Budgeting 2009


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Enhanced version of budgeting for seminar in Oct 2009

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Budgeting 2009

  1. 1. Budgeting – A Management Tool<br />Oct 23, 2009<br />Dick Lam<br />春有百花秋有月<br />夏有涼風冬有雪<br />若無閒事掛心頭<br />便是人間好時節<br />
  2. 2. Budget, in a nutshell<br />Look at your chart of accounts or your monthly income statement<br />Empty the cells by months<br />Fill-in the figures you think that most likely reflect the following year situation<br />Tell the people to act on it next year<br />Finish!!!<br />
  3. 3. Structure of the course<br />Some underlying concepts<br />Changing <br />Mind<br />Action Items<br />Strategy<br />Persuasion<br />Constraint<br />Budgeting<br />Budget<br />Theory of Constraint<br />Organization<br />Theory of Exchange<br />Kaizen Plan<br />Management<br />Consistency<br />Culture<br />志不强者智不达;言不信者行不果<br />
  4. 4. What am I doing here?<br />Exert my influence to persuade you to accept budgeting in your business activities<br />It is beneficial to the company and you<br />Align your internal budgeting process to company budgeting <br />
  5. 5. Factors of successful persuasion<br />people like those who appreciate them<br />mutual benefit<br />like to listen those are alike to them<br />authority/professional<br />Scarcity<br />make explicit commitment<br />Hope, I could do the above for you<br />
  6. 6. Sigmund Freud<br />conscious<br />Interact with the outside world<br />preconscious<br />ego<br />super-ego<br />subconscious<br />id<br />
  7. 7. Changing Mind<br />What is in our mind?<br />Idea & Concept<br />Theory<br />Stories<br />Skill<br />
  8. 8. 7 Re to change people mind<br />Reason<br />Research<br />Resonance<br />Representational Re-description<br />Resources & Rewards<br />Real world events<br />Resistance<br />口開神氣散, 舌動是非生!<br />
  9. 9. THE CAN DOATTITUDE<br />You CAN DO everything, but not all at once.<br />You CAN DO everything, if it’s important enough for you to do.<br />You CAN DO everything, but you may not be the best at everything.<br />You CAN DO everything, but there will be limitations.<br />You CAN DO everything, but you’ll need help.<br />
  10. 10. This is me…<br />BBA in Accountancy (HKBU)<br />Master of Arts in E-Business (CityU)<br />Fellow of ACCA<br />Worked in various enterprises and industries, mainly manufacturing in mainland China, focus on management accounting, business strategy, tax planning, supply chain management and new business setup in PRC<br />Before 2009 working in a US company as Director of Administrative Services<br />Now, Operation Controller in a Fortune 500 company<br />Email: dicklam128@hotmail.com<br />Blog: http://dicklam128.wordpress.com<br />and more ….<br />
  11. 11. Reference<br />Sonshi - http://www.sonshi.com/learn.html<br />Tao - http://www.wenhuacn.com/zhexue/daojiao/dianji/01laozi.htm<br />The World is Flat<br />Harvard Business Review, Dec 2007 Issue<br />Changing Mind <br />5 Minds for the Future<br />Maverick at works<br />Halo Effect<br />Myself & Other More Important Matters <br />Wikipedia<br />社會心理學 – 浙江教育出版社<br />
  12. 12. Content<br />The need for budget & budgeting<br />Reasons for ineffective budget<br />Budgeting Process<br />Application of Budget<br />Paradox of Budget<br />Implementation of Budget<br />In-depth meaning of budgeting<br />How little we know, how much to learn…<br />
  13. 13. Why do you come to the class?<br />道隐于小成,言隐于荣华。<br />
  14. 14. Another Angle….<br />Who is keeping the check book in your family?<br />Do you plan for next year or the following months for your family?<br />Your spending is to:<br />fulfill need and want of you & your family<br />generate income for the above purpose<br />Family = Father and mother i love you <br />
  15. 15. Social Exchange Theory<br /><ul><li>people will do things that are rewarding</li></ul>the frequency of a person doing an action depends on the value of the outcome and probability of getting it<br />everything we do has costs (to be minimized) and rewards (to be maximized) associated<br />Maximization subject to constraint<br />We are all busy to keep our ledger balanced!!<br />天下熙熙,皆为利来;天下攘攘,皆为利往。<br />
