Finance Interacting With The Organisation Flashcards

1
Q

What is operation management?

A

Refers to the activities involved in designing, producing and delivery products and services that satisfy customers’ requirements

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2
Q

What are operations?

A

Refer to activities concerned with the acquisition of raw materials, their conversion into finished products and the supply of that finished product to the customer.
• Contemporary thinking has broadened to include service operations in addition to manufacturing operations

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3
Q

What is Porter’s value chain?

A

This model considers the organization’s activities that create value and drive costs.
• primary activities - directly concerned with the creation or delivery of a product or service
• Secondary or Support activities - help improve the efficiency and effectiveness of primary activities

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4
Q

What is process design?

A

is a method by which individual specialist seek to understand business processes and to ensure these processes are to be as efficient and effective.
• A useful tool - a process map

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5
Q

What is a supply chain?

A

Supply Chain consists of a network of organisations and they provide the necessary raw materials input to the firm’s value chain

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6
Q

What is supply chain management?

A

refers to the activities that manages the flow of information, money and materials across the extended firm, from supplier through the functions of the firm to customer. It is believed that by co-ordinating the activities in the supply chain can save costs and add values.

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7
Q

How should supply chain management support corporate and supply strategies?

A

Planning [supported by the use of Enterprise Resource Planning (ERP) system]
• Quality management (by lowering the quality related costs)
• Operational improvements (more details in following slides)

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8
Q

What is total quality management?

A

TQM is the continuous improvement in quality, productivity and effectiveness obtained by establishing management responsibility for process and outputs.
• Every process has an identified process owner and every person contribute to improvement.
• It also focuses on error prevention.

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9
Q

What is Kaizen operational improvement?

A

Kaizen (改善)
• originated in Japan, it is a Japanese term for the philosophy of continuous improvement via small, incremental steps.
• This could be considered as under the TQM.

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10
Q

What is six sigma operational improvements?

A

is a quality management programme pioneered in the
1980s by Motorola.
• aims to achieve a that goes beyond the statistical process control.
• 6 Sigma refers to the probability of 3.4 defects in every million. Tolerance level (Target) is to control defects less than 6 Sigma (4 defects in a million).
• Reduces quality related costs

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11
Q

What is lean thinking operational improvements?

A

systematically eliminate waste through identification and elimination of all non-value adding activities. Toyota is the pioneer of this method.
• Wastes to be eliminated involves inventory, waiting time, defective units, effort or motion of staff, transportation distance and time, over-processing and over-production.

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12
Q

What is just in time operational improvements?

A

It is a system to produce or procure products or components as they are required by customers or for use, rather than for inventory.
• Aims to keep all inventory to a minimum.
• A kind of demand pull system, usually, production and procurement are driven by customer order and required highly reliable suppliers and speed.
• Toyota again pioneered the JIT system.

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13
Q

What are the interactions between operations and finance?

A

Operation management is an important part for income generation.
• The operation function and the finance function should work in partnership to ensure its efficiency and effectiveness is optimized.
• Important areas where these 2 functions interacts: • Purchasing
• Production
• Service provision

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14
Q

What are KPI’S?

A

Critical success factors (CSFs) are the vital areas where things must go right for the firm in order for them to achieve their strategic objectives.
• Key Performance Indicators (KPIs) are the measures to check whether the CSFs are being achieved.

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15
Q

What should good KPI’s have?

A

Good KPIs should have the following characteristics
• span across strategic, tactical and operational level
• cover a complete and well balanced view of • Internal & external performance
• Short&longtermperformance
• Financial & non-financial performance
• SMART (specific, measurable, achievable, relevant and time-bound)

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16
Q

What are some examples of KPI’s?

A
Warehouse costing
Supply chain cost per unit sold
Percentage of customers fulfilled
Asset utilisation rate
Wait times
Transport costs
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17
Q

What is marketing?

A

Defined by Chartered Institute of Marketing (CIM), marketing is the management process that identifies, anticipates and supplies customer needs efficiently and profitably.

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18
Q

What are the main roles of marketing?

A
Main roles
• Marketing planning
• Understand the marketing environment
• Understand the marketing mix
• Apply main techniques of marketing • Market research
• Market segmentation
• Targeting
• Market positioning
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19
Q

What is the marketing planning process?

