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Operational accounting 8

Date post: 22-Dec-2014
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Connotation Transpar- ency Logic Trust Exchange
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Page 1: Operational accounting 8

Connotation

Transpar-ency

Logic

Trust

Exchange

Page 2: Operational accounting 8

TEAM

WORK

Influence + Intelligence = Social Capital

Page 3: Operational accounting 8

Can An Accountant manage factory operation?

Page 4: Operational accounting 8

Yes, because …

Data-driven vision leads to pragmatic attitudeConservative which reduces risk exposure of the companyDetails + logic enable flexibilityAll activities becomes accountable

Page 5: Operational accounting 8

No, because ….

StingyNot sensitive to people care and people managementOnly look at figure on every paper and less patient enoughThe figure cannot be creative itself, it is only a tool for revelation of the reality

Page 6: Operational accounting 8

The figure cannot tell how to re-structure the organization, it can only tell whom is not qualified to work on indexBut problem is usually originated from improper construction of platform

Page 7: Operational accounting 8

Theory of Constraints (TOC)

1. Identify the system’s bottlenecks

2. Decide how to exploit the bottlenecks

3. Subordinate everything else to the above decision

4. Elevate the system’s bottlenecks

5. If, in a previous step, a bottleneck has been broken go back to step 1

Page 8: Operational accounting 8

The GoalThroughput

The rate at which the system generates money through sales

Production not sales is inventory Inventory

Things in system intended to sales

Operational Expenses

Money spent to turn inventory into throughput

Page 9: Operational accounting 8

TOC process steps are to answer

What to change?

What to change to?

How to cause the right people to make the change?

Page 10: Operational accounting 8

Do you think …The lack of financial knowledge is the bottleneck of your personal career development and your organizational development as well

Warning! Bottlenecks never stop moving!!

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Epilogue

Create the platform of socialization within the organization (Organizationalisation)Principles to assimilate

CollaborativeRational ThinkingData first, Modeling second, Action third and Review finalKnowledge Transparency

Operation for Financials!!

Page 12: Operational accounting 8

Solid CitizenLike a society, there are 3 classes

Senior LevelMiddle LevelWorking Level

The middle level is the solid citizenInterpret the objectives from the senior level and convert to actionProvide concrete instruction to working level

Liberal Education nurture all-rounder

Page 13: Operational accounting 8

Cohesiveness & Affinity

What can line up people?What can persist relationship/alliance?In what way can you earn respect?Why people break up in an organization?

People quit people, not company!

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How critical financial knowledge to Gen. Mgt?

Let you look at detail while doing macro-management

Clear objective criteria to measure performance

Retributive justice• Reward people for their effort in the past

Utilitarian justice• Emphasize on future result of rewarding to

drive people to do better

Page 15: Operational accounting 8

Power

Should always be distrusted, in whatever hands it is placed

Sir William Jones

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Exclusive possession of knowledge creates power with the possessors

Power distance inhibits square exchange of idea, knowledge, respect and trust

Good player of figure is short-lived power player

Page 17: Operational accounting 8

Subjection

Attachment of self-rejection

Not voluntary, therefore, no giveaway

Appreciation helps relax hostility, emotional argumentation and leads to recognition

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Challenge the orthodoxSurfacing the dogma

Finding out the absurdities

Going to the extremes

Searching for the “and”

Is finance operation one of the Orthodox?

Page 19: Operational accounting 8

Secularization of Knowledge

Finance & Accounting

Supply Chain

Quality Assurance

HRM

Should we secularize hierarchy?

Page 20: Operational accounting 8

Empowerment

Figure/Index can serve as the basis of being empoweredIt also represents being entrusted with expected result (of course, reasonable expectation)Principal & Agent need the bridge

Page 21: Operational accounting 8

Financial knowledge

A tool to bridge different functions to the objective

Good use of it can help empowerment of staff

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How to permeate your advocates

Articles contribution to internal periodicalsPosterBBSTalk the walkStories Blog

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1

2

3

an integrating discipline

relying on collaboration of functions

and people

Manufacturing is .....

Page 24: Operational accounting 8

Do your own

Organizationalisation


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