  16. 16. What do we exchange?<br />Reward<br />Social Respect<br />Social Support<br />Social Recognition<br />Praise<br />Where there is unequal inter-dependence (reliance upon one side), power emerges as one owes to the other<br />Not to be served but to serve<br />
  17. 17. Servant Leadership vs. Superleadership<br />Servant Leadership represents a philosophy in which leaders focus on increased service to others rather than to oneself.<br />A superleader is someone who leads others to lead themselves by developing employees’ self-management skills.<br />Superleaders attempt to increase employees’ feelings of personal control and intrinsic motivation.<br />非以役人, 乃役于人<br />
  18. 18. Servant Leadership – 10 Characteristics<br />Listening<br />Empathy<br />Healing<br />Awareness<br />Persuasion<br />Conceptualization<br />Foresight<br />Stewardship<br />Commitment to the growth of people<br />Building community<br />Robert Greenleaf <br />
  19. 19. SERVE<br />S…See the Future<br />E…Engage and Develop People<br />R…Reinvent Continuously<br />V…Value Results and Relationships<br />E…Embody the Values<br />Source: “Leading at a Higher Level”, Ken Blanchard<br />
  20. 20. Manageable Change/Calculated Risk<br />Change is exciting when it is done by us, threatening when it is done to us<br />Budget is the outline of any manageable change for the coming year<br />
  21. 21. Do not ask the Lord to guide your footsteps if you are not willing to move your feet.<br />Author Unknown<br />
  22. 22. Before you start to think of Budgeting<br />Do you regularly read the financial statement?<br />Do you regularly read the departmental profit & loss?<br />What kind of target are you assigned?<br />Market Share?<br />Sales?<br />Cost?<br />Net Income?<br />Offering ownership to promote commitment<br />
  23. 23. In God, we trust; all others bring data<br />Profit = Sales - Cost<br />Everything happens in a company will finally go to PNL<br />
  24. 24. 夫未战而庙算胜者 得算多也<br />未战而庙算不胜者 得算少也<br />多算胜 少算不胜 而況于无算乎 <br />孙子兵法- 始计篇<br />Say goodbye to all your Tacit Knowledge<br />
  25. 25. Before doing battle, in the temple one calculates and will win, because many calculations were made; <br />before doing battle, in the temple one calculates and will not win, because few calculations were made; <br />many calculations, victory, few calculations, no victory, then how much less so when no calculations? <br />Calculation – The Art of War<br />
  26. 26. Human beings is not rational<br />but rationalizing!!<br />曲則全,枉則直,窪則盈,敝則新,少則多,多則惑<br />
  27. 27. Why rationalizing?<br />Deep need for consistency<br />When doing something, we need to have consistency and alignment between our actions and our belief<br />Where there is inconsistency, either change<br />What they are doing; or<br />What they believe<br />Worry about what people think about us if inconsistent<br />Excessive money reward is an excuse of wrong-doing<br />
  28. 28. What is the need?<br />Bonus Determination<br />But should the profit target be after the bonus?<br />Resources Allocation<br />A battle for struggling resources<br />Setting Expectation<br />Under-committed but over-performed; or,<br />Over-committed but under-performed <br />Political Tool or Economic Tool<br />Can you determine your budget ultimately?<br />为善无近名,为恶无近刑。<br />
  29. 29. Primary value of budgeting<br />A tool for simulation/induction<br />Help us identify risk & opportunity for the following year<br />It is a financial model<br /><ul><li>Objectives
  30. 30. Assumption
  31. 31. Strategy
  32. 32. Constraint
  33. 33. Methodology
  34. 34. Calculation
  35. 35. Walkforward / Defense
  36. 36. Contingency
  37. 37. Execution Plan
  38. 38. Conclusion</li></ul>Budgeting – An iterative process<br />
  39. 39. 2. Reasons for ineffective budget<br /><ul><li>It is an exercise of top management
  40. 40. It is of no value to real practice
  41. 41. Nobody monitor the departure of budget if any
  42. 42. Who is doing the budget? Or who is doing my budget?
  43. 43. Do you have the same perspective as previous slide towards budgeting?</li></li></ul><li>Top Down vs. Bottom Up<br /><ul><li>Failure to link up the budget to daily operation
  44. 44. Plan lags behind reality
  45. 45. Budget is a dream (lofty goals)
  46. 46. Who takes care of it?
