Interview - Dr Daniel Spindler - Director - Siemens Health care Diagnostics Companies
  • Siemens Servisi

    Dr. Daniel Spindler, Director of Siemens Healthcare Diagnostics Companies, has been dependable for the Siemens Finance and Accounting Shared Provider Heart in Brussels given that 1st May possibly, 2009. He 1st joined Siemens in 1994. His regions of duty coated numerous Managing capabilities for Sector in Regensburg as nicely as for World-wide Procurement and Logistics in Munich. Two stays abroad in China and Canada enabled intercultural expertise. In 2004 he was granted a doctorate by the College of Regensburg for his research in the discipline of Fair Value Accounting under IFRS. From 2005 to 2007 he was liable for the implementation of IFRS at the Siemens Strength Group Electricity Transmission and Distribution in Erlangen as well as for the Automotive Group SiemensVDO in Frankfurt. Furthermore he was included in the preparation of the IPO for SiemensVDO.

    Prior to his appointment at Siemens Health care, he worked for in excess of two several years for Audi in Ingolstadt, the place he took over tasks in external Group Reporting. In addition he was in cost of the team-vast implementation of an SAP BCS consolidation program.

    SSON: Siemens Healthcare Diagnostic Companies (SHDS) has absent by means of a whole lot of adjust, specially with the publish-merger integration. Could you elaborate on the change programme?

    Dr. Daniel Spindler: Siemens in general have extremely large specifications and thorough guidelines on Compliance and Corporate reporting. There are really intense demands which have to be adopted with regard to the monthly Company reporting to our HQ in Munich. Siemens also have in depth publish-merger suggestions that allow new entities to get common with the Siemens landscape there is a record of about 16 internet pages outlining what each entity has to put into action and to fulfil. When all instructions are implemented and adopted then an entity is in shape to turn out to be part of the Siemens world.

    After a merger, the folks also require to be brought on monitor. To accomplish this we conducted numerous meetings, like welcome days for newcomers or Town Corridor conferences for the total staff. In addition, it was essential for the knowing of the Siemens tradition and its values to go to the Siemens Regional Company facility in Brussels. Ahead of the transfer, we have been aside from Siemens and still felt and behaved like diverse organizations. Now we can easily get in contact with all our colleagues, e.g. the corporate departments of Siemens Belgium like Legal, Tax or Actual Estate.

    SSON: Daniel, what are the essential drivers in the alter programme, and how did Capgemini Consulting help this?

    DS: The essential driver of the alter programme was the modify of attitude. It was a alter toward the Siemens entire world and its IT programs, the place we benefitted greatly from the assistance by Capgemini Consulting. One large venture was for occasion the implementation of the Siemens Chart of Accounts (CoA). Just before we experienced the Dade Behring CoA, but mid October 2009 was the go-live for the Siemens CoA. We now also have in our local SAP program the Siemens CoA and we never have to transform any longer from the previous Dade Behring accounts to the Siemens accounts. This was one particular extremely crucial step in fulfilling the central needs, as Siemens asks all entities throughout the world to use the identical Corporate CoA.

    Additionally we are running via the 3D programme, which signifies that all the business acquisitions that Siemens created over the very last 3 many years, in buy to develop up the Diagnostics enterprise, are migrated into single entities. In each and every impacted region the a few former entities - DPC, Bayer Diagnostics and Dade Behring - have to be merged. In this context not only are there numerous authorized mergers that need to be done, but also on the Finance aspect the entities require to be merged. We have also obtained a lot assistance from Capgemini Consulting on this venture.

    SSON: What procedures have been standardized by means of Capgemini Consulting when Siemens acquired Bayer's diagnostic division, Dade Behring and DPC?

    DS: A higher degree of standardisation was carried out on the Finance and Accounting aspect, like utilizing the Siemens CoA and via the 3D programme, the place Capgemini Consulti

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