1. The document discusses improving customer service in manufacturing by shifting from a reactive to proactive paradigm.
2. It highlights some inherent problems within organizations from an operational perspective that can lead to bad customer experiences.
3. The author argues for understanding the full value chain, customer demand, inventory levels, and using tools like Excel to improve communication and better serve customers.
This document contains notes from a presentation on finance and operations reporting. It discusses the role of a junior manager focusing on daily reporting of expenses, sales, production outputs, and other metrics. While the work can feel "lame" compared to strategic work, reporting is still important for triggering actions, generating alerts, and helping the organization avoid recurring problems. The presentation emphasizes establishing critical reporting elements like clear formatting, highlighting trends, and asking questions; and using IT tools effectively to analyze data and knowledge rather than just prove work is being done. It also discusses materials, production, and planning reporting factors to consider.
Reporting for operation 1 (restructured course)Dick Lam
This document discusses several topics related to business management including theories of profit maximization, sales and cost reduction strategies, objectives of performance measurement, Howard Gardner's five minds framework, the concept of passion in driving change, and structuralism as a theoretical paradigm. It provides examples and definitions for various concepts like reciprocal induction, the inferiority complex, human nature, and the seven types of waste. The overall document presents an overview of different ideas and approaches for analyzing and improving business operations and performance.
The document discusses various topics related to operational reporting from a finance perspective. It begins by describing the role and mindset of a junior manager focused mainly on reporting figures. It then provides details about the author's background and contact information. The remainder of the document offers suggestions on types of reports to generate, including daily sales reports, monthly sales forecasts, and gross margin reports. It emphasizes the importance of focusing reports on key indicators, using clear formatting, and taking action based on the data presented.
Basic accounting principles provide the rules for recording transactions and reporting financial information. They ensure consistency and allow for statutory reporting, banking relationships, and gaining supplier credit. The key principles include accounting standards, concepts, and policies set by laws, listing rules, GAAP, IAS, and IFRS. Major concepts include the business entity, going concern, consistency, matching, accrual, prudence, and revenue recognition concepts. Proper application of accounting principles requires collaboration between departments to accurately record revenues, costs, and expenses in the correct period.
This document discusses the importance of financial knowledge for general management. It argues that financial data can help managers make objective, data-driven decisions while overseeing large-scale operations. However, it also notes that relying solely on financial figures without understanding people and operations can be limiting. The document advocates for an approach that incorporates financial metrics alongside collaborative, rational thinking to properly structure organizations and empower staff. Financial literacy is presented as a tool that can bridge different functions and help achieve organizational goals when used reasonably and with the right people's interests in mind.
The document discusses the importance of collaboration and trust within organizations. It notes that through collaboration and learning, people can achieve things they never thought possible and extend their capacity to create. However, collaboration also requires addressing potential challenges like determining common interests when perspectives differ, establishing trust among peers, ensuring fairness and reciprocity in social exchanges, and developing a culture of openness where checks and balances are valued. The document stresses that collaboration is key to overcoming inertia within systems and breaking through to new possibilities.
This is the draft agenda of the training seminar of Production Scheduling. You are welcome to provide your suggestion on the content of this seminar.
You can write me to the following email address:
dicklam128@hotmail.com
The training seminar of Production Scheduling is expected to launch on April 2011 both in Hong Kong and Shanghai.
If you are interested in joining the training seminar, you can contact the following training institution:
Hong Kong: training@universal-hk.net
Shanghai: enquiry@medglory.com
The document appears to be a general ledger report with various accounting codes, values, and tables. However, most of the values are marked as "#VALUE!" or "Err:508" indicating there are errors or missing values in the ledger. It includes basic ledger information like account codes and names, transactions, departments, and voucher numbers but the financial values themselves seem to be invalid.
1. The document discusses improving customer service in manufacturing by shifting from a reactive to proactive paradigm.
2. It highlights some inherent problems within organizations from an operational perspective that can lead to bad customer experiences.
3. The author argues for understanding the full value chain, customer demand, inventory levels, and using tools like Excel to improve communication and better serve customers.
This document contains notes from a presentation on finance and operations reporting. It discusses the role of a junior manager focusing on daily reporting of expenses, sales, production outputs, and other metrics. While the work can feel "lame" compared to strategic work, reporting is still important for triggering actions, generating alerts, and helping the organization avoid recurring problems. The presentation emphasizes establishing critical reporting elements like clear formatting, highlighting trends, and asking questions; and using IT tools effectively to analyze data and knowledge rather than just prove work is being done. It also discusses materials, production, and planning reporting factors to consider.
Reporting for operation 1 (restructured course)Dick Lam
This document discusses several topics related to business management including theories of profit maximization, sales and cost reduction strategies, objectives of performance measurement, Howard Gardner's five minds framework, the concept of passion in driving change, and structuralism as a theoretical paradigm. It provides examples and definitions for various concepts like reciprocal induction, the inferiority complex, human nature, and the seven types of waste. The overall document presents an overview of different ideas and approaches for analyzing and improving business operations and performance.
