The Big Opportunity For The Office of Finance
•Download as PPTX, PDF•
0 likes•394 views
1) The document discusses the opportunity for the office of finance to add value through partnering with other departments by focusing on positioning, clarity, and focus. 2) Key aspects discussed include creating time, clarifying direction, and acting as a catalyst for continuous improvement. 3) The role of finance is positioned as change agents who can ultimately help change processes through strategic partnerships focused on goals, language, and understanding other perspectives.
Recommended
More Related Content
Similar to The Big Opportunity For The Office of Finance
Similar to The Big Opportunity For The Office of Finance (20)
Recently uploaded
Recently uploaded (20)
The Big Opportunity For The Office of Finance
- 1. The Big Opportunity for the Office of Finance
- 2. The Opportunity Focus and Context Gestalts - Dalmatian Dog
- 4. The Opportunity, The Audience - Confused Conversation - Speaking a different Language - Not understanding Perspective -Different Goals -Who is the Client? - What is your Focus? Chris Catto
- 5. Power of Authority Theoretical and Practical Theoretical – Authority in some area of intellectual inquiry Legitimate Authority - The establishment of a robust right to rule depends on the fact that each citizen rightly takes as a reason for obedience that it has a moral duty owed to the authority. - Justified Coercion - Capacity to Impose - Right to Rule Stanford Encyclopaedia of Philosophy Milgram Experiment – Stanley Milgram, Yale University Chris Catto
- 6. How does Finance add Value through Partnering? 1) Positioning 2) Clarity 3) Focus Ultimately Change Process Chris Catto
- 7. Positioning Do your “clients” know what you have to offer? Or do you assume they know? Are your conversations framed around what your clients’ “clients” want ,need, think? Are your reports, questions, and analysis designed to serve internal reporting or external reporting? Do you know what your “clients” need to reach their goals and serve their “clients” Alignment of goals, culture, language, trust, perception Chris Catto
- 8. Strategic Goals Strategic Plan Strategic Model Strategic Action Strategic Assessment Strategic Navigation Clarity Business Model, Revenue Drivers, Cost Drivers, Value Streams, Ratios, Conversions, Context, Cause and Effect, Objective Measures, Trends, Budgets, Forecasts, Cost Volume Profit, ROI, Cost of Capital, Price variance, Volume Variance, Substitution Tools in the Finance shed to provide clarity in decision making Activity , Conversion, Volume, Mix, Price, Capacity, Utilisation, Waste Chris Catto
- 9. Chris Catto Focus Technical Knowledge Practical Experience Customer Relationship Project Management Staff Management Performance is derived from Desire Tools Opportunity
- 10. The Opportunity For Finance 1) Create Time 2) Clarify Direction 3) Catalyst for Continuous Improvement Chris Catto
- 11. Developed by Taiichi Ohno of Toyota Kanban, Kaizen, Just- in-time and Target Costing philosophies are central to the Toyota Production System that propelled Toyota from an unknown car manufacturer to one of the worlds’ leading car manufacturers Chris Catto
- 12. Card System that Signals Capacity Pull system for consuming resource Matching use of resources with of capacity Visualisation of Workflow on Kanban Wall Resource allocation and Work-in- process minimisation Plan, measure and manage FLOW Highlight bottlenecks and improvement opportunities What is Kanban?
- 13. What are Value Streams? The visualisation of work flow Map the value creation process from actions required to get the order through to each natural step in delivering the order. Kanban – Value Streams? Consider the natural changes in Work Types Design, Build, Frame, Research, Analysis, Interview, Write up, Workshop, Maintenance, After Sales Service, Change Request
- 14. Marketing Activity Design Quotes and Tenders Cutting Framing Powder Coating Installing After Sales Service InProgress Complete InProgress Complete InProgress Complete InProgress Complete InProgress Complete InProgress Complete Value Streams 1 Monitoring Capacity - Managing FLOW Chris Catto
- 15. Marketing Activity Enquiries and Orders Vehicle Scheduling Truck Loading Customer Delivery Stock Replenish After Sales Service Value Streams 2 InProgress Complete InProgress Complete InProgress Complete InProgress Complete InProgress Complete InProgress Complete InProgress Complete In each value stream – What is you capacity – Staff, hours, machinery, equipment, accommodation. How well are you utilising the capacity? Under of over capacity? Monitoring Capacity - Managing FLOW Chris Catto
- 16. Marketing Activity Quotes and Signed Orders Job Set Up Review & Short List Interview and Profile Confirm and Close After Placement Follow up Value Streams 3 InProgress Complete InProgress Complete InProgress Complete InProgress Complete InProgress Complete InProgress Complete InProgress Complete Monitoring Capacity - Managing FLOW Chris Catto
- 17. Lean Reporting Box Box Score Reporting Day Week Month Target Operational Labour hour efficiency 4.82$ 4.75$ 5.12$ 5.00$ Machine Utilisation 72.0% 77.0% 80.5% 80.0% Failed Orders 2 3 4 0 Returns 1 5 10 0 Receivable Days 36 27 35 30 Capacity Productive 28% 28% 30% 28% Non Productive 50% 22% 21% 23% Available Capacity 22% 50% 49% 49% Financial Income 35,714 178,571 752,000 750,000 Direct Purchases 13,571 67,857 285,760 285,000 0.38 Direct Labour 12,143 60,714 255,680 255,000 0.34 Value Stream Profit 10,000 50,000 210,560 210,000 Brian Maskell - BMA Inc Lean Accounting Leaders www.maskell.com
- 18. Where is CPM and management reporting heading? 1) Office-of-finance CPM — largely involves the improvement of financial processes 2) Strategic CPM — supports organization wide transformation and growth Chris Catto
- 21. The Opportunity For Finance 1) Create Time 2) Clarify Direction 3) Catalyst for Continuous Improvement Chris Catto Ultimately we are Change Agents