How many of you are doing Bonded work? How many of you have substantial direct Labor and Equipment charged to your Jobs? How many of you are working on Fixed Price or Lump Sum Contracts? How many of you do government work that requires Certified Payrolls? How many of you Subcontract a substantial amount of your work out? How do you do your billings? Typically when we are called upon by a prospect, it is because they answer yes to one or more of these questions. Only industry specific solutions such as Sage Timberline or Sage Master Builder has the capability to address these issues.
I have to run an IS in total and by job to compare amounts in COGS to see what in total hasn’t been allocated to jobs. Further analysis of account detail is needed to identify specific bills that may need to be examined. QB can’t do WIP schedules, so I have to print the job profitability summary as of the financial statement date and as of the current date in order to create a worksheet in excel for the client to give me estimated cost to complete information. The job profitability summary includes all jobs from the inception of the company, so it is cumbersome to sort thru and make sure I am pulling out all of the jobs that were in progress at the beginning of the year and any new jobs. This is difficult if the company does not use QB payroll. A complicated spreadsheet template is used to use the payroll service reports and timecards to breakdown the wages by job. If QB payroll is used, it is not that big of a deal. This is difficult if the company does not use QB payroll. A complicated spreadsheet is needed. If QB payroll is used it can almost work. The problem that I have run into is when union dues are based on a maximum number of hours per month per employee. There is no way to tell QB to stop accruing the union after a certain number of hours. With wk comp – you can set up a certain rate per $ of payroll, but you can’t tell it not to include overtime $s. The end result is that QB usually over-accrues both union and wk comp. I have to run an IS in total and by job to compare amounts in COGS to see what in total hasn’t been allocated to jobs. Further analysis of account detail is needed to identify specific bills that may need to be examined. QB can’t do WIP schedules, so I have to print the job profitability summary as of the financial statement date and as of the current date in order to create a worksheet in excel for the client to give me estimated cost to complete information. The job profitability summary includes all jobs from the inception of the company, so it is cumbersome to sort thru and make sure I am pulling out all of the jobs that were in progress at the beginning of the year and any new jobs. This is difficult if the company does not use QB payroll. A complicated spreadsheet template is used to use the payroll service reports and timecards to breakdown the wages by job. If QB payroll is used, it is not that big of a deal. This is difficult if the company does not use QB payroll. A complicated spreadsheet is needed. If QB payroll is used it can almost work. The problem that I have run into is when union dues are based on a maximum number of hours per month per employee. There is no way to tell QB to stop accruing the union after a certain number of hours. With wk comp – you can set up a certain rate per $ of payroll, but you can’t tell it not to include overtime $s. The end result is that QB usually over-accrues both union and wk comp.
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