The document discusses various topics related to operational reporting from a finance perspective. It begins by describing the role and mindset of a junior manager focused mainly on reporting figures. It then provides details about the author's background and contact information. The remainder of the document offers suggestions on types of reports to generate, including daily sales reports, monthly sales forecasts, and gross margin reports. It emphasizes the importance of focusing reports on key indicators, using clear formatting, and taking action based on the data presented.
Basic accounting principles provide the rules for recording transactions and reporting financial information. They ensure consistency and allow for statutory reporting, banking relationships, and gaining supplier credit. The key principles include accounting standards, concepts, and policies set by laws, listing rules, GAAP, IAS, and IFRS. Major concepts include the business entity, going concern, consistency, matching, accrual, prudence, and revenue recognition concepts. Proper application of accounting principles requires collaboration between departments to accurately record revenues, costs, and expenses in the correct period.
This document discusses the importance of financial knowledge for general management. It argues that financial data can help managers make objective, data-driven decisions while overseeing large-scale operations. However, it also notes that relying solely on financial figures without understanding people and operations can be limiting. The document advocates for an approach that incorporates financial metrics alongside collaborative, rational thinking to properly structure organizations and empower staff. Financial literacy is presented as a tool that can bridge different functions and help achieve organizational goals when used reasonably and with the right people's interests in mind.
The document discusses the importance of collaboration and trust within organizations. It notes that through collaboration and learning, people can achieve things they never thought possible and extend their capacity to create. However, collaboration also requires addressing potential challenges like determining common interests when perspectives differ, establishing trust among peers, ensuring fairness and reciprocity in social exchanges, and developing a culture of openness where checks and balances are valued. The document stresses that collaboration is key to overcoming inertia within systems and breaking through to new possibilities.
This is the draft agenda of the training seminar of Production Scheduling. You are welcome to provide your suggestion on the content of this seminar.
You can write me to the following email address:
dicklam128@hotmail.com
The training seminar of Production Scheduling is expected to launch on April 2011 both in Hong Kong and Shanghai.
If you are interested in joining the training seminar, you can contact the following training institution:
Hong Kong: training@universal-hk.net
Shanghai: enquiry@medglory.com
The document appears to be a general ledger report with various accounting codes, values, and tables. However, most of the values are marked as "#VALUE!" or "Err:508" indicating there are errors or missing values in the ledger. It includes basic ledger information like account codes and names, transactions, departments, and voucher numbers but the financial values themselves seem to be invalid.
The document contains tables with plans and factors for amounts, colors, and transparency across multiple weeks. It also includes source data with targets and actuals for each week. Many of the cells contain errors due to invalid formulas.
The document contains data on targets and actuals over multiple weeks for different projects. It also includes waterfall charts showing performance against plan by week. The charts contain functions to automatically generate single and three-color waterfall diagrams from the source data.
A standalone and complete model for keeping in/out record of inventory. A good reference for Excel advanced functions.
It is better viewed in Excel 2007 as some functions cannot be used in Excel 2003
This document summarizes a company's 2008 income statement and projected budget. It shows actual 2007 figures, projected 2008 budget, and the increases/decreases between years. The 2008 budget projects no sales, costs of sales, or expenses due to missing data. It also requests $268,766 for capital and $5,190 for expenses. Projections for 2009-2010 assume the same sales amounts as 2008, with costs estimated at 81.8% of sales and margins at 18.2-19.9% of sales, yielding an EBITDA of around $1.2 million each year.
The document provides headcount and salary assumptions for Dickson Manufacturing Company's 2006 budget. It lists positions within various departments including management, finance, human resources, supply chain, and production. For each position it provides the 2005 basic salary, expenses per staff including overtime pay and pension contributions. The headcount assumptions will inform the labor costs within the company's 2006 budget.
The document discusses budgeting and the budgeting process. It begins by explaining the need for budgets and reasons why budgets may be ineffective. It then outlines the typical budgeting process, including setting objectives and assumptions, developing strategies to meet targets within any constraints, and calculating the budget. The importance of linking the budget to daily operations and performance is emphasized.
New missions for HR - Internal control 2010 ch 9Dick Lam
The document discusses the new missions of HR which include building an ethical system within an organization by defining right and wrong values and promulgating action principles. It also talks about nurturing human capital and maintaining ethical systems. It provides examples of ethical principles like the value of life, goodness, justice, honesty, and individual freedom. It discusses areas for practicing ethics like codes of conduct, orientation, appraisal, atmosphere, and communication channels. It gives Enron's 65-page code of conduct as an example that was based on Boy Scout values but notes it advised doing as it said, not as it did.