  47. 47. System compatibility
  48. 48. Failure to link up the budget to performance
  49. 49. No reward system linked to budget
  50. 50. Manipulation
  51. 51. No Budgeting basis
  52. 52. Zero Base vs. Incremental Base </li></li></ul><li>Devil is hidden in the detail!!<br /><ul><li>Too many estimation without solid grounds
  53. 53. Management assigned target
  54. 54. Inertia
  55. 55. Too many buffer / pretext
  56. 56. Mixed up of new projects with old one
  57. 57. Too detail will lead to blame inevitably</li></li></ul><li>3. Budgeting Process<br />What is the objectives of your budget?<br />知足不辱,知止不殆,可以长久<br />
  58. 58. Assumptions<br />What is the inflation rate? Economic Growth %?<br />What is the % increase in salary? General and Promotion – the overall increase ceiling<br />What is the % between direct and indirect staff?<br />Exchange rate, Rent, Contract price<br />What else…<br />
  59. 59. Your strategy to target…<br />There is no leader without at least a follower…<br />
  60. 60. Constraint<br />Only project with payback period &lt; 3 years being considered<br />Headcount Ratio<br />Direct vs. Indirect - 3 : 1<br />Gross Margin &gt; 15%<br />Emerging market at least 10%<br />Cost Reduction: 5% on SG&A from 2007<br />With scarcity, we have economics.<br />
  61. 61. The Theory of Constraint<br />5 Focusing Steps<br />Identify the constraint<br />Decide how to exploit the constraint<br />Subordinate all other processes to above decision<br />Elevate the constraint<br />If, as a result of these steps, the constraint has moved, return to Step 1. Don&apos;t let inertia become the constraint<br />
  62. 62. TOC Thinking Process<br />Gain agreement on the problem<br />Gain agreement on the direction for a solution<br />Gain agreement that the solution solves the problem<br />Agree to overcome any potential negative ramifications<br />Agree to overcome any obstacles to implementation<br />上下同欲者勝<br />
  63. 63. What is your constraint?<br />Any way to broaden it?<br />Can you pinpoint the constraint year by year over the past 5 years?<br />Why the constraint in the past disappear? And how?<br />Balance the cost & benefit of doing it…<br />Are you the constraint of the budget?<br />
  64. 64. Questions of change<br />What to change?<br />What to change to?<br />How to cause the change?<br />How to maintain the change?<br />McCain: I use my career to promote change..<br />
  65. 65. How to change<br />Establish a sense of urgency<br />Create the guiding coalition<br />Develop a vision and strategy<br />Communicate the change vision<br />Empower broad-based action<br />Generate short-term wins<br />Consolidate gains and produce more change<br />Anchor new approach in the culture<br />
  66. 66. What should be your focus?<br />Strategy<br />Internal vs. External<br />Expansion/Integration/Breakeven<br />Sales/Operation/People<br />Organization Structure<br />Resource re-allocation<br />Rightsizing / Business Process Re-engineering<br />Organization Culture<br />Walk the Talk and then Talk the Walk<br />
  67. 67. Methodology & Calculation<br />
  68. 68. Simple Formula<br />
  69. 69. Sales<br />
  70. 70. Sales: The Beginning of Budgeting<br />Everything starts from Sales<br />Everything must be related to Sales<br /><ul><li>Cost
  71. 71. Expenses
  72. 72. Headcount
  73. 73. Capital Expenditure</li></ul>Focus on value-added cost & expenses<br />Critical: Who determine the sales target?<br />Direct<br />Indirect<br />Good news: the Africans do not wear shoes!!<br />
  74. 74. Sales Bridge<br />2009  2010<br />Market/Customers Segmentation<br />Identify the risk & opportunities<br />Outline sales strategy & execution plan<br />Tell the story of Sales<br />Truth to the Teller<br />Truth to the Audience<br />Truth to the Moment<br />Truth to the Mission<br />(HBR Dec 2007)<br />Storytelling: a force for turning dreams into goals and then into results<br />
  75. 75. What is your sales strategy in 2010?<br />Selling product or services (what services?)<br />Segmentation / Classification Market/Product<br />Existing Business vs. New Business<br />Level of confidence <br />Do you have the right people in place?<br />If no, then…..<br />What is your sales expense budget?<br />Finish your job; people in China is hungry for yours<br />
  76. 76. Projection &gt; Prediction<br />Critical Elements: Surprise and Fulfillment<br />
