Financial sharing is the preferred model for many enterprises today on the road to digital and intelligent transformation. Due to the characteristics of "standardization, process, resource sharing, and informatization", the financial sharing service center has changed the traditional financial decentralized operation mode and concentrated resources. Sharing has greatly improved the efficiency of financial management and laid a good data foundation for enterprise management.
The process reengineering process of the financial shared service center follows the "PDCA" management cycle, which can be divided into "8 steps".
"8 steps" of process reengineering of financial shared service center
1. Form an organization
The establishment of an organization is mainly divided into two stages: construction period organization and operation period organization.
During the construction period, companies often tend to choose professional Party B companies to lead the management consulting related to the financial shared service center , which includes process reengineering.
At this stage , the company sets up a process team to cooperate with the work of the professional Party B. The team members should have a deep understanding of the company's financial and business conditions, and be able to clearly describe the company's process status, as well as related problems or improvement needs. Members who participate in relevant information are also the core personnel of the future financial shared service center.
During the operation period, the financial shared service center sets up a process expert group to pay attention to and update the process at any time. Members of the process expert group should have keen insight and be highly sensitive to changes in the environment, management requirements, business models, and policies.
2. Determine the target
The primary goal of the process reengineering of the financial shared service center is to eliminate organizational isolation, implement specialized division of labor, and realize resource sharing. In addition , the goal of "visibility, standardization, management, and efficiency improvement" should also be achieved.
Visible: With information tools as the carrier, the process is online and visualized, and the rights and responsibilities are clear.
Standardization: Set up the process according to the unified standard to minimize the influence of personal experience of financial personnel on basic financial work, and eliminate dependence on personal experience and ability.
Manageable: In the process of process reengineering, the management system, control rules and risk control points are integrated into it, and rely on information tools to solidify and implement, so as to change the management requirements from "relying on system execution" to "automatic execution in the process".
Efficiency improvement: When designing the process, full consideration should be given to the smooth flow of business and financial data, how to use information tools and intelligent means to improve data transmission and processing efficiency, and how to minimize human intervention in the process.
3. Sort out the status quo
The purpose of sorting out the status quo of the process is to fully understand the status quo of the enterprise, discover deficiencies and loopholes, and understand the improvement needs of the enterprise itself. Specifically, it should be carried out from three aspects: "scope, content, deficiency and demand" .
Scope: Taking the format as the division dimension, typical units should be selected to sort out the status quo of the process.
Content: With a clear output as a process, the current process should be collected and sorted out around the "12 elements" of the process.
Deficiencies and needs: In the process of sorting out the status quo of the process, financial personnel, financial managers and information users should be guided to fully reflect the problems , and relevant deficiencies and needs should be discovered from them , as a reference for subsequent process improvement.
The "12 elements" of the process
4. Determine the scope
After collecting enough process statuses, it is necessary to sort out, identify, merge and fill in gaps in the status quo, sort out the catalog of current processes, and classify them, and finally determine the processes that will be included in the financial shared service center in the future.
Example of Process Classification
5. Transformation process
After the process catalog is determined, each process needs to be transformed according to the purpose of process reengineering.
The transformation process should follow the following principles:
1) The design team should have a full understanding of the business of the enterprise, and master the latest information and intelligent technologies. During the transformation process, they should fully consider how to use technology to optimize processes and improve execution efficiency.
2) Starting from the business-financial connection point, from the perspective of financial management, put forward the standard for financial acquisition of business data, and use it as a basis to transform the process.
For the form and content of financial acquisition business data, the following factors should be fully considered:
a) Whether there is enough information to automatically generate the various elements of the voucher;
b) Whether sufficient information is provided for statistics, management and analysis reports;
c) The channel for data collection, whether it is transmitted by the system or relies on manual collection;
d) Whether it is convenient, simple and easy to understand.
e) Risk control requirements, such as budget control, contract control, and capital plan control, should be embedded in the transformation process.
3) Regarding process standardization, the principle of "unification of formats and compatibility of differences" should be followed. For businesses with small differences, such as expenses, funds, assets, taxation, salary, some general ledger businesses, reports, etc., a set of process standards can be set uniformly throughout the group. For businesses with large differences, such as procurement, sales, cost , engineering, etc., process standards should be set according to the type of business. Individual special business sets special process standards.
6. Verification process
After the process transformation is completed, it is necessary to fully discuss with the process participants to verify its feasibility, data flow, comprehensiveness, visibility and controllability. The financial shared service model not only changes the working mode of financial personnel, but also changes the working mode of business personnel.
The future financial shared service center is separated from the business site, so whether the process connection is smooth, whether the data transmission is smooth, whether the cognition of data standards is consistent, and whether their respective rights and responsibilities are clear, all will affect the effect of process execution.
Therefore, for the reformed process, it is necessary to fully discuss with the business personnel and business finance until the two parties agree on the execution of the process before the process can be implemented.
Process Simulation Verification Scenario
7. Implementation process
In addition to ensuring that the process is fully verified, there are two factors to ensure that the process can be implemented smoothly: organizational position adjustment and informatization implementation tools. The adjustment of organization and position must be in place simultaneously, and each position performs its own duties, so as to ensure the smooth execution of the process.
In addition, the process needs tools to ensure its smooth execution, and features such as the ability to process large amounts of data, a friendly user interface, convenient data collection methods, the greatest degree of automation, and advanced intelligent technology are essential.
8. Continuous optimization
The process reengineering of the financial shared service center is a continuous and dynamic process. Therefore, the financial shared service center should set up a process expert group to collect daily requirements, collect feedback on problems, regular and irregular special meetings, and satisfaction surveys. Collect process execution opinions and improvement suggestions, repeat steps 3-7, and re-improve and optimize the process.
Examples of factors driving process change