安永财务管理最佳实践管理报告课件

1、Finance Function ExcellenceManagement Reporting ProcessManagement Reporting ProcessThis pack has been written to provide guidance on current thinking of World Class Process design. The pack should be used as a reference document which can be discussed internally or with clients. It should not be dis

2、tributed to clients as this document is the Finance Function Excellence teams current view of leading practice. The material contained within can however be discussed with clients and should be used as a starting point for developing World Class Processes. The processes are generic and have been dev

3、eloped at a high level so that they can be applied to different client situations.For more information please contact one of the following:-James Meaderjmeader0207 951 0045Louise Stephenlstephen40207 951 7391Key ProcessObjectivesOrganisationRolesProcessesKey ControlsKPIsTechnologyManagement Reportin

4、g ProcessTo provide the right information at the right timeTo provide accurate informationTo ensure that the needs of the business are metTo align reporting with business strategyTo provide the business with management information that supports decision makingCentralised production of management acc

5、ountsEconomies of scaleReview and analysis performed by business specialistsReport preparationVariance analysisFinancial analysisStandard control reportsAuthorisation of manual journalsAutomatic recs of AR&AP to GLStandard reportingNo. of days to prepare management reportsNo. of FTEs involved in rep

6、orting processNo. of adjustments madeSingle core finance/reporting systemUse of balances scorecardsAutomated consolidationSlice and dice facility in reportingData preparationDetailed analysisReview of reportsManagement Reporting - TrendsFromToHistoric looking thick management accounting packSeparate

7、 reporting systemsUse of spreadsheetsManual reconciliationsFinance measuresOne page scorecards Integrated systems and shared dataData warehousesAutomated reconciliationsOperational and finance measuresProcess Mapping Guidance NotesOverviewThis is used to provide a graphical representation at various

8、 levels of detail of the key processes and activities being reviewed. Processes are generally divided into four components: process, sub-process, activity and step. Process flow charts can be drawn to any of these levels to document current as is processes and to represent future to be processes.The

9、 objectives of process mapping are to: Understand and make visible what happens now - what activities take place and how they are linked together Provide a common language for understanding the processes in question Assess the flow of activity independently of organisation and internal politics High

10、light cost and performance issues in generating the output Provide the base data for redesigning processes Act as a common tool for both understanding the current state and the to-be.Detailed guidance on constructing a process map is included in the appendix to this document.Management Reporting - P

11、rocess KeyThe diagram below provides a key to the process diagrams contained in this document.Process / activityControls(i.e. ProceduresStandardsRequirements for rework)Output(i.e.InformationMaterial)Resources(i.e.PeopleFunctionsIT systemsMachines)Input(i.e.InformationMaterial)Management Reporting P

12、rocess - StakeholdersManagement ReportingBills, logging information customer informationAdhoc invoices & standing dataReportsGLPostingsGeneral LedgerBusinessBankManual InvoicesBilling SystemsStatementsARAlso electronic AP/AR data from bank for auto cash managementFinanceAuditorsAPBoardReportsReceipt

13、s dataPayments dataReportsRaw data analysisReportsRaw data analysisManagement Reporting - Level 1MR 1.1 Report preparation Import data Run report Initial review Process adjustments Add commentaryMR1.2 Variance analysis Issue report Perform variance analysisMR1.3 Financial analysis Perform detailed a

14、nalysis Add commentary Use financial informationActivitiesBooks closed and consolidatedManagement reporting systemManagement reporting staffValidation control on uploadStandard reportsAnalytical reviewAR StaffAR SystemSystem controlsReport PreparationMR 1.1Variance analysisMR 1.2Financial analysisMR

15、 1.3ReportReportManagement reporting systemManagement reporting staffE-mailsFinalised management reportManagement Reporting - Level 2 - MR1.1 Report PreparationMR1.11 Import dataMR1.12 Run reportMR1.13 Initial reviewSub Processes / NotesImport data into management reporting systemRun initial managem

16、ent reportPerform initial analysis of report contentIdentify adjustmentsUpload dataMR 1.11Run reportMR 1.12Perform initial reviewMR 1.13Process adjustmentsMR 1.14Add commentaryMR 1.15MR1.14 Process adjustmentsPrepare adjustmentsProcess adjustmentsMR1.15 Add commentaryAdd commentary to reportAP/AR/Ba

17、nk dataSales ledgerPurchase ledgerManagement reporting systemManagement reporting staffManagement Reporting - Level 2 - MR1.2 Variance AnalysisReportList of stakeholdersManagement reporting systemManagement reporting staffBusinessFinanceManagement reporting staffMR1.21MR1.22 Perform analysisSub Proc

18、esses / NotesIssue report to key stakeholdersReview reportIdentify errorsIssue reportMR 1.21Perform analysisMR 1.22ReportVariance analysisManagement reporting - Level 2 - MR1.3 Financial AnalysisMR1.31 Perform detailed analysisMR1.32 Add commentarySub Processes / NotesxxxxxxxPerform detailed analysi

19、sMR 1.31Add commentaryMR 1.32Use financial informationAR 1.32MR1.33 Use Financial informationxxxxFinance staffManagement Reporting Process SummaryProcess FeaturesStandardised and documented close processSoft closeFinancial information which the business has requestedDetailed analysis by business spe

20、cialistsReports preparationVariance AnalysisFinance AnalysisSystem FeaturesIntegrated systems that extend across all business unitsCommon chart of accountsCommon financial languageConsolidation systemWeb based reportsDrill down functionality on reportsReports centred on key performance indicatorsIni

21、tial variance analysis and commentaryStandard reportsFlexible systemsManagement Reporting KPIs, Benchmarks & Critical Success FactorsNo. of days to prepare management reportsNo. of FTEs involved in reporting processPercentage of time spent preparing/reviewing reportsNo. of adjustments madeFrequency

22、of review of key performance measuresFrequency of change of key performance measuresA summary of the key business requirements, which must be met to achieve the objectives.Integrated systemsClear understanding of management information requirementsFlexible reporting systemClear division of responsib

23、ilitiesAccuracy of underlying dataAgreed timetableKey Performance IndicatorsCritical Success FactorsPlease contact James Meader - ext 10045BenchmarksManagement Reporting Financial Analysis Management Reporting Case StudiesTo be discussedProcess MappingAppendixProcess Mapping Guidance NotesThe steps

24、for constructing a process map are as follows:Step1: Define the process as a single box with a verb object description, e.g. order to cash and then decompose to the next level, gathering information through interviews, holding workshops or reviewing existing material. Step 2: Decompose process into activities, ensuring the naming convention in the boxes follows the verb + noun convention, e.g. proce