  77. 77. Projection &gt; Prediction<br />只要信, 不要問; 我办事, 你放心!?<br />
  78. 78. Questions to new program<br />Is there any measurable evidence of the value of the program under review?<br />Are the goals and objectives of the program important enough to warrant the expenditure being made?<br />What would happen if the program were not provided at all?<br />Are there other less costly and more effective ways of achieving these objectives?<br />Walk in stupid everyday<br />
  79. 79. Last 2 Questions…<br />Where would the program fit in if all programs were displayed in order of importance?<br />Would the benefits be greater if a portion of the funds spent on the program under review were used instead of other programs?<br />Keep it fun<br />
  80. 80. Keep the sales<br />Why customers loyal to your company?<br />Have you ever got the satisfaction score from your customers?<br />How do your customers look at you?<br />Exploration vs. Exploitation<br />Sales & Marketing / Customer Service<br />Product Engineering (PE)<br />Make your people happy so that they can make your customer happier<br />
  81. 81. Customer Loyalty<br />
  82. 82. “<br />Brand is the psychological contractbetween a company and its employees and between those employees and their customers<br />We have to keep doing more than our customers expect us to; we can’t worry about what other companies might do.<br />”<br />Mavericks at Work<br />
  83. 83. But our PRC Competitors defeat us by …<br />offering good enough products<br />lower price<br />massage & rebate<br />Dragon at your door!<br />
  84. 84. Re-define your own standard<br />the GiveAway %<br />the Quality standard<br />the Brand<br />the cost structure<br />……<br />Pre-moterm Analysis!!!<br />
  85. 85. Keep the people and their heart…<br />Why people loyal to your company?<br />Have you ever got the satisfaction score from your people?<br />How do your people look at you?<br />Exploration vs. Exploitation<br />Find the right people within and without the organization<br />Elicit the intelligence from the incumbents<br />Keep the likeables, dump the Assholes.<br />
  86. 86. Low-cost ways to please …..<br />Personal thank – an employee for a specific job well-done<br />Specific praise– in a letter or thank-you note<br />Provide information– as possible about the company<br />Include in decision– in the decisions you make<br />Give Opportunity – to learn as many new skills<br />Celebrate successes– with passion<br />Provide free time & flexibility– at their convenience<br />People quit people, not companies<br />
  87. 87. Materials<br />
  88. 88. Bills of Material<br />Convert the sales budget to production budget<br />Is there any time lag between sales & production?<br />In other words, any inventory days for finished goods?<br />
  89. 89. Revisit the assumption in BOM<br />In house vs. Outsourcing<br />Scrap Rate<br />List of scrap rules<br />Too low or too high?<br />Zero defect rate? Target DPPM<br />Any buffer? Simple scrap vs. Compound scrap<br />Wastage is allowed (not aware of) when time is good<br />
  90. 90. Do you have the detail?<br />Budget in Store Keeping Unit (SKU)<br />Determine the cost of goods sold<br />Identify what volume of raw materials required<br />So as to set out the following works:<br />Purchasing strategy about pricing / vendor selection / order allocation / replacement<br />Measurement: Purchase Price Variance (PPV)<br />Budgeted Inventory Level<br />Obsolete Inventory in the warehouse<br />Anything else?<br />
  91. 91. NOW<br />Know the Present,<br />Know what you “really” have<br />
  92. 92. Past Purchasing Activities!!!!<br />Any new suppliers introduced?<br />Any suppliers disqualified?<br />What PPV generated?<br />Order allocation on the right track? (i.e. according to suppliers score card)<br />Any sourcing changed and the effect?<br />Any replacement and the effect?<br />To whom do you review first and how?<br />前事不忘, 後事之師<br />
  93. 93. Non-refundable VAT<br />Any implication?<br />
  94. 94. Illustration of PPV<br />PPV = Standard Cost – Purchase Price<br />
  95. 95. Material Requirement Planning<br />How do you measure it?<br />What is your target inventory days?<br />Pull In / Push Out<br />
  96. 96. How much do you know your purchasing?<br />Order placement & delivery arrangement<br />SPQ / MOQ<br />Lead time<br />CAR<br />Customers composition of your major vendors<br />……..<br />Passion attracts Passion!!<br />
