct a Training Needs Assessment Develop a Performance Improvement Plan Develop and Deliver 5 HR Courses

SWS Conduct an HR Audit Develop an incentive scheme. Conduct a Salary Survey Develop a Salary Structure Recruitment of HR Specialist

Pan Arab Computer Center PACC (IT company)

Organization Restructuring

30 Industrial Companies Training Needs AssessmentConducting a Training Needs Assessment for 22 industrial companies for technical and vocational training, and developing training plans with specific courses to be delivered by local training facilities or through transferring technical knowledge from other countries.

37


8 Industrial Companies Assist beneficiary companies in establishing effective human resource practices within their organisations. Focusing on: Organisational structures Employee conditions/benefits Salary structures Development schemes Job roles and descriptions Management/HR policies.

Olympic Group for Investment

Training needs Assessment for all departments of 10 subsidiaries Developing the collective and individual Training plans for the 10 subsidiaries.

ACG (Trade Fairs Service company)

Developing the Human Resources Plan for the company

Triangle Group Implementing a previously developed Action plan undertaking: Organization Restructuring Upgrading Human Resources Function

Alameya for Pipe manufacturing

Develop the Human Resources Plan for the company

Ghabbour (Auto Industry) Develop the Strategic Human Resources Plan for the company

Alfa Electronics Design and Implement an Organization Restructuring, Job Descriptions, Establish the HR department and develop HR Policies and Procedures

Hesni Dyeing and Finishing

Develop the company’s Human Resources Plan.

MINAR (Engineering Services)

Develop the Human Resources Plan for the company

Triangle Group 3 customized courses in the field of HR development of HR Programs


Conduct one sector‐level studies for the software sector to identify the SMEs human development needs in terms of Training Needs Assessment.


Conduct two sector‐level studies for the Automotive and Leather sectors to identify the SMEs needs in terms of

38


Human Resources development.

39

Lean Manufacturing & Quality Management


Giza Cables –El Sewedy Implement lean manufacturing system.

Goharymet Can Manufacturer

Implement lean manufacturing system at this factory which represents one of the can making suppliers of Jotun Egypt

Euro pack Implement lean manufacturing system at this factory which represents one of the can making suppliers of Jotun Egypt

Norwood can Implement lean manufacturing system at this factory which represents one of the can making suppliers of Jotun Egypt

Pack Line Co. For Industrial Development

Develop the Supply Chain Management System

First Co. for Industrial Development


Egyptian Promoters Center for Pharmaceuticals


SIMA Developing and Implementing Lean Manufacturing programme.

6 Furniture Manufacturers Production Optimisation & Quality:Implement a previously developed action plan in Production Optimisation and Quality for 6 companies working in the furniture manufacturing sector

14 Furniture Manufacturers Production Optimisation & Quality:Implement a previously developed action plan in Production Optimisation and Quality for 14 companies working in the furniture manufacturing sector


Conducting 6 studies for the six industrial sectors in Egypt. The objectives were to identify needs of the SMEs in terms of Quality, innovation and transfer of technology and technology know‐how.