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How a small group can effect big change in a large corporation Heather Cunningham How a small group can effect big change in a large corporation Heather Cunningham Philips Healthcare October 22, 2009 / Localization World

Does any of the following sound familiar? • You are the only one in Does any of the following sound familiar? • You are the only one in your organization that knows what L 10 n or i 18 n stands for. • It takes hundreds of thousands of dollars to do what you do but nobody but you understands why and they want you to cut costs. • You are informed at the end of a product development cycle that you have to localize the product. • Your new boss wants you to try working with single language vendors in an attempt to reduce costs. • Nobody understands why it takes so long to translate over a 1000 pages of instructions for a system that can help save lives. • Isn’t there a tool that can do this automatically? Confidential Divison, MMMM dd, yyyy, Reference 2

How can you effect big changes? • Get in touch with the Localization community How can you effect big changes? • Get in touch with the Localization community – Localization World – Localization Institute – Multi. Lingual Magazine – TAUS • Ask your manager for contacts at other modalities within your company – Benchmark what is done by others – Form a support network of other individuals involved in Localization • This has all been done successfully by others; you can do it too. Confidential Divison, MMMM dd, yyyy, Reference

Philips Healthcare Doc. Loc Council – What is it? Organization: • A sector-wide support Philips Healthcare Doc. Loc Council – What is it? Organization: • A sector-wide support network where all Business Units (modalities) are represented in the area of end-user documentation and localization. • Linking pins to other relevant disciplines. – Departments such as Quality & Regulatory, Purchasing and Marcom – Regional representatives in Europe and Asia – Other divisions of Royal Philips: Philips Lighting and Philips Consumer Lifestyle, Philips-Neusoft Medical Systems (PNMS) Mission: • Improve efficiency and time-to-market and reduce costs of the creation, localization and delivery of end-use product information. Vision: • All documentation and localization groups will use common tools and processes allowing their outputs to be compatible while maximizing reuse of information and enabling synergy with other organizations. Confidential Divison, MMMM dd, yyyy, Reference

Doc-Loc Council Representatives Helsinki Bothell Andover Seattle Hamburg Best Böblingen Cleveland San Jose Haifa Doc-Loc Council Representatives Helsinki Bothell Andover Seattle Hamburg Best Böblingen Cleveland San Jose Haifa Brisbane Bangalore Madison Confidential Divison, MMMM dd, yyyy, Reference 6

PMS Doc. Loc Council – How was it formed? After the many acquisitions in PMS Doc. Loc Council – How was it formed? After the many acquisitions in 2002, PMS was faced with a wide variety of different documentation and localization strategies and processes. Problems: • • • Inconsistency in Business Unit (BU) language coverage and compliance Multiple translation processes Over 23 translation vendors Increasing number of regulatory-required languages (for IFUs and UIs) Absence of an enterprise-wide strategy or structure for documentation and localization Questions that resulted: • “What is the language strategy? ” • “How can we manage the translation costs? ” • “How can we create synergy in this area across all BUs? ” To tackle these issues across all BUs, a working group was established: the ‘Doc & Loc Council’ Confidential Divison, MMMM dd, yyyy, Reference

Accomplishments • Standardization of key processes • Internal inventory & evaluation of translation vendors Accomplishments • Standardization of key processes • Internal inventory & evaluation of translation vendors • Consultancy project executed to assess, analyze and evaluate the global translation processes and vendors across the business units • Translation vendor rationalization – # of Translation vendors was reduced from 23 to 2 + 1 regional – New translation vendor pricing (driven by Corporate Purchasing) – Definition of Key Performance Indicators (KPIs) on cost, delivery times, quality and efficiency • All these activities have been grass-roots efforts. Confidential Divison, MMMM dd, yyyy, Reference

Challenges • Buy-in and participation from all BUs • Support for travel during difficult Challenges • Buy-in and participation from all BUs • Support for travel during difficult economic times – To meet face to face • Finding resources and time aside from functional obligations • Visibility within BU executive management Confidential Divison, MMMM dd, yyyy, Reference

Potential Solutions • Establish Corporate Steering Committee • Present accomplishments in dashboard format to Potential Solutions • Establish Corporate Steering Committee • Present accomplishments in dashboard format to BU executive team • Show savings achieved through Council activities • Demonstrate process improvement due to Council connection, benchmarking, etc. Confidential Divison, MMMM dd, yyyy, Reference

Develop a One-Page Strategy • Strategic Direction with high level Mission, Vision, Strategy and Develop a One-Page Strategy • Strategic Direction with high level Mission, Vision, Strategy and Objectives of your Strategy • Identify your Business Enablers, such as Leadership, People, Partnerships and Resources as well as Processes • Get more detailed with Key Processes and Goals – Ensure your goals are specific and measurable • Identify the Strategic Initiatives you will impact Confidential Divison, MMMM dd, yyyy, Reference

inspire others to incorporate a localization Mindset in their daily work Thank you! Confidential inspire others to incorporate a localization Mindset in their daily work Thank you! Confidential Divison, MMMM dd, yyyy, Reference