  97. 97. Labor<br />
  98. 98. Routing<br />Process by process for completion of the production of a product<br />Labor hours required for each process of a particular labor type<br />In principles, it is the labor hours for each work station<br />Then, no. of laborer is determined for a particular volume of production<br />
  99. 99. Takt time….<br />The routing hours should be the actual working hours, i.e. hours under perfect state of motion, no waiting<br />As a result, efficiency factor can be measured<br />
  100. 100. Efficiency & Low Season Factor<br />
  101. 101. How to deal with fluctuation?<br />Pre-build, but cost of holding inventory<br />No pay leave, annual leave in low season<br />Alliance with other factories<br />………<br />
  102. 102. 4 unexpected leadership qualities<br />Selectively reveal your weaknesses<br />Rely heavily on your intuition to gauge the appropriate timing and course of actions<br />Manage employee with tough empathy<br />Capitalize on differences<br />Rob Goffee, Gareth Jones<br />Internalization vs. Understanding<br />
  103. 103. Overhead<br />
  104. 104. The detail worksheet<br />Simple is beauty!<br />
  105. 105. From macro to micro…<br />2 levels are enough<br />Working is even more important<br />Thanks to Comparison: We found beauty!<br />
  106. 106. Another example: Traveling<br />Is it too detail?<br />
  107. 107. Income Statement<br />Putting Sales, Cost & Expenses altogether<br />But how do you work out the cost & expenses detail?<br />Product PNL / Customer PNL<br />CQ + PQ &gt; IQ<br />
  108. 108. Zero Base PNL<br />Identify the cost nature so as to determine the breakeven point<br />Then, is it possible to reduce the fixed cost?<br />What minimum capacity should be maintained?<br />
  109. 109. A simple example …..<br />
  110. 110. What is the fixed cost?<br />
  111. 111. Profit Map<br />84<br />Sales<br />$<br />Profit<br />Total Cost<br />Fixed Cost<br />Loss<br />Variable Cost<br />Qty<br />Breakeven point<br />
  112. 112. A Paradox of Pricing Formula<br />Price = Unit Cost + Mark-up %<br />Cost: Variable Cost, Fixed cost<br />Variable Cost: more output, fixed unit cost<br />Fixed Cost: Lump Sum / Output<br />more output, less unit cost<br />less output, more unit cost<br />Suggestion: Convert fixed cost to variable cost as far as possible<br />
  113. 113. How detail?<br />No free lunch!!<br />Nothing is impossible provided there is sufficient resources<br />Work out the detail of resources requirement so as to materialize the goal, regardless of its nature – self determined or assigned<br />Detail is to differentiate your aspiration from dream<br />The more the detail, the stronger the confidence<br />
  114. 114. In the new middle, we are all temp!<br /><ul><li>Do you know your business?
  115. 115. If yes, do you know the expenses patternor relationship with sales?
  116. 116. If yes, can you tell in the budget?</li></li></ul><li>What do we need to do?<br />Identify the cash need upfront<br />Uncover what leads to liquidity issue<br />Smooth out the cash deficit & surplus<br />Evaluate the cost of capital<br />知彼知己,百戰不殆 ;<br />不知彼而知己,一勝一負;<br />不知彼,不知己,每戰必殆<br />
  117. 117. Poka Yoke (Avoid any inadvertent Errors)<br />Unintentional Errors<br />Overlook<br />Misunderstanding<br />Judgment<br />Inexperience<br />Frequency<br />No Benchmarking Standard<br />Accident<br />Intentional<br />
  118. 118. Poka Yoke in action - Reasonableness<br />Trend by month<br />Benchmarking<br />Comparison<br />Compare with previous years<br />Compare with current year forecast<br />Compare with industrial standard<br />Check figure<br />Encourage Q & A<br />Index<br />
  119. 119. Walkforward / Defense<br />EBITDA bridge<br />Quantify all identified risk & opportunities<br />Give detail of cost reduction and others<br />Defense your budget<br />Prepare the detail for challenge<br />Identify the focus area of Income Statement<br />實踐是檢驗真理的唯一標準<br />
  120. 120. What is cost saving plan?<br />
  121. 121. Any productivity improvement plan?<br />How do you measure operator productivity?<br />How to improve it?<br />What is the financial impact?<br />7 Waste<br />8th Waste …..<br />What is the target Hourly Rate?<br />Labor cost & Overhead<br />
  122. 122.
