business finance for engineering leaders

Business Finance for EngineeringLeaders

April 23-24,, 2012 CII Innovation Center, Shanghai

TRAINER

Ray SheenWorld Recognized Project Management GuruA veteran business leader with over 25 years of executive, engineering management, and project management experience. He spent 10 years with the US Air Force, and 9 years with General Electric.

Tel:400-628-8980 Email:[email protected] 23-24, 2012 CII Innovation Center, Shanghai


Business is measured in financial terms. An engineering manager who does not understand the basics of business finance is unable to consistently make wise decisions. Unfortunately, many project managers and engineering mangers have never received training in basic business finance. This course will explain the three basic financial statements: Income Statement, Balance Sheet, and Cash Flow Statement. Each of the major items on the statements will be explained and the impact that project managers and functional managers can have on these items will be discussed. In addition, topics such as inventory accounting, capital budgeting, depreciation, productivity, and Return on Investment (ROI) analysis will be covered.

In this information-packed two-day course you will learn the basics of business finance needed by the typical functional manager. Through exercises and case studies you will discover how the financial items inter-relate and how they can be affected by functional manager’s decisions. The participants must bring a laptop with Microsoft Excel in order to do some of the exercises.

Who Should Attend Project manager/engineersEngineering manager/engineersResearch & Development manager/engineers

Course Description

Ray Sheen, PMP, is president and founder of Product & Process Innovation, Inc. He is a veteran business leader with over 25 years of executive, engineering management, and project management experience. He is a certified Project Management Professional (PMP), a member of the Project Management Institute, the Product Development Management Association, and the Institute of Management Consultants.

Ray spent 10 years in the Air Force, and finished his Air Force experience as the Executive Officer for the Ballistic Missile Office, a 1,000-person organization responsible for all Air Force ballistic missile design, development, and production with a multi-billion dollar annual budget.

Ray spent 9 years with General Electric, implementing Best Practices and Continuous Improvement at 9 of GE's businesses, serving as Program Manager at GE's Crotonville training center, and playing a major role in formulating and implementing GE's New Product Introduction initiative, including leading several product development projects.

As founder and president of the consulting firm Product & Process Innovation, Ray has worked with many corporations to review and improve their business strategy, engineering, manufacturing, and project management processes with emphasis in the area of product development. His recent consulting clients include Johnson & Johnson, Medtronic, Instrumentation Laboratories, Kaman Aerospace, Dominion Power, Varian, General Electric, and Harvard Clinical Research Institute.

Ray SheenThe Trainer


Day 1 Agenda9:00 Course Introduction

Course Objectives

Course Dayplan

9:30 Financial Statements

Income Statement

Balance Sheet

Cash Flow Statement

Financial Definitions, Ratios & Measurements

10:30 Networking Break

10:45 Business Financial Planning and Analysis

Measuring Financial Performance (EBITDA, EVA, MVA, Balanced

Scorecard)

Budgets & Variances

Annual Budgeting Process

Project Budgeting Process

Cost Accounting

12:00 Networking Lunch

Section 1

Section 2

Section 3

13:00 Capital Budgeting and Asset Management

Capitalization, Amortization & Depreciation

Capital Budgeting Process

Capital Budgeting Special Cases

Asset Management


15:15 Return on Investment Analysis

Breakeven Point

Payback Period

Net Present Value

Internal Rate of Return

Section 4

Section 5

Section 6

Day 2 Agenda9:00 Cost Estimating, Control and Forecasting

Cost Estimating

Budget Reserves

Cost Tracking

Supplier Cost Tracking


10:45 Cost Estimating, Control and Forecasting (Continued)

Annual Forecasting

Project Forecasting

12:00 Networking Lunch

13:00 Manufacturing Cost Analysis

Manufacturing Costs – Material, Labor, Overhead

Productivity

Inventory Accounting

Make vs Buy Analysis


15:15 Earned Value Analysis

Earned Value System

Earned Value Definitions and Ratios

Establishing Earned Value

Earned Value Forecasting

16:30 Summary, Question & Answer


Section 7

Section 8

China Institute for Innovation(CII)

China Institute for Innovation is a consulting and academic organization established specifically to help Chinese companies, multinational organizations and government agencies to meet the needs for world-class expertise in innovation. CII is a leading innovation education, training, research, and networking institute in China.CII offers a wide variety of programs to help people at all levels and in all roles to understand and master the principles and practices of innovation, to help their organizations succeed in the innovation- driven economy.

UPCOMING EVENTS

CII Innovation CenterCII Innovation Center is a physical innovation and collaboration center.It is a platform where you come to brainstorm, to share, to learn, to collaborate, and to have fun. It is an innovation hub, and an idea factory. The center is designed by Langdon Morris, a senior partner of Innovationilabs, and a co-founder of China Institute for Innovatioin. We offer customized training programs, brainstorm sessions, collaboration events, and innovation space renting services for our clients. We leverage the collective intelligence to solve complex problems for our clients.

Product InnovationLed by Joe Zhou, March 26-27, 2012 Shanghai

R&D Project ManagementLed by Ray Sheen, April 16-18, 2012 Shanghai

Business Finance for Engineering LeadersLed by Ray Sheen, April 23-24, 2012 ShanghaiApril 25-26, 2012 Beijing

Flexible Product DevelopmentLed by Preston Smith, April 23-24, 2012 Shanghai

DOELed by Jim Leonard, May 21-22, 2012 Shanghai

FEMALed by Jim Leonard, May 24-25, 2012 Shanghai

R&D LeadershipLed by Gary Hinkle, May 30-31, 2012 Shanghai


business finance for engineering leaders

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