A

This is to ensure the effectiveness of Sales & Marketing function. There are 6 steps:

  1. Situation analysis
  2. Review mission and objectives
  3. Set marketing objectives
  4. Devise an appropriate marketing strategy 5. Implementation
  5. Review
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20
Q

What is the marketing mix?

A

is the set of controllable variables that a firm blends to produce desired results from its chosen target market. A framework for marketing mix is called the 4Ps.

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21
Q

What are the 4 P’s?

A

Product
Place
Promotion
Price

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22
Q

What are the 3 additional P’s for the service industry?

A

People
Processes
Physical evidence

23
Q

What are some marketing techniques?

A
  • Market research
  • Market segmentation • Targeting
  • Market positioning
24
Q

What areas do sales and marketing interface between finance?

A
Budgeting
Advertising
Pricing
Market Share
KPI's
25
Q

What are the two main approaches CFO can use to collaborate with marketing and sales?

A
  1. product/service development

2. product/service life-cycles and costing

26
Q

What is product / service development?

A

In nowadays fast changing world, organisations need to continually look for new or improved products or services, to achieve or maintain competitive advantage in their market.
• initial process of product / service development can make or break an organisation.
• The finance function will work collaboratively with the sales and marketing function to evaluate new product/service lines or innovations.

27
Q

What are product/ service life cycles and costing?

A
27
Q

What are product/ service life cycles and costing?

A
  • this considers the costs and revenues of a product/service over its whole life (including product/service development) rather than one accounting period.
  • the full cost incurred prior to, during and after production will be considered to ensure that the costs can be covered and/or any possible steps are taken to reduce the costs.
28
Q

What is a balanced portfolio?

A

• products/services at different stages in the lifecycle
have different implications for resource
requirements, risk and strategy.
• having too many products/services in the development stage will put a strain on finances as they will all require significant investment in marketing.
• All products/services are at the maturity stage, then there may be a question mark over the organisation’s long term future – how long will it be before they move into the decline phase?

29
Q

How is big data analytics used in marketing?

A

• The use of big data using real-time data analytics presents a huge opportunity to gain unique insight which can be used to improve competitive position and potentially gain competitive advantage over rivals.

30
Q

Give some examples of big data and analytics being used in marketing?

A

Market segmentation and customisation for precise targeting
• Product/service development to better develop attractive product/service
• Decision making on inventory level and pricing
• Obtaining customer feedback to identify changes in need

31
Q

Identify some KPI’s for marketing

A

Overall sales and marketing activity: growth sales/revenue
market share
gross margins
marketing spend per customer

Promotions: promotion costs
Website traffic conversion %
Email Marketing performance

Product/service: Product development time/ cost
Product lifecycle cost
Brand value
Warranty claims

Pricing: Price relative to industry average
Price elasticity of demand

Place: Transport cost
Storage cost

32
Q

How does the finance function work with marketing?

A

identify appropriate KPIs
• assemble KPI data and information
• analyse this for insight
• give advice to the sales and marketing function based on this insight and
• apply what has been learned to impact the achievement of the objectives of the sales and marketing function and the organisation as a whole.
• Technology will act as a key enabler in this, particularly in the ‘assembly’ and ‘analysis’ tasks.

33
Q

What is HR?

A

• Human Resources (HR), its function is responsible for human resource management within the organisation

34
Q

What are the main roles of HR?

A

create, develop and maintain an effective workforce, matching the requirements of the organisation and responding to the environment.

35
Q

What is the WorkForce planning process according to CIPD(2020)?

A
  • Understand the organisation and it’s function
  • Analyse the current and potential workforce
  • Determine the future workforce needs
  • Identify workforce gaps against future needs
  • Actions to address shortages, surplus or skill mismatches
  • Monitor and evaluate actions
36
Q

What is the HR cycle?

A
  1. recruitment
  2. selection
  3. training and development
  4. performance management
  5. incentives and motivation
  6. reward
  7. termination
37
Q

What is the motivation and reward system?

A

Motivation - willingness of individuals to perform certain tasks or actions.
• It is the incentive or reason for people behaving in a particular way.
• many advantages to having motivated workers • Reward system
• all the monetary, non-monetary and psychological payments that an organisation provides for its employees in exchange for the work they perform
• Can be basic pay, performance related pay and benefits.

38
Q

What are the areas of interface between HR and finance?