  123. 123. More on Walkforward template<br />Projects profitability highlight (new/lost)<br />Cost reduction/increase highlight<br />Variable Budget<br />
  124. 124. New Project Evaluation …..<br />
  125. 125. Balance Sheet Items<br />Inventory<br />A/R<br />A/P<br />Fixed Asset<br />
  126. 126. Working Capital<br />
  127. 127. Cash Cycle<br />
  128. 128. Cashflow<br />Fund for investment opportunity<br />Rainy-days fund<br />Profit without cash inflow is fictitious profit<br />Usage of cashflow statement in budgeting<br />Notify when cash injection needed and cash return happens<br />Yardstick for liquidity performance<br />世路難行錢為馬, 愁城欲破酒為軍<br />
  129. 129. Cashflow working<br />Net Income is not cash which include non-cash spending – depreciation & amortization<br />Receivable is cash held by customers<br />A/R , Cash <br />Payable is cash hoarded from suppliers<br />A/P, Cash <br />Capex is spending ahead<br />Your cash position is reflected by the bank statement/cash ledger<br />
  130. 130. Cashflow template<br />Sweet lemon; Sour grape!?<br />
  131. 131. Weekly cashflow forecast<br />
  132. 132. Contingency<br />Challenge of Assumptions<br />Sensitivity Analysis<br />Backup/Compensating plan<br />If plan A fails, plan B will follow<br /> Opportunity of Cost Innovation<br />曲突徙薪亡恩澤,燋頭爛額為上客<br />
  133. 133. Execution Plan (Monitoring)<br />How to measure?<br />Key Performance Indicators (KPI)<br />The higher the better<br />Return on equity<br />Key Risk Indicators (KRI)<br />The lower the better<br />Overdue Debt to A/R<br />Look at your IS at different dimension<br />Customer P&L<br />Product P&L<br />Go fast, Walk alone; Go far, Walk together<br />
  134. 134. A picture worths more than 100 words<br />
  135. 135. Rolling forecast<br />e.g. 3 Actual + 9 Forecast<br />Monitor month by month<br />5-Why<br />Why the entertainment rise up so significantly?<br />Why the entertainment not link to sales?<br /><ul><li>Why do we spend so much to future customers?
  136. 136. Why …..</li></ul>We do budget every month<br />
  137. 137. Application of Budget<br />Commitment vs. Compliance<br />Commitment generates productive behavior without the need for monitoring<br />Compliance may result in similar behavior, but rarely generates initiative. Compliance strategies rely on external enforcement<br />夫禮者,忠信之薄而亂之首 !<br />
  138. 138. Review<br />Link the budget to performance appraisal<br />Bridge the gap<br />Evaluate the degree of achievement every month<br />Any remedy or compensating control?<br />交數交人交自己<br />
  139. 139. Paradox of Budget<br /><ul><li>Meet the budget, no significant deviation
  140. 140. Exceeds the budget, under-commit but over-perform
  141. 141. Lags behind the budget, over-commit but under-perform</li></ul>Be careful! When you start the game, it will continue for good<br />
  142. 142. How detail do we need?<br />Detail (Logic)<br />Flexibility<br />People need to prove they are trustable<br />
  143. 143. Back to Basic<br />天下难事,必作于易<br />天下大事,必作于细<br />Socrates: the great inquisitor<br />
  144. 144. In-depth meaning of budget<br />A break for management to think about next year<br />To determine the corrective actions required<br />To determine the yardstick of next year performance<br />To allocate resources based on certain conditions<br />To bring(force) everybody to the strategy<br />Think Ahead<br />
  145. 145. Revisit:Sales & CostCustomers & SuppliersAssets & Liabilities<br />Let the figure talk on solid ground<br />
  146. 146. Sales – the source of budget<br />How to retain the existing customer?<br />How to uncover the intrusion of low cost competitor?<br />Is the new program profitable and cash-collectible?<br />Do we have sufficient/correct segmentation?<br />Don’t expect our employees can make customers happy if they are not happy<br />
  147. 147. R-W-W<br />Is it Real?<br />Can we Win?<br />Is it Worth doing?<br />知可以戰與不可以戰者勝<br />
  148. 148. 5 R – Cost saving strategy<br />Remove<br />Why does a particular expense need to incur? Is there a way to totally remove this expense?<br />Replace<br />If not possible to remove this expense, can we replace the function with a cheaper one?<br />One to say Yes, Two to say No.<br />
  149. 149. Reduce<br />If not possible to remove it, is there a way to reduce the spending? <br />We should think about request for price reduction from supplier or source alternative supplier.<br />There is no repeated fluke!<br />
