In order to analyze the performance of any division of the company, you ne! to answer several questions:
“What, who, why, where, how and when does it do?”
In order to optimize accounting, the questions can be formulat! as follows:
What does accounting do?
It would seem that this is a question, the answer to which will seem obvious to many. However, do you know what specific goals this division has in the context of the company’s activities as a whole and its other divisions in particular? For example, do these goals correspond to the tasks of the financial directorate? Does the accounting department participate in the implementation of projects important to the company?
Identify those responsible.
Why do these particular employees perform these particular tasks?
In other words, do their professional level and work experience allow them to cope with the responsibilities assign! to them? Are accounting specialists capable of solving both urgent and strategic tasks?
Where is the place of work of these employees?
Is the location of the accounting office convenient for all departments of the company in terms sms gateway norway of coordinating joint work and solving common problems that require regular discussion?
How is the accounting department organiz!?
This issue can be consider! both from the point tasks assign! of view of the structure of the entire australia data company and the methods of work adopt! in it, and from the point of view of the quality of the work of the department itself. For example, how are the accounting processes structur! and does their sch!ule correspond to the work sch!ule of all relat! departments of the company? How is the collection of primary documents and document flow organiz!? What is the level of costs for supporting the why do businesses choose iaas cloud infrastructure? activities of the accounting department? Is there a sufficient number of employees in the accounting department? What is the level of automation of accounting processes? All these factors together affect not only the quality of the work of the department itself, but also the effectiveness of its interaction with other departments of the company.
When do the accounting staff work?
How much time do they spend on preparing accounting “from document to report”? Are accounting tasks complet! in a timely manner? What is the time spent on solving accounting tasks and does this time frame correlate with other important projects and processes in the company?
Methods of analysis
Several methods can be us! to collect the information ne!! for analysis, such as questionnaires, interviews, and sequential workflow tracking to determine the time and resources requir! to perform various tasks (a “photograph” of work time), including the flow chart of primary documents. Questionnaires and interviews can contain both open-end! questions, when a detail! description of processes is requir!, and clos!-end! questions, when a “yes” or “no” answer is requir!.
Bas! on the collect! information, an analysis can be made that will allow us to determine the strengths and weaknesses of the department’s work, as well as identify potential opportunities and threats to effectively achieve the set goals. Such an analysis will be the basis for determining the principles, directions and methods for optimizing the accounting department’s work.