A

raditionally, the HR function and the finance function worked independently:
• Finance very much viewed people as a cost whereas HR viewed people as an asset.
• Collaboration between the functions was limited to, for example, establishing a budget for a reward programme.
• The modern approach
• view people as one of the greatest assets an organisation has.
• Both functions will have overlapping responsibilities. • the cost and benefit of recruiting and selecting new
employees.
• the impact of HR policies, such as reward policies, on the profitability of the business.

39
Q

What are the HR KPI’s?

A

The HR function will identify its relevant CSFs.
• The KPIs are the measures that indicate whether or not the HR function is achieving these CSFs.
• The finance function works with the HR function to:
✓ identify appropriate KPIs
✓ assemble KPI data and information
✓ analyse this for insight
✓ give advice to the HR function based on this insight and
✓ apply what has been learned to impact the achievement of the objectives
of the HR function and the organisation as a whole.
• Technology will act as a key enabler in this, particularly in
the ‘assembly’ and ‘analysis’ tasks.

40
Q

What are some sample KPI’s for HR?

A

Recruitment and selection: cost per employee hired
Selection method conversion rate
Time to fill position

Training and development: Training and development costs
Impact of training on existing KPI’s
Training feedback

Performance management: Appraisals completed on time
Appraisal action plan agree and follow up

Motivation: Turnover rate
Employee absenteeism
Employee productivity
Employee satisfaction scores

Reward Scheme: Cost of reward
Competitiveness of reward system
Adherence to laws and regulations

41
Q

What is IT?

A

IT’s function is responsible for information technology management within the organisation

42
Q

What are IT’s main roles?

A
  • Main roles
  • plan, evaluate, installing, operating and maintaining the hardware, software, networks and data centres required by the organisation
  • IT activities support running of the information systems that enable the capture of data and generate information that managers needs for planning, control and decision making.
43
Q

What are management information systems (MIS)?

A

Management information system (MIS) converts internal and external data into useful information

44
Q

Identify some MIS?

A

Executive information system(EIS): gives senior management access to internal and external information

Decision support system(DSS): aid managers decisions by predicting consequences of multiple scenarios.

Transaction Processing system (TSS): Used by operational managers it records daily transactions (payroll or purchases) and summarises them so they ca be reported on a routine basis

Expert System: Hold specialist knowledge and allow non-experts to interrogate them for info.

45
Q

What does IT enable?

A
  • IT enable knowledge management between functions of an organization.
  • Knowledge management is the process for the acquisition, sharing, retention and utilization of knowledge.
  • Knowledge refers to application of cognitive process to the information so that it becomes useful
  • Knowledge management system is any type of IT that helps to capture, store, retrieve and use knowledge to enhance knowledge management process
46
Q

What does IT infrastructure consist of?

A

IT infrastructure consists of the core networks, databases, software, hardware and procedures managed by the IT function. The modernisation of IT infrastructure is necessary to take advantage of innovations.

47
Q

What are the 5 areas of organising and managing IT systems?

A
  1. The emergence of new technology
  2. Enabling transformation
  3. Geographically dispersed teams
  4. Enhancing internal and external relationships
  5. Ethical and social issues with IS and data
48
Q

What are the issues associated with IT Systems?

A

Legal issues (unauthorised access to data)

Ethical issues (just because the law enables a company to gain information of each employees social media it doesn’t mean it is ethical right)

Social issues (organisations should make choices that are best for society)

49
Q

What is cost benefit analysis?

A

• Cost-benefit analysis (CBA) can be used to assess the expected costs and benefits of the IS.

50
Q

What are the interactions between IT and finance?

A

Traditionally, the IT function and the finance function worked independently:
• Finance very much viewed IT as a cost whereas the IT function viewed it as an asset.
• Collaboration between the functions was limited to, for example, establishing a budget for a new IT system.
• The modern approach is to view IT as one of the greatest assets an organisation has.
• Given the central role that technology plays in supporting modern business and their finance functions, the finance function and the IT function need to form a productive partnership

51
Q

Why does IT and finance need to interact?

A
  • Smarter investment in IT (company wide / a solution)
  • Security and compliance (data and accessibility)
  • Data analytics (turn data into actionable business intelligence)
52
Q

What are some IT KPI’s?

A

Operational: ticket response rates
resolution rates
IT System down time

Transformational: Cost of new tech
Time saved using new tech
IT spend per employee
IT utilisation

Strategic: New/improved business opportunities using tech
Revenue generated using new tech
Tech leading competitive advantage
IT functions as a leader in the market place