  150. 150. Redesign<br />If not possible to reduce, can we re-design the process to utilize the scarce resources? <br />Kaizen should be a continuous process. <br />There should be a regular review of existing process by freshman. <br />The old process creator should only act as a information provider but not member of new Kaizen group.<br />沒有最好 只有更好<br />
  151. 151. Redistribute<br />If not possible to redesign the process, can we have the function to share its value to different functional area as well as the cost?<br />Maximization subject to constraint is maxim not only in economics but also in cost saving perspective.<br />Great intelligence comes from heart, not mind<br />
  152. 152. Step forwards to your Suppliers & Customers<br />Suppliers<br />Customers<br />Suppliers<br />Customers<br />Stand still or fly?<br />
  153. 153. Budgeting is a practice for making decision<br />千里之行,始於足下.民之從事,常於幾成而敗之.慎終如始,則無敗事<br />
  154. 154. Business Integrity<br />http://www.webpronews.com/topnews/2004/07/13/the-principles-of-business-integrity<br />The company need to have the framework to run the business<br />This is the basis for building trust<br />The way applied in budgeting is part of the foundation<br />The leader of an organization must be willing to open up to ideas for betterment<br />Use budgeting as the 1st step – A foreground for open-minded discussion<br />A small step today, A big step tomorrow<br />
  155. 155. Organization Culture<br />“It is a collective of <br />the Values – ideas about what in life seems important<br />the Conformed Norms – expectations of behavior in different situations<br />the Artifacts – derivedthings or materials that abet a culture, <br />that influence the behavior of the members of the society and helps them to cope with their world and with one another; these are transmitted from generation to generation, through learning and imitation…”<br />Tough Empathy<br />
  156. 156. Culture Shaping Moment:<br />Every breathe you take, every move you make, they are watching you<br />The daily words, behavior, events, and decisions that reinforce who you want to be<br />Create experienced meaningfulness!<br />A learning organization<br />
  157. 157. My experience in budgeting cycle<br />A chance for me to practice and discuss the whole business<br />I need to demonstrate the capacity of my mindset, be bold to raise questions<br />Further enhance the conviction I learn from 5 Minds for the Future:<br /><ul><li>Disciplinary Mind
  158. 158. Synthesizing Mind
  159. 159. Creative Mind
  160. 160. Respectful Mind
  161. 161. Ethical Mind</li></ul>百川異趣, 必會於海; 萬國殊途, 必通諸夏<br />
  162. 162. Johari Window<br />Joe and Harry suggested, be a better functioning person if you could make pane D as large as possible<br />Nobody is as smart as everybody<br />
  163. 163. Acculturation<br />德有所长而形有所忘,人不忘其所忘,而忘其所不忘,此谓诚忘。<br />
  164. 164. Peripheral Thinking….<br />Do you budget for the following?<br />Order Lead Time<br />Policy & Procedure(SOP)<br />Innovation<br />Leadership<br />Staff Turnover Rate<br />Employee satisfaction<br />Trust<br />Social Capital<br />But, why should I believe you?<br />
  165. 165. Some sidetracking<br />Trust:<br />I cannot ask for it<br />I can accept being trusted or give trust<br />When I trust, I expect something happen<br />When I trust, I take the risk<br />It liberates and mobilizes human agency, release creative, uninhibited, innovative, entrepreneurial activism toward other people<br />
  166. 166. To be trustworthy<br />I need to be financially healthy<br />proved by the Balance Sheet & PNL<br />I need to meet the expectation of the creditors, suppliers, customers & employees<br />I need to be consistent with what I said and intended to do<br />
  167. 167. 墨子 – 修身編<br />志不强者智不达;言不信者行不果<br />行不信者,名必耗。名不徒生,而誉不自长<br />务言而缓行,虽辩必不听<br />言无务多而务为智,无务为文而务为察<br />善无主于心者不留,行莫辩于身者不立<br />名不可简而成也,誉不可巧而立也<br />
  168. 168. Plant your own garden,<br />decorate your own soul,<br />instead of waiting for someone to bring you flowers.<br />Veronica A Shoffstall<br />
  169. 169. What am I talking about till now?<br />Financial Statements & its construction<br />Management by applying the financial model<br />Walk through the business cycle of a financial year<br />Raise questions to elicit intelligence<br />Nothing more…<br />But we call it BUDGETING<br />Early to bed and early to rise, make a man healthy, wealthy and wise<br />
  170. 170. dicklam128@hotmail.com<br />886!!<br />